商业英语入门chapter5副本省公共课一等奖全国赛课获奖课件.pptx

Human Resources Management第1页LEARNING OBJECTIVES Define the human resources.Describe human resource management process.第2页Defining HRPeople who work in an organization and their relationship with that organization.第3页Other expressions:PersonnelEmployeesAssociatesManpowerLabor forceWork forceHR is a valuable and replaceable resource.第4页WHAT IS HUMAN RESOURCES MANAGEMENTThe human resources management(HRM)process is an ongoing procedure that tries to keep the organization supplied with the right people in the right positions.It includes such basic activities as human resource planning,recruitmentselection,socialization,training and development,performance appraisal,promotions,transfer,demotions,separations,and compensation.第5页Human resource planning is designed to ensure that personal need will be constantly and appropriately met.Recruitment is concerned with developing a pool of job candidate in line with the human resource plan.Selection involves using application forms,resumes,interviews,employment and skills tests,and reference checks to evaluate and screen job candidates for the managers who will ultimately select and hire a candidate.第6页Socialization or orientation is designed to help the selected individuals fit smoothly into the organization.Training and development are both aimed at increasing employees abilities to contribute to organizational effectiveness.Performance appraisal,which includes both informal performance appraisal and formal systematic appraisal,compares an individuals job performance with standards or objectives developed for the individuals position.第7页HUMAN RESOURCE PLANNINGFour basic aspects1.Planning for future need by deciding now how many people with what skills the organization will need.2.Planning for future balance by comparing the number of needed employees with the number of present employees who can be expected to stay with the organization.3.Planning for recruiting or laying off employees.4.Planning for the development of employees to ensure the organization has a steady supply of experienced and capable personnel.第8页To be effective,the managers of a human resource program must have consider two major factors:1.The organizations human resource need2.The economic environment of the future第9页HUMAN RESOURCE PLANNING3RSThe right number and kinds of peopleIn the right placesAt the right times第10页Current AssessmentJob analysisJob description Job specification第11页The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.Job Analysis第12页A list of a jobs duties,responsibilities,reporting relationships,working conditions,and supervisory responsibilitiesone product of a job analysis.Job description第13页A list of a jobs“human requirements,”that is,the requisite education,skills,personality,and so onanother product of a job analysis.Job Specification第14页On the basis of its estimate of total revenue,managers can attempt to establish the number and mix of employees needed to reach that revenue.Future Assessment第15页Managers should estimate HR shortages-both in number and in type-and to highlight areas in which the organization will be understaffed or overstaffed.Developing a Future Program第16页It is no use doing what you like;you have got to like what you doWinston Churchill第17页Every mans work,whether it be literature or music or pictures or architecture or anything else,is always a portrait of himself.-Samuel Bertler第18页RECRUITMENTThe purpose is to provide a group of candidates that is large enough to let managers select the qualified employees they need.Job analysis is an early step in the recruitment process.A job description lists the objectives,responsibilities,main tasks of the job,the condition under which the job is to be done,and its relationship to other jobs.The hiring specification defines the specific skills,education,experience,and qualification that an individual must have in order to perform effectively in the position.第19页HIRING FROM OUTSIDE There are many sources from which employees can be acquired from outside1.Educational institutions2.Employment agencies3.Job advertisements4.Business rivals第20页Downsizing第21页market changesforeign competitionmergersthe overall decline in many manufacturing industriesReasons for Downsizing第22页It seeks to predict which applicants will be successful if hired.“Successful”means performing well on the criteria the organization uses to evaluate employees.Selection第23页SELECTION PROCESSIt begins with reading job applications and resumes from applicants,Through two types of documents,the firm get the applicants personal data(name,sex,age,etc.),information about their education and work experience and personal experience第24页The Application FormsWritten TestsThe InterviewPerformance-Simulation TestsBackground InvestigationsPhysical ExaminationTypes of Selection Devices第25页FORMAL INTERVIEWThe interviewer asks questions in s prepared format to solicit specific information.The firm may also ask the applicants to take a physical examination.When an applicant satisfies all the requirements of the job,the firm will make the final hiring decision.