人力資源管理復(fù)習(xí)提綱

1、精品文檔一、人力資源導(dǎo)論難點(diǎn)解釋什么是人力資源管理。說明直線管理人員和職能(人力資源)管理人員在人力資源管理中各自承擔(dān)的職責(zé)。列舉并簡(jiǎn)要描述人力資源管理的若干重要發(fā)展趨勢(shì)。重點(diǎn)人力資源管理的若干重要發(fā)展趨勢(shì)1人力資源管理 是一個(gè)獲取、培訓(xùn)、評(píng)價(jià)和報(bào)酬員工的過程，同時(shí)也是一個(gè)關(guān)注勞工關(guān)系、 健康和安全以及與公平等方面問題的過程。2管理過程：計(jì)劃、組織、人事、領(lǐng)導(dǎo)、控制The Management Process:Planning、Organizing、Staffing、Leading、Controlling3人力資源管理流程：獲取、培訓(xùn)、評(píng)價(jià)、薪酬、勞資關(guān)系、員工健康和安全、公正Human Re

2、source Management Processes:Acquisition、Training、Appraisal、Compensation、Labor Relations、Health and Safety、Fairness5直線管理和職能管理中的人力資源管理直線經(jīng)理擁有直線權(quán)力來指揮下屬并為組織任務(wù)的完成負(fù)責(zé)。職能經(jīng)理協(xié)助直線經(jīng)理，向其提建議擁有職能權(quán)力來協(xié)調(diào)人事活動(dòng)和強(qiáng)化組織政策Line and Staff Aspects of HRM? Line Man ager? Is authorized (has line authority) to direct the work of su

3、bord in ates and is responsiblefor accomplishing the organizations tasks.? Staff Ma nager? Assists and advises line man agers.? Has fun cti onal authority to coord in atepers onnel activities and enforceorga ni zati on policies.6直線經(jīng)理的人力資源管理責(zé)任?1.把正確的人放到正確的職位上去?2使新員工融入組織(入職引導(dǎo))?3培訓(xùn)員工承擔(dān)新的職位?4.改進(jìn)每一位員工的工作

4、績(jī)效?5.爭(zhēng)取他人的合作，建立順暢的工作關(guān)系?6.解釋公司的政策和程序?7.控制勞動(dòng)力成本?&開發(fā)每一位員工的能力?9.創(chuàng)造并維持部門員工的工作士氣?10.保護(hù)員工的健康和身體狀況Line Man agersHRM Resp on sibisti1.Placing the right person on the right job2.Starti ng new employees in the orga ni zati on (orie ntati on)精品文檔3.Training employees for jobs that are new to them4.Improv ing

5、 the job performa nee of each pers on精品文檔5.Gai ning creative cooperati on and develop ing smooth worki ng relati on ships6.Interpreting the firms policies and procedures7.Con trolli ng labor costs8.Develop ing the abilities of each pers on9.Creat ing and mai nta ining departme nt morale10. Protectin

6、g employeeshealth and physical condition8組織人力資源的新方法新型人力資源服務(wù)團(tuán)隊(duì)：交易型人力資源服務(wù)：公司型人力資源服務(wù)：嵌入型人力資源服 務(wù)：專家中心New HR Services Groups9影響人力資源管理的若干趨勢(shì)全球化和競(jìng)爭(zhēng)潮流、 技術(shù)潮流、 勞動(dòng)力隊(duì)伍和人口結(jié)構(gòu)發(fā)展趨勢(shì)、 經(jīng)濟(jì)挑戰(zhàn)、 工作性質(zhì)變 化潮流、 負(fù)債增加 （“杠桿機(jī)制”）和管制放松Globalizationand CompetitionTrendsIndebtedness (MLeverage-)and DeregulationEconomicCh a lie ngesandT

7、rends10人力資源管理的重要趨勢(shì) 新型人力資源管理者高績(jī)效工作系統(tǒng)管理倫理人力資源認(rèn)證 循證人力資源管理 戰(zhàn)略性人力資源管理Transactional HRgroupCorporateHR groupEmbeddedHR unitCenters ofExpertiseoutsourceDiscuss strategyplan with topmansgernentHR attend somedepartmentsConsultant withincompanyTechnologicalTrendsTrwn肅肅in theNature of WorkTrends in HRManagemen

