人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx
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人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx
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人力资源管理第十版英文版第三章笔记CHAPTER3IndividualsJobsandEffectiveHRManagement
CHAPTER3Individuals,Jobs,andEffectiveHRManagement
Afteryouhavereadthischapter,youshouldbeableto:
●IdentifythreeareaswhereHRdepartmentsshouldset
performancegoals.
●Describeyourcurrentjobusingthejobcharacteristics
model.
●Discussadvantagesanddisadvantagesofworkteams.
●Compareandcontrastwaysofdealingwithturnoverand
absenteeism.
●EnumeratewaystocollectdataforevaluatingHR
performance.
●SummarizetheprocessofevaluatingHRperformance.
HRTRANSITIONS
EffectiveHR:
LinkingIndividuals
andJobsSuccessfully
“Asuccessfulcompanycan’tbeatwarwithits
ownemployees.”
ThekindsofHumanResourcessystemsandpracticesthatorganizations
developdiffertosomeextent.They
evolveinresponsetodifferentcircumstances,butitisbecomingclearthatHRmanagementdoesaffectanorganization’seffectivenessandabilitytocompete.Threeexamplesaregivenheretoshowhowtherelationshipsamongindividuals,jobs,andeffectiveHRmanagementcanaffectanorganization.
PlasticsLumberCompany:
InAkron,Ohio,AlanRobbinsstartedasmallfactorythatconvertsoldmilkandsodabottlestofakelumberusedinpicnictables,fences,etc.Hismajorproblemshavebeenwithhisemployees.Heintentionallyputhisfactoryinadowntownlocationandhiredlocalresidents.Whenhebegan,hewaslaxandfriendly—hewouldbreakoutcoldbeersforeveryoneattheendofashift,orgrantemployeespersonalloans.AturningpointcamewhenMr.Robbinshadtofiretwoworkersforfightingontheworkfloor.
Onewasroamingthefactorylookingfortheotherwithanironbarinhishand.Bothmenfiledforunemploymentcompensation,andfiledracialdiscriminationcomplaints.Mr.Robbinsrealizedhislaissez-faireapproachtoHRwasnotgoingtowork.Othertoughissuesinvolvingalcoholanddrugsatworkalsoemerged.Inonemonth,hehadtofirefourofhis50employeesforcocaineandothersubstanceabuseproblems.Absenteeismisaconstantproblem.Soisthethreatoflawsuitsandinjuryclaims,aswellasdiscriminationandunemploymentclaims.InresponseMr.RobbinshasbuiltelaborateHRdefensesagainstsuchproblemsandsayshenolongertrustshisemployeesasmuchasheoncedid.HissolutionisanHRsystembuiltaroundathickemploymentmanualoutliningwhatwillbetoleratedandwhatwillnot.
NorthwestAirlines:
Northwest’scustomerserviceandlaborproblemshavegonefrombadtotheworstamongmajorairlines.Northwesthadthehighestnumberofcustomercomplaints,themostdelayedflights,andsecondworstperformanceonmishandledbags.Theairlinerecognizedtheproblems,butthesituationworsenedasGeneralMotorsandChryslerannouncedtheywereshiftingsomeoftheirbusinesstraveltoaNorthwestrival.Theautomakerswereunhappywithhighfares,delays,andcancellationsbyNorthwest.TheFAAisinvestigatinganunusuallyhighnumberofmechanicalproblems,andunionemployeeshadastrike.InlookingatNorthwestAirlines,theCEOofContinentalAirlinesobserved,“Theyknowtheyhavesomeserviceissues.”Hefurthernoted,“Asuccessfulcompanycan’tbeatwarwithitsownemployees.”
ChryslerCorporation’sWindsorVanPlant:
When33-year-oldJamesBoniniwasnamedmanagerofthebigvanplantinWindsor,Ontario,virtuallyeveryonewassurprised.Hewasyoungandinexperiencedforthebigjobinoneoftheleast-automatedplants—withhundredsofmanualjobs.HewasselectedbecausehisbosswantedtoshakeupChrysler’smanufacturingplants,wheremanagersthoughttheyweredrillsergeants,workersweredissatisfied,andqualityproblemswereabundant.
Mr.Boninimademistakesandwasmetwithskepticism.Buthiscommonsensemanagementapproachfinallysucceededinchangingthecultureoftheplantandattitudesofmanyemployees.Enroutetothatoutcome,hetookactionsthathadnotbeenusedbefore—andthatpaidoff.Hemetwithalltheworkersinsmallgroups;interestingly,manyworkershadneverevenmetaplantmanager.
Boniniandhisstaffredesignedabout70%oftheassemblyoperationsandredesignedjobstoimproveergonomics,cost,andquality.Hisconcernforhispeopleshowedupinincidentsasminorasdealingwithworkercomplaintsaboutrestroomstochangingtelephonepolicyafteraworkerdidnotgetacallintimetogettohisdyingwife’sbedside.Boniniandhismanagersusedworkerteamstohelpdraftstandardoperatingprocedures,andthoseteamsmademeaningfulchangesinthewayworkersdidtheirjobseachday.
Theplant’sapproachtoindividualsandtheirjobswaschanged—afeatacknowledgedpositivelybyeventhemosthard-bittenskeptics.Workersandmanagersbothhadchangedthewaytheyviewedanddidtheirjobs.