第26页HOW TO PREPARE FOR A JOB INTERVIEWDo some basic researchThink ahead about questionsBolster your confidencePolish your interview stylePlan to look goodBe ready when you arrive第27页PLAN TO LOOK GOODStand up straightComb your hairGet rid of your gumDress conservatively,in a dark,solid colorNo smoking第28页PLAN TO LOOK GOODGood grooming:clothes clean and unwrinkled,shoes unscuffed and well shined,hair neatly styled and combed,fingernail clean,breath fresh.Smile at appropriate moments第29页Introduction to his or her job and the organization.Orientation第30页Major Objectives of Orientationto reduce the initial anxiety all new employees feel as they begin a new job;第31页to familiarize new employees with the job,the work unit,and the organization as a whole;to facilitate the outsider-insider transition.第32页 job orientation work unit orientation organization orientationTypes of Orientation第33页 The new employees specific duties and responsibilities are clarified How his or her performance will be evaluatedJob Orientation第34页 familiarizes the employee with the goals of the work unit,clarifies how his job contributes to the units goals,includes an introduction to his new co-workers.Work Unit Orientation第35页It informs the new employee about the organizations objectives,history,philosophy,procedures,rules,and relevant personnel policies and benefits.Organization Orientation第36页HIRING FROM WITHIN THROUGH PROMOTION OR TRANSFERMany firms have a policy of recruiting or promoting from within except in very exceptional circumstances.This policy has three major advantages1.Individuals recruited from within are already familiar with the organization and its members,and this knowledge increases the likelihood they will succeed.2.A promotion-from-within policy fosters loyalty and inspires greater effort among organization members.3.It is usually less expensive to recruit or promote from within than to hire from outside the organization.第37页DISCUSSIONWhen employees“give notice”,in what order should the company carry out the following steps?A.Either hire a job agency,or advertise the vacancyB.Establish whether there is an internal candidate who could be promoted to the jobC.Examine the job description for the post,to see whether it needs to be changed(or indeed,whether the post needs to be filled)D.Follow up the references of candidates who seem interesting第38页DISCUSSIONE.Invite the short-listed candidates for an interviewF.Make a final selectionG.Receive applications,curricula vitae and covering letters,and make a preliminary selection(a short-list)H.Try to discover why the person has resignedI.Write to all the other candidates to inform them that they have been unsuccessful第39页Decide not to replace person but to modify other jobsDecide to replace personOffer the job to the internal candidatesand think aboutreplacing this personYesNoand第40页Decide not to replace person but to modify other jobsDecide to replace personCHBAOffer the job to the internal candidatesand think aboutreplacing this personGDEFIYesNoand第41页CURRICULUM VITAE OR RESUMECurriculum VitaeYOUR NAMEYour address Your phone number Your e-mail address Your date of birthOBJECTIVEWORK EXPERIENCE or PROFESSIONAL EXPERIENCEEDUCATION or QUALIFICATIONSCOMPUTER SKILLSLANGUAGESHOBBIES AND INTERESTSREFERENCES(or testimonials)The following people can provide references:第42页NOTES ON CVName:e.g.Robert Louis Stevenson;or Stevenson,Robert Louis;or STEVENSON,Robert Louis.Date of Birth:write the month,e.g.11 January 1980Nationality:always begin with a capital letter.Can also add marital status:Single or Married.Objective:e.g.A job in international marketing;Marketing assistant;Account manager;Financial analyst.第43页NOTES ON CVWork experience:Give dates(months or years)and name of employer(s).Put the most recent first.Be specific about your duties if they have any relevance to a business career.Education:List this in reverse order,e.g.-7 Masters Degree in International Management,Bigtown University,Bigtown(expected date of completion June)-6 Degree in Business Administration,majoring in Marketing,School of Business Administration and Economics.第44页NOTES ON CVComputer Skills:e.g.Working knowledge of Microsoft Office,Excel,PowerPoint,and internet software.Languages:e.g.French(mother tongue),good knowledge of German and English,elementary knowledge of Spanish.Or:.Hobbies and interests:It is preferable to list hobbies that demonstrate qualities that are relevant to the job you are seeking.References(or Testimonials):The name and addresses(and phone numbers,fax numbers or e-mail addresses)of two referees are often required.第45页DISCUSSIONWOMEN IN MANAGEMENTThere has been a situation that few women in senior managerial positions,why?Should this situation change?If so,do you think it will change?How?When?What advantages and disadvantages would a larger proportion of women in management positions bring to business in general?