8、tWorkforce andDemographicTF&n血血精品文檔Importa nt Tren ds in HRMThe New HR Man agersHigh-Performa nee Work Systems Man agi ngEthicsHRCertifieati onEvide nce-Based HRMStrategicHRM(P18)重要詞匯orga ni zati onman agerman ageme nt processhuma n resource man ageme nt (HRM) authorityline authority staff autho

9、rity line man ager staff man ager functional authority globalizati on huma n capital四、職位分析重點(diǎn)：職位分析的定義職位分析的步驟收集職位分析信息的方法編寫職位描述書編寫任職資格說明書1職位分析一個(gè)確定這些職位所需承擔(dān)的工作職責(zé)以及這些職位需要具有哪些特征的任職者來承擔(dān)的 過程。職位描述職位分析的成果之一，一份包含了職位職責(zé)、責(zé)任、匯報(bào)關(guān)系、工作環(huán)境和監(jiān)督責(zé)任的清 單。任職資格說明書職位分析的另一個(gè)成果，是一份包含了職位要求即教育背景、技能、個(gè)性等信息的清單。2收集職位分析信息的方法訪談法、問卷法、觀察法、(日

10、記、日志法)Methods for Collecti ng Job An alysis In formatio nIn terviews、Questio nn aire、Observati ons、Diaries/Logs3職位分析的步驟決定你將如何應(yīng)用信息審查相關(guān)背景信息 選擇有代表性的職位 實(shí)際進(jìn)行職位分析 核實(shí)所得到的職位分析信息 編寫職位描述和任職資格說明書4職位描述的編寫職位標(biāo)識(shí)、職位概要、指責(zé)和責(zé)任、任職者權(quán)限、績(jī)效標(biāo)準(zhǔn)、工作環(huán)境、任職資格規(guī)范 關(guān)鍵詞job an alysisjob descripti on精品文檔job specificati onsorga ni zati o

11、n chart process chart diary/logpositi on an alysis questi onn aire (PAQ)Standard Occupational Classification (SOC)job enl argeme ntjob rotati onjob en richme ntcompete ncy-based job an alysis職位分析職位描述任職資格說明書 組織結(jié)構(gòu)圖流程圖工作日記/日志職位分析問卷(PAQ)標(biāo)準(zhǔn)職業(yè)分類(SOC)工作擴(kuò)大化 工作輪換 工作豐富化以勝任力為基礎(chǔ)的職位分析五、人力資源規(guī)劃與招募 重點(diǎn)人力資源規(guī)劃的方法招募和篩選

12、流程、招募的渠道招募廣告的制作1人員需求預(yù)測(cè)預(yù)測(cè)工具 趨勢(shì)分析 比率分析 散點(diǎn)圖Forecast ing Personnel Needs Forecasti ng Tools Trend an alysisRatio an alysis Scatter plott ing關(guān)鍵詞employme nt (or pers onn el) pla nning trend an alysis ratio an alysis scatter plot qualifications (or skills)inventories pers onnel replaceme nt charts positi o

13、n replaceme nt card employee recruit ing recruit ingyield pyramid job posti ng successi on pla nning applica nt track ing systems alter native staffi ngon-dema nd recruit ing services (ODRS) college recruit ing applicati on form雇傭(人員)計(jì)劃趨勢(shì)分析 比率分析 散點(diǎn)分析 任職資格(技能)數(shù)據(jù)庫 人員替換圖 職位替換卡 員工招募 招募產(chǎn)出金字塔 職位公告 繼任計(jì)劃 求職

