商業(yè)英語入門chapter5.ppt

Human Resources Management,Learning Objectives,Define the human resources. Describe human resource management process.,Defining HR People who work in an organization and their relationship with that organization.,Other expressions:,Personnel Employees Associates Manpower Labor force Work force,HR is a valuable and replaceable resource.,WHAT IS HUMAN RESOURCES MANAGEMENT,The human resources management (HRM) process is an ongoing procedure that tries to keep the organization supplied with the right people in the right positions. It includes such basic activities as human resource planning, recruitment, selection, socialization, training and development, performance appraisal, promotions, transfer, demotions, separations, and compensation.,Human resource planning is designed to ensure that personal need will be constantly and appropriately met. Recruitment is concerned with developing a pool of job candidate in line with the human resource plan. Selection involves using application forms, resumes, interviews, employment and skills tests, and reference checks to evaluate and screen job candidates for the managers who will ultimately select and hire a candidate.,Socialization or orientation is designed to help the selected individuals fit smoothly into the organization. Training and development are both aimed at increasing employees abilities to contribute to organizational effectiveness. Performance appraisal, which includes both informal performance appraisal and formal systematic appraisal, compares an individuals job performance with standards or objectives developed for the individuals position.,HUMAN RESOURCE PLANNING,Four basic aspects Planning for future need by deciding now how many people with what skills the organization will need. Planning for future balance by comparing the number of needed employees with the number of present employees who can be expected to stay with the organization. Planning for recruiting or laying off employees. Planning for the development of employees to ensure the organization has a steady supply of experienced and capable personnel.,To be effective, the managers of a human resource program must have consider two major factors: The organizations human resource need The economic environment of the future,HUMAN RESOURCE PLANNING 3Rs,The right number and kinds of people In the right places At the right times,Current Assessment,Job analysis Job description Job specification,The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.,Job Analysis,A list of a jobs duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilitiesone product of a job analysis.,Job description,A list of a jobs “human requirements,” that is, the requisite education, skills, personality, and so onanother product of a job analysis.,Job Specification,On the basis of its estimate of total revenue, managers can attempt to establish the number and mix of employees needed to reach that revenue.,Future Assessment,Managers should estimate HR shortages - both in number and in type- and to highlight areas in which the organization will be understaffed or overstaffed.,Developing a Future Program,It is no use doing what you like; you have got to like what you do. Winston Churchill,Every mans work, whether it be literature or music or pictures or architecture or anything else, is always a portrait of himself. - Samuel Bertler,RECRUITMENT,The purpose is to provide a group of candidates that is large enough to let managers select the qualified employees they need. Job analysis is an early step in the recruitment process. A job description lists the objectives, responsibilities, main tasks of the job, the condition under which the job is to be done, and its relationship to other jobs. The hiring specification defines the specific skills, education, experience, and qualification that an individual must have in order to perform effectively in the position.,HIRING FROM OUTSIDE,There are many sources from which employees can be acquired from outside Educational institutions Employment agencies Job advertisements Business rivals,Downsizing,market changes foreign competition mergers the overall decline in many manufacturing industries,Reasons for Downsizing,It seeks to predict which applicants will be successful if hired. “Successful” means performing well on the criteria the organization uses to evaluate employees.,Selection,SELECTION PROCESS,It begins with reading job applications and resumes from applicants, Through two types of documents, the firm get the applicants personal data( name, sex, age, etc.), information about their education and work experience and personal experience,The Application Forms Written Tests The Interview Performance-Simulation Tests Background Investigations Physical Examination,Types of Selection Devices,FORMAL INTERVIEW,The interviewer asks questions in s prepared format to solicit specific information. The firm may also ask the applicants to take a physical examination. When an applicant satisfies all the requirements of the job, the firm will make the final hiring decision.,How to Prepare for a Job Interview,Do some basic research Think ahead about questions Bolster your confidence Polish your interview style Plan to look good Be ready when you arrive,Plan to look good,Stand up straight Comb your hair Get rid of your gum Dress conservatively, in a dark, solid color No smoking,Plan to look good,Good grooming: clothes clean and unwrinkled, shoes unscuffed and well shined, hair neatly styled and combed, fingernail clean, breath fresh. Smile at appropriate moments,Introduction to his or her job and the organization.,Orientation,Major Objectives of Orientation to reduce the initial anxiety all new employees feel as they begin a new job;,to familiarize new employees with the