人力資源管理與競爭優(yōu)勢(上)

chapter1

humanresourcemanagement

andcompetitiveadvantage

人力資源管理與競爭優(yōu)勢resourcesofanorganization

組織來源land土地capital資金equipment設(shè)備labor勞動力theemploymentcycle

雇傭周期pre-selectionphase篩選前階段selectionphase篩選階段post-selectionphase篩選后階段pre-selectionphase

篩選前階段humanresourceplanning人力資源計劃jobanalysis工作分析humanresourceplanning

人力資源計劃strategicplan策略計劃numberofemployeestypesofemployees雇員人數(shù)與類型demandforecasting需求預(yù)測supplyforecasting供給預(yù)測jobanalysis

工作分析gatheringjobinformation 收集工作信息analyzingjobinformation 分析工作信息documentingjobinformation 工作信息歸檔jobanalysis

工作分析usesofjobanalysis工作分析的使用jobqualifications工作質(zhì)量selectiontechniques篩選技巧trainingprograms培訓(xùn)方案performanceappraisal績效評估payrates支付比率productivityimprovementprograms提高生產(chǎn)力方案selectionphase

篩選階段recruitment 招聘selection 篩選recruitmentgoals

招聘目標(biāo)suitablepoolofapplicants 適當(dāng)?shù)纳暾堈呷瞬艓靦imely 時間性costefficient 成本效用legal 合法selectiongoals

篩選目標(biāo)accuratehiring. 準(zhǔn)確的雇傭costefficient 成本效用legal 合法post-selectionphase

篩選后階段traininganddevelopment 培訓(xùn)與發(fā)展performanceappraisal 績效評估compensation 薪酬福利productivityimprovementprograms 提高生產(chǎn)力方案traininganddevelopment

培訓(xùn)與發(fā)展training currentjobs培訓(xùn)當(dāng)前工作development futurejobs發(fā)展未來工作traininganddevelopmentgoals

培訓(xùn)與發(fā)展目標(biāo)improveorganizationalperformance 改進(jìn)組織績效enhanceknowledgeandskilllevelsofemployees 提高雇員的知識和技能水平performanceappraisal

績效評估jobperformancemeasurement 衡量工作績效communication 溝通performanceappraisalgoals

績效評估目標(biāo)continueappropriatebehaviors. 保持適當(dāng)行為correctinappropriatebehaviors. 改變不正當(dāng)行為makehrm-relateddecisions. 指定與人力資源管理有關(guān)的政策compensation

薪酬pay薪金wages工資salaries薪水benefits福利healthinsurance健康保險employeediscounts雇員貼現(xiàn)other其他compensationgoals

薪酬目標(biāo)establishcompetentandloyalworkforce. 建立有能力及忠誠的工作力量maintaincompetentandloyalworkforce. 保持有能力及忠誠的工作力量controlcosts. 控制成本productivityimprovementprograms

提高生產(chǎn)力方案tiejobbehaviorstorewards 約束工作行為直至獎勵rewards 獎勵financial物質(zhì)non-financial非物質(zhì)productivityimprovementprogramgoals

提高生產(chǎn)力方案目標(biāo)motivateemployees. 激勵雇員improveproductivity. 提高生產(chǎn)力externalinfluencesonhrm

人力資源管理的外部影響legal&environmental法律與環(huán)境workplacejustice工作場所公平性unions工會safety&health安全與健康hrm人力資源管理international國際化social,economic,andtechnological

influencesonhrmpractices

社會經(jīng)濟(jì)與技術(shù)對人力資源管理的影響culturaldiversity 文化差異workandfamily 工作與家庭part-time/temporaryemployees 臨時/記時工quality 質(zhì)量teamwork 團(tuán)隊mergersandtakeovers 兼并與接管downsizingandlayoffs 精簡與裁員technology 技術(shù)continuousqualityimprovement 質(zhì)量持續(xù)改進(jìn)illiteracy 文盲whoisresponsibleforhrm?

誰對人力資源管理負(fù)責(zé)hrprofessionals人力資源專業(yè)人員linemanagers基層管理者h(yuǎn)rprofessionals’responsibilities

人力資源專業(yè)人員的職責(zé)establishhrmprocedures 建立人力資源管理程序develop/choosehrmmethods 開發(fā)/選擇人力資源管理方法monitor/evaluatehrmpractices 監(jiān)督/評價人力資源管理實務(wù)advise/assistmanagersonhrm-relatedactivities 建議/協(xié)助管理者與人力資源管理有關(guān)的活動linemanagers’responsibilities

基層管理者的職責(zé)implementhrmpractices 實施人力資源實務(wù)provideinputforhrmpractices 對人力資源實務(wù)的投入hrmconductedbylinemanagers

由基層管理者實施的人力資源管理interviewjobapplicants 面試工作申請者provideorientation,coaching,&ojt 提供定向工作，指導(dǎo)，及在職培訓(xùn)evaluatejobperformance 評估工作績效recommendpayincreases 建議增加工資disciplineemployees 對雇員紀(jì)律約束investigateaccidents 對事故進(jìn)行調(diào)查settlegrievanceissues 解決投訴事宜competitiveadvantage

競爭優(yōu)勢superiormarketplacepositionrelativetocompetition 獲得市場優(yōu)先地位與競爭相關(guān)howcanyougaincompetitiveadvantage?

