人力資源規(guī)劃學習目標ppt課件

1、5人力資源規(guī)劃(HR Planning)人力資源規(guī)劃的重要性及其與企業(yè)戰(zhàn)略規(guī)劃的關(guān)連性如何預測人力資源的需求以及分析人力資源的供給人力資源規(guī)劃的預測技術(shù)(forecasting techniques used in HR planning)技藝檔案( skills inventory)、 繼任人選規(guī)劃 (succession planning) 、組織替換圖(replacement chart)人力資源規(guī)劃系統(tǒng)電腦化學習目標人力資源規(guī)劃(HR Planning)決定組織對人力資源的需求，並確保有適當數(shù)目的適任人員適時地擔任適當任務的一個過程 (The process of determinin

2、g the human resource needs of an organization and ensuring that the organization has the right number of qualified people in the right jobs at the right time).HRP 的目的減低用人本錢合理分配人力適應組織發(fā)展?jié)M足員工需求規(guī)劃的重要性 “Plans are nothing; planning is everything做好規(guī)劃的根本條件做好預測的工夫.做好時間管理.Do lessWork faster企業(yè)戰(zhàn)略與人力資源戰(zhàn)略相互依存決定技藝

3、與人員的需求 決定組織人力的可用度與準備度 企業(yè)競爭戰(zhàn)略人力資源戰(zhàn)略競爭對手的行動環(huán)境機會與威脅戰(zhàn)略構(gòu)成企業(yè)內(nèi)部分析採取行動 企業(yè)戰(zhàn)略的制定HRP 要基於企業(yè)戰(zhàn)略要瞭解公司的戰(zhàn)略要瞭解高階主管與功能部門主管的需求.要瞭解人力資源對企業(yè)戰(zhàn)略的關(guān)連性.要瞭解人力對目標達成的影響.將公司的目標轉(zhuǎn)換成人力資源目標人力資源規(guī)劃(HRP)的關(guān)鍵作用企業(yè)戰(zhàn)略人力資源管理人力資源規(guī)劃HRP的技術(shù)技藝檔案(Skills Inventory)繼任人選規(guī)劃(Succession Planning)組織接替圖 (Organizational Replacement Chart)人力資源規(guī)劃程序環(huán)境偵察(Situati

4、onal analysis or environmental scanning)需求預測(Forecasting demand of human resources)供給分析(Analysis of the supply of human resources)發(fā)展行動方案(Developmentof plans for action)人力規(guī)劃程序(HR PLANNING PROCESS)需求預測 專家估計法(Expert Estimate): demand estimates based on experienceDelphi Technique趨勢法(Trend projections):

5、exploring single factor relationships統(tǒng)計模型法(Statistical modeling): exploring multiple factor relationships單位需求預測(Unit-demand forecasting): summation of unit-level forecastsTOP DOWNBOTTOM UPTOP DOWNTOP DOWN供給分析技藝清單(Skills Inventory)主要內(nèi)容應包括員工歷史資料(Data summarizing the employees past)目前技藝狀況的資料(Data summa

6、rizing the status of present skills)預期的狀況資料(Data that focuses on the future)例如 :具備的技藝 (教育、經(jīng)驗、訓練)特殊資格薪資、任務的歷史檔與本公司有關(guān)的資料 (年資、福利計畫、退休計畫.)在任務上的偏好經(jīng)由面談與問卷調(diào)查常予修正(Maintained through interviews and questionnaires)人力需求徵募淘汰預期變化技藝清單任務說明書任務規(guī)範任務分析組織目標部門目標 人力資源評估組織替換圖(Replacement Charts)行銷副總財務副總訓練與發(fā)展課課長人力資源副總總經(jīng)理人力

7、資源部門經(jīng)理組織替換圖的功用現(xiàn)任人員概括資料的整合工具(Tools to integrate summary data about individuals currently in the organization)指出人力資源規(guī)劃的潛在問題(Charts to pinpoint potential problem areas in terms of human resource planning)可進行比率分析 (Ratio Analysis): 組織活力指數(shù)(Organizational vitality index，簡稱 OVI ):人力資訊系統(tǒng) (HRIS)人力資源的訊息相當複雜，有賴

8、電腦系統(tǒng)的建立，才干有效掌控 人力資訊整合，可供多方面應用招募與應徵者追蹤(Recruitment and applicant tracking)僱用條件的紀錄(Employment transactions)繼任人選的規(guī)劃(Succession planning)訓練計畫與前程發(fā)展規(guī)劃(Training and career development)Raises employee rights concernsHRP常見的圈套規(guī)劃人員不獲認同未獲得高階主管的有力支持過於複雜化忽略與其他部門互動忽略與企業(yè)規(guī)畫的整合偏於量化或質(zhì)化的規(guī)劃方法直線部門主管不參與對 HRP的技術(shù)盲目追隨小組作業(yè)實際訪

9、談一家稍具規(guī)模的企業(yè)，探討其人力資源規(guī)劃的相關(guān)活動及效果。6任務分析與設計(Job Analysis and Design)任務分析、任務說明書、任務規(guī)範任務分析的應用 任務分析的方法 DOT 任務編碼 (Dictionary of Occupation Titles job codes)任務豐富化可運用的任務五個構(gòu)面任務設計的途徑學習目標微動作動作單元工作任務職位職務職業(yè)責任Micromotions Elements Tasks Duties Positions Jobs Occupations職務的組成任務分析 (Job Analysis) 對某一特定職務的性質(zhì)與內(nèi)涵，有系統(tǒng)進行檢視、鑑別

