人力資源管理9-17(第二章添加部分內容)

1Chapter1(戰(zhàn)略性人力資源管理和規(guī)劃)1.11.1HRManagementEconomicandbilityQualityDemographicsAndBalancingWorkAndEliminatinglayersofMergingwithotherOutplacingworkers2HRPlanningandActivitiesAnalysisntEmployeeand1.3NatureofHRHRasEmployeeManagementAdvocateRolesofHR(Figure1-2HREthicsandHR3HRManagementCompetenciesandScanningtheExternalScanningtheExternalGeographicandconcernscompositionandceBetweenbedoneandSkillsoflabletothejobsAnHRISandtheStrategiesandHR(FIRGURE1-3HRPlanningntHumanResource4ReductionsReductionsandtheConsequencesofConsequencesofManagingsurvivorsAttritionandhiringthesizeofanworkforce.“Rightsizing”.EarlyretirementStrategicManagementTools?5EnvironmentOrganizationHRActivitiesGoals6著重于時間timing活動typicalactivities短期(不超過一年)中期(1到2年)管理員工的福利對薪酬項目的管對新員工情況簡對新員工情況簡說明人力資源政策與程序準備公平就業(yè)的處理員工投訴問題resolving年)勞動力趨勢、問題參與社區(qū)勞動力發(fā)組織重構與縮員進對合并與收購提供薪酬戰(zhàn)略7FIRGUREHRPlanningProcess圖1-3人力資源規(guī)劃過程組織目標與戰(zhàn)略organizationalobjectivesndstrategiesexternalenvironmentforchangesaffectinglaborsupplyinternalinventoryof組織對人員的需要Organizationalneedforpeople對可用人員的調查Surveyofpeopleavailable組織人力資源戰(zhàn)略與規(guī)劃HRstrategiesand8erss(組織績效及全球效能)2.1OrganizationalnessrdsOfLivingtivityveCompetitivenessInAFor-ProfitionnizationEquipmentQualityofproductionmustbe9ivityuctivityivityyProduction.”notherpetitiveperformancehcustomersandsoon.sdifficultinellonalipfemploymentandntworkrealheunwrittenheunwrittenataveatureofeirworkipsionefeEmployeescontribute:erformanceExtraeffortwhenneededncesOfobDesignvitybDesignncesOfobDesignvitybDesigneengineeringProcessAbsenteeismAbsenteeism (詳情請點擊)2.4Job2.4Jobnfbothdaysfromtheiraccountsattheirdiscretionforltime,orvacation.Ifemployeesrunoutofdaysintheiraccounts,thentheyarenotpaidforanyadditionaldaysmissed.PTOaccount.actionaevaluatingone’experiences.sfaction:ypressure.esarewhenemployeeszationandavetobereplacedturnovercanbeasatisfactionisclear.OC.OCthedegreetowhichsroblemroblemamajorimpactpstocontrollarlythatedbyationalfactors.desirable,especiallyiftheworkersleavingarerforminglessreliableindividuals.withinioningConsistentHRpolicies.enperformedsothatntcanidentifywhatstobeimprovedFocusesonemployees’rsiricesantemainwitheorganization.OCislyctedinurnoversofservice.esgcentofalAbsencerate.neysonalAbsencerate.hellyconductexitinterviews.aspectsofthejob.redtoasuresofgainstdataonthosemeasuresinother“bestpractices”organizations.flcostRtingratiosEconomies,AndLegalSystemsPresentsSomeHRM.omicsystemsvingisamajorerationforglobalcorporations.fiablegroupofpeopleibaltsoftheworld.abroad.AstheMNEexpands,ithireswhichithasoperations,butkeymanagementpositionsintheforeignoperationsarefilledwithemployeesfromthehomecountryofthecorporation,HRpracticesforemployeessentfromcorporateevelopedsothattheseemployeesandtheirdependentsmaycontinuetheireconomiclifestyleswhilestationedhehomecountryGlobalHRpoliciesandactivitiesareonofdecisionmakingtosubsidiaryunitsandoperationsinothercountriesisnecessaryinorderforAffectingGlobalHROrganizations.onsTraining:軍人、服 (成長)壓力、融合思維、生活方式)ForNationaltThepreferencesandattitudesofspousesandotherfamilymembersspousescareerschoolingofgeorientationandCulturetrainingHistoryContinuingBroadenedskillsemployeeCareerplanningtrainingandDevelopmentverseculturenceofentandsignmentinthehomeortherationylytheforeigncountrytaxingphysicalharassment.securityissues.sontheirboardsofdirections.Figure2-1modelofindividual/organizationalperformanceTheTheIndividualAbilitySupportTheJobJobElementsJobJobSatisfaction/ssatisfactionrganizationalCommitmentProductivityQualityServiceEFFECTIVENESSFigure2-2HRratiosandmeasureofassessmentnternallyOSvacancyaysgnrHRFUNCTIONSelectionCompensationEmployeerelationsOverallHRlobalHRManagementMIC④稅負平衡計劃④稅負平衡計劃FIGURE2-4InternationalTrainingandDevelopmentOPMENTCareerPlanningAcceptanceofReturneeCulture案例：①物流外包②團隊工作：西游記③決算表平衡法rDiversityFigure3-2MajorDiversityANDAFFIRMATIVERacialandethnicdiversityonsintheiscriminationInterpretationsofEEOPre-employmentversusWhomusthaveananGUIDELINESONGUIDELINESONANDSEXUAL“approach?Sexualharassment?PregnancydiscriminationEqualpayandpayequity?The“glassceiling“MERICANSOTHERSBASES?Essentialjobfunctions?Reasonable?Unduehardship?Immigrationreformand?Religiousdiscrimination?Sexualorientation?Veterans’employment?MilitaryemploymentDIVERSITYSeparateManagingDiversityFromsityTrainingFormaDiversitySUCCESSFULIVERSITYMANAGEMENTAccountabilityforChapter4JobAnalysis(工作分析)kactivitiesandbehaviorsd.Financialandbudgetingimpact;e.Machinesandequipmentused;rkingconditionsg.Supervisiongivenandreceived;abilitiesneededsdutiesandtedbyonepersonperatingwhichjobsareperformedAnalyzingjobsbaseduponwhatisdone4.1NatureofjobanalysisInformationthatcanbehelpfulinmakingthedistinctionlysisapproachtojobonthejobfocusesonthetasks,duties,andresponsibilitiesperformedinajob.Thereisagrowinginterestinfocusingonthecompetenciesthatindividualsneedinordertoperformjobs,ratherthanonthetasks,duties,andresponsibilitiescomposingajob.ThisshiftemphasizesthatitisthecapabilitiesthatpeoplehavethattrulyinfluenceorganizationalmanceCompetenciesarebasiccharacteristicsthatcanbelinkedtoenhancedperformancebyindividualsorteamsofindividuals.Knowledge,skills,andabilities.Examplesofthecompetenciesusedinetyonenhancingtheircompetencies,ratherthan4.2Usesofjobanalysis:iptionsandjobAjobdescriptionindicatesthetasks,esofa4.2Usesofjobanalysis:iptionsandjobdone,whereitisdone,and–briefly–ionforanumberofotherHRactivities.Figure4-1decisionsinbowitisdonewhatthejobaccomplishesandhowperformanceismeasuredinkeyareasofthejobdescription.Ifemployeesknowwhatisexpectedandhowperformanceistobemeasured,theyhaveamuchbetterhanceofperformingsatisfactorilyJobspecificationslistthelities(KSAs)anindividualneedstoEducation,experience,workskillrequirements,personalabilities,andmentalandphysicalrequirements.ItisimportanttonotethataccuratejobspecificationsidentifywhatKSAsapersonneedstodothejob,notnecessarilywhatqualificationstheossessesAnorganizationchartdepictstherelationshipsamongjobsinanorganization.Showthereportingrelationshipsforauthorityandresponsibilities.4.3Job4.4ThejobFigure4-3stagesinthejobanalysis4.5JobnsJobanalysisFigure4-2jobotherHRJobanalysisuesaspectsofjobjobanalysisingthejobanalysisJobdescriptiontTheAmericanwithDisabilitiesActrsregulationstionjobtitlereportingrelationships,department,location,ysisandjobtioGeneralsummary:aconcisestatementofthegeneralresponsibilitiesandcomponentsthatmakethejobdifferentfromothers.