如何贏得競爭優(yōu)勢costleadership 成本領(lǐng)先productdifferentiation 產(chǎn)品差異costleadership

成本領(lǐng)先providesameservicesorproductsascompetitorsbutatalowercost. 以低成本提供與競爭對手同樣的服務(wù)或產(chǎn)品costleadership.

成本領(lǐng)先#ofunitsproduced生產(chǎn)的單位數(shù)量totalcostofproduction生產(chǎn)總成本fivestrategiestoimproveproductivity

提高生產(chǎn)力的5個策略increaseoutputfasterthaninputs. 增加產(chǎn)出快于投入increaseoutputwhileholdinginputstable. 保持投入穩(wěn)定的同時增加產(chǎn)出decreaseinputsfasterthanoutput. 降低投入快于產(chǎn)出maintainoutputwithreducedinputs. 保持產(chǎn)出穩(wěn)定的同時降低投入increaseoutputwithreducedinputs. 增加產(chǎn)出，降低投入productdifferentiation

產(chǎn)品差異produceaproductorservicethatispreferredbybuyers. 生產(chǎn)出顧客喜好的產(chǎn)品或服務(wù)fourwaystoachieveproductdifferentiation

達(dá)到產(chǎn)品差異的4個方法createabetterqualityproduct/service. 提供優(yōu)質(zhì)的產(chǎn)品/服務(wù)provideinnovativeproducts/services. 對產(chǎn)品/服務(wù)進(jìn)行創(chuàng)新chooseasuperiorlocation. 選擇有優(yōu)勢的區(qū)域promoteuniquenessofproduct/service. 獨特的產(chǎn)品/服務(wù)促銷hrmpracticesandcompetitiveadvantage

人力資源管理實務(wù)與競爭優(yōu)勢directpath直接途徑(x------>z)immediateimpactoncompetitiveadvantage 直接影響競爭優(yōu)勢indirectpath間接途徑(x------>y------>z)causescertainoutcomeswhichcreatecompetitiveadvantage 通過一定的產(chǎn)出提高競爭優(yōu)勢restauranta: helpwantedadscost=$75/hire餐廳a通過廣告招聘成本=75美金/每人 restaurantb: employeereferralcost=$10/hire餐廳b 員工介紹成本=10美金/每人restaurant餐廳sales/day日銷售額price/unit單位價格cost/unit單位成本totalrevenue總收益ab$1000$1000$1.00$1.00$.75$.50$250$500indirectimpactofhrmoncompetitiveadvantage

競爭優(yōu)勢對人力資源管理的間接影響hrmpractices人力資源管理實務(wù)employee-centeredoutcomes以雇員為中心的結(jié)果organization-centeredoutcomes以組織為中心的結(jié)果competitiveadvantage競爭優(yōu)勢employee-centeredoutcomes

以雇員為中心的結(jié)果competence能力knowledge,skills,andabilities 知識，技能和能力motivation激勵willingnesstoexerteffort 愿意付出努力work-relatedattitudes工作態(tài)度jobsatisfaction工作滿意organizationalcommitment組織承諾organizationalcitizenship組織榮譽(yù)感jobsatisfaction

工作滿意favorablenessofemployeeattitudestowardtheirjob 雇員對工作稱贊的態(tài)度organizationalcommitment

組織承諾relativestrengthofanindividual’sidentificationwithandinvolvementinaparticularorganization 在特定組織中，對一個個體的認(rèn)同感和參與感的相對強(qiáng)度organizationalcitizenship

組織榮譽(yù)感willingnessofemployeestoengageinbehaviorsthathelptheorganizationachieveitsgoals

雇員的行為會自發(fā)地幫助組織完成其目標(biāo)hrmpracticesthataffectemployeecompetence

人力資源管理實務(wù)影響雇員能力employeecompetence雇員能力recruitment招聘selection篩選training培訓(xùn)performanceappraisal績效評估compensation能力hrmpracticesthataffectemployeemotivation人力資源管理實務(wù)影響對雇員的激勵employeemotivation雇員激勵selection篩選productivityimprovementprograms提高生產(chǎn)力方案organization-centeredoutcomes

