人力资源作业.docx
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人力资源作业.docx
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人力资源作业
HENANUNIVERSITYOFTECHNOLOGY
河南工业大学
BachelorofArts
AssignmentCover
文学士学位课程
作业封面
MODULECODEANDNAME
科目代码及名称
ModuleCode科目代码:
B-12
ModuleName科目名称:
人力资源管理
Lecturer讲师:
贾丹
SectionCode专业班级:
会计0903
StudentID学生证号码:
200948990309
StudentName学生姓名:
刘昭烨
Announcement:
IdeclarethatthisassignmentisENTIRELYmyindependentworkexceptwherereferenced.IhavemarkedanyReferencesourcesandamawareofprogrammeregulationsconcerningplagiarismandreferencing.
声明:
除了标明出处的引用资料之外,此作业是我独立调查完成的。
文内所有引用的资料已经详细标明出处,并且我了解课程中有关抄袭及引用方面的规定。
Signature签名:
LecturerComments讲师评语
Score分数:
ReceiveDateYear/Month/Day收到日期:
Content
1.Introduction2
2.TheProblemsStatementandEnhancingtheAbility3
2.1TheManagementSeparationbetweenExecutivesandEmployees3
2.2NeglectedPerformanceManagement3
2.3ImprovetheAbilityoftheManagement3
3.HarvestofRoleReversalandFurtherMeasures4
3.1DefiningtheEmployee’sGoalsandWorkEfforts4
3.2GuidelinesforEffectiveGoalSetting4
4.ChoosePerformanceEvaluationMethods5
4.1DecidetheWorkSteps5
4.2GraphicRatingScaleMethod5
4.3AlternationRankingMethod7
4.4PairedComparisonMethod7
5.ConfirmtheCorrectPerformanceManagementandEvaluationSystem8
5.1MixingtheMethods8
5.2CreateaMethodforLoewsHotel9
6.Conclusion10
References:
11
CaseStudy:
“Who'stheBoss?
”
1.Introduction
Thecompetitionofhotelserviceindustryisveryfierce.Hotelmanagersmustchangethesystemandenhanceperformancetoenhancecompetitiveness.Thereportresearchestheemployees’performanceproblemsaccordingtothehotelmanagers’roleexchangeexperience.IfwewanttofindthemostappropriateperformanceevaluationmethodforLoweshotel,wemustlinkthespecificdifficultiesthemanagersmeet.
2.TheProblemsStatementandEnhancingtheAbility
2.1TheManagementSeparationbetweenExecutivesandEmployees
Managersandemployeesdoingdifferentwork,somanagersdon’tknowwhatarethespecificdutiesofemployees.Ifthemanagersdonotknowthesituationoftheemployeeskills,workingintensityandworkprocess,somanagerscanmakethewrongjobobjectivesandtheperformanceevaluationmethods.
Thehotelservicepersonnelnotonlytodothehighstrengthwork,buttheyalsofacevariouscrankyguests.Sothehotelstaffwillenduredoublepressuresfromcustomersandleaders.Butthemanagersalsoignorethepsychologicalcarefortheemployees.
2.2NeglectedPerformanceManagement
Wecansee,Loewshotelmanagersdeeplyunderstandtheimportanceofperformancemanagementintheexperiencesoftherolereversalprocess.Forexample,themanagerdidtheworkjustasthecook,roomserviceandthereceptiondeskregister,butbecausetheunskilled,managershowedlowefficiencyandclumsy.Althoughdifferentemployeescanperformthesamejob,butefficiencyisdifferent,asmanager,hespentthreehoursincleaningtheroomandroomattendantisonlytakeshalfanhour.Soifnoclearstandardsofperformance,thehotelwillbedifficulttoachieveexcellentservicequality.
2.3ImprovetheAbilityoftheManagement
Therearetwoaspectstothis.First,themanagershouldappraisetheemployeebasedonhowthatpersonperformedwithrespecttoachievingthespecificstandardsbywhichtheemployeeexpectedtobemeasured.Loewshotelcanassignspecialpersonnelresponsibleforinvestigationaboutemployeeperformancework;makestatisticsandsummary,sothatthemanagerscanhaveevaluationsourcesconcerningstaff.
Second,theemployee’sgoalsandperformancestandardsshouldmakesenseintermsofthecompany’sstrategicgoals.AttheLoewshotel,forinstance,theemployees’goalsshouldreflectdesirablebehaviorssuchasspeediercheckinsandprovidingfriendliergreetings.
3.HarvestofRoleReversalandFurtherMeasures
3.1DefiningtheEmployee’sGoalsandWorkEfforts
Performanceisthedesiredresultsoftheorganization,goalsoftheperformancemanagementincludeorganizationalobjectivesandindividualgoals.Therealizationoforganizationalgoalsbasedontherealizationofpersonalgoals,whentheorganizationalgoalsdownintoeveryjobandeveryonealayeraccordingtocertainlogicrelationship,aslongaseveryoneachieveorganizationalrequirements,organizationalgoalisrealized,theperformanceoftheorganizationisnaturalrealized.
BecauseLoewshotelmanagershaverolereversalexperience,thentheywillunderstandmoreaboutthedetailsofthedifferentwork,theyalsocanworkoutthecorrespondingperformanceevaluationstandard.Thisisperformancemanagementwhattheyshoulddo.Staffwillmeetmanywrongthingsatwork,mostthingsaresmall,thestaffwillonlycomplaininprivate.Suchasifhotelstaffsuniformsarefit,mealsaredelicious,therestofthetimeisreasonableornot.Ifthehotelmanagersnotpersonallyexperiencethestaff'sworking,hewillneverknowtruefeelingsofemployees.Forthestaff'sworkingenvironment,aslightimprovementoftencanhaveahugepositiveeffect.
