人资管理专英

Pointtoponder(CHINESE)人视水知形Peopleseewatertoknowhimself视人知治不KingsseepeopletoknowManageingornot—商汤（商朝）言能听道乃进－－伊尹（商朝）CHAPTER1AnOverviewofHumanResourceManagementPointtoponder:“Treatpeoplelikeassetsandtheywillcreatewealth.”---SPHROverview:Mostemployersandmanagerswouldsaythatpeoplearethemostvaluableassetsoftheirorganizations.Thesuccessoforganizationsdependsonproductiveandeffectivepeople.Peoplewiththerightknowledge,skillsandabilities,andpeoplewhogivetheirbestarecriticalforanorganizationtobeeffectiveinfulfillingitsmissionandachievingitsstrategicandoperationalgoals.Text1.1WhatisHumanResourceManagementHumanResource(HR)haveatleasttwomeaningsdependingoncontext.Theoriginalusagederivesfrompoliticaleconomyandeconomics,whereitistraditionallycalledlabor,oneofthetherefactorsofproduction.Themorecommonusagewithincorporationsandbusinessesreferstotheindividualswithinthem.Comparedwithphysicalresourcesandfinancialresources.humanResourcehavebecomemorecriticaltoorganizationalsuccess,andmanyorganizationshaverealizedthatitisthepeopleinanorganizationthatcanprovideacompetitiveadvantage.Ifthesehumanresourcesareneglectedormismananaged,theorganizationisunlikelytodowelland,infact,mayfail.Fromapositivestandpoint,itisthe—humanresources---thatcreatorgannizationsandmakethemsurviveandprosper.Itistheirefforts,talentsandskillsinusingotherresources,suchasknowledge,materialsandenergy,thatresultinthecreationofusefulproductsandservices.Text1.1WhatisHumanResourceManagementMoreeffectivemanagementofhumanresourcesisincreasinglyandpositivelyaffectingtheperformanceinorganizations,bothlargeandsmall.HumanResourceManagementisatermreferingtothephilosophy,policies,proceduresandpracticesrelatedtothemanagementofpeoplewithinanorganization.Itisaframeworkofactivitiesandpracticesthatsupportsanddevelopsamotivatedworkforcewhileatthesametimecomplyingwithlegislationandregulationsthatgoverntheemployer/employeerelationships,Asafewprominentscholarsinthisfieldpointout:Text1.1WhatisHumanResourceManagement“Humanresourcemanagementreferstothemanagementofpeopleinanorganization.”HRMdealswiththedesignofformalsystemsinanorganizationtoensuretheeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals.”HRMisasetofinterrelatedpolicies,practicesandprogramswhosegoalsistoattract,socialize,motivate,maintain,andretainanorganization’semployee.”Text1.1WhatisHumanResourceManagementThebasicaspectsofHRMareabout“peopleactivities”:attractingtalentedpeopleintotheorganizations;choosingthemostqualifiedcandidatesfromamongtheapplicants;orientingandtrainingnewemployees;retrainingexperiencedemployees;motivatingallemployeesandevaluatingtheirperformance;rewardingandcompensatingeveryoneonthestaff;sometimesdiscipling,discharging,transferring,orpromotingsomeone.Homework:“Humanresourcemanagementreferstothemanagementofpeopleinanorganization.”HRMdealswiththedesignofformalsystemsinanorganizationtoensuretheeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoalsHRMisasetofinterrelatedpolicies,practicesandprogramswhosegoalsistoattract,socialize,motivate,maintain,andretainanorganization’semployee.”Reciteandtranslate“余一人有罪，无及万夫。万夫有罪，在余一人。无以一人之不敏，使上帝鬼神伤民之命。”