对组织内人力资源的管理

对组织内人力资源的管理第一页，共七十七页，编辑于2023年，星期六HumanResourceManagement

Part3:

TrainingandDevelopmentPowerPointbyCheng-Chiang(Johnnie)ChenDa-YehUniversity第二页，共七十七页，编辑于2023年，星期六Chapter5TrainingandDevelopingEmployees第三页，共七十七页，编辑于2023年，星期六Humanresourcemanagement(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。ManagersandtheHumanResourceManagementProcess第四页，共七十七页，编辑于2023年，星期六PersonnelmanagementVS.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第五页，共七十七页，编辑于2023年，星期六HumanResourceManagementProcessHumanResourcePlanningRecruitmentorDownsizingSelectionofEmployeesOrientationTrainingandDevelopmentPerformanceAppraisalsSafetyandHealthCompensationandBenefitsCompetentHigh-PerformingWorkers第六页，共七十七页，编辑于2023年，星期六TheStrategicHRMProcessSafetyandhealthCompensationandbenefitsPerformanceappraisalsIdentificationandselectionofcompetentemployeesAdaptedandcompetentemployeeswithup-to-dateskills,knowledge,andabilitiesCompetentandhigh-performingemployeeswhoarecapableofsustaininghighperformanceoverthelongtermTraininganddevelopmentStrategichumanresourceplanningRecruitmentanddownsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislation第七页，共七十七页，编辑于2023年，星期六人力資源管理程序

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.html第八页，共七十七页，编辑于2023年，星期六TheLegal

EnvironmentofHRMAffirmativeActionEmploymentTrainingRetention第九页，共七十七页，编辑于2023年，星期六HumanResource

PlanningMakingaFutureAssessmentMakingaCurrentAssessmentDesigningaFutureProgram第十页，共七十七页，编辑于2023年，星期六Employmentplanning

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

第十一页，共七十七页，编辑于2023年，星期六PopularJobAnalysisMethods第十二页，共七十七页，编辑于2023年，星期六TraditionalRecruitingSourcesInternalSearchesEmployeeReferralsEmployeeLeasingTempServicesEmploymentAgenciesAdvertisementsSchoolPlacement第十三页，共七十七页，编辑于2023年，星期六RecruitmentandselectionRecruitment:

Theprocessoflocating,identifying,andattractingcapableapplicants.Selectionprocess:

Theprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Reliability:

Thedegreetowhichaselectiondevicemeasuresthesamethingconsistently.Validity:

Theprovenrelationshipbetweenaselectiondeviceandsomerelevantcriterion.Performance-simulationtests:

Selectiondevicesthatarebasedonactualjobbehaviors;worksamplingandassessmentcenters.第十四页，共七十七页，编辑于2023年，星期六RejectErrorCorrectDecisionAcceptErrorCorrectDecisionSelectionDecisionAcceptRejectSuccessfulUnsuccessfulLaterJobPerformanceSelectionDecisionOutcomes第十五页，共七十七页，编辑于2023年，星期六SelectionDevicesPerformanceSimulationsWrittenTests第十六页，共七十七页，编辑于2023年，星期六FiringLayoffsandAttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizingOptions第十七页，共七十七页，编辑于2023年，星期六TheEffectivenessofInterviewsPriorknowledgeaboutanapplicantAttitudeoftheinterviewerTheorderoftheinterviewNegativeinformationThefirstfiveminutesThecontentoftheinterviewThevalidityoftheinterviewStructuredversusunstructuredinterviews第十八页，共七十七页，编辑于2023年，星期六SelectionDevices(cont’d)WrittenTestsRenewedemployerinterestintestingapplicantsfor:Intelligence:trainabletodothejob?Aptitude:coulddojob?Ability:candothejob?Interest(attitude):would/willdothejob?Integrity:trusttodothejob?Testsmustbeshowvalidatedconnectiontojob-relatedperformancerequirements.第十九页，共七十七页，编辑于2023年，星期六SelectionDevices(cont’d)Performance-SimulationTestsBasedon

job-relatedperformancerequirementsYieldvalidities(correlationwithjobperformance)superiortowrittenaptitudeandpersonalitytests.第二十页，共七十七页，编辑于2023年，星期六Well-MatchedApplicantsRealisticExpectationsIncreasedCommitmentRealisticJobPreviews第二十一页，共七十七页，编辑于2023年，星期六Orientation,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