3.2GuidelinesforEffectiveGoalSetting
a)Assignspecificgoals:
Employeeswhoaregivenspecificgoalsusuallyperformbetterthanthosewhoarenot.Loewshotelmanagersmayestablishstandardsandrecordforcookswhohavecharacteristicfoods,measuringcooksbytheperformanceappraisaloftherepeatcustomers’rates.
b)Assignmeasurablegoals:
Expressgoalsinquantitativetermsandincludetargetdatesordeadlines.Forexample,Loewshotelmanagerswanttoevaluatethedisheswashingworkers’performance;theycansetaprecisenumberandtimeforwashingthedishes,andusethisasthestandardoftheevaluation.
c)Assignchallengingbutdoablegoals:
Goalsshouldbechallenging,butnotsodifficultthattheyappearimpossibleorunrealistic.Theappropriatechallengecanstimulatetheenthusiasmoftheemployees.Rawlshotelmayhavetheopportunitytoundertakelargebanquet,suchasweddingandbirthday.Thehotelmanagerscanimplementperformancemanagementintheprocessofpreparation,setataskischallenging.Forexample,thewaitersinrestaurantcandecorate7tablesin15minutesaverageusually,whiletheaverage15minuteslayouting9tablesisachallengingtask.
d)Encourageparticipation:
TheevidencesuggeststhatItisonlywhentheparticipativelysetgoalsaremoredifficultthantheassignedonesthattheparticipativelysetgoalsproducehigherperformance.Participateinafterallisagoodthing,butasahotelmanagermustkeeptheinitiativeinthediscussion.Weshouldknow,ifemployeescomplainedtothemanagersaboutthetaskisalwaystooheavy,buteverytimeemployeesfinishedontime,itshowsthattaskisnotreallytooheavy.
4.ChoosePerformanceEvaluationMethods
4.1DecidetheWorkSteps
Theperformanceappraisalprocessitselfcontainsthreesteps:
definethejob,appraiseperformance,andprovidefeedback.Forhotelmanagement,firstthinghavetomakesurethatthestandardofworkandresponsibilityisthesameformanagersandemployees.
Thesecondstepistocompareemployees’actualperformancetothestandardsthathavebeenset;thisusuallyinvolvessometypeofratingform.Thethirdstep,hotelmanagerandstaffshouldholdmeetingstodiscusstheevaluationresults.
4.2GraphicRatingScaleMethod
Agraphicratingscaleliststraitsandarangeofperformancevaluesforeachtrait.Thesupervisorrateseachsubordinatebycirclingorcheckingthescorethatbestdescribeshisorherperformanceforeachtrait.Theassignedvaluesforthetraitsarethentotaled.Belowwewilllisttheevaluationstandard.
O-Outstanding-performanceisexceptionalinallareasandisrecognizableasbeingforsuperiortoothers.
I-ImprovementNeeded-performanceisdeficientincertainareas.Improvementisnecessary.
V-VeryGood-resultsclearlyexceedmostpositionrequirements.Performanceisofhighqualityandisachievedonaconsistentbasis.
U-Unsatisfactory-resultsaregenerallyunacceptableandrequireimmediateimprovement.Nomeritincreaseshouldbegrantedtoindividualswiththisrating.
G-Good-competentanddependablelevelofperformance.Meetsperformancestandardsofthejob.
N-NotRated-notapplicableortoosoontorate.
ThenwecanmakeanassessmentformfirstaboutthepastrycookCharlie,wecanputthismethodasabasicmethodofourevaluationsystem.Thenwewillhaveothermethodstochoosefrom,butthismethodcanbecomeourbackboneofevaluationsystem.Weknowthatanywayofsolvingtheproblemmaybenotsoperfect,theshortcomingandadvantageiscoexisting.
GraphicRatingScaleMethodisaveryconvenientmethod;itcanmakequantitativeevaluationforeachstaff.Butthismethodcan'teffectivelyguidemanagementactions.Becauseofthismethodinvolvedthecontentistoobroad;theresultisthemanagersdon’tknowwhatthekeypointis.
Name:
CharlieDate:
June,20XX
GeneralFactors
RatingScale
SupportiveDetailsorComments
1.Quality-Theaccuracy,thoroughness,andacceptabilityofworkperformed.
O100-90
V□90-80
G□80-70
I□70-60
U□below60
PointsHisapplepiehasalreadyacceptedbyvastcustomers.
2.Productivity-Thequantityandefficiencyofworkproducedinaspecifiedperiodoftime.
O100-90
V□90-80
G□80-70
I□70-60
U□below60
PointsHecancookelevenapplepieseveryhour.
3.JobKnowledge-Thepracticalskillsandinformationusedonthejob.
O100-90
V□90-80
G□80-70
I□70-60
U□below60
PointsHegraduatedfromprofessionalchefschoolandhasfiveyearsofexperienceincooking.
4.Reliability-Theextenttowhichanemployeecanberelieduponregardingtaskcompletionandfollowup.
O100-90
V□90-80
G□80-70
I□70-60
U□below60
PointsHedevelopednewspicesunremittingly
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