---商汤约3600年前于河南Chapter2JobAnalysisandJobDesign(1)PointtoPonder:“Sorry,butthatisnotinmyjobdescription–AdiscontentedemployeeCoreWordsandExpressions:absenteeismAccuracyAutonomyCoordinateDocumentationFeedbackIdentifyInterviewSupervisionsupervisorJobanalysisJobdescriptionJobdesignJobenlargementJobenrichmentJobincumbentJobrotationJobsimplificationJobspecificationMethodologyMultistageObjectiveObservationOpen-endedPerformancestandardPsychometriQuestionnaireReviewSampleTurnoverupdateOverviewOrganizationsmusthaveasystematicwaytodeterminewhichemployeesareexpectedtoperformaparticularfunctionortaskthatmustbeaccomplished.Theconerstoneoftheorganizationis,therefore,thesetofjobsperformedbyitsemployees.Thesejobs.inturn,provideamechanismforcoordinatingandlinkingthevariousactivitiesoftheorganizationthatarenecessaryforsuccess.Thischapterclarifiesthecontributionsmadebyjobanalysistoanorganizations’sHRMprogramandspecificactivities.Furthermore,thecarefulplanningneededandthevarioustechniquesofajobanalysisprogramarehighlighted.Finally,theimportanceofjobanalysisinthedesignofjobsisdiscussed.TEXT2.1TheNatureofJobAnalysisJobanalysisisthesystematicprocessofdetermingtheskills,duties,andknowledgerequiredforperformingjobsinanorganization,Withjobanalysis,thetasksneededtoperformthejobareidentified.Traditionally,itisanessentialandpervasiveHRtechniqueandthestartingpointforotherHRactivity.Intodays’srapidlychangingworkenvironment,theneedforasoundjobanalysissystemiscritical.Newjobsarebeingcreated,andoldjobarebeingredesignedoreliminated.TheNatureofJobAnalysisThepurposeofjobanalysisistoobtainanswerstosiximportantquestions:Whatphysicalandmentaltasksdoestheworkeraccomplish?Whenisthejobtobecompleted?Whereisthejobtobeaccomplished?Howdoestheworkerdothejob?Whyisthejobdone?Whatqualificationsareneededtoperformthejob?TheNatureofJobAnalysisJobanalysisisperformedonthreeoccasions:1.Whentheorganizationisfoundedandajobanalysisprogramisinitiatedforthefirsttime;2.Whennewjobsarecreated;3.Whenjobsarechangedsignificantlyasaresultofnewtechnologies,methods,procedures,orsystems.Fromjobanalysisinformation,bothJobdescriptions(whatthejobentails)andjobspecifications(whatkindofpeopletohireforthejob)canbeprepared.HOMEWORK:Translate:“今有药于此，食之，则耳加聪，目加明，则吾必说而强食之。今夫伊尹之于我国也，譬之良医善药也，而子不欲我见伊尹，是子不欲吾善也。”--商汤（3600年前于河南）Recite:1.Newwords2.overviewCHAPTER3HumanResourcePlanning(3-4)Pointtoponder“Ifyoufailtoplan,youplantofail”--AnonymousCoreWordsandExpressionsAssessAttritionAuditContingentworkerDecisionruleExternalForecastHRISInternalInventoryQualitiveQuantitativeShortageSurplustransferOverviewNowdays,successinbusinessisdependentonbeingabletoreactquicklytoopportunitiesthatarise.Morethanever,organizationsmusthaveaccurate,rapidaccesstoinformationaboutboththesupplyofandthedemandforhumanresourcesandbepreparedtodealwithanysurplusorshortagethatmaycomeabout.Predictingfutureneedsforhumanresourcesandusingexistingresourceseffectivelyarethebasicissuesinthischapter.CHAPTER4Recruitment(4)“Thefateofyourbusinessisactuallyinthehandsoftheyoungestrecruit.”OVERVIEWBeforeanorganizationcanfillajobvacancy,itmustfindpeoplewhonotonlyarequalifiedforthepositionbutalsowantthejob.Thischapterdescribestherecruitingprocessasoneofthewaysthatanorganizationcandealwithshortagesinitshumanresourcesneeds.Recrutingistheprocessofgeneratingapoolofqualifiedapplicantsfororganizationjobs.Recruitmentisdirectlyrelatedtobothhumanresourceplanningandselection.Ifthenumberofavailablecandidatesonlyequalsthenumberofpeopletobehired,norealselectionisrequired—thechoicehasalreadybeenmade.Theorganizationmusteitherleavesomeopeningsunfilledortakeallthecandidates.CHPTER5SelectionandPlacement“Selectingqualifiedemployeesislikeputtingmoneyinthebank.”