以組織為中心的結(jié)果output 產(chǎn)出retention 保持legalcompliance 依法服從companyreputation 公司信譽(yù)howemployeeoutcomesaffectorganizationoutcomes

雇員的工作成果然后影響組織結(jié)果employeeswith雇員與其positivejobattitudes 積極的工作態(tài)度whoarecompetent 勝任程度whoaremotivated 受激勵leadstoorganizationswith:導(dǎo)致組織的

quantity產(chǎn)量

quality質(zhì)量

turnover營業(yè)額

hrm-relatedlawsuits 與人力資源管理相關(guān)的法律訴訟

companyreputation 公司信譽(yù)whyhrmisasustainablecompetitiveadvantage

為什么人力資源管理是

持續(xù)不變的競爭優(yōu)勢lessvisible---moredifficulttoimitate 無形的-很難模仿hardertoimitateanhrm

system

thanasinglepractice 比起單一的實際情況更難模仿一個人力資源管理系統(tǒng)hrplanningjobanalysisrecruitmentselectionworkplacejusticeunionssafety&healthinternationalcompetencemotivationworkattitudesoutputretentionlegalcompliancecompanyimagecostleadershipproductdifferentiationtraining/develop.performanceapp.compensationproductivityimp.hrmandcompetitiveadvantage人力資源管理與競爭優(yōu)勢人力資源計劃工作分析招聘篩選工作場所公平性工會安全與健康國際化能力激勵工作態(tài)度產(chǎn)出保持依法服從公司形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/發(fā)展績效評估薪酬提高勞動力hrmandcompetitiveadvantage人力資源管理與競爭優(yōu)勢chapter2

第二章

understandingthelegalandenvironmentalcontextofhrm

了解人力資源管理的法令及環(huán)境hrplanningjobanalysisrecruitmentselectionworkplacejusticeunionssafety&healthinternationalcompetencemotivationworkattitudesoutputretentionlegalcompliancecompanyimagecostleadershipproductdifferentiationtraining/develop.performanceapp.compensationproductivityimp.hrmandcompetitiveadvantagehrm及其競爭優(yōu)勢hr計劃工作分析招聘篩選工作場所法規(guī)工會安全和健康國際化勝任能力動機(jī)工作態(tài)度產(chǎn)出持續(xù)力合法性企業(yè)形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/開發(fā)績效評估薪酬提高生產(chǎn)力方案hrm及其競爭優(yōu)勢linkinglegalcompliancetocompetitiveadvantage

將法律依從同競爭優(yōu)勢連接在一起legalcompliance法律依從perceivedfairprocesses理解公平過程enhancedcompanyreputation加強(qiáng)公司信譽(yù)minimizelitigation使訴訟最小化lowerturnover降低周轉(zhuǎn)attracthigh-qualityapplicants吸引高質(zhì)量的申請人retainhigh-performingemployees保留高績效員工lowercosts降低成本increasedemployeecompetence提高員工勝任能力competitiveadvantage競爭優(yōu)勢equalemploymentopportunity

公平就業(yè)機(jī)會protectedclassifications

被保護(hù)類別race種族color人種religion宗教sex性別nationalorigin國籍a(chǎn)ge年齡disability能力歧視equalemploymentopportunity

公平就業(yè)機(jī)會protectedgroups被保護(hù)的群體subcategoriesofpeoplewithineachprotectedclassification被保護(hù)類別下人員范疇example:“male”and“female”areprotectedgroupswithintheprotectedclassificationof“sex”例:“男”和“女”就是“性別”被保護(hù)類別下的被保護(hù)群體majoreeolaws

主要的eeo法律civilrightsactof1964(titlevii)1964年的公民權(quán)利法案(第7版)civilrightsactof19911991年的公民權(quán)利法案pregnancydiscriminationactof19781978年的懷孕歧視法案immigrationandreformcontrolactof19861986年的移民和改革控制法案agediscriminationinemploymentactof19671967年的工作年齡歧視法案americanswithdisabilitiesactof19901990年的美國身心障礙者法案civilrightsactof1964(titlevii)

1964年的公民權(quán)利法案(第7版)prohibitsdiscriminationbasedonrace,color,religion,nationalorigin,andsex

禁止種族、人種、宗教、國籍和性別歧視coversemployerswith15ormoreworkerswhoworkforatleast20weeks/year

覆蓋15個或更多每年至少工作20周的工人remediesincludelegalcostsandbackpay

補(bǔ)償包括法律費(fèi)用和欠薪civilrightsactof1991

1991年的公民權(quán)利法案punitiveandcompensatorydamagespossible(cappedat$50,000to$100,000dependingonfirmsize)