“inthirtywordsorless,describetheessenceofthejob.”Essentialfunctionsandduties:clear,sibilitiesperformed.Jobspecifications:(1)knowledge,skills,andabilities,(2)educationandexperience,and(3)physicalrequirementsand/orworkingconditions.Disclaimerandapprovals:approvalsignaturebyappropriatemanagersegaldisclaimerWritingjobWritingjob nthejobanalysisprocessFigure4-1decisionsinthejobanalysisprocess訪談法interviews觀察法observations監(jiān)督者supervisors外部顧問outsideconsultantsmanagers監(jiān)督者\管理者supervisors/managersherHRactivitiesFigure4-2jobanalysisandotherHRactivitiesions↓appraisal培訓與開發(fā) 1.1.PlanningthejobanalysisanalysisB.Obtaintopmanagementsupport.↓2.PreparingandcommunicatingthejobanalysisyationC.Communicateprocesstomanagersandemployees.↓3.ConductingthejobanalysisA.Gatherjobanalysisdata.↓Developingjobdescriptionsandjobspecificationsificationseesationsdations↓5.MaintainingandupdatingjobdescriptionsandjobspecificationsAUpdatejobdescriptionsandspecificationsasorganizationchanges.lljobsStaffing(人員配置)55.0StaffingisLabormarkettheprocessofpeoplewithjobs.selection.laborThelaborforceincludesallindividualswhoareavailableforselectionifallstrategiesarearrayofpossibleapplicantsmaybereachedinverydifferentways.Theapplicantpopulationisasubsetofthelaborpopulationthatisavailableforselectionusingaparticularapproach.TheApplicantpoolconsistsofallpeoplewhoareactuallyselection.mingacandidatecanbefound,thefinalselectionismadefromtheapplicantpool.withinwheneverentry-leveljobs.5.1PlanningInternalOrganizationsthatoperateinaandstrategicversusexternalrapidlychangingenvironmentandcompetitiveconditionsmayneedtongplaceaheavieremphasisonexternalsourcesinadditionto(FIGURE5-1developinginternalsources.However,fororganizationsexistingsinenvironmentsthatchangeslowly,promotionfromwithinmaybemoresuitable.Manyemployerschoosetopromotefromwithinwheneverpossible,hireexternallyonlyforentry-leveljobs.ManyoftheemployeesthatWaltDisneyhiresformanagementerecruitedinternallyngiftheiremployeesareassignedresponsibilitiesandtasksthattrainthemforadvancedpositions.Decisionsaswhoshouldbeemployees:therecruitedhingeuseoftemporaryonwhethertoworkersmayseektraditionalmakesenseforfull-timeanorganizationiftusemoreflexibletoseasonalorapproaches.otherfluctuations.performspecificservicesonacontractbasis.leasing:anwithanemployeeasingcompanyafterwhichtheJobpostingsferstaffisbythefirmandbacktohecompanysofjobndbyapplyingforspecificopenings.5.3External (Advantagesinternaland)rsandCollegesandTradeand5.4Recruitingcalculated,themaynotbeobvious.fhiredofullopeningsrecruitingprogramistogeneratealargepoolofapplicantsfromwhichtochoose,quantitymustbesufficienttofilljobvacancies.positionsbeingfilled,butknowinghowmuchitcoststofillanemptypositionputsturnoverandsalarylevelsinperspective.Thelengthoftimeittakestofillopeningsisanothermeansofevaluatingrecruitingefforts.Ifopeningsarefilledquicklywithqualifiedcandidates,theworkandproductivityoftheorganizationarenotdelayedbyvacancies.5.5NatureofSelection:selectionistheprocessofchoosingqualifiedindividualswhohaverelevantqualificationstofilljobsinanorganization.Withoutqualifiedemployees,anorganizationisinapoorerpositiontosucceed.Selectionismuchmorethanjustchoosingthebestavailableperson.SelectingtheappropriatesetofKSAs–whichcomepackagedinahumanbeing–isanattempttogeta“fit”betweenwhattheapplicantcandoandwantstodo,andwhattheorganizationneeds.Fitbetweentheapplicantandtherswillingnesstomakeajobofferandanapplicant’swillingnesstoacceptajob.Placement:fittingapersontotherightjobiscalledplacement.Morethananythingelse,placementofhumanresourcesshouldbeseenasamatchingprocess.WhetheranemployerusesspecificKSAsorthemoregeneralapproach,