10、與記錄的過程 (A purposeful, systematic processfor collecting information on the important work-related aspects of a job)招募、甄選(Recruitment and Selection)訓練與生涯發(fā)展(Training and Career Development)報償制度的設計(Compensation)戰(zhàn)略規(guī)劃(Strategic Planning)任務分析的應用(APPLICATIONS OF JOB ANALYSIS)Defensible Job Analysis 全面而且清楚(Y

11、ields a thorough, clear job description)任務行為的頻率與重要性(Assesses the frequency and importance of task behaviors)精確評估所需KSAOs (Accurately assesses the necessary knowledge, skills, abilities and other characteristics required by the job職責與KSAOs的關(guān)係 (Yields information about the relationship between job duti

12、es and KSAOs)任務分析的方法Job Analysis Information Format (JAIF): Providing Basic Core Information觀察法(Observation )Focus on job relevant behaviors面談法 (Interview)Probably the most widely used technique問卷法 (Questionnaires)Usually the least costly approach任務日誌(Job incumbent diaries or logs)Examines routine a

13、nd non-routine job dutiesPAQ (Position Analysis Questionnaire)資訊(Information input)心智 (Mental processes)實體操作(Physical activities)人際關(guān)係(Relationships with other people)任務環(huán)境(Job context)其他(Other job characteristics) 總共有194 描畫句(descriptors)MPDQ (Management Position Description Questionnaire)1. 戰(zhàn)略規(guī)劃2. 協(xié)調(diào)

14、3. 內(nèi)部控制4. 產(chǎn)品與服務的責任5. 公關(guān)6. 輔導部屬7. 自主性8. 財務權(quán)限9. 提供幕僚服務10. 監(jiān)督11. 任務複雜度與壓力12. 財務責任13. 用人權(quán)責總共 13類 208項目 (Tornov & Pinto, 1976)FJA ( Functional job analysis)員工終究做了些什麼才會把事情做好? 透過data, people, and thingsData, people, things 運用不同資源或才干一切任務或多或少運用此三種才干 將這些才干的困難度加以排序(0,1,2,3.), 0代表最困難用標準化的詞句來描畫任務的內(nèi)容DOT ( Diction

15、ary of Occupational Titles)美國聯(lián)邦政府所編的DOT包含 2000種任務 例如 166.117-018第一碼 1 表示專業(yè)性的第二碼 6 表示行政類第三碼 6 表示人事管理第四碼 資料處理困難度第五碼 人際關(guān)係困難度第六碼 實物操作困難度第七至九碼 其他分類用應用FJA為每項任務配予9 碼數(shù)字透過任務分析可作成兩種書面記錄任務說明書 (Job Description)任務規(guī)範 (Job Specification)任務說明書 (Job Descriptions)Written Description of What the Job EntailsJob TitleSu

16、mmaryEquipmentEnvironment or Working ConditionsActivitiesPersonal Traits andExperience Needed toDo the JobKnowledgeSkillsAbilitiesOther Characteristics任務規(guī)範 (Job Specification)任務說明書(Job Description)有關(guān)任務本質(zhì)與任務需求條件的一份書面綱要 ( written synopsis of the nature and requirements of a job).任務說明書的內(nèi)容職別(專職或兼職; 職等)職

17、稱任務摘要職責與績效標準職權(quán)與所受監(jiān)督主要接觸人員必須參加的會議與提出的報告所需的資格、經(jīng)驗、膂力、智力任務環(huán)境職涯流動性 (平調(diào)或升遷等規(guī)定)任務規(guī)範 (Job Specification)任務者的才干、教育程度、經(jīng)驗的資格說明(Description of the competency, educational, and experience qualifications the incumbent must possess to perform the job).The ADA Influence on Job Analysis JOB SPECIFICATIONNonessential

18、 SkillsEssential SkillsThose for which alternative ways of accomplishing the job or function are not possibleThose that can be accommodated by changing the structure or work methods of a job任務分析的潛在問題缺乏高階主管的支持.蒐集資料的來源受限制.實際任務者以及其上司不參加.實際任務者缺乏動機、欠缺訓練. 時間不夠富余.資料遭到曲解.未能進一步提出批判性意見.任務設計 (Job Design)企業(yè)組織為改

19、善員工任務生活品質(zhì)及提高生產(chǎn)力，所提出一套最適之任務內(nèi)容、方法與型態(tài)的活動過程，以作為任務評價及任用的依據(jù)。任務設計的原則溝通順暢績效回饋任務參與學習與訓練情境原理 (因應法令、文化、科技的各種要素)任務設計的兩大構(gòu)面任務廣度 (Job scope): 任務的數(shù)目、種類任務深度 (Job depth): 自在度、裁量權(quán)例如: 送報員任務設計(Job Design)的三階段要做什麼任務 (What tasks must be performed)?每件任務要怎樣去做 (How will each task be performed)?如何把不同任務組成一份職務 (How will the dif

20、ferent tasks be grouped to form jobs)?任務設計的途徑(Approaches to Job Design)Scientific Management & the Mechanistic ApproachTargets specialization and routine nature of jobsEfficiency goals Gains may be offset by losses in satisfaction and higher levels of absenteeism and turnoverJob Enrichment: A Motivational ApproachDesign jobs to help incumbents satisfy their personal nee