現(xiàn)代人力資源管理理念ppt課件

1、Human Resource Management現(xiàn)代人力資源管理理念人力資源管理人力資源管理就是為公司吸引人才, 留住人才,并保證員工的高程度發(fā)揚,以實現(xiàn)企業(yè)的目的.人力資源的管理活動包括:1. 招聘與甄選.2. 培訓與開發(fā).3. 績效管理與反響4. 薪酬福利.5. 員工關系.Human Resource Management includes all activities used to attract & retain employees and to ensure they perform at a high level in meeting organizational goals.

2、人力資源管理體系的構(gòu)成招聘與甄選員工關系薪酬福利與獎勵績效管理培訓與開發(fā)Figure 10.1現(xiàn)代人力資源管理方式崗位分析崗位評價目的設定績效評價薪酬體系人力資源開發(fā)人力資源管理必需與與企業(yè)組織構(gòu)架與戰(zhàn)略一致招聘: develop a pool of qualified applicants.甄選: determine relative qualifications & potential for a job. 培訓與開展: ongoing process to develop workers abilities and skills.績效管理與反響: provides information

3、 about how to train, motivate, and reward workers. Managers can evaluate and then give feedback to enhance worker performance.HRM Components薪酬福利: high performing employees should be rewarded with raises, bonuses. Increased pay provides additional incentive. Benefits, such as health insurance, reward

4、 membership in firm.員工關系: managers need an effective relationship with labor unions that represent workers.Unions help establish pay, and working conditions. If management moves to a decentralized structure, HRM should be adjusted as well.人力資源管理的法律環(huán)境人力資源管理是一個相當復雜的任務, 涉及到許多政府的法律法規(guī).人力資源方案包括經(jīng)理人對目前和未來公司

5、人力資源需求的預測所進展的一切活動.必需在招聘與甄選前完成需求預測: Demand forecasts made by managers estimate the number & qualifications the firm will need.供應預測Supply forecasts estimate the availability and qualifications of current workers and those in the labor market.招聘與甄選人力資源方案任務分析決議招聘甄選的需求Figure 10.2人力資源方案:資源外包什么是資源外包: manag

6、ers can decide to contract with outside workers rather than hiring them.Outsourcing is more flexible for the firm.Outsourcing often provides human capital at a lower cost.資源外包的問題:managers lose control over output.Outsource contractors are not committed to the firm.人力資源方案: 任務分析決議任務的義務,職責, 義務.A job an

7、alysis should be done for each job in the organization.Job analysis can be done by:Observe current workers.Questionnaires filled out by worker and managers.Current trends are toward flexible jobs where duties are not easily defined in advance.招聘外部招聘: managers look outside the firm for people who hav

8、e not worked at the firm before.Managers advertise in newspapers, hold open houses, recruit at universities, and on the Internet.External recruitment is difficult since many new jobs have specific skill needs.A multi-prong approach to external recruiting works best.內(nèi)部招聘: positions filled within the

9、firm.Internal recruiting has several benefits:Workers know the firms culture, may not have new ideas.Managers likely already know the candidates.Internal advancement can motivate employees.招聘中的老實Managers may be tempted to over-rate the attractiveness of the job and firm.They feel if they are honest,

10、 person will not work there.Research indicates this is a poor strategy.Realistic Job Preview: provides an accurate overview of the job.Avoids having to hire, train and then lose workers.招聘與甄選的工具背景資料面試引薦人筆試體檢試用SelectionFigure 10.3甄選程序After a pool of applicants are identified, qualifications related t

11、o the job requirements are determined:Background Information: includes education, prior employment, college major, etc.Interview: almost all firms use one of two types:Structured interview: managers ask each person the same job-related questions.Unstructured interview: held like a normal conversatio

12、n. Usually structured interviews preferred; bias is possible.Physical Ability Test: measure strength & endurance.Good for physically demanding jobs.甄選程序 Paper & Pencil Tests: Either an ability and personality test.Ability test: assess if applicant has right skills for the job.Personality test: seek

13、traits relevant to job performance.Be sure test is a good predictor of job performance. Performance Tests: measure job performance.Typing speed test is one example.Assessment Center: candidates assessed on job-related activities over a period of a few days. References: outside people provide candid

14、information about candidate. Can be hard to get accurate information.工具的可靠性與有效性甄選工具必需有可靠性與有效性可靠: the degree to which the tool measures the same thing each time it is used.Scores should be close for the same person taking the same test over time.有效: Does the test measure what it is supposed to measur

15、e?Example: does a physical ability test really predict the job performance of a firefighter?制定出有效的甄選工具是部門經(jīng)理不容推卸的責任.培訓與開展培訓: 協(xié)助員工如何完成目前的任務協(xié)助員工得到技藝以便更有效的任務開展: 協(xié)助員工建立進展新任務的技藝.培訓通常針對公司員工, 而開展通常針對經(jīng)理人.在決議培訓之前, 應先進展培訓需求評價, 去決議誰需求什么培訓, 應包括哪些內(nèi)容.培訓的方法培訓需求評價開展教室培訓師傅帶徒弟在崗培訓教室培訓正規(guī)教育在崗培訓不同的任務閱歷Figure 10.4培訓的方法教室培

