人力資源規(guī)劃學(xué)習(xí)目標(biāo)ppt課件

1、5人力資源規(guī)劃(HR Planning)人力資源規(guī)劃的重要性及其與企業(yè)戰(zhàn)略規(guī)劃的關(guān)連性如何預(yù)測(cè)人力資源的需求以及分析人力資源的供給人力資源規(guī)劃的預(yù)測(cè)技術(shù)(forecasting techniques used in HR planning)技藝檔案( skills inventory)、 繼任人選規(guī)劃 (succession planning) 、組織替換圖(replacement chart)人力資源規(guī)劃系統(tǒng)電腦化學(xué)習(xí)目標(biāo)人力資源規(guī)劃(HR Planning)決定組織對(duì)人力資源的需求，並確保有適當(dāng)數(shù)目的適任人員適時(shí)地?fù)?dān)任適當(dāng)任務(wù)的一個(gè)過(guò)程 (The process of determinin

2、g the human resource needs of an organization and ensuring that the organization has the right number of qualified people in the right jobs at the right time).HRP 的目的減低用人本錢(qián)合理分配人力適應(yīng)組織發(fā)展?jié)M足員工需求規(guī)劃的重要性 “Plans are nothing; planning is everything做好規(guī)劃的根本條件做好預(yù)測(cè)的工夫.做好時(shí)間管理.Do lessWork faster企業(yè)戰(zhàn)略與人力資源戰(zhàn)略相互依存決定技藝

3、與人員的需求 決定組織人力的可用度與準(zhǔn)備度 企業(yè)競(jìng)爭(zhēng)戰(zhàn)略人力資源戰(zhàn)略競(jìng)爭(zhēng)對(duì)手的行動(dòng)環(huán)境機(jī)會(huì)與威脅戰(zhàn)略構(gòu)成企業(yè)內(nèi)部分析採(cǎi)取行動(dòng) 企業(yè)戰(zhàn)略的制定HRP 要基於企業(yè)戰(zhàn)略要瞭解公司的戰(zhàn)略要瞭解高階主管與功能部門(mén)主管的需求.要瞭解人力資源對(duì)企業(yè)戰(zhàn)略的關(guān)連性.要瞭解人力對(duì)目標(biāo)達(dá)成的影響.將公司的目標(biāo)轉(zhuǎn)換成人力資源目標(biāo)人力資源規(guī)劃(HRP)的關(guān)鍵作用企業(yè)戰(zhàn)略人力資源管理人力資源規(guī)劃HRP的技術(shù)技藝檔案(Skills Inventory)繼任人選規(guī)劃(Succession Planning)組織接替圖 (Organizational Replacement Chart)人力資源規(guī)劃程序環(huán)境偵察(Situati

4、onal analysis or environmental scanning)需求預(yù)測(cè)(Forecasting demand of human resources)供給分析(Analysis of the supply of human resources)發(fā)展行動(dòng)方案(Developmentof plans for action)人力規(guī)劃程序(HR PLANNING PROCESS)需求預(yù)測(cè) 專家估計(jì)法(Expert Estimate): demand estimates based on experienceDelphi Technique趨勢(shì)法(Trend projections):

5、exploring single factor relationships統(tǒng)計(jì)模型法(Statistical modeling): exploring multiple factor relationships單位需求預(yù)測(cè)(Unit-demand forecasting): summation of unit-level forecastsTOP DOWNBOTTOM UPTOP DOWNTOP DOWN供給分析技藝清單(Skills Inventory)主要內(nèi)容應(yīng)包括員工歷史資料(Data summarizing the employees past)目前技藝狀況的資料(Data summa

6、rizing the status of present skills)預(yù)期的狀況資料(Data that focuses on the future)例如 :具備的技藝 (教育、經(jīng)驗(yàn)、訓(xùn)練)特殊資格薪資、任務(wù)的歷史檔與本公司有關(guān)的資料 (年資、福利計(jì)畫(huà)、退休計(jì)畫(huà).)在任務(wù)上的偏好經(jīng)由面談與問(wèn)卷調(diào)查常予修正(Maintained through interviews and questionnaires)人力需求徵募淘汰預(yù)期變化技藝清單任務(wù)說(shuō)明書(shū)任務(wù)規(guī)範(fàn)任務(wù)分析組織目標(biāo)部門(mén)目標(biāo) 人力資源評(píng)估組織替換圖(Replacement Charts)行銷副總財(cái)務(wù)副總訓(xùn)練與發(fā)展課課長(zhǎng)人力資源副總總經(jīng)理人力