(selection)StructuredinterviewUnstructuredSituationalStressBehavioral(placement)Matchperson-jobfitpersonorganizationfit(wrongselection)biashaloeffecthonesty-intergritytestpersonalitytestsnapjudgmentOverviewSelectionistheprocessofchoosingindividualswhohaveneededquolificationstofillthejobinanorganization.Withoutquolifiedemployees,anorganizationislesslikelytosucceed.PerhapsthebestperspectiveonselectioncomesfromtwoHRtruismsthatclearlyidentifytheimportanceofeffectiveemploymentselection.Goodtrainingwillnotmakeupforbadselectiom.“Hirehard,manageeasy.”Chapter6TrainingandDevelopmentPointtoponder:“Trainingisaveryimportantpriorityforus.Traininganddevelopingourpeopleisastrategicfocus.Itcannotbeoveremphasized.”Asorganizationscompeteandchange,traininganddevelopmentbecomeevenmorecriticalthanbefore.Employeesmustbetrainedanddevelopedcontinuallyinordertomaintainandupdatetheircapabilities;Managersmusthavetraininganddevelopmenttoenhancetheirleadershipskillsandabilities.Asabriefreviewofterms,traininginvolvesanexpertworkingwithlearnerstotransfertothemcertainareasofknowledgeorskillstoimproveintheircurrentjobs.Developmentisabroad,ongoingsetofactivitiestobringsomeoneoranorganizationuptoanotherthresholdofperformance,oftentoperformsomejobornewroleinthefuture.Chapter7PerformanceManagementandAppraisal"Maximizingperformanceispriorityformostorganizationstoday."Performanceisessentiallywhatanemployeedoseordosenotdo.Employeeperformancecommontomostjobsincludesthefollowingelements:QuantityofoutputQualityofoutputTimelinessofoutputPresenceatworkCooperativenessChapter8CompensationStrategiesandPractices"Organizationsneedtobefluidtomoveasmarketsmove.Thatnecessitatesamoreflexibleapproachtocompensation."Compensationisahumanmanagementfunctionthatdealswitheverytypeofrewardindividualsreceiveinexchangeforperformingorganizationaltasks.Compensationsysteminorganizationsmustbelinkedtoorganizationalobjectivesandstrategies.Compensationalsorequiresbalancingtheinterestsandcostsofemployerswiththeexpectationsofemployees.Aneffectivecompensationprograminanorganizationaddressesfourobjectives.Chapter9IncentivesandBenefits'Incentivesandbenefits,whilenotdirectlymonetary,haveabigimpactonthedepthofcommitmentandappreciationexpressedbyemployees."Agrowingnumberofemployersarealteringtheirtraditionalcompensationprogramstoprividesomepartsofemployeespayinavariablefashion.Typically,anemployerbasesaportionofthepayonhowwelltheindividual,groupteamandororganizationperforms.Linkedtoindividual,team,andorganizationalperformance,Incentivesattempttoprovidetangibilerewardstoemploeesbeyondnormalexpectations.Thephilosophicalfoundationofincentivesrestsonseveralbasicassumptions:Somejobscontributemoretoorganizationalsuccessthanothers.Somepeopleperformbetterthanothers.Employeeswhoperformbettershouldreceivemorecompensation.Aportionofsomeemployees'totalcompensationshouldbecontingentonperformance.Chapter10GlobalHumanResourceManagement"Globalizationcontinuestobringpeopleoftheworldclosertogether."Alsoknownaninternationalhumanresources(GHRM),globalhumanresourcemanagementreferstothepoliciesandpracticesrelatedtomanagingpeopleinaninternationallyorientedorganization..AlthoughGHRMincludesthesamefunctionsasthedomesticHRM,therearemanyuniqueaspectstohumanresourcemanagementininternationalorganizations.ThepurposeofthischapteristoexplaintheuniquecharacteristicsofGHRMandtoprovideaframeworkforunderstandingtheeffectsofnational,cultural,andglobalbusinessdifferencesoneffectiveHRMpractices.Leagalcomplaincewithalllawsandregulations.CosteffectivenessfororganizationInternal,external,andindividualequityPerformanceenhancement