人力资源管理英文PPT01

Chapter1TheStrategicRoleofHumanResourceManagementAfterStudyingThisChapter,

YouShouldBeAbleTo:Explainwhathumanresourcemanagement(HR)isandhowitrelatestothemanagementprocess.GiveatleasteightexamplesofhowHRmanagementconceptsandtechniquescanbeofusetoallmanagers.IllustratetheHRmanagementresponsibilitiesoflinemanagersandstaff(HR)managers.ManagementProcessPlanningGoalsandstandardsRulesandproceduresPlansandforecasting.OrganizingTasksDepartmentsDelegatingAuthorityandcommunicationCoordinatingManagementProcessStaffingHiringRecruitingSelectingPerformancestandardsCompensationEvaluatingperformanceCounseling接受雇员咨询TraininganddevelopingManagementProcessLeadingGettingthejobdoneMoraleMotivationControllingSettingstandardsComparingactualperformancetostandardsCorrectiveactionHRMFunction

HumanResourceManagementistheprocessofacquiring,training,appraising,andcompensatingemployeesandattendingtotheirlaborrelations,healthandsafety,andfairnessconcerns.DefinitionHRMPeopleFunctionsInclude:JobanalysesLaborneeds劳动力需求RecruitSelectcandidatesOrientandtrainWagesandsalariesIncentives奖励

andbenefits福利PerformanceCommunicateTrainanddevelopEmployeecommitment雇员承诺、献身精神EqualopportunityHealthandsafetyGrievances/laborrelations处理申诉和劳资关系HRMisImportanttoallManagers.

Don’tLetTheseHappentoYou!ThewrongpersonHighturnoverPoorresults下属工作不尽力UselessinterviewsCourtactionsSalariesappearunfairPoortrainingUnfairlaborpractices不公正的劳资行为LineandStaffAspectsofHRM

直线管理人员与职能管理人员的人力资源管理Authority

职权MakingdecisionsDirectingworkGivingordersLineManagersAccomplishinggoalsStaffManagersAssistingandadvisinglinemanagersDefinitionLineManager’sHRMJobsTherightpersonOrientationTrainingPerformanceCreativity创造力WorkingrelationshipsPoliciesandproceduresLaborcostsDevelopmentMoraleProtectingStaffManager’sHRMJobsLineauthorityImpliedauthority暗示职权Functionalcontrol职能控制Personnelfunctional

(Employeeadvocacy雇员利益保护)StrategicPlanningandTrendsStrategyisthecompany’slong-termplanforhowitwillbalanceitsinternalstrengthsandweaknesseswithitsexternalopportunitiesandthreatstomaintainacompetitiveadvantage.DefinitionTheStrategicPlanningProcessSWOTanalysis-Strengths,Weaknesses,Opportunities,andThreatsBeststrategicplansbalanceacompany’sStrengthsandWeaknesseswiththeOpportunitiesandThreatsthefirmfacesBasicstrategictrendsGlobalizationTechnologicaladvancesThenatureofwork：体力工人向知识型雇员转变TheworkforceTheWorkforceItselfisDiverseUSDepartmentofLaborwebsiteHR’sevolvingroleProtectorandScreenerStrategicPartnerChangeAgent变革催化剂StrategicHRMStrategichumanresourcemanagement:

linkingHRMwithstrategicgoalsandobjectivestoimprovebusinessperformanceanddeveloporganizationalculturesfosteringinnovationandflexibility.DefinitionClarifythebusinessstrategyRealign再联盟

theHRfunctionsandkeypeoplepracticesCreateneededcompetenciesandbehaviorsRealization实现

ofbusinessstrategiesandresultsEvaluateandrefine精炼IsTherea“OneBestHRWay”?AllcompaniescanbenefitfromProfitsharingprogramsResultsorientedappraisalsEmploymentsecurityFosterinformalrelationships-promoteworldwidecommunicationsDevelopglobalexecutives全球化管理人员PlanoftheBookPartI:IntroductionChapter1:thestrategicroleofhumanresourcemanagementPartII:RecruitmentandPlacementChapter2:JobAnalysisChapter3:PersonnelPlanningandRecruitingChapter4:EmployeeTestingandSelectionChapter5:InterviewingJobCandidatesPlanfortheRestoftheBookPartIII:TrainingandDevelopmentChapter6:TrainingandDevelopmentChapter7:AppraisingPerformancePlanfortheRestoftheBookPartIV:CompensationChapter8:EstablishingPayPlansChapter9:Pay-for-PerformanceandFinancialIncentivesChapter10:BenefitsandServicesCasestudyAsanewmemberoftheboardofdirectorsforalocalbank,JackNelsonwasbeingintroducedtoalltheemployeesinthehomeoffice.WhenhewasintroducedtoRuthJohnson,hewascuriousaboutherworkandaskedherwhathermachinedid.Johnsonrepliedthatshereallydidnotknowwhatthemachinewascalledorwhatitdid.Sheexplainedthatshehadonlybeenworkingtherefortwomonths.Shedid,however,knowpreciselyhowtooperatethemachine.Accordingtohersupervisor,shewasanexcellentemployee.Atoneofthebranchoffices,thesupervisorinchargespoketoNelsonconfidentially,tellinghimthat“somethingwaswrong,”butshedidn’tknowwhat.Foronething,sheexplained,employeeturnoverwastoohigh,andnosoonerhadoneemployeebeenputonthejobthananotheroneresigned.Withcustomerstoseeandloanstobemade,shecontinued,shehadlittletimetoworkwiththenewemployeesastheycameandwent.Allbranchsupervisorshiredtheirownemployeeswithoutcommunicationwiththehomeofficeorotherbranches.Whenanopeningdeveloped,thesupervisortriedtofindasuitableemployeetoreplacetheworkerwhohadquit.Aftertouringthe22branchesandfindingsimilarproblemsinmanyofthem,Nelsonwonderedwhatthehomeofficeshoulddoorwhatactionheshouldtake.Thebankingfirmwasgenerallyregardedasawell-runinstitutionthathadgrownfrom27to191employeesduringthepasteightyears.Themorehethoughtaboutthematter,themorepuzzledNelsonbecame.Hecouldn’tquiteputhisfingerontheproblem,andhedidn'tknowwhethertoreporthisfindingstothepresident.questionswhatdoyouthinkiscausingsomeoftheproblemsinthebankhomeofficeandbranches?DoyouthinksettingupanHRunitinthemainofficewouldhelp?WhatspecificfunctionsshouldanHRunitcarryout?WhatHRfunctionswouldthenbecarriedoutbysupervisorsandotherlinemanagers?WhatroleshouldtheinternetplayinthenewHRorganization?Whatdoyouthinkwascausingsomeoftheproblemsinthebankhomeofficeandbranches?Thereisclearlyaproblemwithcommunication,andtheeffectsarefeltintheareaofemployeecommitment.Additionalcontributingfactorsincludethelackofconsistencyinthepoliciesandproceduresofvariouslocations.Thereisnocohesivenesstothestaffingactivitiesofthisorganization.DoyouthinksettingupaHRunitinthemainofficewouldhelp?Ofcoursewethinkitwould!SincethereareHR-relatedproblemsbothinthehomeofficeandinthebranches,itisclearthatifapersonnelofficeweresetup,itwouldneedtohelptocoordinatetheHRactivitiesinthebranches.Whatspecificfunctionsshoulditcarryout?WhatHRfunctionswouldthenbeca