16、訓:.在崗培訓: 師傅帶徒弟:培訓的方法多種任務閱歷: 正規(guī)教育: 學費報銷制定遠程教育. 不夠采用什么樣的培訓與開展方法, 都必需對任務有用. 績效管理與反響才干評價: 技藝/才干問題: 有才干和技藝但沒有用在任務上, 反響很難行為評價: 干的如何結(jié)果評價: 完成了什么.銷售人員銷售了多少客觀評價: 基于現(xiàn)實客觀評價: 基于經(jīng)理的判別.誰來評價?主管同事客戶下屬本人誰來評價Figure 10.6誰來評價?本人: 補充.同事:.360 度: 對經(jīng)理人:同事,客戶, 主管, 本人留意偏見.有效的反響: 評價一定要有反響:正式:非正式:.有效的反響:1. 詳細, 針對可改良的行為. 提出改良意見.

17、2. 著重在處理問題與改良上, 而不是批判.3. 要表達出對員工改良的才干的自信心.4. 利用正式與非正式的反響.5. 尊重下屬, 表揚成果.6. 對雙方贊同的改動, 設定時間表.薪酬與福利薪酬程度: 同行業(yè)的程度.薪酬構(gòu)架:.福利:.建立崗位等級找出不同崗位評分的最大差距(Point Differential).把評分接近的崗位放在同一等級，普通是技藝評分在同一級的。同時也把評分的最大差距分成大約11-12等級左右。工資架構(gòu)頂薪點起薪點SpreadMid-PointProgression員工鼓勵china-training一些經(jīng)典的鼓勵實際X實際：任務天生令人厭惡人本質(zhì)上懶惰，喜歡遭到監(jiān)管逃

18、避責任鼓勵物就是金錢必需脅迫、賄賂到達目的Douglas McGregor, 1960一些經(jīng)典的鼓勵實際Y實際：喜歡任務任務同文娛一樣被賞識，自我實現(xiàn)與金錢同等重要員工情愿承當任務義務員工有自律和責任感一切層次的員工假設有時機都會展現(xiàn)本人的發(fā)明力和智慧一些經(jīng)典的鼓勵實際馬斯洛的需求層次 生理需求 安定需求 社交需求 尊重需求 自我實現(xiàn)一些經(jīng)典的鼓勵實際赫茨伯格的雙要素實際維持要素薪酬福利位置管理風格任務平安人際關系任務環(huán)境企業(yè)政策鼓勵要素任務內(nèi)容任務責任業(yè)績一定提升時機事業(yè)開展任務成就維持: 少了不行, 多了, 不見得會怎樣樣.成就，權(quán)益，親和實際權(quán)益成就親和McClelland盼望親密的人際

19、關系:愛團隊的義務不喜歡沖突喜歡做教練, 導師盼望友誼留意人際關系盼望指點和控制他人:競爭高籠統(tǒng)的工程要得到關鍵的信息偏愛控制他人的技藝尋求時機, 到達規(guī)范, 并盼望超越他人:適度冒險個人擔任企業(yè)家作用要績效反響喜歡開發(fā)新人的技藝與專門技術練習從人力資源管理的角度， 從馬斯洛需求實際,雙要素實際, 成就，權(quán)益，親和實際中得到什么啟示?有沒有一種方法, 可以最大限制的鼓勵員工而沒有副作用?個人開展: 將員工自我追求開展的天性融入其中培育主人翁式思想解釋公司的情況闡明公司是如何運作和獲得收益的協(xié)助員工了解競爭情況鼓勵明智的冒險鼓勵創(chuàng)新思想如何鼓勵員工更大的自主給予更多的責任職位提升添加在公司曝光的

20、時機額外的物質(zhì)支持特殊的成認方法更靈敏的任務安排給予表達勝利的時機物質(zhì)獎勵留意:研討員工行為后的動機堅持公平, 也要敏感不要把它變成昂貴的投資怎樣使任務豐富化?選擇一個您以為最少豐富化的任務, 小組討論, 如何使任務豐富化?改善員工的績效鼓舞士氣一天的帶薪假聲譽獎章旅游獎勵表揚信老板家的宴會一次自愿的家庭照片展現(xiàn)會公司、部門聚餐獨特的東西： 公司logo的T -shirt, 筆， 包大腦風暴練習:如何鼓舞員工的士氣?改善員工的績效鼓舞士氣額外的休憩時間給2個小時的午餐時間三天的周末看雜志的時間。希望與信任希望是鼓勵的根底信任是一切關系的根底， 鼓勵力的源泉賦權(quán)經(jīng)理人的典范， 言必行的風格分享對未來的想象vision文娛與鼓勵文娛建議箱練習：協(xié)助他們的公司尋覓一個任務中的樂趣。西南航空 ceo (延續(xù)26年獲利)Herb Kelleher: 公司會議- 金項鏈/ 白色休閑裝, 象貓王效力日: 穿制服,倒coffee.IBM 的獎勵體系引見正式獎勵 總經(jīng)理獎出色指點獎突出奉獻獎( 不含銷售)非正式獎勵團隊獎成就獎經(jīng)理獎員工關系Employee Relationschina-training韋爾奇語錄我們喜歡小公司的溝通方式: 簡單, 直接,富有熱情. (We love the way small companies communicate: simple