HRM.docx
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HRM.docx
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HRM
2010-2011学年第一学期人力资源管理复习提纲(教师:
邹艳春)
题型:
1.选择(1*10)2.填空(2*10)3.名词解释(5*5)4.论述(10*3)5.Discussion(15)
Chapter1TheStrategicRoleofHumanResourceManagement
1.KEYTERMS
1)humanresourcemanagementP4
Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementpositionincludingrecruiting,screening,training,rewarding,andappraising.
2)humancapitalP12
Theknowledge,education,training,skills,andexpertiseofafirm’sworkers
3)HRScorecardP16
MeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.
4)strategichumanresourcemanagementP80
FormulatingandexecutingHRsystems–HRpoliciesandactivities–thatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.
2.1)JobanalysisP4
2)recruitmentandplacement
3)traininganddevelopment
4)compensation
5)appraisingperformance
6)employeerelations
3.DISCUSSIONQUESTIONSP24
1.ExplainwhatHRmanagementisandhowitrelatestothemanagementprocess
HRmanagementisapartofeverymanager’sresponsibilities.Theseresponsibilitiesincludeplacingtherightpersonintherightjob,andthenorienting,training,andcompensatingtoimprovehisorherjobperformance.
Chapter2StrategicHumanResourceManagementandtheHRScorecard
4.KEYTERMS
1)strategicmanagementP73
Theprocessofidentifyingandexecutingtheorganization’smissionbymatchingitscapabilitieswiththedemandsofitsenvironment.
2)strategichumanresourcemanagementP80
3)HRScorecardP87
MeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.
5.TheStrategicManagementProcessP73
step1:
DefinetheBusinessandItsMission
step2:
PerformExternalandInternalAudits
step3:
TranslatetheMissionIntoStrategicGoals
step4:
FormulateaStrategytoAchievetheStrategicGoals
step5:
ImplementtheStrategy
step6:
EvaluatePerformance
6.DISCUSSIONQUESTIONSP98
1.ExplainhowHRcanbeinstrumentalinhelpingacompanycreateacompetitiveadvantage.
HumanResourcesisregardedinagrowingnumberoforganizationsasasourceofcompetitiveadvantage,throughrecruiting,selecting,retaininganddevelopinghumancapitalthatenablesorganizationstocompeteonanumberofdifferentlevelstobeflexible,capable,andresponsive,demonstratingcreativityandinnovationinordertoproduceproductsandservicesofhighquality.
Chapter4JobAnalysis
7.KEYTERMS
1)jobanalysisP112
Theprocedurefordeterminingthedutiesandskillrequirementofajobandthekindofpersonwhoshouldbehiredforit
2)jobdescriptionP112
Alistofajob’sduties,relationshipsworkingconditionsandsupervisoryresponsibilities–oneproductofajobanalysis
3)jobspecificationsP112
Alistofajob’s“humanrequirement,”thatis,therequisiteeducation,skills,personality,andsoon–anotherproductofajobanalysis.
4)以上三种的区别及关系
8.StepsinJobAnalysisP113
step1:
Decidehowyou’llusetheinformation,sincethiswilldeterminethedateyoucollectandhowyoucollectthem.
step2:
Reviewrelevantbackgroundinformationsuchasorganizationcharts,processcharts,andjobdescriptions.
step3:
Selectrepresentativepositions
step4:
Actuallyanalyzethejob
step5:
Verifythejobanalysisinformationwiththeworkerperformingthejobandwithhisorherimmediatesupervisor.
step6:
Developajobdescriptionandjobspecification
9.METHODSOFCOLLECTINGJOBANALYSISINFORMATIONP114
1)TheInterview
2)Questionnaires
3)Observation
4)ParticipantDiary/Logs
5)QuantitativeJobAnalysisTechniques
10.WRITINGJOBDESCRIPTIONSP125
1)Jobidentification
2)Jobsummary
3)Responsibilitiesandduties
4)Authorityofincumbent
5)Standardsofperformance
6)Workingconditions
7)Jobspecifications
11.ResponsibilitiesandDutiesP129
Duty:
AccuratelyPostingAccountsPayable
1)Postallinvoicesreceivedwithinthesameworkingday
2)Routeallinvoicestoproperdepartmentmanagersforapprovalnolaterthanthedayfollowingreceipt
3)Anaverageofnomorethanthreepostingerrorspermonth
Duty:
MeetingDailyProductionSchedule
1)Workgroupproducesnolessthan426unitsperworkingday
2)Nextworkstationrejectsnomorethananaverageof2%ofunits
3)Weeklyovertimedoesnotexceedanaverageof5%
12.WRITINGJOBSPECIFICATIONP132
1)SpecificationsforTrainedVersusUntrainedPersonnel
2)SpecificationsBasedonJudgment
3)SpecificationsBasedonStatisticalAnalysis
13.DISCUSSIONQUESTIONSP145
1.Whatitemsaretypicallyincludedinthejobdescription?
Whatitemsaretypicallynotshown?
6.Doyouthinkcompaniescanreallydowithoutdetailedjobdescriptions?
Whyorwhynot?