第二十二页，共七十七页，编辑于2023年，星期六EmployeeOrientationSmoothInsider-OutsiderTransitionImproveWorkPerformanceMinimizeResignations第二十三页，共七十七页，编辑于2023年，星期六LearningtheRopesRealisticOrientationPrograms

fornewEmployees’Stress(ROPES)WarnaboutdisappointmentsHowtocopeiskeySupervisorsshouldmonitornewcomers第二十四页，共七十七页，编辑于2023年，星期六Training101TeachingnewemployeesthebasicskillstheyneedtoperformtheirjobsThehallmarkofagoodmanagerLackofproductivityDefinition第二十五页，共七十七页，编辑于2023年，星期六WhyTraining

IsBoomingNOTjusttechnicaltraininganymore–over$19billionspentlastyearonoutsidetrainingTeambuildingDecisionmaking CommunicationCustomerserviceTechnologyandcomputerskillsTraininghelpsmanagementmeetstrategicgoals第二十六页，共七十七页，编辑于2023年，星期六5StepTrainingandDevelopmentProcessNeedsanalysis

InstructionaldesignValidationImplement

Evaluation&follow-up第二十七页，共七十七页，编辑于2023年，星期六DeterminingiftrainingisneededWhatdeficiencies,ifany,dojobholdershaveintermsofskills,knowledge,orabilitiesrequiredtoexhibittheessentialandnecessaryjobbehaviors?Whatbehaviorsarenecessaryforeachjobholdertocompletehisorherjobduties?Whataretheorganization’sstrategicgoals?Whattasksmustbecompletedtoachieveorganizationalgoals?Isthereaneedfortraining?第二十八页，共七十七页，编辑于2023年，星期六TrainingandDevelopmentProgramsTypesof

TrainingBasicLiteracyTechnicalSkillsInterpersonalSkillsProblemSolving第二十九页，共七十七页，编辑于2023年，星期六IndividualizingFormalTrainingtoFittheEmployee’sLearningStyleParticipationand

Experiential

ExercisesReadingsLecturesVisualAidsLearning

Methods第三十页，共七十七页，编辑于2023年，星期六EmployeeTrainingDeterminestrategicgoalsIdentifyessentialtasksDeterminecriticalbehaviorsAssessdeficienciesinskills,knowledge,andabilities第三十一页，共七十七页，编辑于2023年，星期六TrainingMethodsJobRotationSimulationExercisesClassroomLecturesUnderstudyAssignmentsVestibuleTrainingFilmsandVideos第三十二页，共七十七页，编辑于2023年，星期六TypicaltrainingmethodsSampleOn-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.第三十三页，共七十七页，编辑于2023年，星期六典型的訓練方法

表6-7

第三十四页，共七十七页，编辑于2023年，星期六TraditionalTrainingMethodsOn-the-jobtrainingApprenticeshiptrainingInformallearningJobinstructiontrainingLecturesProgrammedlearningAudiovisualtoolsSimulatedtraining第三十五页，共七十七页，编辑于2023年，星期六

