对组织内人力资源的管理(ppt)(MB)

HumanResourceManagement

Part3:

TrainingandDevelopmentPowerPointbyCheng-Chiang(Johnnie)ChenDa-YehUniversityChapter5TrainingandDevelopingEmployeesHumanresourcemanagement(HRM):

Themanagementfunctionthatisconcernedwithgetting,training,motivating,andkeepingcompetentemployees.

對組織內人力資源的管理，一般指企業內所有人力資源的取得，運用和維護等過程。ManagersandtheHumanResourceManagementProcessPersonnelmanagementVS.Humanresourcemanagement人事管理被動、消極偏重日常事務的執行、缺乏規劃滿足組織利益與工作要求為目標獨立於其他企業功能一般人事流程的管理訓練以工作技能為主將人士支出視為不可避免的費用

人力資源管理主動、積極具有長期導向之規劃尋求組織與員工工作均衡與企業功能緊密結合兼具組織發展(OD)的功能強調人力資源發展將人力資源視期探网為企業的長期投資HumanResourceManagementProcessHumanResourcePlanningRecruitmentorDownsizingSelectionofEmployeesOrientationTrainingandDevelopmentPerformanceAppraisalsSafetyandHealthCompensationandBenefitsCompetentHigh-PerformingWorkersTheStrategicHRMProcessSafetyandhealthCompensationandbenefitsPerformanceappraisalsIdentificationandselectionofcompetentemployeesAdaptedandcompetentemployeeswithup-to-dateskills,knowledge,andabilitiesCompetentandhigh-performingemployeeswhoarecapableofsustaininghighperformanceoverthelongtermTraininganddevelopmentStrategichumanresourceplanningRecruitmentanddownsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislation人力資源管理程序

圖6-1

期探网，二元期权：二元期权论坛：/forum.php二元期权投资理财视频：/forum.php?gid=1二元期权学习：/forum-40-1.html二元期权平台推荐：/forum-46-1.html二元期权交流：/forum-50-1.html二元期权资讯网：/forum-48-1.html二元期权交易技巧：/forum-47-1.html二元期权高手：/forum-51-1.html二元期权视频教程：/forum-36-1.htmlTheLegal

EnvironmentofHRMAffirmativeActionEmploymentTrainingRetentionHumanResource

PlanningMakingaFutureAssessmentMakingaCurrentAssessmentDesigningaFutureProgramEmploymentplanning

Humanresourceinventoryreport:

Areportlistingthename,education,training,prioremployer,languagesspoken,andthelikeofeachemployeeintheorganization.

Jobanalysis:

Anassessmentofthekindsofskills,knowledge,andabilitiesneededtosuccessfullyperformeachjobinanorganization-決定工作職責與性質.

Jobdescription(工作說明書):

Awrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdone-說明工作內容及方法.Jobspecification(工作規範):Astatementoftheminimumacceptablequalificationsthatanincumbentmustpossesstoperformagivejobsuccessfully-說明擔任此工作的人所需要的資格與條件

PopularJobAnalysisMethodsTraditionalRecruitingSourcesInternalSearchesEmployeeReferralsEmployeeLeasingTempServicesEmploymentAgenciesAdvertisementsSchoolPlacementRecruitmentandselectionRecruitment:

Theprocessoflocating,identifying,andattractingcapableapplicants.Selectionprocess:

Theprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Reliability:

Thedegreetowhichaselectiondevicemeasuresthesamethingconsistently.Validity:

Theprovenrelationshipbetweenaselectiondeviceandsomerelevantcriterion.Performance-simulationtests:

