管理学第十二章

1、CHAPTER 12 Human Resource Management第十二章 人力资源管理CHAPTER 12 Human Resource Management1.Why human resource management is important Human resource management is strategically important because various studies have concluded that an organizations human resources can be a significant source of competitive

2、 advantage. 人力资源管理具有战略性意义，因为，根据多项研究的结果表明，组织的人力资源是其竞争优势的重要源泉。CHAPTER 12 Human Resource Management1.Why human resource management is important Also, other studies have shown that certain HRM policies and practices, called high-performance work practices, can lead to both high individual and high organ

3、izational performance. 而且，还有研究显示出，一些人力资源管理政策和实践称之为高绩效工作实务，会带来个人绩效和组织绩效的同时提升。CHAPTER 12 Human Resource Management2.The human resource management process The human resource management process seeks to staff the organization and sustain high employee performance through human resource planning, recruit

4、ment or decruitment, selection, 人力资源管理过程旨在通过人力资源规划、招聘或解聘、甄选、CHAPTER 12 Human Resource Management2.The human resource management process orientation, training, performance management, compensation and benefits, and career development. 上岗引导、培训、绩效管理、薪酬与福利和职业发展，努力为组织选配合适的人员并保持员工的高绩效水平。CHAPTER 12 Human R

5、esource Management3.Human resource planning(1)Current assessment A job description is a written statement of what a jobholder does, how it is done, and why it is done. 职务说明书是对任职者需做些什么、怎么做和为什么要做的书面说明。CHAPTER 12 Human Resource Management3.Human resource planning A job specification states the minimum

6、acceptable qualifications that a jobholder must possess to perform a given job successfully. 职务规范指明任职者要成功地开展某项工作必须拥有何种最低限度可以接受的资格标准。CHAPTER 12 Human Resource Management3.Human resource planning(2)meeting future human resource needs Future human resource needs are determined by the organizations goal

7、s and strategies.CHAPTER 12 Human Resource Management4.Recruitment and decruitment(1)Recruitment Recruitment seeks to develop a pool of potential job candidates. Typical sources include an internal search, advertisements, employee referrals, 招聘是要形成某工作职位的一大批潜在的候选人。常见的招聘渠道包括内部搜寻、广告应征、员工推荐、CHAPTER 12 H

8、uman Resource Management4.Recruitment and decruitment(1)Recruitment public and private employment agencies, Web-based advertising, school placement centers, and temporary help services. 招聘是 公共和私人就业机构、互联网上的广告、学校分配中心和临时性支援服务等。CHAPTER 12 Human Resource Management4.Recruitment and decruitment(2)Decruitm

9、ent Decruitment reduces the labor supply within an organization through options such as firing, layoffs, attrition, transfers, reduced workweeks, and early retirements. 解聘则是通过解雇、临时解雇、自然减员、调换岗位、缩短工作周和提前退休等方案，削减组织中的员工数量。CHAPTER 12 Human Resource Management5.Selection(1)What is selection The process of

10、 screening job applicants to ensure that the most appropriate candidates are hired. Selection devices must match the job in question. 甄选手段必须与预想中的职务类型匹配。CHAPTER 12 Human Resource Management5.Selection(2)Validity and reliability The proven relationship that exists between a selection device and some r

11、elevant job criterion. 必须在甑选手段和有关工作标准之间存在能被证明的相关关系。 CHAPTER 12 Human Resource Management5.Selection(2)Validity and reliability The ability of a selection device to measure the same thing consistently. 指明一种手段是否能对同一事物作出持续一致的测量。CHAPTER 12 Human Resource Management5.Selection(3)Types of selection device

12、s The application form, Written tests, Performance-simulation tests (Work sampling , Assessment centers ), the interview, background investigations and physical examination 申请表、笔试、绩效模拟测试（工作抽样、评价中心）、面谈、履历调查、体格检查 CHAPTER 12 Human Resource Management5.Selection(3)Types of selection devices Work samplin

13、g works best with low-level jobs. Assessment centers work best for managerial positions. 工作抽样测验法更适合于低层次的职务，评价中心法更适合于管理职位。CHAPTER 12 Human Resource Management5.Selection(3)Types of selection devices The validity of the interview as a selection device increases for progressively higher levels of manag