On-the-jobTrainingLearnbydoing–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.第三十六页，共七十七页，编辑于2023年，星期六JobInstructionTrainingListeachstepinorderwithkeystepsStartmotorSetcutdistanceReadscalecarefullyPlacepaperoncuttingtableVerifypaperisevenPushpapertocutterVerifypaperistightGraspreleasewithlefthandDon’treleasetopreventinjuryGraspreleasewithrighthandDon’treleasetopreventinjuryPullcutter&safetyreleasesKeepbothhandsinplaceWaitforcutTofinishMaintaingripRetractpaperVerifycutterisdoneShutoffmotor第三十七页，共七十七页，编辑于2023年，星期六LecturesGivelistenerssignalsKeepconclusionsshortMaintaineyecontactControlyourhandsBreaklongtalkintoshorterseriesPracticemakesperfectDon’tbeginonwrongfootBealerttoyouraudienceMakesureallcanhearSpeakfromnotesnotscript第三十八页，共七十七页，编辑于2023年，星期六ProgrammedLearningProgrammedlearning

(orprogrammedinstruction)isastep-by-stepself-learningmethodthatconsistsofthreeparts:PresentingRespondingFeedback第三十九页，共七十七页，编辑于2023年，星期六ApprenticeshipTrainingInformallearningordailyinteractionAudiovisualtoolsSimulatedtrainingOtherTraditionalTrainingTechniques第四十页，共七十七页，编辑于2023年，星期六ElectronicTrainingComputersandtheInternethaverevolutionizedtrainingCBTorCD-ROMElectronicPerformanceSupportSystemsDistanceandInternetbasedTele-trainingVideoconferencingInternettrainingLearningportals第四十一页，共七十七页，编辑于2023年，星期六ElectronicTraining(Cont.)JobAidsElectronicperformancesupportsystem(EPSS)第四十二页，共七十七页，编辑于2023年，星期六Tele-trainingTeletraining:Atrainerinacentrallocationteachesgroupsofemployeesatremotelocationsviatelevisionhookups.第四十三页，共七十七页，编辑于2023年，星期六VideoconferencingVideoconferencingallowsfordistanceteachingortrainingManyPC’scurrentlycanparticipateinremotetrainingwithprogramslikeInstructorsmightneedtochangesometeachinghabits第四十四页，共七十七页，编辑于2023年，星期六LearningPortalsInsightCorporatewebpagesorenterpriseinformationportalsfocuslearningoncompanyspecificsSomearehighlyspecializedportalslike第四十五页，共七十七页，编辑于2023年，星期六TrainingForSpecialPurposesLiteracytrainingtechniques50%ofworkersmayreadbelow8thgradelevelAIDSeducation

Onemillionworkersmaybeinfected;thiscancauseanxietyinothers第四十六页，共七十七页，编辑于2023年，星期六TrainingForSpecialPurposesGlobalbusinesstrainingsamplesinclude:ExecutiveetiquetteforglobaltransactionsCross-culturaltechnologytransferInternationalprotocolandpresentationBusinessbasicsfortheforeignexecutiveLanguagetraining第四十七页，共七十七页，编辑于2023年，星期六TrainingForSpecialPurposesDiversitytrainingBettercross-culturalsensitivityResultsexamples:ImprovingtechnicalskillsSocializationU.S.workethic第四十八页，共七十七页，编辑于2023年，星期六TrainingForSpecialPurposesCustomerservicetrainingAlmosttwo-thirdsofU.S.workersareinservicejobs第四十九页，共七十七页，编辑于2023年，星期六TrainingForSpecialPurposesTeamworktrainingOutwardBound“RecipesforSuccess”第五十页，共七十七页，编辑于2023年，星期六

LifelongLearningLifelonglearning

providescontinuingtrainingfrombasicremedialskillstoadvanceddecision-makingtechniquesthroughoutanemployee’scareerNew&oldskillsalikearelearned&updatedcontinuouslyDefinition第五十一页，共七十七页，编辑于2023年，星期六ManagerialDevelopmentManagementdevelopment

isanyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudes,orincreasingskillswithanaimtoenhancethefutureperformanceofthecompanyitselfDefinition第五十二页，共七十七页，编辑于2023年，星期六ManagerialOn-the-jobTrainingJobrotationCoaching/understudyapproachActionlearning第五十三页，共七十七页，编辑于2023年，星期六