effectiveselectionofperformance.Criteria,Attheheartofaneffectiveselectionpredictors,andisknowledgeofwhatconstitutesjobappropriatejobperformanceandwhatcharacteristicsinemployeesareassociatedjobAselectioncriterionisacharacteristicthatapersonmustTopredictwhetheraselectioncriterion(suchasmotivationorability)ispresent,employerstrytoidentifypredictorsasidentifiableindicatorsoftheselectioncriteriaIfthereisnoApolicydefiningwrittenpolicydefiningincludetheconditionsthatfollowingmakeapersonaspects:cationsceptedcationsceptedenthereisanpeoplewhocallorsendlaterclaimtheywerenothireddiscrimination.individualsfillingoutapplicationblanksareconsideredcantsapplicationceaseslaterclaimtheywerenothireddiscrimination.Onlyacertainnumberofpplicationswillbecceptedapplyforspecificjobs,not“anyjob.”O(jiān)rganizationsvaryinhowtheyallocateselectionresponsibilitiesbetweenHRspecialistsandmanagers.5.6Theionandjobpreview/Figure5-3ationmsImmigration/rificationingAbilityandmentPsychological/PolygraphandtionFIGURE5-1RECRUITINGDECISIONS*什么時候需要whenneededsingoptions招聘來源/方式的決策decisionsonrecruitingsources/告選擇advertisingchoices*招聘行動recruitingactivitiesECTIONCRITERIAANDPREDICTORSOperationalOperationalpredictorsofselectioncriteriaExperienceastperformancePhysicalskillsnSalaryrequirementsCertificates/degreeseldalityorkreferencesTenureonpreviousjobsPreviousjobshelderecordSelectioncriteriaforemployeeswhowillmeetperformancegoalsAbilityonigenceConscientioussAppropriateriskforemployerAppropriatepermanenceElementsofjobperformanceQuantityofworkQualityofworkCompatibilitywithothersPresenceatworkLengthofserviceflexibilityrtTrainingisaprocesswherebypeopleacquirecapabilitiestoaidintheachievementofnalgoalsnaltrainingmaybeusedThepsychologyofOrientation:trainingforSystemsapproachtoureModelofagegBehaviorallyexperiencedClassroomandconferenceresourceDevelopmentcanbethoughtofasgrowingcapabilitiesthatgobeyondthoserequiredbythecurrentjob;itrepresentseffortstoimproveemployees’abilitytohandleavarietysignmentsDevelopmentisbeneficialtoboththeorganizationalsuccessionopmentOrganization-centeredvs.Figure-3managementcapabilitiestobetionqualitydecisions;ethicalvalues;technicalskills.Equallyimportantbutmuchlesscommonlydevelopedcapabilitiesforsuccessfulmanagersareteambuilding,developingsubordinates,directingothers,anddealingtyedcareerUREOrganizationalingsdDualcareerpathsfortechnicalandprofessionalFigure6-2ModelofaTrainingSystemontiesnecessaryryouttheplansingJob-siteoff-siteectivesce(管理與績效評估)meyee量員工績效Thenatureandusesofperformance績效考核的性質和用途Figure7-3Conflicting角色沖突對績Consistsoftheprocessesusedtoidentifyencouragemeasure,evaluate,improve,andrewardrformanceatwork包括用于識別、鼓勵、衡量、評ontypes準和信息類型InformalversussystematicsFigure7-1LinkageOutcomes,andFigure7-2TermsUsedToDefineStandardsAtOneEmployeeswhorateiorsTeammemberswhoelaws多源(360°)評價GraphicRatingScaleFigure7-4SampleeForm表ingProblemsofVaryingProblemsofVaryingOrganizationalOrganizationalStrategy組織策略csEmployeePerformance員工績效PerformanceManagementOutcomes績效管理結果Development發(fā)展Advancement進步Discipline符合行為準則的行為(或舉止)；PayRaises加薪OrganizationalOrganizationalResults:組織結果GoalsMetOrNotMet目標符合或不符合anyThepersonissosuccessfulathisjobcriterionthatspecialnoteshouldbemade.Comparedthetop這個人是如此成功，在他的工作標準，特別值得注意的是。與通常的標準和其他部門相比，VERYGOOD.GivenTheCommonStandardsAndUnitResults.平均表現(xiàn)在單位，給出了共同的標準和單位的結果。SATISFACTORY.OneWouldExpectFromMostExperienced,CompetentEmployees.