對(duì)組織內(nèi)人力資源的管理(ppt)(MB)

HumanResourceManagement

Part3:

TrainingandDevelopmentPowerPointbyCheng-Chiang(Johnnie)ChenDa-YehUniversityChapter5TrainingandDevelopingEmployeesHumanresourcemanagement(HRM):

Themanagementfunctionthatisconcernedwithgetting,training,motivating,andkeepingcompetentemployees.

對(duì)組織內(nèi)人力資源的管理，一般指企業(yè)內(nèi)所有人力資源的取得，運(yùn)用和維護(hù)等過程。ManagersandtheHumanResourceManagementProcessPersonnelmanagementVS.Humanresourcemanagement人事管理被動(dòng)、消極偏重日常事務(wù)的執(zhí)行、缺乏規(guī)劃滿足組織利益與工作要求為目標(biāo)獨(dú)立於其他企業(yè)功能一般人事流程的管理訓(xùn)練以工作技能為主將人士支出視為不可避免的費(fèi)用

人力資源管理主動(dòng)、積極具有長(zhǎng)期導(dǎo)向之規(guī)劃尋求組織與員工工作均衡與企業(yè)功能緊密結(jié)合兼具組織發(fā)展(OD)的功能強(qiáng)調(diào)人力資源發(fā)展將人力資源視期探網(wǎng)為企業(yè)的長(zhǎng)期投資HumanResourceManagementProcessHumanResourcePlanningRecruitmentorDownsizingSelectionofEmployeesOrientationTrainingandDevelopmentPerformanceAppraisalsSafetyandHealthCompensationandBenefitsCompetentHigh-PerformingWorkersTheStrategicHRMProcessSafetyandhealthCompensationandbenefitsPerformanceappraisalsIdentificationandselectionofcompetentemployeesAdaptedandcompetentemployeeswithup-to-dateskills,knowledge,andabilitiesCompetentandhigh-performingemployeeswhoarecapableofsustaininghighperformanceoverthelongtermTraininganddevelopmentStrategichumanresourceplanningRecruitmentanddownsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislation人力資源管理程序

圖6-1

期探網(wǎng)，二元期權(quán)：二元期權(quán)論壇：/forum.php二元期權(quán)投資理財(cái)視頻：/forum.php?gid=1二元期權(quán)學(xué)習(xí)：/forum-40-1.html二元期權(quán)平臺(tái)推薦：/forum-46-1.html二元期權(quán)交流：/forum-50-1.html二元期權(quán)資訊網(wǎng)：/forum-48-1.html二元期權(quán)交易技巧：/forum-47-1.html二元期權(quán)高手：/forum-51-1.html二元期權(quán)視頻教程：/forum-36-1.htmlTheLegal

EnvironmentofHRMAffirmativeActionEmploymentTrainingRetentionHumanResource

PlanningMakingaFutureAssessmentMakingaCurrentAssessmentDesigningaFutureProgramEmploymentplanning

Humanresourceinventoryreport:

Areportlistingthename,education,training,prioremployer,languagesspoken,andthelikeofeachemployeeintheorganization.

Jobanalysis:

Anassessmentofthekindsofskills,knowledge,andabilitiesneededtosuccessfullyperformeachjobinanorganization-決定工作職責(zé)與性質(zhì).

Jobdescription(工作說明書):

Awrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdone-說明工作內(nèi)容及方法.Jobspecification(工作規(guī)範(fàn)):Astatementoftheminimumacceptablequalificationsthatanincumbentmustpossesstoperformagivejobsuccessfully-說明擔(dān)任此工作的人所需要的資格與條件

PopularJobAnalysisMethodsTraditionalRecruitingSourcesInternalSearchesEmployeeReferralsEmployeeLeasingTempServicesEmploymentAgenciesAdvertisementsSchoolPlacementRecruitmentandselectionRecruitment:

Theprocessoflocating,identifying,andattractingcapableapplicants.Selectionprocess:

Theprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Reliability:

Thedegreetowhichaselectiondevicemeasuresthesamethingconsistently.Validity:

Theprovenrelationshipbetweenaselectiondeviceandsomerelevantcriterion.Performance-simulationtests:

Selectiondevicesthatarebasedonactualjobbehaviors;worksamplingandassessmentcenters.RejectErrorCorrectDecisionAcceptErrorCorrectDecisionSelectionDecisionAcceptRejectSuccessfulUnsuccessfulLaterJobPerformanceSelectionDecisionOutcomesSelectionDevicesPerformanceSimulationsWrittenTestsFiringLayoffsandAttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizingOptionsTheEffectivenessofInterviewsPriorknowledgeaboutanapplicantAttitudeoftheinterviewerTheorderoftheinterviewNegativeinformationThefirstfiveminutesThecontentoftheinterviewThevalidityoftheinterviewStructuredversusunstructuredinterviewsSelectionDevices(cont’d)WrittenTestsRenewedemployerinterestintestingapplicantsfor:Intelligence:trainabletodothejob?Aptitude:coulddojob?Ability:candothejob?Interest(attitude):would/willdothejob?Integrity:trusttodothejob?Testsmustbeshowvalidatedconnectiontojob-relatedperformancerequirements.SelectionDevices(cont’d)Performance-SimulationTestsBasedon

job-relatedperformancerequirementsYieldvalidities(correlationwithjobperformance)superiortowrittenaptitudeandpersonalitytests.Well-MatchedApplicantsRealisticExpectationsIncreasedCommitmentRealisticJobPreviewsOrientation,Training,andDevelopmentOrientation(引導(dǎo)-新生訓(xùn)練):

Theintroductionofanewemployeetothejobandtheorganization.對(duì)新進(jìn)員工提供公司的基本資訊，使員工能早一點(diǎn)進(jìn)入工作狀況Orientation

的技術(shù)舉辦座談會(huì)，雙向溝通

樹立良好企業(yè)文化和組織氣候培養(yǎng)直線主管與新進(jìn)員工的關(guān)係，建立師徒制即早回饋新進(jìn)員工的績(jī)效表現(xiàn)Training:

提供新進(jìn)員工或現(xiàn)職員工工作所需的技能

Development:長(zhǎng)期性培養(yǎng)，訓(xùn)練現(xiàn)在的管理者與未來的管理者，解決組織問題之觀念性能力

EmployeeOrientationSmoothInsider-OutsiderTransitionImproveWorkPerformanceMinimizeResignationsLearningtheRopesRealisticOrientationPrograms

fornewEmployees’Stress(ROPES)WarnaboutdisappointmentsHowtocopeiskeySupervisorsshouldmonitornewcomersTraining101TeachingnewemployeesthebasicskillstheyneedtoperformtheirjobsThehallmarkofagoodmanagerLackofproductivityDefinitionWhyTraining

IsBoomingNOTjusttechnicaltraininganymore–over$19billionspentlastyearonoutsidetrainingTeambuildingDecisionmaking CommunicationCustomerserviceTechnologyandcomputerskillsTraininghelpsmanagementmeetstrategicgoals5StepTrainingandDevelopmentProcessNeedsanalysis

InstructionaldesignValidationImplement

Evaluation&follow-upDeterminingiftrainingisneededWhatdeficiencies,ifany,dojobholdershaveintermsofskills,knowledge,orabilitiesrequiredtoexhibittheessentialandnecessaryjobbehaviors?Whatbehaviorsarenecessaryforeachjobholdertocompletehisorherjobduties?Whataretheorganization’sstrategicgoals?Whattasksmustbecompletedtoachieveorganizationalgoals?Isthereaneedfortraining?TrainingandDevelopmentProgramsTypesof

TrainingBasicLiteracyTechnicalSkillsInterpersonalSkillsProblemSolvingIndividualizingFormalTrainingtoFittheEmployee’sLearningStyleParticipationand