job, the work unit, and the organization as a whole; to facilitate the outsider-insider transition.,job orientation work unit orientation organization orientation,Types of Orientation,The new employees specific duties and responsibilities are clarified How his or her performance will be evaluated,Job Orientation,familiarizes the employee with the goals of the work unit, clarifies how his job contributes to the units goals, includes an introduction to his new co-workers.,Work Unit Orientation,It informs the new employee about the organizations objectives, history, philosophy, procedures, rules, and relevant personnel policies and benefits.,Organization Orientation,HIRING FROM WITHIN THROUGH PROMOTION OR TRANSFER,Many firms have a policy of recruiting or promoting from within except in very exceptional circumstances. This policy has three major advantages Individuals recruited from within are already familiar with the organization and its members, and this knowledge increases the likelihood they will succeed. A promotion-from-within policy fosters loyalty and inspires greater effort among organization members. It is usually less expensive to recruit or promote from within than to hire from outside the organization.,Discussion,When employees “give notice”, in what order should the company carry out the following steps? A. Either hire a job agency, or advertise the vacancy B. Establish whether there is an internal candidate who could be promoted to the job C. Examine the job description for the post, to see whether it needs to be changed (or indeed, whether the post needs to be filled) D. Follow up the references of candidates who seem interesting,Discussion,E. Invite the short-listed candidates for an interview F. Make a final selection G. Receive applications, curricula vitae and covering letters, and make a preliminary selection (a short-list) H. Try to discover why the person has resigned I. Write to all the other candidates to inform them that they have been unsuccessful,Decide not to replace person but to modify other jobs,Decide to replace person,Offer the job to the internal candidates and think about replacing this person,Yes,No,and,Decide not to replace person but to modify other jobs,Decide to replace person,C,H,B,A,Offer the job to the internal candidates and think about replacing this person,G,D,E,F,I,Yes,No,and,Curriculum Vitae or Resume,Notes on CV,Name: e.g. Robert Louis Stevenson; or Stevenson, Robert Louis; or STEVENSON, Robert Louis. Date of Birth: write the month, e.g. 11 January 1980 Nationality: always begin with a capital letter. Can also add marital status: Single or Married. Objective: e.g. A job in international marketing; Marketing assistant; Account manager; Financial analyst.,Notes on CV,Work experience: Give dates (months or years) and name of employer(s). Put the most recent first. Be specific about your duties if they have any relevance to a business career. Education: List this in reverse order, e.g. 2006-7 Masters Degree in International Management, Bigtown University, Bigtown (expected date of completion June 2007) 2002-6 Degree in Business Administration, majoring in Marketing, School of Business Administration and Economics.,Notes on CV,Computer Skills: e.g. Working knowledge of Microsoft Office, Excel, PowerPoint, and internet software. Languages: e.g. French (mother tongue), good knowledge of German and English, elementary knowledge of Spanish. Or:. Hobbies and interests: It is preferable to list hobbies that demonstrate qualities that are relevant to the job you are seeking. References (or Testimonials): The name and addresses (and phone numbers, fax numbers or e-mail addresses) of two referees are often required.,Discussion Women in management,There has been a situation that few women in senior managerial positions, why? Should this situation change? If so, do you think it will change? How? When? What advantages and disadvantages would a larger proportion of women in management positions bring to business in general?,TRAINING AND DEVELOPMENT,Four procedures to determine the training needs of individuals in their organization or submit. Performance appraisal Analysis of job requirements Organizational analysis Employee survey,THE METHODS OF TRAINING AND DEVELOPMENT,On-the-job method Off-the-job method Management development programs,job rotation understudy assignments rotation: n. 輪換,On-the-Job Training,It involves lateral transfers that enable employees to work at different jobs. lateral: adj. 橫向的,Job Rotation,New employees frequently learn their jobs by studying under a seasoned veteran seasoned: adj. 經(jīng)驗(yàn)豐富的 veteran: n. 老手,Understudy Assignments,Conclusion,Both job rotation and understudy assignments apply to the learning of technical skills.,Interpersonal and problem-solving skills are acquired more effectively by training that takes place off the job.,Off-the-Job Training,classroom lectures films & videos simulation exercises vestibule training (技工訓(xùn)練),COMPENSATION,Wage and salaries: the monetary form of compensation given to a firms employees for their contributions. Incentive programs: to have employees work harder and become more productive, incentive programs of all sorts have been adopted to ling above-normal performance with additional income or rewards. Fringe benefits: are not directly related with work performance, but given as a result of employment.,THE FOUR CS MODEL FOR EVALUATING HUMAN RESOURCES,Four Cs model: Competence Commitment Congruence Cost effectiveness,HOW TO KEEP EMPLOYEES MOTIVATED,Satisfy employees fundamental needs for material survival Job enrichment gives workers more authority in making decisions related to planning and doing their quality of work produced, or making sure deadlines are made. Job enlargement increases the number of tasks workers perform by allowing them to rotate position or by giving them responsibility for doing several jobs.,What is Motivation?,the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal.,Theory X,Employees inherently dislike work and, whenever possible, will attempt to avoid it. Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals. Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and will display little ambition.,Theory Y,Employees can view work as being as natural as rest or play. People will exercise self-direction and self-control if they are committed to the objectives. The average person can learn to accept, even seek, responsibility. The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of the those in management positions.,Discussion,Job security A challenging, interesting and creative job Responsibility Contact with people Opportunities to travel holidays,Good administration and good labor relations Good working conditions: enough space, light, heat and time, not too much noise, etc. An adequate wage or salary, and benefits such as paid holidays, sick pay, a pension, etc.,What kind of things motivate you? Which of the following factors will be important for you in your choice of a job?,Two-factor theoryFrederick Herzberg,Intrinsic factors, such as the work itself, responsibility, and achievement seem to be related to job satisfaction. Extrinsic factors, such as supervision, company policies, and working conditions are associated with dissatisfaction.,Two-factor theoryFrederick Herzberg,Hygiene factorssuch as quality of supervision, pay, company policies, physical working conditions, relations with others, and job securitythat, when adequate in a job, placate workers. When these factors are adequate, people will not be dissatisfied.,Two-factor theoryFrederick Herzberg,Motivatorsfactors associated with the work itself or to outcomes directly derived from it, such as promotional opportunities, opportunities for personal growth, recognition, responsibility, and achievement will motivate people on their jobs.,Case Studyassignment,How would you attempt to motivate people with the following positions? A bus driver in a big city, who has to work irregular hours, including early morning, evening and night shifts A nurse who works with seriously ill children A sales representative for a pharmaceutical company, who visits hospitals and doctors A manual worker in the Printing House at Cambridge University Press,Building sports facilities Establishing a profit-sharing program Giving longer paid holidays Giving a company car Offering career training Offering early retirement Paying higher salary Paying productivity bonuses Reducing the working week Setting up a nursery for workers pre-school age children Spending some money on decorating the organizations premises Subsidizing the staff canteen,Management by Objectives (MBO),A program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. emphasizes participatively set goals that are tangible, verifiable, and measurable. Four ingredients: goal specificity participative decision making an explicit time period performance feedback,Employee Recognition Programs,Numerous forms which use multiple sources and recognize both individual and group accomplishments. Costs little or no money The use of suggestion systems,Employee Involvement Programs,A participative process that uses the entire capacity of employees and is designed to encourage increased commitment to the organizations success. Four forms participative management representative participation quality circles employee stock ownership plans,Employee Involvement Programs,Participative management A process in which subordinates share a significant degree of decision-making power with their immediate superiors. Representative participation Workers participate in organizational decision making through a small group of representative employees.,Employee Involvement Programs,Quality circle A work group of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, and take corrective actions. Employee stock ownership plans company-established benefit plans in which employees acquire stock as part of their benefits.,Variable Pay Programs,A portion of an employees pay is based on some individual and/or organizational measure of performance. Forms piece-rate pay plans profit-sharing plans bonus gainsharing,Skill-based Pay Plans,is an alternative to job-based pay skill-based pay sets pay levels on the basis of how many skills employees have or how many jobs they can do.,Career Development,Exploration Establishment Midcareer Late career Decline,If you were a HR manager, how did you develop the HR strategies for each stage.,Career Stage Model,Establishment Stageproviding able people with training, guidance and encouragement to enable them to fulfill their potential.,Midcareer Stage taking more disciplinary actions to reduce insecurity and avoid boredom by finding out ways to make jobs more interesting and varied.,Late Career Stagenoticing the significant changes in personal priorities and making good use of the resource of the individuals who make excellent mentors.,Decline Stage being aware that the decline stage is hard for the employees to face and psychologically preparing for the occasional hostile and aggressive attitude produced by depression.,Communication,Functions of Communication,Control Motivation Emotional expression Information,Verbal Barriers to Communication,Language Different interpretation of statements Misconstrued ideas Misunderstanding Synonymous Different interpretation due to different background Semantic problems,Verbal Barriers to Communication,Inadequate vocabulary Errors in speaking and writing Use of improper level of language To speak or write above their heads or down to them condesc