14、者跟蹤系統(tǒng) 非常規(guī)性配員方式 校園招募 求職申請(qǐng)表精品文檔六、員工甄選與測(cè)試 重點(diǎn)1.員工甄選的8種測(cè)試2.工作樣本與工作模擬方法 難點(diǎn)1.員工甄選的8種測(cè)試2.工作樣本與工作模擬方法 測(cè)試的類型不同測(cè)試所要衡爭(zhēng)的內(nèi)容r認(rèn)知能力運(yùn)動(dòng)和Xi體能力個(gè)性和覺好現(xiàn)有成就直接衡量工作績(jī)效工作樣本W(wǎng)orksamples情境測(cè)試和視頻情境測(cè)試小型工作培訓(xùn)與評(píng)價(jià)法Managementassessmentsituational testingVideo-basedsituational testingMiniature jobtraining and工作樣本與工作模擬精品文檔背景調(diào)查和其他測(cè)試 方式：背景調(diào)查測(cè)

15、謊儀和誠實(shí)性測(cè)試筆記測(cè)試體檢藥物濫用測(cè)試背景調(diào)查和推薦信核查信息來源一商業(yè)信用評(píng)級(jí)機(jī)以前的雇主現(xiàn)在的直接領(lǐng)導(dǎo)In formationRat ing Companies精品文檔關(guān)鍵詞n eglige nt hiri ng reliability testvalidity criterion validity contentvalidity expecta ncy chart in terest inven tory work samples work sampling tech nique man ageme ntassessme nt cen ter situati onal testvide

16、o-based simulatio nmin iature job trai ning and evaluation疏忽雇用信度測(cè)試效度效標(biāo)關(guān)聯(lián)效度內(nèi)容效度 期望圖 興趣測(cè)試 工作樣本 工作樣本技術(shù) 管理評(píng)價(jià)中心 情境測(cè)試 視頻模擬 小型工作培訓(xùn)和評(píng)價(jià)七、面試 重點(diǎn) 甄選面試的主要類型 影響面試作用發(fā)揮的主要錯(cuò)誤 結(jié)構(gòu)化情境面試 面試的方法 難點(diǎn)結(jié)構(gòu)化情景面試1.面試的基本類型精品文檔甄選面試面試的類型甄選面試Types ofInterviews甄選面試的特點(diǎn)精品文檔Selectio n In terviewStructureSelectio n In terviewCharacteristi

17、csSelectio n In terviewFormatsIn terview Structure Formats面試內(nèi)容提問問題的類型：情景面試、行為面試、工作相關(guān)的面試、壓力面試In terview ContentTypes of Questi ons Asked: Situati onal in terview、Behavioral in terviewJob-related in terview、Stress in terviewExamples of Questions That Provide Structure:情景性問題、行為性(過去的行為)問題 背景性問題、工作知識(shí)性問題E

18、xamples of Questions That Provide Structure:Situational QuestionsInterviewstructure甄選面試的類型非結(jié)構(gòu)化（非指導(dǎo)性）面試面試的結(jié)構(gòu)類型Interviewadmi nistrationUn structured (nondirective)in terviewStructured(directive)in terview精品文檔Past Behavior Questions、Background Questions、Job Knowledge Questions精品文檔Admi nisteri ng the In

19、 terview面試的公平就業(yè)機(jī)會(huì)問題 避免面試過程中的歧視 采用客觀（與工作相關(guān)）的問題 將面試的管理標(biāo)準(zhǔn)化采用多種形式的面試EEOC Aspects of In terviewsAvoidi ng Discrimi natio n in In terviews:Use objective/job-related questi onsStan dardize in terview admi nistratio nUse multiple in terviewersPanelinterviewUnstructuredseque ntial interviewUnstructuredseque

20、ntial interviewPhoneinterviewsinterviewsVideo/Web-assistedinterviewsComputerizedWays in WhichinterviewsMassIn terview CanbeinterviewStructuredseque ntial interview精品文檔讓面試更為有效的三個(gè)途徑讓面試更為有效：使面試結(jié)構(gòu)化注意你要評(píng)價(jià)的是哪種特征 避免犯面試中的各種錯(cuò)誤 哪些錯(cuò)誤會(huì)影響面試作用的發(fā)揮What Can Un dermi ne An In terview關(guān)鍵詞un structured (or non directive