Experiential

ExercisesReadingsLecturesVisualAidsLearning

MethodsEmployeeTrainingDeterminestrategicgoalsIdentifyessentialtasksDeterminecriticalbehaviorsAssessdeficienciesinskills,knowledge,andabilitiesTrainingMethodsJobRotationSimulationExercisesClassroomLecturesUnderstudyAssignmentsVestibuleTrainingFilmsandVideosTypicaltrainingmethodsSampleOn-the-JobTrainingMethods(OJT)-在職訓(xùn)練JobrotationLateraltransfersallowingemployeestoworkatdifferentjobs.Providesgoodexposuretoavarietyoftasks.UnderstudyProvidessupportandencouragementfromanexperiencedassignmentsworker.Inthetradesindustrythismayalsobeanapprenticeship.SampleOff-the-JobTrainingMethodsClassroomlecturesLecturesdesignedtoconveyspecifictechnical,interpersonal,orproblem-solvingskills.FilmsandvideosUsingthemediatoexplicitlydemonstratetechnicalskillsthatarenoteasilypresentedbyothertrainingmethods.SimulationexercisesLearningajobbyactuallyperformingthework(oritssimulation).Mayincludecaseanalyses,experientialexercises,roleplaying,andgroupinteraction.VestibuletrainingLearningtasksonthesameequipmentthatoneactuallywilluseonthejobbutinasimulatedworkenvironment.典型的訓(xùn)練方法

表6-7

TraditionalTrainingMethodsOn-the-jobtrainingApprenticeshiptrainingInformallearningJobinstructiontrainingLecturesProgrammedlearningAudiovisualtoolsSimulatedtraining

On-the-jobTraining

Learnbydoing–4stepstosuccessStep1PreparePutthelearneratease—relievethetension.Explainwhyheorsheisbeingtaught.Createinterest,findoutwhatthelearnerknows.Explainthewholejobandrelateittoaknownjob.Placeclosetothenormalworkingpositions.Familiarizewithequipment,materials,&tools.Step2PresentExplainquantityandqualityrequirements.Gothroughthejobatthenormalworkpace.Gothroughthejobseveraltimes,givingeachstep.Repeatslowlyagain.Havethelearnerexplainthestepsasyougothrough.Step3TryoutHavethelearnergothroughthejobseveraltimes.Runthejobatthenormalpace.Learnerdoesthejob,buildingupskillandspeed.Lettheworkbegin–stickaroundforawhile.Step4Follow-upDesignatetowhomthelearnershouldgoforhelp.Graduallydecreasesupervision,monitorquality.Correctfaultyworkbeforeitbecomesahabit.Complimentgoodwork;goalistoachievequality.JobInstructionTrainingListeachstepinorderwithkeystepsStartmotorSetcutdistanceReadscalecarefullyPlacepaperoncuttingtableVerifypaperisevenPushpapertocutterVerifypaperistightGraspreleasewithlefthandDon’treleasetopreventinjuryGraspreleasewithrighthandDon’treleasetopreventinjuryPullcutter&safetyreleasesKeepbothhandsinplaceWaitforcutTofinishMaintaingripRetractpaperVerifycutterisdoneShutoffmotorLecturesGivelistenerssignalsKeepconclusionsshortMaintaineyecontactControlyourhandsBreaklongtalkintoshorterseriesPracticemakesperfectDon’tbeginonwrongfootBealerttoyouraudienceMakesureallcanhearSpeakfromnotesnotscriptProgrammedLearning

Programmedlearning

(orprogrammedinstruction)isastep-by-stepself-learningmethodthatconsistsofthreeparts:PresentingRespondingFeedbackApprenticeshipTrainingInformallearningordailyinteractionAudiovisualtoolsSimulatedtrainingOtherTraditionalTrainingTechniquesElectronicTrainingComputersandtheInternethaverevolutionizedtrainingCBTorCD-ROMElectronicPerformanceSupportSystemsDistanceandInternetbasedTele-trainingVideoconferencingInternettrainingLearningportalsElectronicTraining(Cont.)JobAidsElectronicperformancesupportsystem(EPSS)Tele-trainingTeletraining:Atrainerinacentrallocationteachesgroupsofemployeesatremotelocationsviatelevisionhookups.VideoconferencingVideoconferencingallowsfordistanceteachingortrainingManyPC’scurrentlycanparticipateinremotetrainingwithprogramslikeInstructorsmightneedtochangesometeachinghabitsLearningPortalsInsightCorporatewebpagesorenterpriseinformationportalsfocuslearningoncompanyspecificsSomearehighlyspecializedportalslikeTrainingForSpecialPurposesLiteracytrainingtechniques50%ofworkersmayreadbelow8thgradelevelAIDSeducation

