managingHR论文.docx
- 文档编号:6605898
- 上传时间:2023-01-08
- 格式:DOCX
- 页数:8
- 大小:27.34KB
managingHR论文.docx
《managingHR论文.docx》由会员分享,可在线阅读,更多相关《managingHR论文.docx(8页珍藏版)》请在冰豆网上搜索。
managingHR论文
ElectronicSubmissionCoversheet
Pleasecompleteandinsertthisformasthefirstpageofyourelectronicsubmission.
SubmittheassignmentwithattachedcoversheetelectronicallythroughtheWolfE-submissiongateway
Pleasemakesureyoukeepacopyofyourassignment.
StudentDetails
Surname
Wang
Givenname
Shan
StudentNumber
1122347
S.Wang@wlv.ac.uk
AssignmentDetails
Modulename
ManagingHumanResources
ModuleCode
7HR011
Fortheattentionof
Dr.PaschalAnosike
Duedate
28thNovember,2011
Assignmenttitle
ManagingHumanResources
Allformsofplagiarism,cheatingandunauthorizedcollusionareregardedseriouslybytheUniversityandcouldresultinpenaltiesincludingfailureintheunitandpossibleexclusionfromtheUniversity.Ifyouareindoubt,pleasereadthefollowingwebpage.
Student’sDeclaration
BysubmittingthisassignmentISIGNAL&DECLAREmyknowledgeandagreementtothefollowing:
-
ExceptwhereIhaveindicated,theworkIamsubmittinginthisassignmentismyownworkandhasnotbeensubmittedforassessmentinanotherunitorforanyotherpurpose.
Thisworkconformstotheinstructionsandsubmissionguidelinesascontainedintheassessmentbriefingandthemoduleguiderespectively.
ThissubmissioncomplieswithUniversityofWolverhamptonpoliciesregardingplagiarism,cheatingandcollusion.
Iacknowledgeandagreethattheassessorofthisassignmentmay,forthepurposeofassessingthisassignment:
Reproducethisassignmentandprovideacopytoanotheracademicstaffmember;and/or
Communicateacopyofthisassignmenttoaplagiarism-checkingservice.Thisweb-basedservicewillretainacopyofthisworkforsubsequentplagiarismchecking,buthasalegalagreementwiththeUniversitythatitwillnotshareorreproduceitinanyform.
Ihaveretainedacopyofthisassignmentformyownrecords.
Iwillretainacopyofthenotificationofreceiptofthisassignment.
ManagingHumanResources
Moduletitle:
ManagingHumanResources
ModuleCode:
7HR011
TutorName:
Dr.PaschalAnosike
StudentName:
WangShan
StudentNumber:
1122347
AwardTitle:
MAManagement
Contents
1.Introduction
Withinallofresourcesownedbyhumanbeings,humanresourcesisthefirstprecious,naturallybecamethecoreofmodernmanagement."Humanresourcemanagement(HRM)isastrategicapproachtomanagingemploymentrelationswhichemphasizesthatleveragingpeople'scapabilitiesiscriticaltoachievingcompetitiveadvantage,thisbeingachievedthroughadistinctivesetofintegratedemploymentpolicies,programmesandpractices"(Bratton,2007).ThisessayanalyzesthreesidesofHRMrespectivelyandexplainshowtofunctioneffectively.
2.RecruitmentandSelection
Recruitmentandselectionaremajorissuesforhumanresourcemanagement.Gold,J(2001)mentionedthatRecruitmentreferstoorganizationactivitiesthatinfluencethenumberandtypesofapplicantswhoapplyforthejobandtheorganizationchoosestherightpeopletofilltheopeningsthroughselectingtools.Whetheranorganizationcancontinuetooperateanddevelopsmoothlydependsonwhethermanagerscanrecruitgoodandqualifiedpeopletoworkfortheirorganization.Theaimofemployeerecruitmentistogettherightpeopleattherighttimefortherightplace.
2.1recruitment
AccordingtotheHerring,J.J.(1986),therearetwobasicformsofchannelsofrecruitment:
externalandinternalrecruitment.Theadvantagesofinternalrecruitmentarelowercostforsomejobs,betterassessmentofabilitiesandmotivatorforgoodperformance.Thedisadvantagesincludesinbreeding,"political"infightingforpromotionsandpossiblemoraleproblemsofthosenotpromoted.Theadvantagesofexternalrecruitmentarecheaperandfasterthantrainingprofessionals,nogroupofpoliticalsupportersinorganizationalreadyandmaybringindustryinsights,whileitalsohassomedisadvantages,forexample,itmaynotselectsomeonewhowill"fit"thejobororganization,oritmaycausemoraleproblemsforinternalcandidatesnotselectedanditmayhaslonger"adjustment"ororientationtime..
Therearedifferentmethodsofinternalandexternalrecruitment.Forinternalrecruitment,therearethreeways:
computerizedcareerprogressionssystems,supervisorrecommendationsandjobposting(Grossman,1989).
Computerizedcareerprogressionssystems
Onemethodofinternalrecruitingisthecomputerizedcareerprogressionsystem.TheinformationregardingthejobskillsofeachemployeecanbestoredinanHPIS.Whenajobbecomesvacant,thecomputersearchesitsskillsfileinordertoidentifyemployeeshavingtherequisiteskillsforthevacantjob.