21、) in terview structured(or directive) in terview situati onal in terviewbehavioral in terview job-related in terviewstress in terviewun structured seque ntial in terview structured sequential in terview panel in terview mass in terview非言語行集印象管理方法視頻/網(wǎng)絡(luò)面試計(jì)算機(jī)化面試非結(jié)構(gòu)化順序面試小組面試s Usefu Iness?精品文檔can didate-

22、order error (or con trast) error structuredsituati onal in terview精品文檔非結(jié)構(gòu)化（或者非指導(dǎo)性）面試結(jié)構(gòu)化（或指導(dǎo)性）面試情境面試行為面試職位相關(guān)性面試壓力面試非結(jié)構(gòu)化順序面試結(jié)構(gòu)化順序面試小組面試集體面試求職者順序（或?qū)Ρ龋┱`差結(jié)構(gòu)化情境面試八、員工培訓(xùn)與開發(fā)難點(diǎn)：培訓(xùn)過程中的四個(gè)步驟如何確定培訓(xùn)需求培訓(xùn)技術(shù)的種類管理技能開發(fā)項(xiàng)目重點(diǎn)：培訓(xùn)技術(shù)的種類管理技能開發(fā)項(xiàng)目培訓(xùn)的步驟1培訓(xùn)需求分析2教學(xué)設(shè)計(jì)3培訓(xùn)執(zhí)行4培訓(xùn)評(píng)估Steps in the Trai ning ProcessINeeds an alysis2ln stru

23、ct ional desig n3Program impleme ntati on4Evaluati on分析培訓(xùn)需求任務(wù)分析：評(píng)估新員工的培訓(xùn)需求績(jī)效分析：評(píng)估現(xiàn)有員工的培訓(xùn)需求An alyz ing Training NeedsTask An alysis:Assess ing new employeestraining n eedsPerforma nee An alysis: Assess ing curre ntemployeestraining n eeds精品文檔績(jī)效分析：評(píng)估現(xiàn)有員工的培訓(xùn)需求測(cè)試精品文檔Performa nee An alysis:Assess ing Cur

24、rent EmployeesTraining培Nee方法?在職培訓(xùn)?學(xué)徒制培訓(xùn)?非正規(guī)學(xué)習(xí)（與同事合作）?工作指導(dǎo)培訓(xùn)?課堂講授?程序化學(xué)習(xí)?視聽培訓(xùn)?技工訓(xùn)練（模擬駕駛）?遠(yuǎn)程培訓(xùn)和視頻會(huì)議?電子績(jī)效支持系統(tǒng)?計(jì)算機(jī)輔助培訓(xùn)（文本、錄像、圖片、照片、動(dòng)畫、聲音等）?模擬式培訓(xùn)（開篇導(dǎo)入案例）?網(wǎng)絡(luò)培訓(xùn)（學(xué)習(xí)門戶）?終身學(xué)習(xí)和讀寫培訓(xùn)技術(shù)Training Methods(Team Work: 2/each team)?On-the-Job Trai ning? Appre nticeship Training?In formal Lear ning(eg.Cooperate)? Job In

25、struct ion Training? Lectures?Programmed Lear ning? Audiovisual-Based Trai ning? Vestibule Training(eg.Driving)?Teletra ining and Videoc onferencing?Electro nic Performa nee Support Systems (EPSS)?Computer-Based Trai ning (CBT)? Simulated Lear ning?Internet-Based(Training Learning Portals) (eg.Libra

26、ry)?Life long Lear ning andLiteracy Training Tech niq ues在職培訓(xùn)方法：在職培訓(xùn)?讓一個(gè)人通過實(shí)際操作來學(xué)習(xí)如何完成一項(xiàng)工作在職培訓(xùn)的類型?教練或見習(xí)?職位輪換?特殊任務(wù)指派優(yōu)點(diǎn)?廉價(jià)?通過實(shí)際操作學(xué)習(xí)?快速的反饋精品文檔The OJT Trai ning MethodOn-the-Job Trai ning (OJT)? Having a pers on lear n a job ? by actually doing the job.Types of On-the-Job Training?Coach ing or un derstu