14、ement. 面谈作为甄选手段的效度，会随着管理层级的升高而相应提高。 CHAPTER 12 Human Resource Management5.Selection (4)what works best and when?CHAPTER 12 Human Resource Management6.Orientation Introduction of a new employee to his or her job and the organization. 一个人得到了一项新工作，他也需要类似的对其工作岗位和组织的入门介绍。CHAPTER 12 Human Resource Managem

15、ent7.Employee training(1)Skill categories Most employee training seeks to modify skills in one or more of three areas: technical, interpersonal, or problem solving. 绝大多数员工培训活动都着眼于改变如下一项或多项技能：技术的、人际关系的和解决问题的。CHAPTER 12 Human Resource Management7.Employee training(1)Skill categories Technical skills i

16、nclude basic skills such as the ability to read, write, or do math as well as job-specific competencies. 技术技能包括诸如阅读、写作和数学计算这些基本的技能，以及与特定职务相关的能力。CHAPTER 12 Human Resource Management7.Employee training(1)Skill categories Interpersonal skills include the ability to interact effectively with coworkers a

17、nd managers. 人际关系技能指与同事和上司有效相处的能力。CHAPTER 12 Human Resource Management7.Employee training(1)Skill categories Problem-solving skills include logic, reasoning and skills at defining problems; assessing causation; being creative in developing alternatives; and selecting solutions. 解决问题的技能包括逻辑、推理和确定问题，对

18、因果关系作出评价，制定解决问题的可行方案，对方案进行分析评价，以及选定最终的解决办法等方面的能力。CHAPTER 12 Human Resource Management7.Employee training(2)Training methods On-the-job training methods: job rotation, understudy assignments. 典型的在职培训方法：职务轮换、预备学习CHAPTER 12 Human Resource Management7.Employee training(2)Training methods Off-the-job tra

19、ining methods: classroom lectures, films and videos, simulation exercises, vestibule training. 典型的脱产培训方法：课堂讲座、电视录像、模拟学习、仿真培训CHAPTER 12 Human Resource Management8.Employee performance management In the written essay, an evaluator writes out a description of the employees strengths and weaknesses, pas

20、t performance, and potential. 书面描述法是指考评者以书面形式描述一个员工的长处、短处、过去的绩效和潜能；CHAPTER 12 Human Resource Management8.Employee performance management In the critical incidents, the evaluator writes down examples of what the employee did that was effective or ineffective. 关键事件法是指由考评者记下员工所做的有效果的或无效果的事件； CHAPTER 12

21、 Human Resource Management8.Employee performance management The graphic rating scales approach lists a set of performance factors on which the evaluator rates the employee by using an incremental scale. 评分表法是先列出一系列绩效因素，然后由考评者针对每一项因素按增量尺度对员工进行评分；CHAPTER 12 Human Resource Management8.Employee performa

22、nce management In the behaviorally anchored rating scales, the appraiser uses a numerical scale to rate an employee according to descriptions of actual behavior on a job. 行为定位评分法是由考评者按序数值尺度对某人从事某项职务的具体行为作出评分；CHAPTER 12 Human Resource Management8.Employee performance management The multi-person compa

23、risons approach compares one individuals performance with that of one or more others. 多人比较法是将一个员工的工作绩效与一个或多个其他人作比较；CHAPTER 12 Human Resource Management8.Employee performance management Also, an evaluator can appraise a persons plishment of a specific set of goals. 目标管理法是由考评者评价一员工既定目标的完成情况；CHAPTER 12

24、 Human Resource Management8.Employee performance management Finally, 360 degree feedback is an approach that utilizes feedback from supervisors, employees, and co-workers. 三百六十度反馈法是利用从上司、员工本人及其同事处得来的反馈意见进行绩效评估的一种 方法。 CHAPTER 12 Human Resource Management pensation and benefits An organizations compen

25、sation system should reflect the changing nature of work and the workplace 一个组织的薪酬制度，应该反映工作性质的变化和工作的环境。CHAPTER 12 Human Resource Management pensation and benefits and typically includes base wages and salaries, wage and salary add-ons, incentive payments, and other benefits and services. 组织的薪酬通常包括基本

26、工资和年薪、工资和加薪、激励性的薪酬，以及其他福利及服务。CHAPTER 12 Human Resource Management10.Career development Career: a sequence of positions held by a person during his or her lifetime. 职业是指一个人在其一生中所承担职务的相继历程。 Individuals assume primary responsibility for career planning, career goal setting, and education and training.CHAPTER 12 Human Resource Management11.Current issues in human resource management Current HRM issues facing managers include managing workforce diversity, se