可能對破壞進(jìn)行懲罰和補(bǔ)償（根據(jù)公司規(guī)模在$50,000到$100,000間）mixed-motivedecisionsunlawful

混合動機(jī)決策違法partly“l(fā)egitimate,”partlydiscriminatory

一半“合法”，一半歧視pregnancydiscriminationactof1978

1978年的懷孕歧視法案prohibitsdiscriminationagainstwomenbasedonpregnancy,childbirth,orrelatedmedicalconditions

禁止對婦女在懷孕、孩子出生或相關(guān)醫(yī)療條件下的歧視pregnancy-relatedconditionmustbetreatedsameasanytemporarydisability

對待懷孕情況必須同任何短期不能工作一樣immigrationreformandcontrolactof1986

1986年移民改革及控制法案prohibitsdiscriminationbasedonnationaloriginandcitizenship

禁止對國籍和公民權(quán)進(jìn)行歧視coversemployerswithfourormoreemployees

適用于4個或4個以上的員工unlawfultoknowinglyhireanunauthorizedalien

故意古雇傭非授權(quán)外國人是非法的agediscriminationactof1967

1967年年齡歧視法案prohibitsdiscriminationagainstworkersaged40andabove

禁止對年齡40和40以上的工人進(jìn)行歧視coversemployerswith20ormoreemployees

適用于20或20以上的員工theamericanswithdisabilitiesactof1990(titlei)

1990年美國身心障礙者法案（第1版）prohibitsdiscriminationagainstthosewithdisabilities

禁止對那些有身心障礙的人進(jìn)行歧視coversemployerswith15ormoreworkers

適用于15或15個以上的工人physicalormentalimpairment

身體或大腦的傷害“substantiallylimits”“大體上的限制”“majorlifeactivities”“主要的生活活動”reasonableaccommodation合理的設(shè)備“unduehardship”“過度困難”

disparatetreatment差別對待intentionaldiscriminationexample:femalestreateddifferentlyfrommales故意歧視舉例：對待婦女同男性不一樣females婦女males男性disparateimpact

差別影響unintentionaldiscriminationexample:arbitraryselectionpracticefavorsgroupaoverb&c非故意歧視舉例：隨意任選計劃支持組a多于組b和組cdiscriminationandthecourts

歧視和法庭primafacie案件第一審rebuttal駁回plaintiff原告defendant被告establishingaprimafaciecase

建立一個案件第一審companypolicy

公司政策discriminatoryremarks

歧視言論themcdonnell-douglastestmcdonnell-douglas考試thefour-fifthsrule

五分之四法則rebuttingdiscriminatoryremarks

駁回歧視言論claimtheremarkswerenotmade

聲明沒提出言論claimtheremarkshadnobearingontheemploymentdecision

聲明言論對工作決策沒有影響claimtheremarksweremadebysomeonewhohadnoinfluenceonthehiringdecision

聲明言論由一些對雇傭決策沒有影響的人做出

mcdonnell-douglastest

mcdonnell-douglas測試belongstotheprotectedgroupinquestion

屬于上述的被保護(hù)群組hasappliedforandisqualifiedforthejobforwhichtheemployerwasseekingapplicants

適用并合適于那些顧主尋求申請人的工作wasrejected

被拒絕afterrejection,thepositionremainedopenorwasfilledbysomeonewhowasnotamemberofthatprotectedgroup

拒絕后，位置保留空缺或由一些不屬于被保護(hù)群組的成員填充rebuttingthemcdonnell-douglastest

駁回mcdonnell-douglas測試showthattheemploymentdecisionwasbasedonlegitimate,nondiscriminatoryreasons

顯示雇傭決策基于合法、非歧視原因thefour-fifthsrule

五分之四法則whitemales 100 70 .70白皮膚男性blackmales 40 20 .50黑皮膚男性.50/.70=.71whichis<.80,thereforeprimafaciecase.50/.70=.71它<.80,因此案件第一審groups群組totalapplicants所有申請者#selected被選passingrate通過率rebuttingthefour-fifthsrule

駁回五分之四法則demonstratethattheprocedureinquestionisabusinessnecessity

示范上述程序是業(yè)務(wù)必須bonafideoccupationalqualification

bonafide職業(yè)資格allornearlyall

所有或接近所有authenticity

真實性propriety

規(guī)矩safety安全whenseveralselectiondevicesareused

使用幾種選擇輔助時eeovs.affirmativeaction

公平就業(yè)與肯定行動的對比eeo

affirmativeaction肯定行動“colorblind”色盲的“colorconscious”有色意識的isaffirmativeaction

legallymandated?