Selectiondevicesthatarebasedonactualjobbehaviors;worksamplingandassessmentcenters.RejectErrorCorrectDecisionAcceptErrorCorrectDecisionSelectionDecisionAcceptRejectSuccessfulUnsuccessfulLaterJobPerformanceSelectionDecisionOutcomesSelectionDevicesPerformanceSimulationsWrittenTestsFiringLayoffsandAttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizingOptionsTheEffectivenessofInterviewsPriorknowledgeaboutanapplicantAttitudeoftheinterviewerTheorderoftheinterviewNegativeinformationThefirstfiveminutesThecontentoftheinterviewThevalidityoftheinterviewStructuredversusunstructuredinterviewsSelectionDevices(cont’d)WrittenTestsRenewedemployerinterestintestingapplicantsfor:Intelligence:trainabletodothejob?Aptitude:coulddojob?Ability:candothejob?Interest(attitude):would/willdothejob?Integrity:trusttodothejob?Testsmustbeshowvalidatedconnectiontojob-relatedperformancerequirements.SelectionDevices(cont’d)Performance-SimulationTestsBasedon

job-relatedperformancerequirementsYieldvalidities(correlationwithjobperformance)superiortowrittenaptitudeandpersonalitytests.Well-MatchedApplicantsRealisticExpectationsIncreasedCommitmentRealisticJobPreviewsOrientation,Training,andDevelopmentOrientation(引導-新生訓練):

Theintroductionofanewemployeetothejobandtheorganization.對新進員工提供公司的基本資訊，使員工能早一點進入工作狀況Orientation

的技術舉辦座談會，雙向溝通

樹立良好企業文化和組織氣候培養直線主管與新進員工的關係，建立師徒制即早回饋新進員工的績效表現Training:

提供新進員工或現職員工工作所需的技能

Development:長期性培養，訓練現在的管理者與未來的管理者，解決組織問題之觀念性能力

EmployeeOrientationSmoothInsider-OutsiderTransitionImproveWorkPerformanceMinimizeResignationsLearningtheRopesRealisticOrientationPrograms

fornewEmployees’Stress(ROPES)WarnaboutdisappointmentsHowtocopeiskeySupervisorsshouldmonitornewcomersTraining101TeachingnewemployeesthebasicskillstheyneedtoperformtheirjobsThehallmarkofagoodmanagerLackofproductivityDefinitionWhyTraining

IsBoomingNOTjusttechnicaltraininganymore–over$19billionspentlastyearonoutsidetrainingTeambuildingDecisionmaking CommunicationCustomerserviceTechnologyandcomputerskillsTraininghelpsmanagementmeetstrategicgoals5StepTrainingandDevelopmentProcessNeedsanalysis

InstructionaldesignValidationImplement

Evaluation&follow-upDeterminingiftrainingisneededWhatdeficiencies,ifany,dojobholdershaveintermsofskills,knowledge,orabilitiesrequiredtoexhibittheessentialandnecessaryjobbehaviors?Whatbehaviorsarenecessaryforeachjobholdertocompletehisorherjobduties?Whataretheorganization’sstrategicgoals?Whattasksmustbecompletedtoachieveorganizationalgoals?Isthereaneedfortraining?TrainingandDevelopmentProgramsTypesof

TrainingBasicLiteracyTechnicalSkillsInterpersonalSkillsProblemSolvingIndividualizingFormalTrainingtoFittheEmployee’sLearningStyleParticipationand

Experiential

ExercisesReadingsLecturesVisualAidsLearning

MethodsEmployeeTrainingDeterminestrategicgoalsIdentifyessentialtasksDeterminecriticalbehaviorsAssessdeficienciesinskills,knowledge,andabilitiesTrainingMethodsJobRotationSimulationExercisesClassroomLecturesUnderstudyAssignmentsVestibuleTrainingFilmsandVideosTypicaltrainingmethodsSampleOn-the-JobTrainingMethods(OJT)-在職訓練JobrotationLateraltransfersallowingemployeestoworkatdifferentjobs.Providesgoodexposuretoavarietyoftasks.UnderstudyProvidessupportandencouragementfromanexperiencedassignmentsworker.Inthetradesindustrythismayalsobeanapprenticeship.SampleOff-the-JobTrainingMethodsClassroomlecturesLecturesdesignedtoconveyspecifictechnical,interpersonal,orproblem-solvingskills.FilmsandvideosUsingthemediatoexplicitlydemonstratetechnicalskillsthatarenoteasilypresentedbyothertrainingmethods.SimulationexercisesLearningajobbyactuallyperformingthework(oritssimulation).Mayincludecaseanalyses,experientialexercises,roleplaying,andgroupinteraction.VestibuletrainingLearningtasksonthesameequipmentthatoneactuallywilluseonthejobbutinasimulatedworkenvironment.典型的訓練方法

