人力資源管理第七章

1、1Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition.7S E V E NC H A P T E R2Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition The continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization O

2、verall process involves turning outsiders into insiders May take place even before employees begin employment3Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionPurposes of Orientation Programs4Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition History, names & title

3、s, overviews Policies, employee handbook Pay, vacations, breaks, benefits Services, programs, counselling To supervisor, co-workers, trainers Job location, overview, safety Tasks, objectives5Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition6Copyright 2010 by McGraw-Hill RyersonSchwin

4、d 9th Canadian Edition Training is an important part of an organizations long-range strategy Global competition and flatter organizational structures require multi-skilled employees Focus on lifelong learning Diverse employees with varying cultural values Developments in information technology requi

5、re new skills and training strategies 7Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionTrainingDevelopment8Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition9Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Diagnoses present problems and future challe

6、nges that can be met through training or development May be determined by the human resource department, supervisors, or self-nomination Needs to consider each person Many sources of information that may indicate a need for training10Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition1

7、1Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Job instruction Job rotation Apprenticeships CoachingLectures & videosVestibule trainingRole-playing/CasesSimulationSelf-Study & ProgrammedComputer-based (CBT)Virtual realityInternet/Web-based/IntranetVideo conferencing12Copy

8、right 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Strategic Human Resource Development The identification of needed skills and active management of employees learning in relation to corporate strategies Benchmarking Comparing ones own standards against those of industry leaders Employee

9、Development The process of enhancing an employees future value through careful career planning13Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition14Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionCharacteristics of a learning organization: Systems thinking Personal ma

10、stery Mental models Shared vision Team learning15Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Competencies Skill, knowledge, and behaviours that distinguish high performance in a broad role, function, or level of the organization Competency Framework A list of competencies that

11、provide a competitive advantage to an organization16Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition17Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition18Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian EditionWhat do employees want? Career equity Supervisory

12、 concern Awareness of opportunities Employee interest depends on factors Career satisfaction19Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Develops promotable employees Lowers turnover Taps employee potential Furthers growth Reduces hoarding Satisfies employee needs Assists employment equity plans20Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition21Copyright 2010 by McGraw-Hill RyersonSchwind 9th Canadian Edition Management Support Feedback