肯定行動是合法委任嗎？onlyinsomecases

僅僅在一些案例中mandatoryforfederalgovernmentcontractors

聯(lián)邦政府承辦人要求強(qiáng)制的mandatorywhencourtorderedasapartofasettlement

當(dāng)法院命令作為決定的一部分時強(qiáng)制whyimplementvoluntary

affirmativeaction?

為什么自愿實施肯定行動attractandretainalargerandbetterpoolofapplicants

吸引和留住更多更好的人才avoiddiscriminationlawsuits

避免歧視控訴事件improvethefirm’sreputationwithinthecommunityanditscustomerbase

增進(jìn)公司在社區(qū)和客戶中的聲望stepstoimplementanaffirmativeactionprogram

步入肯定行動計劃實施1. conductautilizationanalysis

進(jìn)行聘用率分析2.developanaffirmativeactionplan

開發(fā)肯定行動計劃1.conductautilizationanalysis進(jìn)行聘用率分析hispanics 10 20 under

utilization西班牙的低聘用率females 30 50 under utilization婦女低聘用率

groups群組%employees雇員%%inlabormarket占勞動力市場%utilization聘用率2.developanaffirmativeactionplan開發(fā)肯定行動計劃hispanics 10 15% expand 5years recruiting西班牙的

5年15%招聘擴(kuò)大females 30 45% review 5years promotion proced.婦女5年45%回顧招聘程序 groups群組%employees雇員%goals目標(biāo)actionplan行動計劃threeelementsofanaffirmativeactionplan

肯定行動計劃3個基礎(chǔ)goals

目標(biāo)timetables

時間表actionsteps

行動步驟matchaffirmativeactionto

severityofunderutilization

使肯定行動適合低聘用率的嚴(yán)格性whenispreferentialtreatmentlegal?

何時優(yōu)惠待遇是合法的?remedialpurpose

補(bǔ)救目的necessaryforgoalachievement

對實現(xiàn)目標(biāo)有必要morethanprotectedgroupstatusconsidered

不僅考慮被保護(hù)群組的狀況temporary

暫時reasonablegoals

合理的目標(biāo)doesn’tunjustlyburdennonminorities

不會造成非少數(shù)人的負(fù)擔(dān)applicantmustmeetminimumquals.

申請者必須符合最低資格environmentalissuesintheworkplace

工作場所的環(huán)境問題culturaldiversity

文化差異thechangingnatureofwork

工作的變化性質(zhì)mergersandtakeovers

并購與接管corporatedownsizing

公司裁員totalqualitymanagement

全面質(zhì)量管理changingworkforcedemographics

改變勞動力人口統(tǒng)計moreafrican-americans

更多的非洲美國人morehispanics

更多的拉丁美洲人moreasianandpacificislanders

更多的亞洲和太平洋島民moreolderworkers

更多的老年工人moredualincome,single-parent,&familiesdealingwitheldercare

更多的雙重收入、單親和涉及照顧老人的家庭culturaldiversity:astrategicadvantage?

文化差異：策略優(yōu)勢嗎？attractalargerandbetterpoolofapplicants

吸引更多更好的人才newideas/approaches

新觀念/方法managingculturaldiversity

管理文化差異diversitytraining

多元化培訓(xùn)breakingthe“glassceiling”

打破“玻璃天花板”meetingtheneedsofolderemployees

滿足年長雇員的需求implementingworkandfamilyprograms

實施工作和家庭計劃diversitytraining

多元化培訓(xùn)canbeeffectiveinovercomingbiases

可以有效地跨越偏見potentialeeoliability

潛在的eeo傾向breakingthe“glassceiling”

打破“玻璃天花板”womenandminoritieshavefailedtoreachhighestlevelsofmanagement.

婦女和少數(shù)人在達(dá)到最高管理層時失敗overcomingthe“glassceiling”

跨越“玻璃天花板”training培訓(xùn)careercounseling職業(yè)生涯個別輔導(dǎo)mentoring良師益友promotionprocedures晉升程序meetingtheneedsofolderemployees

滿足年長雇員的需求redesignjobstocompensateforhearingandvisionloss.

重新設(shè)計工作以補(bǔ)償聽力和視力的損失reassignolderworkerstootherjobs.

