人力资源管理复习提纲.doc

人力资源管理复习提纲一、 人力资源导论难点解释什么是人力资源管理。说明直线管理人员和职能（人力资源）管理人员在人力资源管理中各自承担的职责。列举并简要描述人力资源管理的若干重要发展趋势。重点人力资源管理的若干重要发展趋势1人力资源管理是一个获取、培训、评价和报酬员工的过程，同时也是一个关注劳工关系、健康和安全以及与公平等方面问题的过程。qWXQkMT。2管理过程：计划、组织、人事、领导、控制The Management Process：Planning、Organizing、Staffing、Leading、Controlling6mQviaW。3人力资源管理流程：获取、培训、评价、薪酬、劳资关系、员工健康和安全、公正Human Resource Management Processes：Acquisition、Training、Appraisal、Compensation、Labor Relations、Health and Safety、FairnessHymmxxF。5直线管理和职能管理中的人力资源管理直线经理拥有直线权力来指挥下属并为组织任务的完成负责。职能经理协助直线经理，向其提建议拥有职能权力来协调人事活动和强化组织政策Line and Staff Aspects of HRM Line Manager Is authorized (has line authority) to direct the work of subordinates and is responsible for accomplishing the organizations tasks.LLECt70。 Staff Manager Assists and advises line managers. Has functional authority to coordinate personnel activities and enforce organization policies.PxusCcV。6直线经理的人力资源管理责任 1把正确的人放到正确的职位上去 2使新员工融入组织（入职引导） 3培训员工承担新的职位 4改进每一位员工的工作绩效 5争取他人的合作，建立顺畅的工作关系 6解释公司的政策和程序 7控制劳动力成本 8开发每一位员工的能力 9创造并维持部门员工的工作士气 10保护员工的健康和身体状况Line Managers HRM Responsibilities1. Placing the right person on the right job2. Starting new employees in the organization (orientation)VMrZh08。3. Training employees for jobs that are new to them4. Improving the job performance of each person5. Gaining creative cooperation and developing smooth working relationshipszH7nKmu。6. Interpreting the firms policies and procedures7. Controlling labor costs8. Developing the abilities of each person9. Creating and maintaining department morale10. Protecting employees health and physical conditionSAX6cQz。8组织人力资源的新方法新型人力资源服务团队：交易型人力资源服务：公司型人力资源服务：嵌入型人力资源服务：专家中心9影响人力资源管理的若干趋势全球化和竞争潮流、技术潮流、劳动力队伍和人口结构发展趋势、经济挑战、工作性质变化潮流、负债增加（“杠杆机制”）和管制放松C0uQfjW。10人力资源管理的重要趋势新型人力资源管理者高绩效工作系统管理伦理人力资源认证循证人力资源管理战略性人力资源管理Important Trends in HRM The New HR ManagersHigh-Performance Work SystemsManaging EthicsHR CertificationEvidence-Based HRMStrategic HRM（P18）重要词汇organizationmanagermanagement processhuman resource management (HRM)authorityline authoritystaff authorityline managerstaff managerfunctional authorityglobalizationhuman capital四、职位分析重点：职位分析的定义职位分析的步骤收集职位分析信息的方法编写职位描述书编写任职资格说明书1职位分析一个确定这些职位所需承担的工作职责以及这些职位需要具有哪些特征的任职者来承担的过程。职位描述职位分析的成果之一，一份包含了职位职责、责任、汇报关系、工作环境和监督责任的清单。任职资格说明书职位分析的另一个成果，是一份包含了职位要求即教育背景、技能、个性等信息的清单。2收集职位分析信息的方法访谈法、问卷法、观察法、（日记、日志法）Methods for Collecting Job Analysis Information：Interviews、Questionnaire、Observations、Diaries/Logs3职位分析的步骤决定你将如何应用信息审查相关背景信息选择有代表性的职位实际进行职位分析核实所得到的职位分析信息编写职位描述和任职资格说明书4职位描述的编写职位标识、职位概要、指责和责任、任职者权限、绩效标准、工作环境、任职资格规范关键词job analysisjob descriptionjob specificationsorganization chartprocess chartdiary/logposition analysis questionnaire (PAQ) Standard Occupational Classification (SOC)job enlargementjob rotationjob enrichmentcompetency-based job analysis职位分析职位描述任职资格说明书组织结构图流程图工作日记/日志职位分析问卷(PAQ) 标准职业分类(SOC)工作扩大化工作轮换工作丰富化以胜任力为基础的职位分析五、人力资源规划与招募重点人力资源规划的方法招募和筛选流程、招募的渠道招募广告的制作1人员需求预测预测工具趋势分析比率分析散点图Forecasting Personnel NeedsForecasting ToolsTrend analysisRatio analysisScatter plotting关键词employment (or personnel) planningtrend analysisratio analysisscatter plotqualifications (or skills) inventoriespersonnel replacement chartsposition replacement cardemployee recruitingrecruiting yield pyramidjob postingsuccession planningapplicant tracking systemsalternative staffingon-demand recruiting services (ODRS) college recruitingapplication form雇佣（人员）计划趋势分析比率分析散点分析任职资格（技能）数据库人员替换图职位替换卡员工招募招募产出金字塔职位公告继任计划求职者跟踪系统非常规性配员方式校园招募求职申请表六、员工甄选与测试重点1. 