ManagerialOff-the-jobTrainingThecasestudymethodGamesSeminarsUniversityprogramsRoleplayingBehaviormodeling-4stepsInhousedevelopment第五十四页，共七十七页，编辑于2023年，星期六Dowomenmakebettermanagers?Whatdoyouthink?Haveyoueverworkedforafemalemanager?Whatarethepositives?Negatives?第五十五页，共七十七页，编辑于2023年，星期六GlobalExecutiveDevelopmentCandidatesbackgroundsFamilysituationsBriefcandidatesonallrelocationpoliciesComprehensivetrainingProvideamentorEstablisharepatriationprogram第五十六页，共七十七页，编辑于2023年，星期六Evaluatingthe

TrainingEffortControlledexperimentationispreferredwaytodesignastudyasithasacontrolgroupwhichgetsnotrainingMeasure4outcomesofthestudy:ReactionLearningBehaviorResultsTrainingevaluationform第五十七页，共七十七页，编辑于2023年，星期六MultipersonGraphicRatingScalesCriticalIncidentsWrittenEssayBARSPerformanceAppraisalMethods360-DegreeAppraisalMBO第五十八页，共七十七页，编辑于2023年，星期六Performanceappraisalmethods

MethodAdvantageDisadvantageWrittenessaySimpletouseMoreameasureofevaluator’swritingabilitythanofemployee’sactualperformanceCriticalincidentsRichexamplesbehaviorallyTime-consuming;lackbasedquantificationGraphicratingProvidequantitativedata;lessDonotprovidedepthofjobscalestime-consumingthanothersbehaviorassessedBARSFocusonspecificTime-consuming;difficulttoandmeasurablejobbehaviorsdevelopmeasuresMultipersonComparesemployeeswithoneUnwieldywithlargenumberofanotheremployeesMBOFocusonendgoals;resultsTime-consumingoriented3600AppraisalMorethoroughTime-consuming第五十九页，共七十七页，编辑于2023年，星期六績效評估方法表6-8第六十页，共七十七页，编辑于2023年，星期六PerformanceEvaluationWhatDoWeEvaluate?TraitsIndividualTask

OutcomesBehaviorsPerformanceEvaluation第六十一页，共七十七页，编辑于2023年，星期六PerformanceEvaluationWhoShouldDotheEvaluating?Immediate

SupervisorPeersSelf-EvaluationImmediate

Subordinates第六十二页，共七十七页，编辑于2023年，星期六SuggestionsforImprovingPerformanceEvaluationsEmphasizebehaviorsratherthantraits.Documentperformancebehaviorsinadiary.Usemultipleevaluatorstoovercomeraterbiases.Evaluateselectivelybasedonevaluatorcompetence.Trainevaluatorstoimproverateraccuracy.Provideemployeeswithdueprocess.第六十三页，共七十七页，编辑于2023年，星期六Onemanager’sperspective360-degreeappraisal:

Anappraisaldevicethatseeksfeedbackfromavarietyofsourcesforthepersonbeingrated.Discipline:

Actionstakenbyamanagertoenforceanorganization’sstandardsandregulations.Employeecounseling:

Aprocessdesignedtohelpemployeesovercomeperformance-relatedproblems.第六十四页，共七十七页，编辑于2023年，星期六360-DegreeEvaluations第六十五页，共七十七页，编辑于2023年，星期六TheUnion-ManagementInterface第六十六页，共七十七页，编辑于2023年，星期六CompensationandBenefits

Compensationadministration:Theprocessofdeterminingacost-effectivepaystructurethatwillattractandretaincompetentemployees,provideanincentiveforthemtoworkhard,andensurethatpaylevelswillbeperceivedasfair.

Employeebenefits:Nonfinancialrewardsdesignedtoenrichemployees’lives.第六十七页，共七十七页，编辑于2023年，星期六CompensationAdminist