將年長工人重新分配到其他的工作implementingworkandfamilyprograms

實施工作和家庭計劃workingathome(telecommuting)

在家工作（電訊聯(lián)絡(luò)）flextime

彈性時間jobsharing

工作分享changingnatureofwork

工作的變化性質(zhì)manufacturing制造service服務(wù)mergersandtakeovers:consequences

并購和接管：結(jié)果increasedvoluntaryturnover

增加自愿接管riseinorganizationalconflict

增加組織內(nèi)部沖突whysomanycompaniesaredownsizing

為什么這么多的公司裁員declineorcrisisinthefirm

公司衰落或危機(jī)technologicaladvances

科技提升organizationalrestructuring

公司重整impactsofdownsizing

裁員的影響oftenfailtoachieveeconomicgoals

通常在實現(xiàn)經(jīng)濟(jì)目標(biāo)時失敗loweremployeeloyaltyandmorale

降低員工的忠誠度和士氣alternativestolayoffs

裁員的方法hiringfreeze 凍結(jié)招聘restrictovertime 限制加班retrain/redeploy 重新培訓(xùn)/布署usepart-timers 使用臨時工usejobsharing 工作分配useconsultants 使用顧問

unpaidvacations 無薪假期shorterworkweek 減少工作周數(shù)payreductions 減少薪資sabbaticals 休假一年earlyretirement 提前退休chapter3

第三章

planningforhumanresources

人力資源規(guī)劃hrplanningjobanalysisrecruitmentselectionworkplacejusticeunionssafety&healthinternationalcompetencemotivationworkattitudesoutputretentionlegalcompliancecompanyimagecostleadershipproductdifferentiationtraining/develop.performanceapp.compensationproductivityimp.hrmandcompetitiveadvantagehr計劃工作分析招聘篩選工作場所法規(guī)工會安全和健康國際化勝任能力動機(jī)工作態(tài)度產(chǎn)出持續(xù)力合法性企業(yè)形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/開發(fā)績效評估薪酬提高生產(chǎn)力方案hrm及其競爭優(yōu)勢linkinghrplanningpracticestocompetitiveadvantage

人力資源規(guī)劃實踐與競爭優(yōu)勢相結(jié)合effectivehrplanning有效的hr規(guī)劃employeemovementsinto,within,andoutoforganizationaresmooth/lessdisruptive雇員的進(jìn)入、離開和公司內(nèi)部移動是平穩(wěn)的很少敵對的soundhrmdecisionmaking合理的hrm決策制訂transitioncostsareminimized過度成本最小化selecthigh-qualityapplicants挑選高質(zhì)量的申請人retainhigh-performingemployees保持高績效的雇員lowercosts降低成本increasedemployeecompetence提高雇員的勝任能力competitiveadvantage競爭優(yōu)勢humanresourceplanning

人力資源規(guī)劃“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions”識別和反應(yīng)公司需求將新的方針、系統(tǒng)和計劃制成圖表保證在變化的情況下有效的人力資源管理的過程objectivesofhumanresourceplanning

人力資源規(guī)劃的目標(biāo)enableorganizationstoanticipatetheirfuturehrmneeds

使公司可以預(yù)見未來的hrm需求toidentifypracticesthatwillhelpthemmeetthoseneeds

識別可以幫助他們滿足這些需求的實踐活動benefitsofhrplanning

人力資源計劃的利益aidsinplanningjobassignments

規(guī)劃工作分配的助手helpscopewithfluctuationsinstaffing

幫助處理員工配備中的動搖identifiesrecruitingneeds

識別招聘需求providesotherusefulinformation

提供其他的有用信息strategicplanning

策略性規(guī)劃determinetheorganizationalmission.

確定公司的使命scantheorganizationalenvironment.

審視公司環(huán)境setstrategicgoals.

設(shè)立策略性目標(biāo)formulateastrategicplan.

制訂策略性計劃step1:determinetheorganizationalmission

第一：確定公司使命missionstatement

使命聲明organization’soverallpurpose

公司的總體目的basicbusinessscopeandoperations

基本業(yè)務(wù)范圍和運(yùn)作answerquestions

回答問題whydoesourorganizationexist?

我們公司存在的原因whatuniquecontributionscanitmake?

它能做出什么樣的貢獻(xiàn)step2:scantheorganizationalenvironment

第二：審視公司環(huán)境externalenvironment

外部環(huán)境political政治legal法律economic經(jīng)濟(jì)social社會technological科技industry行業(yè)internalenvironment內(nèi)部環(huán)境organizationculture組織文化structure結(jié)構(gòu)currentmission當(dāng)前使命pasthistory過去歷史layersofmanagement管理層次spanofcontrol控制跨距ksasofemployees員工的知識、技巧和能力step3:setstrategicgoals