员工甄选的8种测试2. 工作样本与工作模拟方法难点1. 员工甄选的8种测试2. 工作样本与工作模拟方法测试的类型Cognitive abilitiesMotor and physical abilitiesPersonality and interestsWhat Different Tests MeasureCurrentachievementznOZun6。工作样本与工作模拟工作样本管理评价中心情境测试和视频情境测试直接衡量工作绩效小型工作培训与评价法背景调查和其他测试方式：背景调查 测谎仪和诚实性测试 笔记测试 体检 药物滥用测试背景调查和推荐信核查以前的雇主现在的直接领导推荐信社交网站商业信用评级机构信息来源Former EmployersCurrent SupervisorsWritten ReferencesSocial Networking SitesCommercial Credit Rating CompaniesSources of Informationbs3ocOj。关键词negligent hiringreliabilitytest validitycriterion validitycontent validityexpectancy chartinterest inventorywork sampleswork sampling techniquemanagement assessment centersituational testvideo-based simulationminiature job training and evaluation疏忽雇用信度测试效度效标关联效度内容效度期望图兴趣测试工作样本工作样本技术管理评价中心情境测试视频模拟小型工作培训和评价七、面试重点甄选面试的主要类型影响面试作用发挥的主要错误结构化情境面试面试的方法难点结构化情景面试1. 面试的基本类型甄选面试绩效评价面谈离职面谈面试的类型Selection InterviewAppraisal InterviewExit InterviewTypes of InterviewsR2YrtPH。甄选面试面试结构面试管理甄选面试的特点面试内容Selection Interview StructureInterviewstructureInterview administrationSelection Interview CharacteristicsInterviewcontent nfob4dk。甄选面试的类型非结构化（非指导性）面试结构化（指导性）面试面试的结构类型Selection Interview FormatsUnstructured (nondirective) interviewStructured (directive)interviewInterview Structure FormatslX6bu1d。面试内容提问问题的类型：情景面试、行为面试、工作相关的面试、压力面试Interview ContentTypes of Questions Asked：Situational interview、Behavioral interviewSSNppqb。Job-related interview、Stress interviewExamples of Questions That Provide Structure：情景性问题、行为性（过去的行为）问题NtnlsMN。背景性问题、工作知识性问题Examples of Questions That Provide Structure：Situational QuestionsyQPQAn5。Past Behavior Questions、Background Questions、Job Knowledge Questions7BM7YuX。Administering the InterviewUnstructured sequential interviewPanel interviewPhoneinterviewsX948Vty。Video/Web-assisted interviewsComputerized interviewsMassinterviewStructured sequential interviewWays in Which Interview Can be ConducteduxWBAAm。面试的公平就业机会问题避免面试过程中的歧视采用客观（与工作相关）的问题将面试的管理标准化采用多种形式的面试EEOC Aspects of InterviewsAvoiding Discrimination in Interviews:Use objective/job-related questionsStandardize interview administrationUse multiple interviewers让面试更为有效的三个途径让面试更为有效:使面试结构化 注意你要评价的是哪种特征避免犯面试中的各种错误哪些错误会影响面试作用的发挥非结构化顺序面试小组面试电话面试What Can Undermine An Interviews Usefulness?视频/网络面试计算机化面试集体面试结构化顺序面试进行面试的方法非言语行为和印象管理人特征的影响：吸引力、性别和种族tlYAdRE。关键词unstructured (or nondirective) interviewstructured (or directive) interviewsituational interviewbehavioral interviewjob-related interviewstress interviewunstructured sequential interviewstructured sequential interviewpanel interviewmass interviewcandidate-order error (or contrast) errorstructured situational interview非结构化（或者非指导性）面试结构化（或指导性）面试情境面试行为面试职位相关性面试压力面试非结构化顺序面试结构化顺序面试小组面试集体面试求职者顺序（或对比）误差结构化情境面试八、员工培训与开发难点：培训过程中的四个步骤如何确定培训需求培训技术的种类管理技能开发项目重点：培训技术的种类管理技能开发项目培训的步骤1培训需求分析2教学设计3培训执行4培训评估Steps in the Training Process1Needs analysis2Instructional design3Program implementation4Evaluation分析培训需求任务分析：评估新员工的培训需求绩效分析：评估现有员工的培训需求Analyzing Training NeedsTask Analysis: Assessing new employees training needsUJax3T7。Performance Analysis: Assessing current employees training needsIYj5iBd。