《服務(wù)業(yè)人力資源管理（雙語(yǔ)）》-課程教學(xué)大綱

PAGEPAGE9《服務(wù)業(yè)人力資源管理（雙語(yǔ)）》課程教學(xué)大綱一、課程基本信息課程代碼：16174603課程名稱：服務(wù)業(yè)人力資源管理英文名稱：HumanResourceManagementinServiceIndustry課程類別：專業(yè)課學(xué)時(shí)：54學(xué)分：3適用對(duì)象：旅游管理專業(yè)、酒店管理專業(yè)、會(huì)展管理專業(yè)本科生考核方式：考試先修課程：管理學(xué)，服務(wù)管理二、課程簡(jiǎn)介如何提升人力資源管理工作的水平，增強(qiáng)服務(wù)業(yè)的競(jìng)爭(zhēng)力，是當(dāng)前服務(wù)業(yè)面臨的任務(wù)和挑戰(zhàn)。也是服務(wù)業(yè)人力資源管理門課的宗旨.《服務(wù)業(yè)人力資源管理》是一門廣泛吸收多學(xué)科知識(shí)的交叉學(xué)科，具有很強(qiáng)的實(shí)踐性和應(yīng)用性。它從管理學(xué)、社會(huì)學(xué)和心理學(xué)等學(xué)科角度出發(fā)，幫助學(xué)生了解人力資源管理對(duì)于組織的重要性以及它對(duì)服務(wù)業(yè)獲得和維持競(jìng)爭(zhēng)優(yōu)勢(shì)所做的貢獻(xiàn)。本課程從人力資源管理“選用育留”幾大模塊展開(kāi)結(jié)合服務(wù)業(yè)人力資源管理的特點(diǎn)，介紹人力資源管理相關(guān)理論并分析其在服務(wù)業(yè)中的應(yīng)用。使同學(xué)們具備一定的專業(yè)素養(yǎng)并能夠理論聯(lián)系實(shí)際。Humanresourcemanagementistheimportantpartofmanagement,andthefoundationofotherspecializedmanagement.Withregardtotourismorganizations,howtoimprovethemanagementlevelofhumanresourcemanagementtoaddcompetitivepowertotourismorganizationsisnotonlyabigtaskandchallengebutalsotheaimofthiscourse.HumanResourceManagementinServiceIndustryisanintersectedandfrontierdisciplinewithstrongpracticalitywhichwidelyabsorbsknowledgefrommanydiscipline.Fromtheanglesofmanagement,sociologyandpsychology,ithelpsstudentstounderstandtheimportanceofhumanresourcemanagementinserviceindustryanditscontributiontoobtainingandmaintainingthecompetitiveadvantageofServiceIndustry.Thiscoursemainlydiscussesthebasictheoryofhumanresourcemanagement：humanresourcestrategy,jobanalysis，humanresourceplanning,recruiting,training,performanceappraisal,compensationmanagement,exitmanagementinServiceIndustry..三、課程性質(zhì)與教學(xué)目的《服務(wù)業(yè)人力資源管理》是一門專業(yè)課程，通過(guò)本課程學(xué)習(xí)使學(xué)生在社會(huì)主義核心價(jià)值觀指導(dǎo)下樹(shù)立正確的擇業(yè)觀、誠(chéng)實(shí)守信，敬業(yè)，干一行愛(ài)一行。同時(shí)在全球化背景下人力資源管理實(shí)踐中求同存異，互相學(xué)習(xí)提高。具備一定的人力資源管理專業(yè)知識(shí)，能夠運(yùn)用這些專業(yè)知識(shí)解決服務(wù)業(yè)人力資源管理中的一些問(wèn)題。學(xué)生具備一定的分析問(wèn)題解決問(wèn)題的能力，針對(duì)服務(wù)業(yè)中人力資源管理遇到的問(wèn)題，結(jié)合中國(guó)國(guó)情和管理實(shí)踐能夠創(chuàng)造性提出一些解決方案。TheSyllabusofHumanResourcesManagementinServiceIndustryⅠBriefsoftheCourseCourseName:HumanResourceManagementinServiceIndustryCourseCode:16174603Credit:3creditsStatus:CompulsoryApplied：HotelManagementStudents,TourismManagementStudentsAcademicCredits：48Prerequisite:Management,ServiceIndustryⅡCourseDescriptionThiscourseaimstoexaminevariouswaysofapplyingtheoriesandpracticesofhumanresourcesmanagementintheserviceindustry.Italsoaimstoidentifymajorissuesinthehumanresourcesfield,analyzesandsynthesizesvariouspracticesofhandlinghumanresources,andmaximizeorganizationalproductivityinserviceindustry,facilitatesanunderstandingofthepolicies,procedures,andsystemsrequiredtoattract,select,develop,andretainqualityemployees.StudentslearnaboutthemajorenvironmentalfactorsthataffecttheHRfunction,includinglegislation,economics,anddemographics.ThecourseemphasizesHRissuesintheserviceindustry.InstructionisbasedonlectureanddiscussionaswellascaseanalysisandprojectworkIIIContents&RequirementsPartIBriefIntroductiontotheServiceIndustryandHumanResourceManagementCHAPTER1ChangingNatureofHumanResourceManagementI.LearningObjectives1.ExplainwhatHRMisandhowitrelatestothemanagementprocess.2.ComparetheHRresponsibilitiesoflineandstaffmanagers.3.ExplainthechangingroleofHRmanagers4.DiscussthechangingenvironmentofHRMII.ContentsDefinitionofHRMTheimportanceofHRMLinemanager’sHRdutiesThechangingenvironmentofHRMThenatureofserviceindustry.SeekcommongroundwhilereservingdifferencesandcarryforwardChinesecharacteristicsinHRMIIIQuestionsandApplicationsWhyHRMisimportanttomangersofserviceindustry?CHAPTER2StrategicHumanResourceManagementI.LearningObjectives:1.Outlinethestepsinthestrategicmanagementprocess.2.Explainandgiveexamplesofeachtypeofcompany-widestrategy.II.ContentsHR’sStrategicChallengesTheStrategicManagementProcessHRandCompetitiveAdvantageStrategicHumanResourceManagementHR’sStrategicRolesIIIQuestionsandapplications1.Defineandgiveatleasttwoexamplesofthecostleadershipcompetitivestrategyandthedifferentiationcompetitivestrategy.2.ExplainhowHRcanhelpahotelcreateitscompetitiveadvantage.PARTTWORECRUITMENTANDPLACEMENTChapter3JobanalysisILearningObjectives:1.Discussthenatureofjobanalysis(whatitisandhowitisused)2.Knowhowtocollectjobanalysisinformation,includinginterview,questionnaire,observationandparticipant’sdiaryWritejobdescriptions,jobsummariesandjobspecificationsExplainwhatjobanalysisis,whatitmeansandhowitisdoneinpracticeIIContents:TheNatureofJobAnalysisUsesofJobAnalysisInformationStepsinJobAnalysisMethodsofCollectingJobAnalysisInformationWritingJobDescriptions，JobSpecificationslimitationsofjobanalysisIIIQuestionsandapplicationsWorkingindividuallyoringroups,developajobdescriptionforthemanagerofrestaurant.Basedonthat,useyourjudgementtodevelopajobspecification.Compareyourconclusionswiththoseofotherstudentsorgroups.Werethereanysignificantdifferences?Whatdoyouthinkaccountedforthedifferences?Whatareusesofjobanalysis？CHAPTER4RecruitmentILearningObjectives:Specifythestrategicdecisionsthatmustbemaderegardingrecruiting.Compareinternalandexternalsourcesofcandidatesfortourismandhotelindustry.Discusswhymoreemployersareusingflexiblestaffingforrecruiting.Outlineatypicalrecruitingprocessandidentifylegalconsiderationsaffectingrecruiting.Identifythreeinternalsourcesforrecruiting.Listandbrieflydiscussfiveexternalrecruitingsourcesfortourismandhotelindustry.Discussthreefactorstoconsiderwhenevaluatingrecruitingefforts.Howtounderstandthe“rightemployeeareourmostimportantasset”?whatdoesrightmean?Forourstudentshowtosetuprightvalueswhenweapplyforjobs?IIContentsPlanningandForecasting:ForecastingPersonnelNeedsForecastingtheSupplyofInternalCandidatesForecastingtheSupplyofExternalCandidatesEffectiveRecruitingInternalSourcesofCandidates：FindingInternalCandidatesExternalSourcesofCandidatesDevelopingandUsingApplicationFormsIIIQuestionsandapplications1.Workingindividuallyoringroups,findatleast5employmentadsofhoteleitherontheInternetorinalocalnewspaperandanalyzethem.2.Whydocompaniesneedtorecruitfromoutside?3.Whatareadvantagesanddisadvantagesofinternalrecruiting?CHAPTER5SelectingandPlacingHumanResourcesLearningObjectives:1.Defineselectionandexplaintheuseofselectioncriteriaandpredictors.2.Diagramthesequenceofatypicalselectionprocessfortourismandhotelindustry.3.Discussthereceptionandapplicationphasesoftheselectionprocess.4.Constructaguideforconductingaselectioninterviewforserviceindustry.5.Listsometestsusedforemployeeselection,andexplainhowtousethem.6.DiscusstheselectioncriteriainChina.IIContentsBasicTestingConceptsTypesofTestsWorkSamplesandSimulations:WorkSamplingforEmployeeSelection,ManagementAssessmentCentersVideo-BasedSituationalTestingTheMiniatureJobTrainingandEvaluationApproachIIIQuestionsandapplicationsWhycarefulselectionisimportantforserviceindustry?PartIIITRAININGANDDEVELOPMENTCHAPTER6TrainingHumanResourcesILearningObjectives:1.Definetrainingandidentifytwotypesoftraininginserviceindustry..2.Discussatleastfourlearningprinciplesthatrelatetotraining.3.Describefourcharacteristicsofaneffectiveorientationsystemforserviceindustry.4.Discussthethreemajorphasesofatrainingsystem.5.Identifythreewaystodeterminetrainingneeds.6.Listanddiscussatleastfourtrainingapproaches.7.Giveahospitalityexampleforeachleveloftrainingevaluation.IIContentsOrientingEmployeesTheTrainingProcessAnalyzingTrainingNeedsTaskAnalysis:AssessNewEmployees’TrainingNeedsPerformanceAnalysis:AssessCurrentEmployees’TrainingNeedsTrainingMethodsWhatisManagementDevelopment?UsingOrganizationalDevelopmentEvaluatingtheTrainingEffortIIIQuestionsandapplications1."Agoodorientationprogramisessentialforallnewemployees,whethertheyhaveexperienceornot."Explainwhyyouagreeordisagreewiththisstatement.2.Doyouthinkjobrotationisagoodmethodtousefordevelopingmanagementtraineesofserviceindustry?Whyorwhynot?CHAPTER7PerformanceManagementandAppraisalILearningObjectives:1.Describetheappraisalprocess.2.Develop,evaluate,andadministerfourperformanceappraisaltools.3.Explaintheproblemsinappraisingperformance.4.Discussprosandconsofsixappraisalmethods.5.Performaneffectiveappraisalinterview.6.Discusstheprosandconsofusingdifferentraterstoappraiseaperson’sperformance.7.DiscussthehistoryofperformanceappraisalduringChineseSuiandTangdynasty.IIContentsPerformancemanagementandperformanceappraisalThecharacteristicofperformanceappraisalinserviceindustryPerformancemanagementprocessAppraisalmethods,AppraisalperformanceproblemsandsolutionsTheappraisalinterview.IIIQuestionsandapplications1.Explaintheproblemstobeavoidedinappraisingperformance.2.Answerthequestion:"Howwouldyougettheintervieweetotalkduringanappraisalinterview?3.Workingindividuallyoringroups,developagraphicratingscaleforthefollowingjobs:frontofficereceptionistofanhotel,waiterinFBdepartment.CHAPTER8ManagingCareersILearningObjectives:1.Compareacompany’straditionalandcareerplanning-orientedHRfocuses2.Explaintheroleoftheemployee,managerandcompanyincareerdevelopmentoftheemployee3.Describetheissuestoconsiderwhenmakingpromotiondecisions4.Answerthequestion:Howcancareerdevelopmentfosteremployeecommitment?IIContentsTheBasicsofCareerManagementCareerDevelopmentRolesinCareerDevelopmentManagingPromotionsandTransfersEnhancingDiversityThroughCareerDevelopmentCareerManagementandEmployeeCommitmentTheNewPsychologicalContractCommitment-OrientedCareerDevelopmentEffortsIIIQuestionsandapplications1.Whatistheemployee’sroleinthecareerdevelopmentprocess?Themanager’srole?Theemployer’srole?2.Describethespecificcorporatecareerdevelopmentinitiativesthattheemployercantake.3.Writeaoneessaystating“whereIwouldliketobecareer-wise10yearsfromtoday.”PARTIVCOMPENCATIONCHAPTER9EstablishingStrategicPayPlansILearningObjectives:ExplainthebasicfactorsindeterminingpayratesExplainindetailhowtoestablishpayratesExplainhowtopricemanagerialandprofessionaljobsDiscusscurrenttrendsincompensationIIContentsDeterminingPayRatesEstablishingPayRatesPricingManagerialandProfessionalJobsCompetency-BasedPayOtherCompensationTrendsGovernmentGuidelinesonWagesMinimumWagesinAsianCountriesIIIQuestionsandapplications1.HowtorewardmanagerialandprofessionalJobsinserviceindustry?2.Dosmallcompaniesneedtodevelopapayplan?Whyorwhynot?3.Workingindividuallyoringroups,conductsalarysurveysforthefollowingpositions:entry-levelchefandentry-leveltourguide.Whatsourcesdidyouuse,andwhatconclusionsdidyoureach?IfyouweretheHRmanagerforalocaltourismcompany,whatwouldyourecommendthatyoupayforeachjob?CHAPTER10PayforPerformAndFinancialIncentivesILearningObjectives:DiscussmainincentivesforindividualemployeesDiscussprosandconsofincentivesforsalespeopleDiscussthemostpopularorganization-widevariablepayplansDescribeincentivesformanagersandexecutivesOutlinestepsindevelopingeffectiveincentiveplansDiscusstheincentiveplansofsomeAsiancompaniesIIContentsMoneyandMotivation:AnIntroductionPerformanceandPayPsychologicalNeedsandIntrinsicvs.ExtrinsicMotivationTypesofIncentivePlansIncentivesforManagersandExecutivesIIIQuestionsandapplications1.Compareandcontrastsixtypesofincentiveplans.2.Whatismeritpay?Doyouthinkit'sagoodideatoawardemployeesmeritraises?Whyorwhynot?PartVEMPLOYEERELATIONSCHAPTER11ManagingGlobalHumanResourcesILearningObjectives:1.ListtheHRchallengesofinternationalbusiness2.Illustratehowinter-countrydifferencesaffectHRM3.DiscusstheglobaldifferencesandsimilaritiesinHRpractices4.Explainfivewaystoimproveinternationalassignmentsthroughselection5.DiscusshowtotrainandmaintaininternationalemployeesIIContentsHRandtheInternationalizationofBusinessGlobalDifferencesandSimilaritiesinHRPracticeHowtoImplementaGlobalHRSystemStaffingtheGlobalOrganizationTrainingandMaintainingExpatr