7、資源部門(mén)經(jīng)理組織替換圖的功用現(xiàn)任人員概括資料的整合工具(Tools to integrate summary data about individuals currently in the organization)指出人力資源規(guī)劃的潛在問(wèn)題(Charts to pinpoint potential problem areas in terms of human resource planning)可進(jìn)行比率分析 (Ratio Analysis): 組織活力指數(shù)(Organizational vitality index，簡(jiǎn)稱 OVI ):人力資訊系統(tǒng) (HRIS)人力資源的訊息相當(dāng)複雜，有賴

8、電腦系統(tǒng)的建立，才干有效掌控 人力資訊整合，可供多方面應(yīng)用招募與應(yīng)徵者追蹤(Recruitment and applicant tracking)僱用條件的紀(jì)錄(Employment transactions)繼任人選的規(guī)劃(Succession planning)訓(xùn)練計(jì)畫(huà)與前程發(fā)展規(guī)劃(Training and career development)Raises employee rights concernsHRP常見(jiàn)的圈套規(guī)劃人員不獲認(rèn)同未獲得高階主管的有力支持過(guò)於複雜化忽略與其他部門(mén)互動(dòng)忽略與企業(yè)規(guī)畫(huà)的整合偏於量化或質(zhì)化的規(guī)劃方法直線部門(mén)主管不參與對(duì) HRP的技術(shù)盲目追隨小組作業(yè)實(shí)際訪

9、談一家稍具規(guī)模的企業(yè)，探討其人力資源規(guī)劃的相關(guān)活動(dòng)及效果。6任務(wù)分析與設(shè)計(jì)(Job Analysis and Design)任務(wù)分析、任務(wù)說(shuō)明書(shū)、任務(wù)規(guī)範(fàn)任務(wù)分析的應(yīng)用 任務(wù)分析的方法 DOT 任務(wù)編碼 (Dictionary of Occupation Titles job codes)任務(wù)豐富化可運(yùn)用的任務(wù)五個(gè)構(gòu)面任務(wù)設(shè)計(jì)的途徑學(xué)習(xí)目標(biāo)微動(dòng)作動(dòng)作單元工作任務(wù)職位職務(wù)職業(yè)責(zé)任Micromotions Elements Tasks Duties Positions Jobs Occupations職務(wù)的組成任務(wù)分析 (Job Analysis) 對(duì)某一特定職務(wù)的性質(zhì)與內(nèi)涵，有系統(tǒng)進(jìn)行檢視、鑑別

10、與記錄的過(guò)程 (A purposeful, systematic processfor collecting information on the important work-related aspects of a job)招募、甄選(Recruitment and Selection)訓(xùn)練與生涯發(fā)展(Training and Career Development)報(bào)償制度的設(shè)計(jì)(Compensation)戰(zhàn)略規(guī)劃(Strategic Planning)任務(wù)分析的應(yīng)用(APPLICATIONS OF JOB ANALYSIS)Defensible Job Analysis 全面而且清楚(Y

11、ields a thorough, clear job description)任務(wù)行為的頻率與重要性(Assesses the frequency and importance of task behaviors)精確評(píng)估所需KSAOs (Accurately assesses the necessary knowledge, skills, abilities and other characteristics required by the job職責(zé)與KSAOs的關(guān)係 (Yields information about the relationship between job duti

12、es and KSAOs)任務(wù)分析的方法Job Analysis Information Format (JAIF): Providing Basic Core Information觀察法(Observation )Focus on job relevant behaviors面談法 (Interview)Probably the most widely used technique問(wèn)卷法 (Questionnaires)Usually the least costly approach任務(wù)日誌(Job incumbent diaries or logs)Examines routine a

13、nd non-routine job dutiesPAQ (Position Analysis Questionnaire)資訊(Information input)心智 (Mental processes)實(shí)體操作(Physical activities)人際關(guān)係(Relationships with other people)任務(wù)環(huán)境(Job context)其他(Other job characteristics) 總共有194 描畫(huà)句(descriptors)MPDQ (Management Position Description Questionnaire)1. 戰(zhàn)略規(guī)劃2. 協(xié)調(diào)

