《人力资源管理》教学大纲（双语）（本科）

《人力资源管理》教学大纲（双语）课程英文名HumanResourceManagement课程代码I1101Y03学分2总学时32理论学时32实验/实践学时0课程类别学科基础课课程性质选修课先修课程《管理学原理》适用专业财务管理开课学院经济与管理学院执笔人审定人制定时间2018年4月注：课程类别是指公共基础课/学科基础课/专业课；课程性质是指必修/限选/任选。一、课程地位与课程目标（一）课程地位人力资源管理是一门迅速发展的科学，它是一门系统地研究组织内人力资源选拔、吸收、培训、使用、激励的客观规律和具体方法的科学。通过本课程的学习，可以使学生全面系统地掌握组织人力资源开发与管理理论知识。（二）课程目标.理解人力资源管理的重要概念。.比较熟练地运用人力资源开发与管理地技能与方法。3,能在企业中胜任相关管理工作。二、课程目标达成的途径与方法本课程以课堂教学为主，结合课外作业、课内交流等方式，通过人力资源管理的基本概念、市场细分人力资源管理工具的教学，使学生掌握人力资源管理的基本原理；通过课外作业和课内交流，使学生树立现代人力资源管理观念，综合运用专业知识解决企业的人力资源问题，提高实际操作能力。三、课程目标与相关毕业要求的对应关系课程目标课程目标对毕业要求的支撑程度（H、M、L）毕业要求5毕业要求7毕业要求9课程目标1MMH课程目标2MMH课程目标3MMH注：1.支撑强度分别填写H、M或L（其中H表示支撑程度高、M为中等、L为低）。2.不涉及工程教育认证的公共基础课程（含必修和选修）不填写上表。3.各专业的非公共基础课程的毕业要求须根据课程所在专业培养方案进行描述。四、课程主要内容与基本要求HumanResourceManagement:GainingaCompetitiveAdvantageThischapterdiscussestheroleoftheHumanResourceManagement(HRM)functioninthecorporateefforttogainacompetitiveadvantage.Afterstudyingthischapter,thestudentshouldbeableto:Discusstherolesandactivitiesofacompany'shumanresourcemanagementfunction.Discusstheimplicationsoftheeconomy,themakeupofthelaborforce,andethicsforcompanysustainability.Discusswhatcompaniesshoulddotocompeteintheglobalmarketplace.Identifythecharacteristicsoftheworkforceandhowtheyinfluencehumanresourcemanagement.StrategicHumanResourceManagementThischapterdescribestheconceptofstrategyanddevelopsthestrategicmanagementprocess.ThelevelsofintegrationbetweentheHRMfunctionandthestrategicmanagementprocessduringthestrategyformulationstagearethendiscussed.Afterstudyingthischapter,thestudentshouldbeableto:Describethedifferencesbetweenstrategyformulationandstrategyimplementation.Listthecomponentsofthestrategicmanagementprocess.DiscusstheroleoftheHRfunctioninstrategyformulation.DescribethelinkagesbetweenHRandstrategyformulation.DiscussthemorepopulartypologiesofgenericstrategiesandthevariousHRpracticesassociatedwitheach.DescribethedifferentHRissuesandpracticesassociatedwithvariousdirectionalstrategies.ListthecompetenciestheHRexecutiveneedstobecomeastrategicpartnerinthecompany.TheanalysisandDesignofWorkThefirstsectionofthischapterdiscussestheanalysisofworkprocesswithinagivenworkunit.Havingprovidedanunderstandingofthebroadercontextofjobs,thechapterdiscussestheneedforandusefulnessofbothjobanalysisandthetechniquesforperformingjobanalysis.Finally,thechapterconcludesbypresentingthevariousapproachestojobdesigntoprovidemanagerswithanunderstandingofthecostsandbenefitsofemphasizingdifferentcharacteristicsofjobswhendesigningorredesigningthem.Afterstudyingthischapter,thestudentshouldbeableto:Analyzeawork-flowprocess,identifyingtheoutput,activities,andinputsintheproductionofaproductorservice.Understandtheimportanceofjobanalysisinstrategicandhumanresourcemanagement.Choosetherightjob-analysistechniqueforavarietyofhumanresourceactivities.Identifythetasksperformedandtheskillsrequiredinagivenjob.Understandthedifferentapproachestojobdesign.Comprehendthetrade-offsamongthevariousapproachestodesigningjobs.HumanResourcePlanningandRecruitmentThischapterdescribestheprocessanorganizationusestoplanandrecruitsothattherewillbeadequatehumanresources.Afterstudyingthischapter,thestudentshouldbeableto:Discusshowtoalignacompany'sstrategicdirectionwithitshumanresourceplanning.Determinethelabordemandofworkersinvariousjobcategories.Discusstheadvantagesanddisadvantagesofvariouswaysofeliminatingalaborsurplusoravoidingalaborshortage.Describethevariousrecruitmentpoliciesorganizationsadopttomakejobvacanciesmoreattractive.Listthevarioussourcesfromwhichjobapplicantscanbedrawn,theirrelativeadvantagesanddisadvantages,andthemethodsforevaluatingthem.Explaintherecruiter'sroleintherecruitmentprocess,thelimitstherecruiterfaces,andtheopportunitiesavailable.SelectionandPlacementThefollowingrequirementstouseapersonnelselectiondevicearediscussed:reliability,validity,generalizability,utility,andlegality.Thefollowingmethodsofselectionarediscussed,intermsoftheabovefactors,howthemethodsworkinpractice,andhowtheycanbeimprovedforuse:interviews,referencechecks,biographicalinformation,physicalabilitytests,cognitiveabilitytests,personalityinventories,work-sampletests,honestytests,anddrugtests.Afterstudyingthischapterthestudentshouldbeableto:Establishthebasicscientificpropertiesofselectionmethodsincludingreliability,validity,andgeneralizability.Discusshowtheparticularcharacteristicsofajob,organization,orapplicantaffecttheutilityofanytest.Describethegovernmentsroleinpersonnelselectiondecisions,particularlyintheareasofconstitutionallaw,federallaws,executiveorders,andjudicialprecedent.Listthecommonmethodsusedinselectinghumanresources.Describethedegreetowhicheachofthecommonmethodsusedinselectinghumanresourcesmeetsthedemandsofreliability,validity,generalizability,utility,andlegality.TrainingInthischapter,asystematicapproachtotraininganddesigningeffectivetrainingsystemsarediscussed,includingneedsassessments,organizationalanalysis,companystrategy,personanalysis,taskanalysis,creatingalearningenvironment,considerationofemployeereadinessfortraining,andtransfer-of-trainingissues.Then,numeroustrainingmethodsaredescribedandreviewed.Next,theevaluationoftrainingprogramsispresented.Afterstudyingthischapter,thestudentshouldbeableto:Discusshowtrainingcancontributetocompanies9businessstrategy.Explaintheroleofthemanagerinidentifyingtrainingneedsandsupportingtrainingonthejob.Conductaneedsassessment.Evaluateemployees1readinessfortraining.Discussthestrengthsandweaknessesofpresentation,hands-on,andgrouptrainingmethods.Explainthepotentialadvantagesofe-learningfortraining.Designatrainingsessiontomaximizelearning.Chooseanappropriateevaluationdesignbasedontrainingobjectivesandanalysisofconstraints.Designacross-culturalpreparationprogram.Developaprogramforeffectivelymanagingdiversity.PerformanceManagementThischapterexaminesavarietyofapproachestoperformancemanagement.Then,thespecificapproachestoperformancemanagementarediscussed,includingthestrengthsandweaknessesofeachapproach.Thevarioussourcesofperformanceinformationarealsopresented.Afterstudyingthischapter,thestudentshouldbeableto: Identifythemajordeterminantsofindividualperformance.Discussthethreegeneralpurposesofperformancemanagement.Identifythefivecriteriaforeffectiveperformance-managementsystems.Discussthefourapproachestoperformancemanagement,thespecifictechniquesusedineachapproach,andthewaytheseapproachescomparewiththecriteriaforeffectiveperformance-managementsystems.Choosethemosteffectiveapproachtoperformancemeasurementforagivensituation.Discusstheadvantagesanddisadvantagesofthedifferentsourcesofperformanceinformation.Choosethemosteffectivesource(s)forperformanceinformationforanysituation.EmployeeDevelopmentThischapterbeginsbydiscussingtherelationshipbetweendevelopment,training,andcareers.Then,fourapproaches(education,assessment,jobexperiences,andinterpersonalrelationships)usedtodevelopemployees,managers,andexecutivesarepresented.Thethirdsectionofthechapterprovidesanoverviewofthestepsofthedevelopmentplanningprocess.Afterstudyingthischapter,thestudentshouldbeableto:Discussthecurrenttrendinusingformaleducationfordevelopment.Relatehowassessmentofpersonalitytype,workbehaviors,andjobperformancecanbeusedforemployeedevelopment.Developsuccessfulmentoringprograms.Explainhowjobexperiencecanbeusedforskilldevelopment.Tellhowtotrainmanagerstocoachemployees.Discussthestepsinthedevelopmentplanningprocess.Explaintheemployees5andcompany'sresponsibilitiesinthedevelopmentplanningprocess.EmployeeSeparationandRetentionThisChapterdealswithinvoluntaryturnoverandvoluntaryturnover.Afterstudyingthischapter,thestudentshouldbeableto:Distinguishbetweeninvoluntaryandvoluntaryturnover,anddiscusshoweachoftheseformsofturnovercanbeleveragedforcompetitiveadvantage.Listthemajorelementsthatcontributetoperceptionofjusticeandhowtoapplytheseinorganizationalcontextsinvolvingdisciplineanddismissal.Specifytherelationshipbetweenjobsatisfactionandvariousformsofjobwithdrawal,andidentifythemajorsourcesofjobsatisfactioninworkcontexts.Designasurveyfeedbackinterventionprogramandusethistopromoteretentionofkeyorganizationalpersonnel.PaystructureDecisionsThischapterdiscussesthenatureofthepaystructureanditscomponentparts,thepaylevel,andthejobstructure.Afterstudyingthischapter,thestudentshouldbeableto:Listthemajordecisionareasandconceptsinemployeecompensationmanagement.Describethemajoradministrativetoolsusedtomanageemployeecompensation.Explaintheimportanceofcompetitivelabor-marketandproduct-marketforcesincompensationdecisions.Discussthesignificanceofprocessissuessuchascommunicationincompensationmanagement.Describenewdevelopmentsinthedesignofpaystructures.Explainthereasonsforthecontroversyoverexecutivepay.Describetheregulatoryframeworkforemployeecompensation.RecognizingEmployeeContributionswithpayThischapterfocusesonthedesignandadministrationofprogramstorewardindividualsfortheircontributiontoorganizationalsuccess.Afterstudyingthischapter,thestudentshouldbeableto:Describethefundamentalpayprogramsforrecognizingemployees*contributionstotheorganization'ssuccess.Listtheadvantagesanddisadvantagesofthepayprograms.Listthemajorfactorstoconsiderinmatchingthepaystrategytotheorganization'sstrategy.Explaintheimportanceofprocessissuessuchascommunicationincompensationmanagement.DescribehowU.S.paypracticescomparewiththoseofothercountries.五、课程学时安排教学内容教学时数学生任务对应课程目标Chapter1HumanResourceManagement:GainingaCompetitive