Human-Resource-Management管理学(课堂PPT).ppt

1 作为世界上最著名的计算机软件公司，微软研究院在人力资源管理方作为世界上最著名的计算机软件公司，微软研究院在人力资源管理方面有很多独到之处，摘录几点如下：面有很多独到之处，摘录几点如下：1 1、引导，但不控制、引导，但不控制 研究院研究的项目、细节、方法、成败，都由研究员自己来决定。对研究院研究的项目、细节、方法、成败，都由研究员自己来决定。对于细节，领导层可以提出自己的意见，但决定权在研究员手中。研究于细节，领导层可以提出自己的意见，但决定权在研究员手中。研究员在研发过程中得到领导层的全力支持，即使领导层并不认同他们的员在研发过程中得到领导层的全力支持，即使领导层并不认同他们的决定。决定。2 2、自由、真诚、平等、自由、真诚、平等 微软研究院不允许官僚作风、傲慢作风和明争暗斗的存在，鼓励不同微软研究院不允许官僚作风、傲慢作风和明争暗斗的存在，鼓励不同资历、级别的员工互信、互助、互重，每一员工都能够对任何人提出资历、级别的员工互信、互助、互重，每一员工都能够对任何人提出他的想法。就算是批评、争论，也是在互信、互助、建设性的前提下他的想法。就算是批评、争论，也是在互信、互助、建设性的前提下做出的。做出的。3 3、员工的满足、员工的满足 A.A.丰富的研究资源。用公司的雄厚资本，让每一个研究员没有后顾之忧，丰富的研究资源。用公司的雄厚资本，让每一个研究员没有后顾之忧，能够全心全意地做研究。这种资源包括计算机、软件、仪器、实验，能够全心全意地做研究。这种资源包括计算机、软件、仪器、实验，还包括足够的经费去出国开会、考察或回校学习。微软深知研究员更还包括足够的经费去出国开会、考察或回校学习。微软深知研究员更希望全神贯注地做他热爱的研究，而不必做他不热衷也不专长的工作，希望全神贯注地做他热爱的研究，而不必做他不热衷也不专长的工作，所以，微软研究院雇用了多名技术支持行政助理、图书管理员、数据所以，微软研究院雇用了多名技术支持行政助理、图书管理员、数据搜索员等来支持研究员的工作。搜索员等来支持研究员的工作。Lead-in Case2B.B.研究队伍：一个研究队伍，除了数名研究员之外，还有多名副研究（类似研究队伍：一个研究队伍，除了数名研究员之外，还有多名副研究（类似博士后）、实习生、开发人员和访问学者。这样一个多元的队伍能够很博士后）、实习生、开发人员和访问学者。这样一个多元的队伍能够很快地做出成果。快地做出成果。C.C.学术界的认可。有了开放的环境，员工不必担心因公司把他们的重大发明学术界的认可。有了开放的环境，员工不必担心因公司把他们的重大发明变为公司机密，而丧夫了与国外学者交流，或被认可（获得论文奖）的变为公司机密，而丧夫了与国外学者交流，或被认可（获得论文奖）的机会。机会。4 4、发掘人才、发掘人才 人才在信息社会中的价值，远远超过在工业社会中。发掘人才的方法：人才在信息社会中的价值，远远超过在工业社会中。发掘人才的方法：找出有杰出成果的领导者。这些领导者，有些是著名的专家，但有时候找出有杰出成果的领导者。这些领导者，有些是著名的专家，但有时候最最有能力的人不一定是最有名的人。只要他们申请工作，微软都会花很多有能力的人不一定是最有名的人。只要他们申请工作，微软都会花很多的的时间去理解他们的工作，并游说他们考虑到微软研究院工作。时间去理解他们的工作，并游说他们考虑到微软研究院工作。找出最有潜力的人。基于中国年轻人（如应届硕士或博士生）的聪明才找出最有潜力的人。基于中国年轻人（如应届硕士或博士生）的聪明才智、智、基础和创造力，微软专门成立了中国研究院，在中国寻找专家，寻找潜基础和创造力，微软专门成立了中国研究院，在中国寻找专家，寻找潜力。力。35 5、吸引、留住人才、吸引、留住人才 微软认为，每一个人都应该得到适当的待遇，但是除了提供有竞争微软认为，每一个人都应该得到适当的待遇，但是除了提供有竞争性的的待遇之外，微软更重视研究的环境。微软为研发人员开辟的环性的的待遇之外，微软更重视研究的环境。微软为研发人员开辟的环境极富吸引力，如：最佳的研究队伍和开放、平等的环境，让每个人境极富吸引力，如：最佳的研究队伍和开放、平等的环境，让每个人都能得到支持，在紧随公司的大方向的同时，仍有足够的空间及自由都能得到支持，在紧随公司的大方向的同时，仍有足够的空间及自由去发展自己的才能，追求自己的梦想。去发展自己的才能，追求自己的梦想。所以，微软认为，如果只是用高的待遇，或许可以吸引到一些人，所以，微软认为，如果只是用高的待遇，或许可以吸引到一些人，但只有一个特别吸引人的环境，才能吸引到并且长期留住所有最佳的但只有一个特别吸引人的环境，才能吸引到并且长期留住所有最佳的人才。人才。思考题：1、微软研究院在人力资源管理的独到之处的核心是什么？2、如果你是微软研究院在中国分部的人力资源主管，你将在 哪些方面加强人力资源开发与管理工作？4Why Human Resource Management Is Important?1.The influence of HRM An organizations human resources can be a significant source of competitive advantage.HRM practices have been found to have a significant impact on organizational performance2.High-performance work practices lead to both high individual and high organizational performance Improve the knowledge，skills，and abilities of an organizations employees Increase their motivation，reduce loafing on the job Enhance the retention of quality employees while encouraging low performers to leave5Some examples are listed Selfmanaged teams Decentralized decision making Training programs to develop knowledge，skills，and abilities Flexible job assignment Open communication Performancebased compensation Staffing based on person-job and person-organization fit6The Human Resource Management ProcessHuman resource management process consists of eight activities necessary for staffing the organization and sustaining high employee performance.The first three activities ensure that competent employees are identified and selected;the next two involve providing employees with up-to-date knowledge and skills;and the final three ensure that the organization retains competent and high-performing employees.7Employee Labor UnionsA labor union is an organization that represents workers and seeks to protect their interests through collective bargaining.In unionized organizations,many HRM decisions are regulated by the terms of collective agreements,which usually define such things as recruitment sources;criteria for hiring,promotions,and layoffs;training eligibility;and disciplinary practices.8Governmental Laws and RegulationsHRM practices are governed by a countrys laws,which vary from country to country.Within countries,there are state or provincial and local regulations that also impact specific practices.Trying to balance the“shoulds and should-nots”of many of these laws often falls within the realm of affirmative action(Programs that enhance the organizational status of members of protected groups).Demographic Trends9有人把组织人员划分五个级别：有人把组织人员划分五个级别：人渣人渣-副作用副作用人员人员-零作用零作用人手人手-只起帮手作用（正作用）只起帮手作用（正作用）人才人才-主动性、创造性、独立性和责任感的人主动性、创造性、独立性和责任感的人 人物人物-有思想、懂战略、有影响力的人才有思想、懂战略、有影响力的人才 10Human Resource(HR)Planning人力资源管理规划-The process by which managers ensure that they have the right number and kinds of people in the right places,and at the right times,who are capable of effectively and efficiently performing their tasks.-Helps avoid sudden talent shortages and surpluses Steps in HR planning:Assessing current human resourcesAssessing future needs for human resourcesDeveloping a program to meet those future needs11Why do we need job analysis?-Human Resource Inventory人力资源调查Current Assessment Requires conducting interviews,engaging in direct observation and collecting the self-reports of employees and their managers-Job Analysis 职务分析A review of the current make-up of the organizations current resource status.An assessment that defines a job and the behaviors necessary to perform the job(Knowledge,skills,and abilitiesKSAs)12what the job holder does(job duties)how it is done(includes work conditions,tools，materials,and equipment etc),and why it is done-Job Description 职务说明书A written statement of-Job Specification 职务规范A written statement of the minimum qualifications that a person must possess to perform a given job successfully Includes a list of skills,abilities,and credentialsneeded to perform the job13Behavioral descriptors 行为方面的描述-the nature of the job-职务说明书 Job description is a detailed summary of a jobs tasks,duties,and responsibilities.Ability descriptors 能力方面的描述-the requirements of the job-职务规范 Job specification lists the worker characteristics(KSAs)needed to perform the job successfully.14Meeting Future Human Resource NeedsForecast demand for products and servicesAvailability of knowledge,skills,and abilities.Supply of EmployeesDemand of EmployeesFactors Affecting Staffing Strategic Goals15Recruitment and Decruitment-Recruitment 招聘The process of locating,identifying,and attracting capable applicants to an organization.The process of reducing a surplus of employees in the workforce of an organization.-Decruitment 解聘E-recruiting 电子招聘 Recruiting employees through the InternetOrganizational web sitesOnline recruiters16Major Sources of Potential Job CandidatesSourceAdvantagesDisadvantagesInternetReaches large numbers of people;can get immediate feedbackGenerates many unqualified candidates Employee referrals Knowledge about the organization provided by current employee;can generate strong candidates because a good referral reflects on the recommenderMay not increase the diversity and mix of employeesCompany Web siteWide distribution;can be targeted to specific groupsGenerates many unqualified candidates College recruitingLarge centralized body of candidatesLimited to entry-level positions Professional recruitingOrganizationsGood knowledge of industry challenges and requirements Little commitment to specific organization17互联网招聘网站http:/ decruitment optionsOption Description Firing layoffsPermanent involuntary terminationLayoff Temporary involuntary termination;may last only a few days or extend to yearsAttrition Not filling openings created by voluntary resignations or normal retirementsTransfers Moving employees either laterally or downward;usually does not reduce costs but can reduce intraorganizational supply-demand