绩效分析：评估现有员工的培训需求面试考官的疏忽行为影响面试有效性的因素第一印象（匆忙判断）不能准确把握职位要求求职者面试顺序（对比）误差和雇佣压力Nonverbal behavior and impression managementApplicants personal characteristicsInterviewers inadvertent behaviorFactors Affecting An Interviews UsefulnessFirst impressions (snap judgments)Interviewersmisunderstandingof the job6coHjQk。Candidate-order (contrast) error and pressure to hireInterviewers inadvertent behaviorFactors Affecting An Interviews Usefulness绩效评价与工作相关的绩效数据观察访谈评价中心提供的结果个人日记态度调查测试pjNGhQn。Performance Analysis:Assessing Current Employees Training Needs培训方法bk2WemS。 在职培训 学徒制培训 非正规学习（与同事合作） 工作指导培训 课堂讲授 程序化学习 视听培训 技工训练（模拟驾驶） 远程培训和视频会议 电子绩效支持系统 计算机辅助培训（文本、录像、图片、照片、动画、声音等） 模拟式培训（开篇导入案例） 网络培训（学习门户） 终身学习和读写培训技术Training Methods（Team Work: 2/each team） On-the-Job Training Apprenticeship Training Informal Learning（eg.Cooperate） Job Instruction Training Lectures Programmed Learning Audiovisual-Based Training Vestibule Training（eg.Driving ） Teletraining and Videoconferencing Electronic Performance Support Systems (EPSS) Computer-Based Training (CBT) Simulated Learning Internet-Based （Training Learning Portals）（eg.Library）OuzuA2z。 Lifelong Learning and Literacy Training TechniquesFf7uzkT。在职培训方法：在职培训 让一个人通过实际操作来学习如何完成一项工作在职培训的类型 教练或见习 职位轮换 特殊任务指派优点 廉价 通过实际操作学习 快速的反馈The OJT Training MethodOn-the-Job Training (OJT) Having a person learn a job by actually doing the job.Types of On-the-Job Training Coaching or understudy Job rotation Special assignmentsAdvantages Inexpensive Learn by doing Immediate feedback程序化学习确定培训需求的方法专业化软件会做还是不愿做？ 优点 节省培训时间 按照自己的速度进行学习 迅速的反馈 降低了受训者出错的风险实施管理技能开发计划聚焦管理技能的长期开发：评价公司的战略需求评价管理者的绩效开发管理者和未来的管理者Long-Term Focus of Management Development：Assessing the companys strategic needsAppraising managers current performanceDeveloping the managers and future managers管理开发技能管理人员的在职培训 ：职位轮换、教练和顶岗、行动学习Managerial On-the-Job Training：Job rotation、Coaching and understudy4EFeCi6。、Action learning其他管理开发技术脱产管理培训和开发技术：案例研究法、管理游戏、外部研讨会、大学提供的各种项目、角色扮演、行为模仿、企业大学、高管教练4oU7Q2E。Off-the-Job Management Training and Development Techniques：eD3koer。The case study methodManagement gamesOutside seminarsUniversity-related programsRole playingBehavior modelingCorporate universitiesExecutive coaches关键词：employee orientation trainingnegligent trainingtask analysiscompetency modelperformance analysison-the-job training (OJT)apprenticeship trainingjob instruction training (JIT)programmed learningelectronic performance support systems (EPSS)job aidvirtual classroomlifelong learningmanagement developmentjob rotationaction learningcase study methodmanagement gamerole playingbehavior modelingin-house development centerexecutive coachorganizational developmentcontrolled experimentation新员工入职引导 培训疏忽培训 任务分析胜任能力模型 绩效分析在职培训 学徒制培训工作指导培训 程序化学习电子绩效支持系统 工作助手虚拟课堂 终身学习管理技能开发 职位轮换行动学习 案例研究法管理游戏 角色扮演行为模仿 内部开发中心高层管理人员教练组织发展 控制组实验九、绩效管理与绩效评价重点： 绩效管理、绩效评价的概念 绩效评价工具 在绩效评价中需要注意避免的一些问题难点： 绩效评价工具/方法绩效管理和绩效评价的基本概念绩效评价：设定工作标准、评价绩效、向员工提供反馈以激励、改善和持续他们的绩效表现.绩效管理：一个保证员工的绩效持续地支持组织战略目标实现的过程Basic Concepts in Performance Management and Appraisal9v4R7g3。Performance Appraisal：Setting work standards, assessing performance, and providing feedback to employees to motivate, correct, and continue their performance.ywAtHZa。Performance Management：An integrated approach to ensuring that an employees performance supports and contributes to the organizations strategic aims.bct1AjE。