第三：設(shè)立策略性目標(biāo)desiredoutcomestoaccomplishmission

完成使命的理想結(jié)果specific

明確的challenging

挑戰(zhàn)的measurable

可衡量的formulateastrategicplan

制訂策略性計劃coursesofactiontomeetstrategicgoals

行動路線符合策略性目標(biāo)specifiesfunctionalordepartmentalgoals

明確的功能性或部門的目標(biāo)humanresourceplanning

人力資源規(guī)劃gettingtherightpeople

attherightplaceattherighttime在適當(dāng)?shù)臅r間、適當(dāng)?shù)牡攸c獲得適當(dāng)?shù)娜藛Thumanresourceplanning

人力資源規(guī)劃demand需求supply供應(yīng)gap?hrneeds間斷人力資源需求demandforecasting

需求預(yù)測statisticalapproaches

統(tǒng)計方法judgmentalmethods

判斷辦法statisticalapproachestodemandforecasting

需求預(yù)測的統(tǒng)計方法trendanalysis趨勢分析ratioanalysis比率分析regressionanalysis回歸分析trendanalysis

趨勢分析sales1200014500132001910022000銷售#ofemps. 300393342511 650員工數(shù)1992 1993199419951996ratioanalysis

比率分析#patients病人=100#nurses護(hù)士=25patient病人/nurse護(hù)士ratio比率=4/1ifthereare315patients,howmanynursesareneeded?如果有315個病人，需要多少護(hù)士？regressionanalysis

回歸分析#employees雇員數(shù)#customers顧客數(shù) 50 100 1507550250whenarestatisticalapproachestodemandforecastingappropriate?

統(tǒng)計方法何時適合需求預(yù)測？stableenvironment穩(wěn)定的環(huán)境businessfactorcanbepredictedwithsomeaccuracy

業(yè)務(wù)因素可以被有一些準(zhǔn)確地預(yù)知therelationshipbetweenworkforcesizeandbusinessfactorremainsconstantovertime

勞動力范圍和業(yè)務(wù)因素的關(guān)系長期保持一致judgmentalmethodsofdemandforecasting

需求預(yù)測的判斷辦法groupbrainstorming

群組腦筋激蕩法salesforceestimates

銷售人員預(yù)估法stepstosupplyforecasting

步入供給預(yù)測grouppositionsbytitle,function,andlevelofresponsibility

用職稱、職能和責(zé)任水平進(jìn)行職位編組estimatewithineachjobgrouphowmanyofcurrentemployeesremain,movetoanotherposition,orleavetheorganization

預(yù)估在每個工作組中的現(xiàn)有員工中多少個保留、移向其他位置或離開公司employeeflowsinanorganization

公司中的員工流動externalrecruits外部招聘recalls招回quits辭職retirements退休deaths死亡layoffs裁員promotions晉升demotions降級internaltransfers內(nèi)部轉(zhuǎn)換forecastinglaborsupply

預(yù)測勞動力供給beginninginventory125開始清單 -quits辭職 5-retirements退休 2-demotionsout降級離去 1total總計 117 +transfersin調(diào)入 3 +promotionsin晉升 2forecastedinternalsupply122內(nèi)部供給預(yù)測 dealingwithanoversupplyofpersonnel

人員供給過剩處理freezehiring

凍結(jié)雇傭restrictovertime

限制超時retrain/redeploy

重新培訓(xùn)/調(diào)動switchtopart-timeemployees

轉(zhuǎn)成兼職員工useunpaidvacations

采用無薪休假 useashorterworkweek

采用縮短的工作周usepayreductions

采用減少工資usesabbaticals

采用周期性休息encourageearlyretirements

鼓勵提前退休dealingwithanundersupplyofpersonnel

人員供給不足處理hireadditionalworkers

雇傭另外的工人improveproductivitythroughtraining

通過培訓(xùn)提高生產(chǎn)力useovertime

采用超時addadditionalshifts

增加另外的班次reassignjobs

重新分配工作usetemporaryworkers

使用短期工人improveretention

改善留置率humanresourceinformationsystem

人力資源信息系統(tǒng)record,store,manipulate,andcommunicate

記錄、保存、操作和溝通informationacrosswidegeographicboundaries

跨越廣泛地理邊界的信息accesstomanyusers

訪問很多用戶typicaljobinformationinanhris

人力資源信息系統(tǒng)中的典型工作信息jobinformation工作信息

positiontitle位置職稱#ofcurrentvacancies當(dāng)前空缺數(shù)qualificationsneeded所需資格placeincareerladder職業(yè)生涯地點salaryrange薪資范圍replacementcandidates更替候選人turnoverrate流失率

hris人力資源信息系統(tǒng)typicalemployeeinformationinanhris人力資源信息系統(tǒng)中的典型員工信息biographicaldata傳記文檔eeoclassificationeeo分類education教育dateofhire

雇傭日期positionheldwithco.