imbalancesReduced workweeks Having employees work few hours per week,share jobs,or perform their jobs on a part-time basisEarly retirements Providing incentives to old and more senior employees for retiring before their normal retirement dateJob sharing Having employees share one full-time position19Selection20What is selection?Definition:Screeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Selectionisanexerciseinprediction.Itseekstopredictwhichapplicantswillbesucessfulifhired.21What Do We Measure?Ourideas:KnowledgeSkillAbility-cognitive(认知）-physicalPersonalityVocationalinterestsLifehistory22Four possible outcomes of selection decisionSelectionDecisionLaterJobPerformancesucessfulunsucessfulAcceptRejectCorrectdecisionRejecterrorAccepterrorCorrectdecision23Important concepts in selectionAnyselectiondevicethatamanagerusesshoulddemonstratevalidityandreliability.Validity:Theprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantcriterion.Reliability:Theabilityofaselectiondevicetomeasurethesamethingconsistently.24Measuring ValidityValiditydealswithissuesof:uWhetherthetestisanadequateofthecharacteristicitsupposedlymeasuresuWhetherinferencesandactionsbasedontestscoresareappropriate25Measuring ReliabilityTest-Retest-examinestheconsistencyofatestovertimeInter-rater-examinesconsistencyacrossratersInternalconsistency-examinestheextenttowhichallitemsonatestmeasurethesameconstruct26Types of Selection Devices1.Applicationforms2.WrittentestsItincludestestsofintelligence,aptitude,abilityandinterest.Today,personality,behavioral,andaptitudeassessmenttestsarepopularamongbusiness.3.Performance-simulationtestsItismadeupofactualjobbehaviors.WorksamplingandAssessmentcenters4.Interviews5.BackgroundinvestigationsTwotypes:verificationsofapplicationdataandreferencechecks6.PhysicalExaminationp331strengthsandweaknessesofthoseselectionsdevices27What Works Best and When?Toincreasejobsatisfactionamongemployeesandreduceturnover(员工流失率),weneedtakesomemethod.Realisticjobpreview(RJP):Apreviewofajobthatprovidesbothpositiveandnegativeinformationaboutthejobandthecompany.(真实工作预览)AnRJPprovidestheapplicantwithanaccuratedescriptionofthejobandtheworkenvironment.28Orientation&Training29Orientation introducing a new employee to his or her job and the organization.Two types of orientationWork unit orientation Organization orientation 30Work unit orientation 对工作单位的上岗培训Work unit orientation familiarizes the employees with the goals of the work unit,clarifies how his or her job contributes to the units goals,and includes an introduction to his or her new co-workers.使新员工了解工作单位的目标，使之清楚他的职务是如何为单位目标的实现做出贡献的，同时也将他介绍给现在的同事们。Organization orientation 对组织的上岗培训Organization orientation informs the new employee about the companys goals,history,philosophy,procedures,and rules.It should also include relevant human-resource policies and maybe even a tour of the facilities.使新员工了解组织的目标、历史、经营宗旨和程序规则等，其中应当包括有关的人事政策和福利，或者让新员工参观组织的工作设施。31u安排新员工参观办公楼或厂房u敢看描述组织历史的影片u与人力资源部门的代表进行短时间的座谈u 由单位中资格较老的一位同事带他参观复印室、咖啡厅、休息室、餐厅及其他设施。Successful orientation1.an outsider-insider transition that makes the new member feel comfortable and fairly well adjusted2.lowers the likelihood of poor work performance3.reduce the probability of a surprise resignation by the new employee only a week or two in the job.Back32IBM的管理培训1全面塑造新员工的培训新员工进入IBM以后，首先要进行个月的集中培训，培训内容包括IBM的发展历史、规章制度、技术和产品工艺、工作规范和工作技巧。培训采用课堂授课和实地练习两种形式。培训结束后进行考核，合格者获得结业证明，不合格者则被淘汰。4个月后，受训者有了一个IBM员工的基本概念。但是，要成为IBM的正式员工，还要经过一年的实习。实习期间公司给每个新员工派一位“师傅”，一对一地进行教学。实习期间，要定期向人力资源部和新员工所在部门反馈实习情况。实习结束后员工要做工作计划和个人发展计划，提出继续做现在岗位工作的深入计划或变换岗位的计划以及职业生涯发展计划。2制度化的老员工培训IBM注重在职员工的培训，公司制定了非常完备的员工培训制度和实施计划。培训形式除传统的教师培训外，广泛采用网上培训。IBM建立了自己的网上大学，员工可以根据自己的时间情况随时安排学习，这解决了他们的学习培训与现实工作的矛盾冲突。课程形式既有教材学习，也有真实或虚拟项目的训练，均有较强的实用性。