Supervisorrecommendations
Hiringsupervisorscanalsoidentifyinternalcandidatesiftheyareaskedtonominateoneormorepeopleforconsideration.Supervisorswilltypicallynominateindividualswhoseworkcapabilitiesarewellknowntothem.
Jobposting
Jobpostingisthemostcommonlyusedapproachtointernalrecruitment,atleastatthenonmanageriallevel.Inthetypicaljobpostingsystem,ajobvacancynoticeispostedforallemployeestosee(Grossman,1989).
Andalso,therearemanymethodsforexternalrecruitment,suchasemployeereferrals,applicant-initiatedrecruitment,help-wantedadvertisements,jobfairs,collegerecruitingandinternetrecruiting(Bargerstock,Swanson,1991).
Employeereferrals
Whenapositionbecomesvacant,firmsoftenuseemployeereferralstofillthem.Thatis,HRprofessionalsorlinemanagersaskemployeestosolicitapplicationsfromqualifiedfriendsandassociates.Insomeinstances,companieswillofferanincentive,suchasabonusorprize,foreachreferralactuallyhired.
Applicant-initiatedrecruitment
Organizationsoftenreceiveunsolicitedapplicationsorresumesfromindividualsinterestedinworkingforthecompany.ManyfirmsnowtracksuchunsolicitedresumesontheirHRIS.
Help-wantedadvertisements
Probablythebest-knownwaytonotifypotentialapplicantsofjobopeningsishelp-wantedadvertisements.Theappropriatemediaforplacinganaddependsprimarilyonthegeographicrecruitmentarea.
Jobfairs
Agroupoffirmssponsorsameetingorexhibitionatwhicheachhasaboothtopublicizejobsavailable.Someexpertsclaimthatrecruitingcostshavebeencut80percentusingthesemethods.Theymaybescheduledonholidaystoreachcollegestudentswhoarehomeatthattimeortogivepeoplewhoarealreadyemployedachancetolookaround.
Collegerecruiting
Thecollegerecruitingprocessissimilarinsomewaystootherrecruiting.However,incollegerecruiting,theorganizationsendsanemployee,usuallycalledarecruiter,toacampustointerviewcandidatesanddescribetheorganizationtothem.Coincidingwiththevisit,brochuresandotherliteratureabouttheorganizationareoftendistributed.Theorganizationmayalsorunadstoattractstudentsormayconductseminarsatwhichcompanyexecutivestalkaboutvariousfacetsoftheorganization.
InternetRecruiting
Internetrecruitingisbecomingmoreandmorepopularnowadaysbecausecompaniesandapplicantsfindtheapproachcheaperandfaster,andpotentiallymoreeffective.Avarietyofwebsitesareavailablewhereapplicantcansubmittheirresumesandpotentialemployerscancheckforqualifiedapplicants.Inthefuture,software-trackingsystemscancomparethejobrequirementswiththeskillsandexperiencesofapplicants(Bargerstock,Swanson,1991).
2.2Selection
Selectionistheprocessbywhichanorganizationchoosesfromalistofapplicantsthepersonorpersonswhobestfillthevacancy(Spring,1990).
Theselectiondecisionisusuallyperceivedasaseriesofstepsthroughwhichapplicantspass.Ateachstep,moreapplicantsarescreenedoutbytheorganization,ormoreapplicantsacceptotherjoboffersanddropfromthelistofapplicants.Itisimportanttonotethatfeworganizationuseallsteps,fortheycanbetime-consumingandexpensive.Mostorganizationsuseanapplicationblankandinterview
TheprocessofselectionincludesPreliminaryScreening,EmploymentTests,employmentinterviews,personalitytests,ReferenceChecksandPhysicalExaminations.
Howanenterpriseselectpeoplethroughrecruitment?
(includingwhyandwhen)
Selectingrecruitingofficer
Aqualifiedrecruitingofficerneedgoodpersonalcharacterandaccomplishments,relevantexpertise,richexperienceandgoodabilitytoself-awareness,skilledabilityofusingvariousinterviewingtechniquesandunderstandingoforganizationalconditionsandjobrequirements.
Trainingrecruitingofficer
Fristly,duringtheinterview,officershouldavoidthoseproblemswhichdirectlydescribeinterviewee'sabilities,characteristics,personalityofthesubject,evenifaskedsuchquestions,itshouldcontinuetoasksomebehavioralquestionsfortheintervieweetocitesomespecificexamplestoprovetheiranswer.Andatthesametime,officeralsoshouldavoidaskingmultiple-choicequestions.Theseproblemsmaketheintervieweefeelthecorrectanswermustexistinseveraloptions,andthentheywillmakeguessesbasedontheinterviewer'sintent.Theseissuesshouldthereforebechangedtoopenproblemsandbehavioralproblems.
Secondly,duringtheinterview,inadditiontogoodandeffectiveuseofavarietyofissues,intervieweemustbeagoodlistener.Soinordertoachievepositiveandeffectivelistening,theyneedtotalkless,listenmore,goodatextracting,goodatsummary,removeallobstaclesandhavenopersonalbias.
Primaryselectionofcandidates'materials
Firstly,notifyingqualifiedcandidates:
1.Usingtactfultoneaspossible,notifyingcandidatesinanacceptableway.2,Avoidingtelephonenotification.3,t
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- managingHR 论文