公司職位salaryhistory

薪資歷史performanceratings績效率trainingreceived所受培訓(xùn)priorworkexperience

前工作經(jīng)驗developmentalneeds發(fā)展需求hrispayrollinformation

工資表信息attendancedata

出勤數(shù)據(jù)taxdeductioninformation

稅務(wù)扣除信息pensioncontributions

養(yǎng)老金turnover

離職率careerinterests/obj.

職業(yè)興趣/目標(biāo)specializedskills

特殊技巧honors&awards

榮譽(yù)和獎勵benefitsreceived

所收利益licenses&certifications證書purposesservedbyanhris

人力資源信息系統(tǒng)的服務(wù)目的makebudget-relatedcalculations.

進(jìn)行預(yù)算相關(guān)的計算reportturnoverratesbydepartment.

分部門的離職率報告trackexternalcandidates.外部侯選者追蹤trackemployeeparticipationineachbenefitoption.

在每次利益選擇時員工參與的追蹤trackaccrualsofvacationdaysandsickleave.

實際休假和病假的追蹤intranetsandextranets

局域網(wǎng)和外部網(wǎng)intranet局域網(wǎng)employeehandbooks員工手冊benefitsinformation收益信息phonedirectories電話指南jobpostings工作崗位insuranceprovider保險提供者enrollinplan在計劃上登記selectphysician選擇醫(yī)生extranet外部網(wǎng)linemanagersandhrplanning

基層經(jīng)理和人力資源規(guī)劃formulateunitandindividualgoals.

制訂部門和個體目標(biāo)ensureproperstaffingatalltimes.

保證隨時合適的人員配備improveretentionbyestablishinggoodworkingrelationships.

通過建立良好的工作關(guān)系改善留置率theroleofthehrdepartmentinplanningforhumanresources

在人力資源中人力資源部扮演的角色providingfeasibilityinputinstrategicplanning

向策略性規(guī)劃提供可行性輸入developingandimplementinghrplans

開發(fā)和實施人力資源計劃evaluatinghrplans

評估人力資源計劃chapter4

第四章

analyzingjobs

工作分析hrplanningjobanalysisrecruitmentselectionworkplacejusticeunionssafety&healthinternationalcompetencemotivationworkattitudesoutputretentionlegalcompliancecompanyimagecostleadershipproductdifferentiationtraining/develop.performanceapp.compensationproductivityimp.hrmandcompetitiveadvantagehr計劃工作分析招聘篩選工作場所法規(guī)工會安全和健康國際化勝任能力動機(jī)工作態(tài)度產(chǎn)出持續(xù)力合法性企業(yè)形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/開發(fā)績效評估薪酬提高生產(chǎn)力方案hrm及其競爭優(yōu)勢linkingjobanalysispracticestocompetitiveadvantage

將工作分析實踐同競爭優(yōu)勢相結(jié)合effectivejobanalysis有效的工作分析competitiveadvantage競爭優(yōu)勢job-relatedhrm與工作相關(guān)的hrmcompetent,motivatedemployeeswithpositivejobattitudes勝任的、受到積極的工作態(tài)度激勵的員工minimizedhrm-relatedlawsuits使同hrm相關(guān)的訴訟最少化usesofjobanalysis

工作分析的使用recruitment/selection招聘/甄選training&development培訓(xùn)和發(fā)展performanceappraisal績效評估compensation薪酬performanceimprovementprograms績效改進(jìn)計劃employeediscipline員工紀(jì)律處分safety&health安全和健康jobanalysisfoundations工作分析基礎(chǔ)jobanalysisdecisions

工作分析決策whattypeofinformationwillbecollected?收集什么樣的信息howwilltheinformationbecollected?

如何收集信息howwilltheinformationberecordedordocumented?

如何記錄信息或使信息文件化jobanalysisinformation

工作分析信息jobcontent工作內(nèi)容assembleboxes裝配合子

jobcontext工作環(huán)境plantassemblyline工廠裝配線workerrequirements工人的必備條件要求knowledge,skills,abilities知識、技巧、能力jobcontentinformation

工作內(nèi)容信息whattheworkerdoes

工人做什么thepurposeoftheaction

活動的目的thetools,equipment,ormachineryusedintheprocess

工具、設(shè)備或過程中使用的機(jī)器taskimportance

任務(wù)的重要性expectedperformancelevels

期望績效水平trainingneeded

所需培訓(xùn)jobcontext

工作環(huán)境reportingrelationships報告關(guān)系supervisionreceived接受監(jiān)督j(luò)udgment判斷authority授權(quán)personalcontacts個人接觸workingconditions工作狀況physicaldemands生理上的需求personaldemands個人要求workerrequirementsinformation

工人必備條件信息knowledge知識skills技巧ability能力personalcharacteris