Onemillionworkersmaybeinfected;thiscancauseanxietyinothersTrainingForSpecialPurposesGlobalbusinesstrainingsamplesinclude:ExecutiveetiquetteforglobaltransactionsCross-culturaltechnologytransferInternationalprotocolandpresentationBusinessbasicsfortheforeignexecutiveLanguagetrainingTrainingForSpecialPurposesDiversitytrainingBettercross-culturalsensitivityResultsexamples:ImprovingtechnicalskillsSocializationU.S.workethicTrainingForSpecialPurposesCustomerservicetrainingAlmosttwo-thirdsofU.S.workersareinservicejobsTrainingForSpecialPurposesTeamworktrainingOutwardBound“RecipesforSuccess”

LifelongLearningLifelonglearning

providescontinuingtrainingfrombasicremedialskillstoadvanceddecision-makingtechniquesthroughoutanemployee’scareerNew&oldskillsalikearelearned&updatedcontinuouslyDefinitionManagerialDevelopmentManagementdevelopment

isanyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudes,orincreasingskillswithanaimtoenhancethefutureperformanceofthecompanyitselfDefinitionManagerialOn-the-jobTrainingJobrotationCoaching/understudyapproachActionlearning

ManagerialOff-the-jobTrainingThecasestudymethodGamesSeminarsUniversityprogramsRoleplayingBehaviormodeling-4stepsInhousedevelopmentDowomenmakebettermanagers?Whatdoyouthink?Haveyoueverworkedforafemalemanager?Whatarethepositives?Negatives?GlobalExecutiveDevelopmentCandidatesbackgroundsFamilysituationsBriefcandidatesonallrelocationpoliciesComprehensivetrainingProvideamentorEstablisharepatriationprogramEvaluatingthe

TrainingEffortControlledexperimentationispreferredwaytodesignastudyasithasacontrolgroupwhichgetsnotrainingMeasure4outcomesofthestudy:ReactionLearningBehaviorResultsTrainingevaluationformMultipersonGraphicRatingScalesCriticalIncidentsWrittenEssayBARSPerformanceAppraisalMethods360-DegreeAppraisalMBOPerformanceappraisalmethods

MethodAdvantageDisadvantageWrittenessaySimpletouseMoreameasureofevaluator’swritingabilitythanofemployee’sactualperformanceCriticalincidentsRichexamplesbehaviorallyTime-consuming;lackbasedquantificationGraphicratingProvidequantitativedata;lessDonotprovidedepthofjobscalestime-consumingthanothersbehaviorassessedBARSFocusonspecificTime-consuming;difficulttoandmeasurablejobbehaviorsdevelopmeasuresMultipersonComparesemployeeswithoneUnwieldywithlargenumberofanotheremployeesMBOFocusonendgoals;resultsTime-consumingoriented3600AppraisalMorethoroughTime-consuming績(jī)效評(píng)估方法表6-8PerformanceEvaluationWhatDoWeEvaluate?TraitsIndividualTask

OutcomesBehaviorsPerformanceEvaluationPerformanceEvaluationWhoShouldDotheEvaluating?Immediate

SupervisorPeersSelf-EvaluationImmediate

SubordinatesSuggestionsforImprovingPerformanceEvaluationsEmphasizebehaviorsratherthantraits.Documentperformancebehaviorsinadiary.Usemultipleevaluatorstoovercomeraterbiases.Evaluateselectivelybasedonevaluatorcompetence.Trainevaluatorstoimproverateraccuracy.Provideemployeeswithdueprocess.Onemanager’sperspective360-degreeappraisal:

Anappraisaldevicethatseeksfeedbackfromavarietyofsourcesforthepersonbeingrated.Discipline:

Actionstakenbyamanagertoenforceanorganization’sstandardsandregulations.Employeecounseling:

Aprocessdesignedtohelpemployeesovercomeperformance-relatedproblems.360-DegreeEvaluationsTheUnion-ManagementInterfaceCompensationandBenefits

Compensationadministration:Theprocessofdeterminingacost-effectivepaystructurethatwillattractandretaincompetentemployees,provideanincentiveforthemtoworkhard,andensurethatpaylevelswillbeperceivedasfair.

Employeebenefits:Nonfinancialrewards