表6-7

TraditionalTrainingMethodsOn-the-jobtrainingApprenticeshiptrainingInformallearningJobinstructiontrainingLecturesProgrammedlearningAudiovisualtoolsSimulatedtraining

On-the-jobTraining

Learnbydoing–4stepstosuccessStep1PreparePutthelearneratease—relievethetension.Explainwhyheorsheisbeingtaught.Createinterest,findoutwhatthelearnerknows.Explainthewholejobandrelateittoaknownjob.Placeclosetothenormalworkingpositions.Familiarizewithequipment,materials,&tools.Step2PresentExplainquantityandqualityrequirements.Gothroughthejobatthenormalworkpace.Gothroughthejobseveraltimes,givingeachstep.Repeatslowlyagain.Havethelearnerexplainthestepsasyougothrough.Step3TryoutHavethelearnergothroughthejobseveraltimes.Runthejobatthenormalpace.Learnerdoesthejob,buildingupskillandspeed.Lettheworkbegin–stickaroundforawhile.Step4Follow-upDesignatetowhomthelearnershouldgoforhelp.Graduallydecreasesupervision,monitorquality.Correctfaultyworkbeforeitbecomesahabit.Complimentgoodwork;goalistoachievequality.JobInstructionTrainingListeachstepinorderwithkeystepsStartmotorSetcutdistanceReadscalecarefullyPlacepaperoncuttingtableVerifypaperisevenPushpapertocutterVerifypaperistightGraspreleasewithlefthandDon’treleasetopreventinjuryGraspreleasewithrighthandDon’treleasetopreventinjuryPullcutter&safetyreleasesKeepbothhandsinplaceWaitforcutTofinishMaintaingripRetractpaperVerifycutterisdoneShutoffmotorLecturesGivelistenerssignalsKeepconclusionsshortMaintaineyecontactControlyourhandsBreaklongtalkintoshorterseriesPracticemakesperfectDon’tbeginonwrongfootBealerttoyouraudienceMakesureallcanhearSpeakfromnotesnotscriptProgrammedLearning

Programmedlearning

(orprogrammedinstruction)isastep-by-stepself-learningmethodthatconsistsofthreeparts:PresentingRespondingFeedbackApprenticeshipTrainingInformallearningordailyinteractionAudiovisualtoolsSimulatedtrainingOtherTraditionalTrainingTechniquesElectronicTrainingComputersandtheInternethaverevolutionizedtrainingCBTorCD-ROMElectronicPerformanceSupportSystemsDistanceandInternetbasedTele-trainingVideoconferencingInternettrainingLearningportalsElectronicTraining(Cont.)JobAidsElectronicperformancesupportsystem(EPSS)Tele-trainingTeletraining:Atrainerinacentrallocationteachesgroupsofemployeesatremotelocationsviatelevisionhookups.VideoconferencingVideoconferencingallowsfordistanceteachingortrainingManyPC’scurrentlycanparticipateinremotetrainingwithprogramslikeInstructorsmightneedtochangesometeachinghabitsLearningPortalsInsightCorporatewebpagesorenterpriseinformationportalsfocuslearningoncompanyspecificsSomearehighlyspecializedportalslikeTrainingForSpecialPurposesLiteracytrainingtechniques50%ofworkersmayreadbelow8thgradelevelAIDSeducation