第46页TRAINING AND DEVELOPMENTFour procedures to determine the training needs of individuals in their organization or submit.1.Performance appraisal2.Analysis of job requirements3.Organizational analysis4.Employee survey 第47页THE METHODS OF TRAINING AND DEVELOPMENTOn-the-job methodOff-the-job methodManagement development programs第48页 job rotation understudy assignmentsrotation:n.轮换轮换On-the-Job Training第49页It involves lateral transfers that enable employees to work at different jobs.lateral:adj.横向横向Job Rotation第50页New employees frequently learn their jobs by studying under a seasoned veteran.seasoned:adj.经验丰富经验丰富 veteran:n.老手老手Understudy Assignments第51页CONCLUSIONBoth job rotation and understudy assignments apply to the learning of technical skills.第52页Interpersonal and problem-solving skills are acquired more effectively by training that takes place off the job.第53页Off-the-Job Training classroom lectures films&videos simulation exercises vestibule training (技工训练技工训练)第54页COMPENSATIONWage and salaries:the monetary form of compensation given to a firms employees for their contributions.Incentive programs:to have employees work harder and become more productive,incentive programs of all sorts have been adopted to ling above-normal performance with additional income or rewards.Fringe benefits:are not directly related with work performance,but given as a result of employment.第55页THE FOUR CS MODEL FOR EVALUATING HUMAN RESOURCESFour Cs model:CompetenceCommitmentCongruence Cost effectiveness 第56页HOW TO KEEP EMPLOYEES MOTIVATEDSatisfy employees fundamental needs for material survivalJob enrichment gives workers more authority in making decisions related to planning and doing their quality of work produced,or making sure deadlines are made.Job enlargement increases the number of tasks workers perform by allowing them to rotate position or by giving them responsibility for doing several jobs.第57页WHAT IS MOTIVATION?the processes that account for an individuals intensity,direction,and persistence of effort toward attaining a goal.第58页THEORY XEmployees inherently dislike work and,whenever possible,will attempt to avoid it.Since employees dislike work,they must be coerced,controlled,or threatened with punishment to achieve goals.Employees will avoid responsibilities and seek formal direction whenever possible.Most workers place security above all other factors associated with work and will display little ambition.第59页THEORY YEmployees can view work as being as natural as rest or play.People will exercise self-direction and self-control if they are committed to the objectives.The average person can learn to accept,even seek,responsibility.The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of the those in management positions.第60页DISCUSSIONJob securityA challenging,interesting and creative jobResponsibilityContact with people Opportunities to travelholidaysGood administration and good labor relationsGood working conditions:enough space,light,heat and time,not too much noise,etc.An adequate wage or salary,and benefits such as paid holidays,sick pay,a pension,etc.What kind of things motivate you?What kind of things motivate you?Which of the following factors will beWhich of the following factors will be important for you in your choice of a job?important for you in your choice of a job?第61页TWO-FACTOR THEORYFREDERICK HERZBERGIntrinsic factors,such as the work itself,responsibility,and achievement seem to be related to job satisfaction.Extrinsic factors,such as supervision,company policies,and working conditions are associated with dissatisfaction.第62页TWO-FACTOR THEORYFREDERICK HERZBERGHygiene factorssuch as quality of supervision,pay,company policies,physical working conditions,relations with others,and job securitythat,when adequate in a job,placate workers.When these factors are adequate,people will not be dissatisfied.第63页TWO-FACTOR THEORYFREDERICK HERZBERGMotivatorsfactors associated with the work itself or to outcomes directly derived from it,such as promotional opportunities,opportunities for personal growth,recognition,responsibility,and achievement will motivate people on their jobs.第64页CASE STUDYASSIGNMENT How would you attempt to motivate people with the following positions?A bus driver in a big city,who has to work irregular hours,including early morning,evening and night shiftsA nurse who works with seriously ill childrenA sales representative for a pharmaceutical company,who visits hospitals and doctorsA manual worker in the Printing House at Cambridge University Press第65页Building sports facilitiesEstablishing a profit-sharing programGiving longer paid holidaysGiving a company carOffering career trainingOffering early retirementPaying higher salaryPaying productivity bonusesReducing the working weekSetting up a nursery for workers pre-school age childrenSpending