27、dy?Job rotati onSpecial assig nmentsIn expe nsiveLear n by doing Immediate feedback?優(yōu)點(diǎn)實(shí)施管理技能開發(fā)計(jì)劃聚焦管理技能的長(zhǎng)期開發(fā)：評(píng)價(jià)公司的戰(zhàn)略需求評(píng)價(jià)管理者的績(jī)效開發(fā)管理者和未來的管理者Long-Term Focus of Management Development:Assessing the companys strategic needsApprais ing man agerscurre nt performa neeDevelop ing the man agers and future man

28、agers管理開發(fā)技能管理人員的在職培訓(xùn)：職位輪換、教練和頂崗、行動(dòng)學(xué)習(xí)Man agerial On-the-Job Training:Job rotatio n、Coach ing and un derstudy、Action learningAdva ntages程序化學(xué)習(xí)?節(jié)省培訓(xùn)時(shí)間?按照自己的速度進(jìn)行學(xué)習(xí)?迅速的反饋?降低了受訓(xùn)者出錯(cuò)的風(fēng)險(xiǎn)精品文檔其他管理開發(fā)技術(shù)脫產(chǎn)管理培訓(xùn)和開發(fā)技術(shù)：案例研究法、管理游戲、外部研討會(huì)、大學(xué)提供的各種項(xiàng)目、 角色扮演、行為模仿、企業(yè)大學(xué)、高管教練Off-the-Job Man ageme nt Training and Developme nt Te

29、ch niq ues The case studymethodMan ageme nt gamesOutside sem inars精品文檔Uni versity-related programsRole playi ngBehavior modeli ngCorporate uni versitiesExecutive coaches關(guān)鍵詞：employee orie ntatio ntrainingn eglige nt trainingtask an alysis compete ncy model performa nee an alysis on-the-job training (

30、OJT) appre nticeshiptraining job in structio n trai ning (JIT) programmed lear ning electr onic performa nee support systems(EPSS) job aid virtual classroom lifelo ng lear ningman ageme nt developme nt job rotati on action lear ning case study method man ageme nt game roleplayi ng behavior modeli ng

31、 in-house developme nt cen ter executive coach orga ni zati onal development con trolled experime ntati on新員工入職引導(dǎo)培訓(xùn)任務(wù)分析績(jī)效分析學(xué)徒制培訓(xùn)程序化學(xué)習(xí)工作助手終身學(xué)習(xí)職位輪換案例研究法角色扮演 內(nèi)部開發(fā)中心控制組實(shí)驗(yàn)九、績(jī)效管理與績(jī)效評(píng)價(jià)重點(diǎn)：?績(jī)效管理、績(jī)效評(píng)價(jià)的概念?績(jī)效評(píng)價(jià)工具?在績(jī)效評(píng)價(jià)中需要注意避免的一些問題難點(diǎn)：?績(jī)效評(píng)價(jià)工具/方法績(jī)效管理和績(jī)效評(píng)價(jià)的基本概念績(jī)效評(píng)價(jià)：設(shè)定工作標(biāo)準(zhǔn)、評(píng)價(jià)績(jī)效、向員工提供反饋以激勵(lì)、改善和持續(xù)他們的績(jī)效表現(xiàn)績(jī)效管理：一個(gè)保證員工的績(jī)效持

32、續(xù)地支持組織戰(zhàn)略目標(biāo)實(shí)現(xiàn)的過程Basic Con cepts in Performa nee Man ageme nt and AppraisalPerformanee Appraisal:Setting work standards, assessing performanee, and providing feedback toemployees to motivate, correct, and con ti nue their performa nee.Performanee Management:An integrated approach to ensuring that an e

33、mployee performanee ssupports and con tributes to the orga ni zati ons strategic aims.績(jī)效評(píng)價(jià)的方法疏忽培訓(xùn) 勝任能力模型在職培訓(xùn) 工作指導(dǎo)培訓(xùn) 電子績(jī)效支持系統(tǒng) 虛擬課堂 管理技能開發(fā)行動(dòng)學(xué)習(xí)管理游戲行為模仿高層管理人員教練組織發(fā)展精品文檔評(píng)價(jià)方法：圖評(píng)價(jià)尺度法、交替排序法、配對(duì)比較法、強(qiáng)制分布法、關(guān)鍵事件法、陳述性表格法、行為錨定等級(jí)評(píng)價(jià)法、目標(biāo)管理法、計(jì)算機(jī)化的和互聯(lián)網(wǎng)上的績(jī)效評(píng)價(jià)、綜合的方法Appraisal Methodologies:Graphic rating scale、Alternation