Onemillionworkersmaybeinfected;thiscancauseanxietyinothersTrainingForSpecialPurposesGlobalbusinesstrainingsamplesinclude:ExecutiveetiquetteforglobaltransactionsCross-culturaltechnologytransferInternationalprotocolandpresentationBusinessbasicsfortheforeignexecutiveLanguagetrainingTrainingForSpecialPurposesDiversitytrainingBettercross-culturalsensitivityResultsexamples:ImprovingtechnicalskillsSocializationU.S.workethicTrainingForSpecialPurposesCustomerservicetrainingAlmosttwo-thirdsofU.S.workersareinservicejobsTrainingForSpecialPurposesTeamworktrainingOutwardBound“RecipesforSuccess”

LifelongLearningLifelonglearning

providescontinuingtrainingfrombasicremedialskillstoadvanceddecision-makingtechniquesthroughoutanemployee’scareerNew&oldskillsalikearelearned&updatedcontinuouslyDefinitionManagerialDevelopmentManagementdevelopment

isanyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudes,orincreasingskillswithanaimtoenhancethefutureperformanceofthecompanyitselfDefinitionManagerialOn-the-jobTrainingJobrotationCoaching/understudyapproachActionlearning

ManagerialOff-the-jobTrainingThecasestudymethodGamesSeminarsUniversityprogramsRoleplayingBehaviormodeling-4stepsInhousedevelopmentDowomenmakebettermanagers?Whatdoyouthink?Haveyoueverworkedforafemalemanager?Whatarethepositives?Negatives?GlobalExecutiveDevelopmentCandidatesbackgroundsFamilysituationsBriefcandidatesonallrelocationpoliciesComprehensivetrainingProvideamentorEstablisharepatriationprogramEvaluatingthe

TrainingEffortControlledexperimentationispreferredwaytodesignastudyasithasacontrolgroupwhichgetsnotrainingMeasure4outcomesofthestudy:ReactionLearningBehaviorResultsTrainingevaluationformMultipersonGraphicRatingScalesCriticalIncidentsWrittenEssayBARSPerformanceAppraisalMethods360-DegreeAppraisalMBOPerformanceappraisalmethods

MethodAdvantageDisadvantageWrittenessaySimpletouseMoreameasureofevaluator’swritingabilitythanofemployee’sactualperformanceCriticalincidentsRichexamplesbehaviorallyTime-consuming;lackbasedquantificationGraphicratingProvidequantitativedata;lessDonotprovidedepthofjobscalestime-consumingthanothersbehaviorassessedBARSFocusonspecificTime-consuming;difficulttoandmeasurablejobbehaviorsdevelopmeasuresMultipersonComparesemployeeswithoneUnwieldywithlargenumberofanotheremployeesMBOFocusonendgoals;resultsTime-consumingoriented3600AppraisalMorethoroughTime-consuming績效評估方法表6-8PerformanceEvaluationWhatDoWeEvaluate?TraitsIndividualTask

OutcomesBehaviorsPerformanceEvaluationPerformanceEvaluationWhoShouldDotheEvaluating?Immediate

SupervisorPeersSelf-EvaluationImmediate

SubordinatesSuggestionsforImprovingPerformanceEvaluationsEmphasizebehaviorsratherthantraits.Documentperformancebehaviorsinadiary.Usemultipleevaluatorstoovercomeraterbiases.Evaluateselectivelybasedonevaluatorcompetence.Trainevaluatorstoimproverateraccuracy.Provideemployeeswithdueprocess.Onemanager’sperspective360-degreeappraisal:

Anappraisaldevicethatseeksfeedbackfromavarietyofsourcesforthepersonbeingrated.Discipline:

Actionstakenbyamanagertoenforceanorganization’sstandardsandregulations.Employeecounseling:

Aprocessdesignedtohelpemployeesovercomeperformance-relatedproblems.360-DegreeEvaluationsTheUnion-ManagementInterfaceCompensationandBenefits

Compensationadministration:Theprocessofdeterminingacost-effectivepaystructurethatwillattractandretaincompetentemployees,provideanincentiveforthemtoworkhard,andensurethatpaylevelswillbeperceivedasfair.

Employeebenefits:Nonfinancialrewards