ResourcesManagement-ManagingPeopleForHRStaf.pptx
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ResourcesManagement-ManagingPeopleForHRStaf.pptx
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,4,HumanResourceManagement,ConceptofOBConceptofHRProcessofHRM4developyourmanagementcareer,2000-1,1,王青-管理学院-上海交通大学,OrganizationalBehavior(OB),ConceptofOrg.Behavior:
Thestudyoftheactionsofpeopleatwork.FocusofOBChallengeofUnderstandingOBGoalofOB,2000-1,2,王青-管理学院-上海交通大学,FocusofOB,Individualbehavior:
includesuchtopicasAttitude,Personality,Perception,Learning,MotivationGroupbehaviorNorms,roles,teambuilding,conflict,2000-1,3,王青-管理学院-上海交通大学,Challengeofob,2000-1,4,王青-管理学院-上海交通大学,GoalofOB,GoalsofOBaretoexplainandtopredictbehaviorBystudytheiremployeesbehavior,themanagerisabletoexplainwhyemployeesengageinsomebehaviorsratherthanothersandtoexplainhowemployeeswillrespondtovariousactionthemanagermighttake.,2000-1,5,王青-管理学院-上海交通大学,Norms,Acceptablestandardssharedbyagroupsmembers.,2000-1,6,王青-管理学院-上海交通大学,Roles,Asetofbehaviorpatternsexpectedofsomeoneoccupyingagivenpositioninasocialunit.Individualplaymultipleroles,adjustingtheirrolestothegroupwhichtheybelongingatthattime.-roleconflict,2000-1,7,王青-管理学院-上海交通大学,Attitude,Concept:
evaluativestatementsconcerningobjects,people,eventsJob-relatedAttitudeCognitiveDissonanceTheory,2000-1,8,王青-管理学院-上海交通大学,Job-relatedAttitude,JobSatisfaction:
Apersonsgeneralattitudetowardhisorherjob.JobInvolvement:
Thedegreetowhichanemployeeidentifieswithhisjob.Org.Commitment:
Aemployeesloyaltytohisjob.,2000-1,9,王青-管理学院-上海交通大学,Personality,Acombinationofpsychologicaltraitsthatclassifiesapersonquiet,passive,ambitious.LocusofControl:
InternalExternal,2000-1,10,王青-管理学院-上海交通大学,Perception,Theprocessoforganizingandinterpretingsensoryimpressionsinordertogivemeaningtotheenvironment.Referstohowapersonseestheworld.,2000-1,11,王青-管理学院-上海交通大学,Perceptionchart,2000-1,12,王青-管理学院-上海交通大学,Learning,Anyrelativelypermanentchangeinbehaviorthatoccursasaresultofexperience.Sociallearning:
learnbyobservationanddirectexperience.(Modelstudy),2000-1,13,王青-管理学院-上海交通大学,2HumanResourceManagement,HumanResourceManagement:
Includesallactivitiesusedtoattract&retainemployeesandtoensuretheyperformatahighlevelinmeetingorganizationalgoals.LegalEnvironmentofHRM,2000-1,14,王青-管理学院-上海交通大学,HRMLegalEnvironment,ManagementofHRisacomplexarea.Therearemanyfederal,stateandlocalregulations.EqualEmploymentOpportunity(EEO):
ensuresallcitizenshaveequalopportunityforemploymentwithoutregardtosex,age,race,origin,religion,ordisabilities.EqualEmploymentOpportunityCommission(EEOC)enforceslaws.Managersmusttakestepstoensurediscriminationdoesnotoccur.,2000-1,15,王青-管理学院-上海交通大学,人力资源管理过程,2000-1,16,王青-管理学院-上海交通大学,3ProcessofHRM,HumanResourcePlanningRecruitment&DecruitmentSelection&OrientationTraining&DevelopmentPerformanceAppraisal&FeedbackPay&RewardLaborRelation,2000-1,17,王青-管理学院-上海交通大学,HumanResourcePlanning,HRPlanningincludesallactivitiesmanagersdotoforecastcurrentandfutureHRneeds.:
SupplyforecastsestimatetheavailabilityandqualificationsofcurrentworkersandthoseinthelabormarketIncluding:
JobAnalysisJobDesign,2000-1,18,王青-管理学院-上海交通大学,JobAnalysis,Jobanalysisdeterminesthetasks,dutiesandresponsibilitiesofthejob.Ajobanalysisshouldbedoneforeachjobintheorganization.Jobanalysiscanbedoneby:
Currenttrendsaretowardflexiblejobswheredutiesarenoteasilydefinedinadvance.,2000-1,19,王青-管理学院-上海交通大学,JobDesign,JobDesign:
grouptasksintospecificjobs.Jobsimplification:
reductionofthetaskseachworkerperforms.Jobenlargement:
increasetasksforagivenjobtoreduceboredom.Jobenrichment:
increasesthedegreeofresponsibilityaworkerhasoverajob.,2000-1,20,王青-管理学院-上海交通大学,Recruitment&Selection,HumanResourcesPlanning,JobAnalysis,Determinerecruitment&selectionneeds,Figure10.2,2000-1,21,王青-管理学院-上海交通大学,Recruitment,Developapoolofqualifiedapplicants.ExternalRecruiting:
managerslookoutsidethefirmforpeoplewhohavenotworkedatthefirmbefore.InternalRecruiting:
positionsfilledwithinthefirm.,P134,2000-1,22,王青-管理学院-上海交通大学,ExternalRecruitingWay,ReferralsfromcurrentemployeesNewspaperadvertisementPrivateemploymentagencyPublicemploymentagencyEducationinstitutionOntheInternet.Externalrecruitmentisdifficultsincemanynewjobshavespecificskillneeds.,P134,2000-1,23,王青-管理学院-上海交通大学,OutsourcingTrend,Outsourcing:
managerscandecidetocontractwithoutsideworkersratherthanhiringthem.Outsourceproblems:
managerslosecontroloveroutput.Unionstypicallyareagainstoutsourcingthathaspotentialtoeliminatemembersjobs.,2000-1,24,王青-管理学院-上海交通大学,InternalRecruitingWay,Internalrecruitinghasseveralbenefits:
Workersknowthefirmsculture,maynothavenewideas.Managerslikelyalreadyknowthecandidates.Internaladvancementcanmotivateemployees.,2000-1,25,王青-管理学院-上海交通大学,2000-1,26,王青-管理学院-上海交通大学,SelectionTools,1BackgroundInformation,3Interviews,4References,2Papertests,6PhysicalAbilitytests,5Performancetests,Selection,P134,Determinerelativequalifications&potentialforajob.,2000-1,27,王青-管理学院-上海交通大学,Reliability&Validity,Selectiontoolsmustbereliableandvalid.Reliability:
thedegreetowhichthetoolmeasuresthesamethingeachtimeitisused.Validity:
Doesthetestmeasurewhatitissupposedtomeasure?
Managershaveanethicalandlegaldutytodevelopgoodselectiontools.,P136,2000-1,28,王青-管理学院-上海交通大学,SelectionProcess,Afterapoolofapplicantsareidentified,qualificationsrelatedtothejobrequirementsaredetermined.,2000-1,29,王青-管理学院-上海交通大学,BackgroundInformation,Includeseducation,prioremployment,collegemajor,etc.,2000-1,30,王青-管理学院-上海交通大学,Interview,almostallfirmsuseoneoftwotypes:
Structuredinterview:
managersaskeachpersonthesamejob-relatedquestions.Unstructuredinterview:
heldlikeanormalconversation.Usuallystructuredinterviewspreferred;biasispossible.,2000-1,31,王青-管理学院-上海交通大学,PhysicalAbilityTest,measurestrength&endurance.Goodforphysicallydemandingjobs.,2000-1,32,王青-管理学院-上海交通大学,Paper&PencilTest,Eitheranabilityandpersonalitytest.Abilitytest:
assessifapplicanthasrightskillsforthejob.Personalitytest:
seektraitsrelevanttojobperformance.Besuretestisagoodpredictorofjobperformance.,2000-1,33,王青-管理学院-上海交通大学,PerformanceTest,Measurejobperformance.WorkSampling:
Typingspeedtestisoneexample.AssessmentCenter:
candidatesassessedonjob-relatedactivitiesoveraperiodofafewdays.,2000-1,34,王青-管理学院-上海交通大学,References,Outsidepeopleprovidecandidinformationaboutcandidate.Canbehardtogetaccurateinformation.,2000-1,35,王青-管理学院-上海交通大学,Orientation,Theintroductionofanewemployeeintohisorherjobandtheorganization.ReducetheinitialanxietyFamiliarizenewemployeeswiththejob,workunit,andtheorganization.Facilitatetheoutsider-insidertransition,2000-1,36,王青-管理学院-上海交通大学,TypesofTraining,Training,Development,Apprentice-ships,On-the-jobTraining,ClassroomInstruction,On-the-jobTraining,ClassroomInstruction,NeedsAssessment,Figure10.4,2000-1,37,王青-管理学院-上海交通大学,Training,Training:
Ongoingprocesstodevelopworkersabilitiesandskills,andtoteachorganizationalmembershowtoperformcurrentjobs.Trainingusedmoreoftenatlowerlevelsoffirm.,P134,2000-1,38,王青-管理学院-上海交通大学,Assessment,ANeedsAssessmentshouldbetakenfirsttodeterminewhoneedswhichprogramandwhattopicsshouldbestressed.,2000-1,39,王青-管理学院-上海交通大学,ClassroomInstruction,Workersacquireskillsinclassroom.Includesuseofvideos,role-playing,simulations.,2000-1,40,王青-管理学院-上海交通大学,On-the-JobTraining,Learningoccursintheworksettingasworkerdoesthejob.Traininggivenbyco-workersandcanbedonecontinuously.,2000-1,41,王青-管理学院-上海交通大学,Apprenticeships,Workercontractswithamasterworkertolearnaskill.,2000-1,42,王青-管理学院-上海交通大学,Development,Developmentiscommonwithmanagers.Development:
buildworkersskillstoenablethemtotakeonnewduties.,2000-1,43,王青-管理学院-上海交通大学,VariedWorkExperiences,Topmanagersmustbuildexpertiseinmanyareas.Whatevertraininganddevelopmenteffortsused,resultsmustbetransferredtotheworkplace.,2000-1,44,王青-管理学院-上海交通大学,FormalEducation,TuitioniscommonformanagerstakingclassesforMBAorsimilar.Long-distancelearningcanalsobeusedtoreducetravel.,2000-1,45,王青-管理学院-上海交通大学,PerformanceAppraisal,Providesinformationabouthowtotrain,motivate,andrewardworkers.Managerscanevaluateandthengivefeedbacktoenhanceworkerperformance.,2000-1,46,王青-管理学院-上海交通大学,Appraisalstyles,TraitAppraisals:
evaluateontraits(skills,abilities)relatedtothejob.BehaviorAppraisals:
howaworkerdoesthejob.Resultsappraisals:
whataworkeraccomplishes.Objectiveappraisals:
basedonfacts(salesfigures)Subjectiveappraisals:
basedonamanagersperceptionsoftraits,behavior,orresults.,2000-1,47,王青-管理学院-上海交通大学,AppraisesPerformance,Formalappraisals:
conductedatsettimesoftheyearInformalappraisals:
managerprovidesfrequentfeedbackinformally.,2000-1,48,王青-管理学院-上海交通大学,2000-1,49,王青-管理学院-上海交通大学,WhoAppraisesPerformance?
Supervisors,Peers,Customers&Clients,Subordinates,Self,Sourcesofperformanceappraisals,Figure10.6,2000-1,50,王青-管理学院-上海交通大学,Feedback:
Effectivefeedback:
appraisalsmustprovidefeedback:
1.Bespecificandfocusoncorrectablebehavior.Provideasuggestedimprovement.2.Focusonproblem-solvingandimprovement,notcriticism.3.Expressconfidenceinworkersabilitytoimprove.4.Useformalandinformalfeedback.5.Treatsubordinateswithrespectandpraiseachievements.6.Setatimetableforagreedchanges.,2000-1,51,王青-管理学院-上海交通大学,PayandReward,Paylevel:
howthefirmspayincentivescomparetootherfirmsintheindustry.Highperformingemployeesshouldberewardedwithraises,bonuses.Increasedpayprovidesadditionalincentive.Reward:
Somearerequiredassocialsecurity,healthinsurance,daycareareprovidedattheemp
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