《服务业人力资源管理（双语）》-课程教学大纲

PAGEPAGE9《服务业人力资源管理（双语）》课程教学大纲一、课程基本信息课程代码：16174603课程名称：服务业人力资源管理英文名称：HumanResourceManagementinServiceIndustry课程类别：专业课学时：54学分：3适用对象：旅游管理专业、酒店管理专业、会展管理专业本科生考核方式：考试先修课程：管理学，服务管理二、课程简介如何提升人力资源管理工作的水平，增强服务业的竞争力，是当前服务业面临的任务和挑战。也是服务业人力资源管理门课的宗旨.《服务业人力资源管理》是一门广泛吸收多学科知识的交叉学科，具有很强的实践性和应用性。它从管理学、社会学和心理学等学科角度出发，帮助学生了解人力资源管理对于组织的重要性以及它对服务业获得和维持竞争优势所做的贡献。本课程从人力资源管理“选用育留”几大模块展开结合服务业人力资源管理的特点，介绍人力资源管理相关理论并分析其在服务业中的应用。使同学们具备一定的专业素养并能够理论联系实际。Humanresourcemanagementistheimportantpartofmanagement,andthefoundationofotherspecializedmanagement.Withregardtotourismorganizations,howtoimprovethemanagementlevelofhumanresourcemanagementtoaddcompetitivepowertotourismorganizationsisnotonlyabigtaskandchallengebutalsotheaimofthiscourse.HumanResourceManagementinServiceIndustryisanintersectedandfrontierdisciplinewithstrongpracticalitywhichwidelyabsorbsknowledgefrommanydiscipline.Fromtheanglesofmanagement,sociologyandpsychology,ithelpsstudentstounderstandtheimportanceofhumanresourcemanagementinserviceindustryanditscontributiontoobtainingandmaintainingthecompetitiveadvantageofServiceIndustry.Thiscoursemainlydiscussesthebasictheoryofhumanresourcemanagement：humanresourcestrategy,jobanalysis，humanresourceplanning,recruiting,training,performanceappraisal,compensationmanagement,exitmanagementinServiceIndustry..三、课程性质与教学目的《服务业人力资源管理》是一门专业课程，通过本课程学习使学生在社会主义核心价值观指导下树立正确的择业观、诚实守信，敬业，干一行爱一行。同时在全球化背景下人力资源管理实践中求同存异，互相学习提高。具备一定的人力资源管理专业知识，能够运用这些专业知识解决服务业人力资源管理中的一些问题。学生具备一定的分析问题解决问题的能力，针对服务业中人力资源管理遇到的问题，结合中国国情和管理实践能够创造性提出一些解决方案。TheSyllabusofHumanResourcesManagementinServiceIndustryⅠBriefsoftheCourseCourseName:HumanResourceManagementinServiceIndustryCourseCode:16174603Credit:3creditsStatus:CompulsoryApplied：HotelManagementStudents,TourismManagementStudentsAcademicCredits：48Prerequisite:Management,ServiceIndustryⅡCourseDescriptionThiscourseaimstoexaminevariouswaysofapplyingtheoriesandpracticesofhumanresourcesmanagementintheserviceindustry.Italsoaimstoidentifymajorissuesinthehumanresourcesfield,analyzesandsynthesizesvariouspracticesofhandlinghumanresources,andmaximizeorganizationalproductivityinserviceindustry,facilitatesanunderstandingofthepolicies,procedures,andsystemsrequiredtoattract,select,develop,andretainqualityemployees.StudentslearnaboutthemajorenvironmentalfactorsthataffecttheHRfunction,includinglegislation,economics,anddemographics.ThecourseemphasizesHRissuesintheserviceindustry.InstructionisbasedonlectureanddiscussionaswellascaseanalysisandprojectworkIIIContents&RequirementsPartIBriefIntroductiontotheServiceIndustryandHumanResourceManagementCHAPTER1ChangingNatureofHumanResourceManagementI.LearningObjectives1.ExplainwhatHRMisandhowitrelatestothemanagementprocess.2.ComparetheHRresponsibilitiesoflineandstaffmanagers.3.ExplainthechangingroleofHRmanagers4.DiscussthechangingenvironmentofHRMII.ContentsDefinitionofHRMTheimportanceofHRMLinemanager’sHRdutiesThechangingenvironmentofHRMThenatureofserviceindustry.SeekcommongroundwhilereservingdifferencesandcarryforwardChinesecharacteristicsinHRMIIIQuestionsandApplicationsWhyHRMisimportanttomangersofserviceindustry?CHAPTER2StrategicHumanResourceManagementI.LearningObjectives:1.Outlinethestepsinthestrategicmanagementprocess.2.Explainandgiveexamplesofeachtypeofcompany-widestrategy.II.ContentsHR’sStrategicChallengesTheStrategicManagementProcessHRandCompetitiveAdvantageStrategicHumanResourceManagementHR’sStrategicRolesIIIQuestionsandapplications1.Defineandgiveatleasttwoexamplesofthecostleadershipcompetitivestrategyandthedifferentiationcompetitivestrategy.2.ExplainhowHRcanhelpahotelcreateitscompetitiveadvantage.PARTTWORECRUITMENTANDPLACEMENTChapter3JobanalysisILearningObjectives:1.Discussthenatureofjobanalysis(whatitisandhowitisused)2.Knowhowtocollectjobanalysisinformation,includinginterview,questionnaire,observationandparticipant’sdiaryWritejobdescriptions,jobsummariesandjobspecificationsExplainwhatjobanalysisis,whatitmeansandhowitisdoneinpracticeIIContents:TheNatureofJobAnalysisUsesofJobAnalysisInformationStepsinJobAnalysisMethodsofCollectingJobAnalysisInformationWritingJobDescriptions，JobSpecificationslimitationsofjobanalysisIIIQuestionsandapplicationsWorkingindividuallyoringroups,developajobdescriptionforthemanagerofrestaurant.Basedonthat,useyourjudgementtodevelopajobspecification.Compareyourconclusionswiththoseofotherstudentsorgroups.Werethereanysignificantdifferences?Whatdoyouthinkaccountedforthedifferences?Whatareusesofjobanalysis？CHAPTER4RecruitmentILearningObjectives:Specifythestrategicdecisionsthatmustbemaderegardingrecruiting.Compareinternalandexternalsourcesofcandidatesfortourismandhotelindustry.Discusswhymoreemployersareusingflexiblestaffingforrecruiting.Outlineatypicalrecruitingprocessandidentifylegalconsiderationsaffectingrecruiting.Identifythreeinternalsourcesforrecruiting.Listandbrieflydiscussfiveexternalrecruitingsourcesfortourismandhotelindustry.Discussthreefactorstoconsiderwhenevaluatingrecruitingefforts.Howtounderstandthe“rightemployeeareourmostimportantasset”?whatdoesrightmean?Forourstudentshowtosetuprightvalueswhenweapplyforjobs?IIContentsPlanningandForecasting:ForecastingPersonnelNeedsForecastingtheSupplyofInternalCandidatesForecastingtheSupplyofExternalCandidatesEffectiveRecruitingInternalSourcesofCandidates：FindingInternalCandidatesExternalSourcesofCandidatesDevelopingandUsingApplicationFormsIIIQuestionsandapplications1.Workingindividuallyoringroups,findatleast5employmentadsofhoteleitherontheInternetorinalocalnewspaperandanalyzethem.2.Whydocompaniesneedtorecruitfromoutside?3.Whatareadvantagesanddisadvantagesofinternalrecruiting?CHAPTER5SelectingandPlacingHumanResourcesLearningObjectives:1.Defineselectionandexplaintheuseofselectioncriteriaandpredictors.2.Diagramthesequenceofatypicalselectionprocessfortourismandhotelindustry.3.Discussthereceptionandapplicationphasesoftheselectionprocess.4.Constructaguideforconductingaselectioninterviewforserviceindustry.5.Listsometestsusedforemployeeselection,andexplainhowtousethem.6.DiscusstheselectioncriteriainChina.IIContentsBasicTestingConceptsTypesofTestsWorkSamplesandSimulations:WorkSamplingforEmployeeSelection,ManagementAssessmentCentersVideo-BasedSituationalTestingTheMiniatureJobTrainingandEvaluationApproachIIIQuestionsandapplicationsWhycarefulselectionisimportantforserviceindustry?PartIIITRAININGANDDEVELOPMENTCHAPTER6TrainingHumanResourcesILearningObjectives:1.Definetrainingandidentifytwotypesoftraininginserviceindustry..2.Discussatleastfourlearningprinciplesthatrelatetotraining.3.Describefourcharacteristicsofaneffectiveorientationsystemforserviceindustry.4.Discussthethreemajorphasesofatrainingsystem.5.Identifythreewaystodeterminetrainingneeds.6.Listanddiscussatleastfourtrainingapproaches.7.Giveahospitalityexampleforeachleveloftrainingevaluation.IIContentsOrientingEmployeesTheTrainingProcessAnalyzingTrainingNeedsTaskAnalysis:AssessNewEmployees’TrainingNeedsPerformanceAnalysis:AssessCurrentEmployees’TrainingNeedsTrainingMethodsWhatisManagementDevelopment?UsingOrganizationalDevelopmentEvaluatingtheTrainingEffortIIIQuestionsandapplications1."Agoodorientationprogramisessentialforallnewemployees,whethertheyhaveexperienceornot."Explainwhyyouagreeordisagreewiththisstatement.2.Doyouthinkjobrotationisagoodmethodtousefordevelopingmanagementtraineesofserviceindustry?Whyorwhynot?CHAPTER7PerformanceManagementandAppraisalILearningObjectives:1.Describetheappraisalprocess.2.Develop,evaluate,andadministerfourperformanceappraisaltools.3.Explaintheproblemsinappraisingperformance.4.Discussprosandconsofsixappraisalmethods.5.Performaneffectiveappraisalinterview.6.Discusstheprosandconsofusingdifferentraterstoappraiseaperson’sperformance.7.DiscussthehistoryofperformanceappraisalduringChineseSuiandTangdynasty.IIContentsPerformancemanagementandperformanceappraisalThecharacteristicofperformanceappraisalinserviceindustryPerformancemanagementprocessAppraisalmethods,AppraisalperformanceproblemsandsolutionsTheappraisalinterview.IIIQuestionsandapplications1.Explaintheproblemstobeavoidedinappraisingperformance.2.Answerthequestion:"Howwouldyougettheintervieweetotalkduringanappraisalinterview?3.Workingindividuallyoringroups,developagraphicratingscaleforthefollowingjobs:frontofficereceptionistofanhotel,waiterinFBdepartment.CHAPTER8ManagingCareersILearningObjectives:1.Compareacompany’straditionalandcareerplanning-orientedHRfocuses2.Explaintheroleoftheemployee,managerandcompanyincareerdevelopmentoftheemployee3.Describetheissuestoconsiderwhenmakingpromotiondecisions4.Answerthequestion:Howcancareerdevelopmentfosteremployeecommitment?IIContentsTheBasicsofCareerManagementCareerDevelopmentRolesinCareerDevelopmentManagingPromotionsandTransfersEnhancingDiversityThroughCareerDevelopmentCareerManagementandEmployeeCommitmentTheNewPsychologicalContractCommitment-OrientedCareerDevelopmentEffortsIIIQuestionsandapplications1.Whatistheemployee’sroleinthecareerdevelopmentprocess?Themanager’srole?Theemployer’srole?2.Describethespecificcorporatecareerdevelopmentinitiativesthattheemployercantake.3.Writeaoneessaystating“whereIwouldliketobecareer-wise10yearsfromtoday.”PARTIVCOMPENCATIONCHAPTER9EstablishingStrategicPayPlansILearningObjectives:ExplainthebasicfactorsindeterminingpayratesExplainindetailhowtoestablishpayratesExplainhowtopricemanagerialandprofessionaljobsDiscusscurrenttrendsincompensationIIContentsDeterminingPayRatesEstablishingPayRatesPricingManagerialandProfessionalJobsCompetency-BasedPayOtherCompensationTrendsGovernmentGuidelinesonWagesMinimumWagesinAsianCountriesIIIQuestionsandapplications1.HowtorewardmanagerialandprofessionalJobsinserviceindustry?2.Dosmallcompaniesneedtodevelopapayplan?Whyorwhynot?3.Workingindividuallyoringroups,conductsalarysurveysforthefollowingpositions:entry-levelchefandentry-leveltourguide.Whatsourcesdidyouuse,andwhatconclusionsdidyoureach?IfyouweretheHRmanagerforalocaltourismcompany,whatwouldyourecommendthatyoupayforeachjob?CHAPTER10PayforPerformAndFinancialIncentivesILearningObjectives:DiscussmainincentivesforindividualemployeesDiscussprosandconsofincentivesforsalespeopleDiscussthemostpopularorganization-widevariablepayplansDescribeincentivesformanagersandexecutivesOutlinestepsindevelopingeffectiveincentiveplansDiscusstheincentiveplansofsomeAsiancompaniesIIContentsMoneyandMotivation:AnIntroductionPerformanceandPayPsychologicalNeedsandIntrinsicvs.ExtrinsicMotivationTypesofIncentivePlansIncentivesforManagersandExecutivesIIIQuestionsandapplications1.Compareandcontrastsixtypesofincentiveplans.2.Whatismeritpay?Doyouthinkit'sagoodideatoawardemployeesmeritraises?Whyorwhynot?PartVEMPLOYEERELATIONSCHAPTER11ManagingGlobalHumanResourcesILearningObjectives:1.ListtheHRchallengesofinternationalbusiness2.Illustratehowinter-countrydifferencesaffectHRM3.DiscusstheglobaldifferencesandsimilaritiesinHRpractices4.Explainfivewaystoimproveinternationalassignmentsthroughselection5.DiscusshowtotrainandmaintaininternationalemployeesIIContentsHRandtheInternationalizationofBusinessGlobalDifferencesandSimilaritiesinHRPracticeHowtoImplementaGlobalHRSystemStaffingtheGlobalOrganizationTrainingandMaintainingExpatr