IBM提倡员工边工作边学习，或者在业余时间参加各类课程学习，以提高工作效率和个人发展潜力。员工可以提出自己需要去参加哪些内容培训，只要与工作有关、合理，公司一般都会同意并给予经费。这就有效地兼顾了企业和员工两个方面的培训需要。3选拔和培养管理层的培训IBM公司非常重视“接班人”的培养，通过工作岗位轮换等方式来锻炼和选拔管理者的候选人。确认了合格的人员后，IBM公司会加以任命，使其有机会在管理工作实践中得到锻炼，上一级管理者与人力资源部门则负责对任职者的资格水平进行检验和有效的工作评估，优胜劣汰，整个过程则是公司与未来管理层双方之间互相审视适应性的过程。33TypeIncludesGeneralCommunicationskills,computersystemsapplicationandprogramming,customerservice,executivedevelopment,managementskillsanddevelopment,personalgrowth,sales,supervisoryskills,andtechnologicalskillsandknowledgeSpecificBasiclife/workskills,creativity,customereducation,diversity/culturalawareness,remedialwriting,managingchange,leadership,productknowledge,publicspeaking/presentationskills,safety,ethics,sexualharassment,teambuilding,wellness,andothers.Major types of training34Most popular types:sexualharassment,safety,managementskillsanddevelopment,andsupervisoryskills.Forsomeorganization,employeeinterpersonalskillstrainingisahighpriority.Employee interpersonal skills training communication,conflict resolution,team building,customer service,and so forth.35Traditional Training MethodsOn-the-jobEmployees learn how to tasks simply by performing them,usually after an initial introduction to the task.Job rotationEmployees work at different jobs in a particular area,getting exposure to a variety of tasks.Mentoring and coachingEmployees work with an experienced worker who provides information,support,and encouragement;also called an apprentice in certain industries.Experiential exercisesEmployees participate in role playing,simulations,or other face-to-face types of training.Classroom lecturesEmployees attend lectures designed to convey specific information.36Technology-Based Training MethodsCD-ROM/DVD/videotapes/audiotapesEmployees listen to or watch selected media that convey information or demonstrate certain techniques.Videoconferencing/teleconferencing/satellite TVEmployees listen to or participate as information is conveyed or techniques demonstrated.E-learningInternet-based learning where employees participate in multimedia simulations or other interactive modules.37Team 5Employee Performance Management;compensation and Benefits;Career Development38EMPLOYEE PERFORMANCE MANAGEMENT员工绩效管理员工绩效管理 Performance management system 绩效管理系统绩效管理系统:establishes performance standards that are used to evaluate employee performance Performance appraisal 绩效评估绩效评估:a formal,structured system for measuring,evaluating,an employees job-related attributes,behavior,and outcomes.39The Significance of Performance AppraisalFor Employees a.Understandmoreclearlyabouttheirownduties,tasksandrequirements.b.Understandmoreaboutwhattheorganizationexpectsfromthemandtheirfuturegoalsforachievinghighperformance.c.Employeeswhoareperformingwellcanreceiveformalrecognition（认可）fortheirperformance.d.ToprovideEmployeeswiththeopportunitytoparticipateinperformanceappraisal.For Organization a.Toprovidethesupervisorwithameansofidentifyingthestrengthsandweaknessesofanemployeesperformance.b.Toprovideaformatenablingmanagersandemployeestojointlyestablishfuturedevelopmentandgrowthplanfortheemployees.c.Toestablishacommunicationchannelbetweenmanagersandemployees.d.Toexpresswhatmanagerswishtoexpectfromemployees.40Performance Appraisal MethodsWritten essays（书面描述法）（书面描述法）throughawrittendescriptionofanemployeesstrengthsandweakness,pastperformance,andpotentialandsuggestionsforimprovementCritical Incidents(关键事件法关键事件法)FocusonthecriticaljobbehaviorsthatseparateeffectivefromineffectivejobperformanceGraphic Rating Scales（评分表法）（评分表法）UsingaratingscaleonasetofperformancefactorsBehaviorally Anchored Rating Scales（行为定位分析法）（行为定位分析法）UsingaratingscaleonexamplesofactualjobbehaviorMultiperson Comparisons（多人比较法）（多人比较法）ComparingitwithothersperformanceObjectives（目标管理法）（目标管理法）MBO in Chapter 7WithMBO,employe