TheperceptionusedtobethatHumanResourcesthoughtaboutthehappinessofemployees....Nowwerealizetheoverridingconcernistheyieldfromemployees.”JEANCOYLE
Thischapterfocusesonindividuals:
theirrelationshipwiththeiremployersandtheirmotivation.ItalsolooksatthejobstheydoandthewaysofmeasuringtheeffectivenessofHRmanagementindealingwithindividualsandtheirjobs.
Throughoutthechapter,importantHRoutputvariablesareconsidered:
productivity,quality,service,satisfaction,andturnoverandabsenteeism.
Individualsarebothvaluableandperversecommoditiesforthemanagerswhorelyonthemtoaccomplishwork.Insomeorganizationsthepeopleandtheinnovativeideastheygeneratearereallythe“product”thatthefirmproduces.Inothers,dependingonthejobdesign,peoplemaybeanecessarybutmuchsmallerpartoftheoveralleffort,becausemachinesdomostofthework.
Whatistheactualmonetaryvalueofanindividualtoanorganization?
Employerswhocompeteonthebasisoftheiremployees’capabilitiesknowtheimportanceofpeopletothesuccessoftheorganization.However,theexactmonetaryvalueofaskilledworkforcemaybedifficulttoidentify.Anorganizationmayhavecreatedaworkforcethatworksharderorsmarterthancompetitors;oronethatgeneratesmanynewideasandiscontinuallylearningnewwaysandfindingbettermethods.Theremaybenoformulatoputaprecisedollaramountonsuchfavorablevaluesandactivities,butwhenacompanyissold,suchattributesoftheworkforcebringapremiumprice.2
Justasthequalityoftheworkforcecanbeacompetitiveadvantage,itcanalsobealiability.Whenveryfewemployeesknowhowtodotheirjobs,whenpeopleareconstantlyleavingtheorganization,andwhenthoseworkerswhoremainrefusetochangeorworkmoreeffectively,thehumanresourcesareacompetitiveproblemthatputstheorganizationatadisadvantage.Simplyhavinganeffectivestrategyandgoodproductsorservicesdoesnotguaranteesuccessforanorganizationiftheindividualemployeesdonotimplementthatstrategyorproduceorganizationalproductsorservicesefficiently.3
IndividualEmployeePerformance
Manyfactorscanaffecttheperformanceofindividualemployees—theirabilities,motivations,thesupporttheyreceive,thenatureoftheworktheyaredoing,andtheirrelationshipwiththeorganization.TheHumanResourcesunitinanorganizationexistsinparttoanalyzeandhelpcorrectproblemsintheseareas.4ExactlywhattheroleoftheHRunitinanorganization“shouldbe”dependsuponwhatuppermanagementexpects.Aswithanymanagementfunction,HRmanagementactivitiesshouldbeevaluatedandreengineeredasnecessarysothattheycancontributetothecompetitiveperformanceoftheorganizationandindividualsatwork.
Inmanyorganizationstheperformancedependslargelyontheperformanceofindividualemployees.Therearemanywaystothinkaboutthekindofperformancerequiredofemployeesfortheorganizationtobesuccessful;buthere,wewillconsiderthreekeyelements:
productivity,quality,andservice.
Productivity
Themoreproductiveanorganization,thebetteritscompetitiveadvantage,becauseitscoststoproduceaunitofoutputarelower.Betterproductivitydoesnotnecessarilymeanmoreisproduced;perhapsfewerpeople(orlessmoneyortime)wereusedtoproducethesameamount.Ausefulwaytomeasuretheproductivityofaworkforceisthetotalcostofpeopleperunitofoutput.Initsmostbasicsense,productivityisameasureofthequantityandqualityofworkdone,consideringthecostoftheresourcesittooktodothework.Itisalsousefultoviewproductivityasaratiobetweeninputandoutput.Thisratioindicatesthevalueaddedbyanorganizationorinaneconomy.
GLOBALCOMPETITIVENESSANDPRODUCTIVITYAtthenationallevel,productivityisofconcernforseveralreasons.First,highproductivityleadstohigherstandardsofliving,asshownbythegreaterabilityofacountrytopayforwhatitscitizenswant.Next,increasesinnationalwagelevels(thecostofpayingemployees)withoutincreasesinnationalproductivityleadtoinflation,whichresultsinanincreaseincostsandadecreaseinpurchasingpower.Finally,lowerratesofproductivitymakeforhigherlaborcostsandalesscompetitivepositionforanation’sproductsintheworldmarketplace.
ORGANIZATIONSANDPRODUCTIVITYProductivityattheorganizationlevelultimatelyaffectsprofitabilityandcompetitivenessinafor-profitorganizationandtotalcostsinanot-for-profitorganization.Decisionsmadeaboutthevalueofanorganizationoftenarebasedontheproductivityofwhichitiscapable.5
Perhapsnoneoftheresourcesusedforproductivityinorganizationsaresocloselyscrutinizedashumanresources.ManyoftheactivitiesundertakeninanHRsystemdealwithindividualororganizationalproductivity.Pay,appraisalsystems,training,selection,jobdesign,andc
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