水平的表現(xiàn)是一個人最有經(jīng)驗的，有能力的員工。MARGINAL.PerformanceIsSomewhatBelowTheMinimum-LevelStandardOnThisJobDimension.However,ThereAppearsToBePotentialToImproveTheRatingWithinAReasonableTimeFrame.UNSATISFACTORY.PerformanceOnThisItemInTheJobIsWellBelowStandard,AndThereIsSeriousQuestionAsToWhetherThePersonCanImproveToMeetMinimumStandards.Fi4Fi4(Simplified)JobTitleReceivingClerkSupervisorFredSmithReasonForAppraisal(CheckOne):RegularInterval?IntroductoryCounselingOnlyDischargeDepartmentReceivingFull-Time?Part-TimeRatingPeriodFrom5/12/99IMEIMEProvidedThatBestDescribesTheEmployee’SOverallPerformance.UtilizingUtilizingTheFollowingDefinition,RateThePerformanceOnAsI,M,OrE.RateThePerformanceOnEachJobDutyByPlacingAn“X”O(jiān)nTheRatingScaleAtTheIMEivingAndCheckingExplanation:Chapter8Compensation(薪酬)ThenatureofcompensationFigure8-1ategiccompensationconceptBasepayThebasiccompensationthatanemployeereceives,usuallyasawageconceptBasepaycategoriesctlycalculatedontheamountoftimecategoriesSalary:paymentsthatareconsistentfromperiodtoperioddespitethenumberofhoursworked.BeingSalariedTypicallyCarriesHigherStatusForEmployeesThanBeingPaidWages.VariableCompensationlinkeddirectlytoperformanceVariablecategoriesBonusesandincentivecategoriesGivenGiventoanemployeeorIndirectreward,suchasgroupofemployeesasaparthealthinsurance,oforganizationalvacationpay,ormembership.retirementpensions,(福利的“五險一金”1.EndowmentInsurance；UnemploymentWork-RelatedInjuryAccumulationFunds.itiscriticalfortopmanagementandHRexecutivestoviewthe“strategic”fitofcompensationwiththestrategiesandobjectivesoftheorganization.entitlementphilosophyMostoftheiremployeesentitlementphilosophyMostoftheiremployeesreceivethesameornearlythesameyear.Payandincentivesarebasedonperformancedifferencesamongemployees.performance-orientedphilosophycompensationphilosophies,whichshouldbeseenasoppositeendsofacontinuum.Cost-effectivenessandTobalancethecostsoflabor-marketpositioningattractingandretainingemployeeswiththecompetitivepressuresintheindustry.PayingforcompetenciesPayingforcompetenciesInknowledge-basedorrewardsemployeeswhoareskill-basedpaysystems,moreversatileandhaveemployeesstartabasecontinuedtodeveloptheirlevelofpayandreceivecompetencies.increasesastheylearntodootherjobsorgainotherskillsandthereforebecomemorevaluabletotheemployer.(基于員工的勝任力支付工資) (薪酬定位的種類)ndingndingHavingBroaderRangesthanTraditionalCompensation缺點)SystemsUseofvariablepayWidespreadUseofvariablepayincentiveplans,teambonuses,organizationalgainsharingprograms,andotherdesignshavebeenimplementedinordertolinkgrowthincompensationtoresults.Team-basedonManyorganizationsuseteamForbaseTpetency-orskill-baseapproaches.BehavioralaspectsofcompensationWhetherBehavioralaspectsofcompensationvariablepay,orbenefits,theextenttowhichemployeesperceivetheyarereceivingfairvalueoftenaffectstheirperformanceandhowtheyviewtheirjobsandemployers.LegalconstraintsonpaysystemsCompensationsystemsmustcomplywithamyriadofgovernmentconstraints.Minimum-wagestandardsandhoursofworkareLegalconstraintsonpaysystemsFairlaborstandardsactSA《中華人民共和國勞動minimumwageAlowerFairlaborstandardsactSA《中華人民共和國勞動minimumwageemployeesChildlaborSettheminimumageChildlabor(我國勞動法關于“童工”的employmentwith內容)unlimitedhoursatage16Forhazardousoccupations,theminimumageis18Those14to15yearsoldmayworkoutsideschoolhourswithcertainlimitationsExemptandnonexemptExemptandnonexempttusStatusUnderFairLaborthosewhoholdpositionsclassifiedasexecutive,administrative,professional,oroutsidesales,towhomemployersarenotrequiredtopayovertime.NonexemptemployeesarethosewhomustbepaidovertimesundertheFairLaborStandardsAct.OvertimeOvertimepayatoneand(我國勞動法關于“加班”one-halftimesthe的內容)regularpayrateforallhoursinexcessof40perweek.Compensatorytimeoff(comptime)(我國勞動法關于“帶薪休假”的內容)Independentcontractor1.IndependentcontractorregulationsdentcontractorIndividualIndividualpayissuesSimilarpaymustbegivenSimilarpaymustbegivenforjobsrequiringequalskills,equaleffort,orequalresponsibilityorjobsdoneundersimilarworkingconditions.Thepayforalljobsrequiringcomparableknowledge,skills,andabilitiesshouldbesimilarevenifactualdutiesandmarketratesdiffersignificantly.“paymarketomatchthegoingratepaidtoualpayquityayequityMarketpositioningPaypoliciesWageMarketpositioningPaypoliciesadministrationemployeesbycompetitiveorganizationscompetitiveorganizationsinordertoensureexternalequityLeadthemarketAdministrationLagthemarketMarketpricingMarketprice:theMarketpricingwagepaidforajobintheimmediatelabormarketUnionsandcompensationAmajorvariableUnionsandcompensationwhetheranyemployeesarerepresentedbyalaborunion.JobevaluationyJobevaluationysurveysPaystructuresStructure1.EstablishingPayGrades2.PayRanges(Figure8-5ExampleofcompressionIncreaseCostof-LivingAdjustmentsAdjustments(COLA)TheroleoftheboardofdirectorsinexecutivecompensationCriticismofexecutivecompensation“goldenparachutes”forexecutivesecompensation1.Paid1.Paidsalaryat$155/wkor$250/wkifmeetsA1-A2ydutyisirectsworktwoothersytohirefireorhesecutive1.1.Mustspend20%orlesstimedoingclerical,manual,routinework(lessthan40%inretailorserviceestablishmentsionProcessFigure8-4EstablishingPayStructureFigure8-5Exampleofpaygradesandpayrangesmponents??????????9.1VariablePay:IncentivesforPerformance9.2IndividualIncentives9.3Team-BasedIncentives9.4OrganizationalIncentives9.5Benefits9.6SecurityBenefits9.7RetirementBenefits9.8Health-CareBenefits9.9OtherBenefitsBenefitsAdministration9.10.1BenefitsCommunication9.10.2FlexibleBenefitsFlexibleSpendingAccountAdvantagesandDisadvantagesOfFlexibleBenefitsPlansesforPerformance=Basepay+variablepay+benefits=incentivesIscompensationlinkedtoindividual,team,and/ororganizationperformanceIncentivesmayincreasethedegreeofcooperationinteams,whereasindividualincentivesdonot.TypesofvariableIndividualiecerateSalescommissionsusesSpecialrecognitions(trips,merchandise)SafetyawardsAttendancebonusesGroup(team)organizationPensions,GainsharingrewardsQualityimprovementrewardsLaborcostreductionpayoutsProfitsharingEmployeestockoptionExecutivestockoptionsDeferredcompensationhealthTobeavailableinasmorgasbordinsurance,timeoffofindirectcompensationwithpay,andotherforms.Thekeytosuccessseemstobetocombineincentiveswithemployeeparticipationintheprocess.Insummary,itappearsthatvariablepayplanscanbesuccessfulundercertaincircumstances.forvariablesRecognizeorganizationalcultureandresourcesMakevariablepayplansunderstandableKeepincentiveplanscurrentTievariablepaytodesiredperformanceRecognizeindividualdifferencesIdentifyvariablepayseparatefrombasepayCENTIVESTheThemostbasicindividualncentivewhichJobssystemindividualshavelimitedcontroloveroutputorinwhichhighstandardsofqualityarenecessaryalsomaybeunsuitedtopieceworksystemAone-timeDoesn’tbecomepartofthe