Chapter5PersonnelPlanningandRecruiting
14.KEYTERMS
1)trendanalysisP153
Studyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds
2)ratioanalysisP154
Aforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetween,forexample,salesvolumeandnumberofemployeesneeded.
3)scatterplotP154
Agraphicalmethodusedtohelpidentifyandrelationshipbetweentwovariables
4)recruitingyieldpyramidP161
Thehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted,
5)successionplanningP163
Theongoingprocessofsystematicallyidentifying,assessing.anddevelopingorganizationalleadershiptoenhanceperformance
6)applicationformP181
Theformthatprovidesinformationoneducation,priorworkrecord,andskill
15.EmploymentorpersonnelplanningP152
Theprocessofdecidingwhatpositionsthefirmwillhavetofillandhowtofillthem
16.StepsinRecruitmentandSelectionProcessP152
17.ForecastingPersonnelNeedsP153
1)TrendAnalysis
2)RatioAnalysis
3)TheScatterPlot
4)UsingComputertoForecastPersonnelRequirements
18.INTERNALSOURCESOFCANDIDATESP162
1)FindingInternalCandidates
2)Rehiring
3)SuccessionPlanning
19.OUTSIDESOURCESOFCANDIDATESP163
1)Advertising
2)EmploymentAgencies
3)TempAgenciesandAlternativeStaffing
4)Offshoring/OutsourcingWhite-CollarandOtherJobs
5)ExecutiveRecruiters
6)OnDemandRecruitingServices(ODRS)
7)CollegeRecruiting
8)ReferralsandWalk-Ins
9)RecruitingviatheInternet
20.DISCUSSIONQUESTIONSP186
1.Whataretheprosandconsoffivesourcesofjobcandidates?
1)promotionfromwithin
benefits:
a.there’sreallynosubstituteforknowingacandidate’sstrengthsandweaknesses.
b.Insidecandidatesmayalsobemorecommittedtocompany
c.Insidecandidatesmayalsorequirelessorientationandtrainingthanoutsiders.
backfire
a.Employeeswhoapplyforjobsanddon’tgetthemmaybecomediscontented
b.Requiringthepersontointerviewastreamofunsuspectinginsidecandidatescanbeawasteoftimeforallconcerned.
2)advertising
3)employmentagencies
4)executiverecruiters
pros
a.Theyhavemanycontactsandareespeciallyadeptatcontactingqualified,currentlyemployedcandidateswhoaren’tactivelylookingtochangejobs.
b.Theycanalsokeepyourfirm’snameconfidentialuntillateintothesearchprocess
c.Therecruitercansavetopmanagement’stimebyadvertisingforthepositionandscreeningwhatcouldturnouttobehundredsofapplicants.
d.Therecruiter’sfeemightactuallyturnouttobeinsignificantcomparedwiththecostoftheexecutivetimesaved
cons
a.itisessentialforyoutoexplaincompletelywhatsortofcandidateisrequired-andwhy.
b.Somerecruitersarealsomoresalespeoplethanprofessionals
c.Theymaybemoreinterestedinpersuadingyoutohireacandidatethaninfindingonewhowillreallydothejob.
d.Recruitersalsoclaimthatwhattheirclientssaytheywantisoftennotreallywhattheclientswant
5)collegerecruiting
6)theInternet
7)referralsandwalk-ins)
Chapter6EmployeeTestingandSelection
21.KEYTERMS
1)reliabilityP195
Theconsistencyofscoresobtainedbythesamepersonwhenretestedwiththeidenticaltestsorwithalternateformsofthesametest
2)testvalidityP196
Theaccuracywithwhichatest,interview,andsoonmeasureswhatitpurportstomeasureorfulfillsthefunctionitwasdesignedtofill
3)criterionvalidityP196
Atypeofvaliditybasedonshowingthatscoresonthetestarerelatedtojobperformance
4)contentvalidityP196
Atestthatiscontentvalidisonethatcontainsafairsampleofthetasksandskillsactuallyneededforjobinquestion
5)managementassessmentP209
Asimulationinwhichmanagementcandidatesareaskedtoperformrealistictasksinhypotheticalsituationsandarescoredontheirperformance.Itusuallyalsoinvolvestestingandtheuseofmanagementgames
22.HowtoValidateaTestP197
step1:
AnalyzetheJob
step2:
ChoosetheTests
step3:
AdministertheTest
step4:
RelateYourTestScoresandCriteria
step5:
Cross-ValidateandRevalidate
23.TYPESOFTESTSP204
1)TestofCognitiveAbilities
2)TestofMotorandPhysicalAbilities
3)MeasuringPersonalityandInterests
4)AchievementTests
24.ManagementAssessmentCentersP209(是否详细看?
)
Typicalsimulatedexercisesinclude:
1)Thein-basket
2)Leaderlessgroupdiscussion
3)Managementgames
4)Individualpresentationsa.Objectivetestsb.Theinterview
25.BACKGROUNDINVESTIGATIONSANDOTHERSELECTIONMETHODS(是否有划?
)
1)BackgroundInvestigationsandReferenceChecks
2)UsingPreemploymentInformationServices
3)ThePolygraphandHonestyTesting
4)Graphology
5)PhysicalExamination
6)SubstanceAbuseScreening
7)Complying
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