14、3. 內(nèi)部控制4. 產(chǎn)品與服務(wù)的責(zé)任5. 公關(guān)6. 輔導(dǎo)部屬7. 自主性8. 財(cái)務(wù)權(quán)限9. 提供幕僚服務(wù)10. 監(jiān)督11. 任務(wù)複雜度與壓力12. 財(cái)務(wù)責(zé)任13. 用人權(quán)責(zé)總共 13類 208項(xiàng)目 (Tornov & Pinto, 1976)FJA ( Functional job analysis)員工終究做了些什麼才會(huì)把事情做好? 透過(guò)data, people, and thingsData, people, things 運(yùn)用不同資源或才干一切任務(wù)或多或少運(yùn)用此三種才干 將這些才干的困難度加以排序(0,1,2,3.), 0代表最困難用標(biāo)準(zhǔn)化的詞句來(lái)描畫(huà)任務(wù)的內(nèi)容DOT ( Diction

15、ary of Occupational Titles)美國(guó)聯(lián)邦政府所編的DOT包含 2000種任務(wù) 例如 166.117-018第一碼 1 表示專業(yè)性的第二碼 6 表示行政類第三碼 6 表示人事管理第四碼 資料處理困難度第五碼 人際關(guān)係困難度第六碼 實(shí)物操作困難度第七至九碼 其他分類用應(yīng)用FJA為每項(xiàng)任務(wù)配予9 碼數(shù)字透過(guò)任務(wù)分析可作成兩種書(shū)面記錄任務(wù)說(shuō)明書(shū) (Job Description)任務(wù)規(guī)範(fàn) (Job Specification)任務(wù)說(shuō)明書(shū) (Job Descriptions)Written Description of What the Job EntailsJob TitleSu

16、mmaryEquipmentEnvironment or Working ConditionsActivitiesPersonal Traits andExperience Needed toDo the JobKnowledgeSkillsAbilitiesOther Characteristics任務(wù)規(guī)範(fàn) (Job Specification)任務(wù)說(shuō)明書(shū)(Job Description)有關(guān)任務(wù)本質(zhì)與任務(wù)需求條件的一份書(shū)面綱要 ( written synopsis of the nature and requirements of a job).任務(wù)說(shuō)明書(shū)的內(nèi)容職別(專職或兼職; 職等)職

17、稱任務(wù)摘要職責(zé)與績(jī)效標(biāo)準(zhǔn)職權(quán)與所受監(jiān)督主要接觸人員必須參加的會(huì)議與提出的報(bào)告所需的資格、經(jīng)驗(yàn)、膂力、智力任務(wù)環(huán)境職涯流動(dòng)性 (平調(diào)或升遷等規(guī)定)任務(wù)規(guī)範(fàn) (Job Specification)任務(wù)者的才干、教育程度、經(jīng)驗(yàn)的資格說(shuō)明(Description of the competency, educational, and experience qualifications the incumbent must possess to perform the job).The ADA Influence on Job Analysis JOB SPECIFICATIONNonessential

18、 SkillsEssential SkillsThose for which alternative ways of accomplishing the job or function are not possibleThose that can be accommodated by changing the structure or work methods of a job任務(wù)分析的潛在問(wèn)題缺乏高階主管的支持.蒐集資料的來(lái)源受限制.實(shí)際任務(wù)者以及其上司不參加.實(shí)際任務(wù)者缺乏動(dòng)機(jī)、欠缺訓(xùn)練. 時(shí)間不夠富余.資料遭到曲解.未能進(jìn)一步提出批判性意見(jiàn).任務(wù)設(shè)計(jì) (Job Design)企業(yè)組織為改

19、善員工任務(wù)生活品質(zhì)及提高生產(chǎn)力，所提出一套最適之任務(wù)內(nèi)容、方法與型態(tài)的活動(dòng)過(guò)程，以作為任務(wù)評(píng)價(jià)及任用的依據(jù)。任務(wù)設(shè)計(jì)的原則溝通順暢績(jī)效回饋任務(wù)參與學(xué)習(xí)與訓(xùn)練情境原理 (因應(yīng)法令、文化、科技的各種要素)任務(wù)設(shè)計(jì)的兩大構(gòu)面任務(wù)廣度 (Job scope): 任務(wù)的數(shù)目、種類任務(wù)深度 (Job depth): 自在度、裁量權(quán)例如: 送報(bào)員任務(wù)設(shè)計(jì)(Job Design)的三階段要做什麼任務(wù) (What tasks must be performed)?每件任務(wù)要怎樣去做 (How will each task be performed)?如何把不同任務(wù)組成一份職務(wù) (How will the dif

20、ferent tasks be grouped to form jobs)?任務(wù)設(shè)計(jì)的途徑(Approaches to Job Design)Scientific Management & the Mechanistic ApproachTargets specialization and routine nature of jobsEfficiency goals Gains may be offset by losses in satisfaction and higher levels of absenteeism and turnoverJob Enrichment: A Motivational ApproachDesign jobs to help incumbents satisfy their personal nee