绩效评价的方法评价方法：图评价尺度法、交替排序法、配对比较法、强制分布法、关键事件法、陈述性表格法、行为锚定等级评价法、目标管理法、计算机化的和互联网上的绩效评价、综合的方法uxBk87g。Appraisal Methodologies：Graphic rating scale、Alternation ranking、Paired comparison、Forced distribution、Critical incident、Narrative forms、Behaviorally anchored rating scales (BARS)、Management by objectives (MBO)、Computerized and Web-based performance appraisal、Merged methodsdrSZFJH。行为锚定等级评价法(BARS)建立行为锚定等级评价尺度1. 编写关键事件2. 开发绩效维度3. 重新分配关键事件4. 对关键事件进行等级评价5. 建立最终的绩效评价工具行为锚定等级评价法的优点 更精确的测量 更清晰的标准 反馈 各维度相互独立 一致性Behaviorally Anchored Rating Scale (BARS)Developing a BARS1. Write critical incidents2. Develop performance dimensions3. Reallocate incidents4. Scale the incidents5. Develop a final instrumentAdvantages of BARS A more accurate gauge Clearer standards Feedback Independent dimensions Consistency目标管理法(MBO) 综合且在整个组织范围内使用的目标设立和评价计划要求：1. 设立组织目标2. 设立部门目标3. 讨论部门目标4. 界定期望的结果(设立个人目标)5. 周期性的绩效回顾6. 提供绩效反馈Management by Objectives (MBO)A comprehensive and formal organizationwide goal-setting and appraisal program requiring:yQcetSh。1. Setting of organizations goals2. Setting of departmental goals3. Discussion of departmental goals4. Defining expected results (setting individual goals)864tMQ5。5. Conducting periodic performance reviews6. Providing performance feedback计算机化的和互联网上的绩效评价 允许管理者以电子形式记录下来下属员工在整个一年当中的绩效表现 记录可以与员工评级合并 书面电子文档为绩效评价提供支持 允许员工自我监督和自我评价. 电子化绩效监控 利用电脑网络技术的基础上，使管理人员能够获取员工的电脑和办公电话中的信息 管理人员能够监控员工从事在线工作的频率、准确性以及所花费的时间Computerized and Web-Based Performance Appraisal SystemsEiFWgyl。 Allow managers to keep notes on subordinates. Notes can be merged with employee ratings. Software generates written text to support appraisals.ZvqiQqt。 Allows for employee self-monitoring and self-evaluation.nD1D7VH。 Electronic Performance Monitoring (EPM) Systems Use computer network technology to allow managers access to their employees computers and telephones.EUjp31Q。 Managers can monitor the employees rate, accuracy, and time spent working online.uFzPxQu。各种绩效评价问题的处理各种潜在的绩效评价问题：1绩效标准模糊不清2晕轮效应3居中趋势4宽大或严格倾向5近因效应6个人偏见Potential Rating Scale Appraisal ProblemsUnclear standardsHalo effectCentral tendencyLeniency or strictnessRecency effectBias有效实施绩效评价的五项基本原则怎样避免绩效评价问题:1了解评价中可能存在的各种问题2运用正确的绩效评价工具3记录工作日志4达成双方认同的绩效改进计划5公平Guidelines for Effective AppraisalsHow to Avoid Appraisal Problems:1Know the problems2Use the right tool3Keep a diary4Get agreement on a plan5Be fair应当由谁来进行绩效评价直接上级、同事、评价委员会、自我评价、下级、360绩效反馈Who Should Do the Appraising?Immediate supervisorPeersRating committeeSelf-ratingSubordinates360-degree feedback绩效评价面谈绩效评价面谈的类型：绩效令人满意可以晋升绩效令人满意不可晋升不满意可改善不满意不可改善Types of Appraisal InterviewsSatisfactoryPromotableSatisfactoryNot PromotableUnsatisfactoryCorrectableUnsatisfactoryUncorrectable如何进行绩效评价面谈绩效评价面谈的原则：根据客观的工作数据进行面谈不要指责员工鼓励员工多说话达成一致Guidelines for Conducting an InterviewTalk in terms of objective work dataDont get personalEncourage the person to talkGet agreement关键词performance appraisalgraphic rating scalealternation ranking methodpaired comparison methodforced distribution methodcritical incident methodbehaviorally anchored rating scale (BARS)electronic performance monitoring (EPM) unclear standardshalo effectcentral tendencystrictness/leniencybiasappraisal interviewperformance management绩效评价 图评价尺度法交替排序法配对比较法强制分布法关键事件法行为锚定等级评价法电子化绩效监控系统绩效标准模糊晕轮效应居中趋势严格或宽大倾向个人偏见绩效评价面谈绩效管理