34、 ranking、Paired comparison、Forced distribution、Critical incident、Narrative forms、Behaviorally anchored rating scales (BARS) Management by objectives (MBO)、Computerized and Web-based performanee appraisal、Merged methods行為錨定等級(jí)評(píng)價(jià)法(BARS)建立行為錨定等級(jí)評(píng)價(jià)尺度1.編寫關(guān)鍵事件2.開發(fā)績(jī)效維度3.重新分配關(guān)鍵事件4.對(duì)關(guān)鍵事件進(jìn)行等級(jí)評(píng)價(jià)5.建立最終的績(jī)效評(píng)價(jià)工具行為錨

35、定等級(jí)評(píng)價(jià)法的優(yōu)點(diǎn)?更精確的測(cè)量?更清晰的標(biāo)準(zhǔn)?反饋?各維度相互獨(dú)立?一致性Behaviorally An chored Rati ng Scale (BARS)Develop ing a BARS1.Write critical in cide nts2.Develop performa nee dime nsions3.Reallocate in cide nts4.Scale the in cide nts5.Develop a final in strume ntAdva ntages of BARSA more accurate gaugeClearer sta ndardsFeed

36、back?In depe ndent dime nsions?Con siste ncy目標(biāo)管理法(MBO)?綜合且在整個(gè)組織范圍內(nèi)使用的目標(biāo)設(shè)立和評(píng)價(jià)計(jì)劃要求：1.設(shè)立組織目標(biāo)2.設(shè)立部門目標(biāo)3.討論部門目標(biāo)4.界定期望的結(jié)果(設(shè)立個(gè)人目標(biāo))5.周期性的績(jī)效回顧6.提供績(jī)效反饋Man ageme nt by Objectives (MBO)A comprehe nsive and formal orga ni zati on wide goal-sett ing and appraisal program requiri ng:精品文檔1.Setting of organizations g

37、oals2.Sett ing of departme ntal goals3.Discussi on of departme ntal goals4.Defining expected results (setti ng in dividual goals)5.Con duct ing periodic performa nee reviews6.Provid ing performa nee feedback計(jì)算機(jī)化的和互聯(lián)網(wǎng)上的績(jī)效評(píng)價(jià)?允許管理者以電子形式記錄下來下屬員工在整個(gè)一年當(dāng)中的績(jī)效表現(xiàn)?記錄可以與員工評(píng)級(jí)合并?書面電子文檔為績(jī)效評(píng)價(jià)提供支持?允許員工自我監(jiān)督和自我評(píng)價(jià).?電子化

38、績(jī)效監(jiān)控?利用電腦網(wǎng)絡(luò)技術(shù)的基礎(chǔ)上，使管理人員能夠獲取員工的電腦和辦公電話中的信息?管理人員能夠監(jiān)控員工從事在線工作的頻率、準(zhǔn)確性以及所花費(fèi)的時(shí)間Computerized and Web-BasedPerforma nee Appraisal Systems? Allow managers to keep notes on subord inates.? Notes can be merged with employee rat in gs.? Software gen erates writte n text to support appraisals.? Allows for employ

39、ee self- mon itori ng and self-evaluati on.?Electro nic Performa nee Mon itori ng (EPM) SystemsUse computer n etwork tech no logy to allow man agers access to their employeescomputers and teleph on es.Man agers can mon itor the employeesrate, accuracy, and time spe nt workingon li ne.各種績(jī)效評(píng)價(jià)問題的處理 各種潛在的績(jī)效評(píng)價(jià)問題：1績(jī)效標(biāo)準(zhǔn)模糊不清2暈輪效應(yīng)3居中趨勢(shì)4寬大或嚴(yán)格傾向5近因效應(yīng)6個(gè)人偏見Pote ntial Rat ing Scale Appraisal ProblemsUn clear s