Human Resource Management管理學(xué)

1、. 作為世界上最著名的計(jì)算機(jī)軟件公司，微軟研究院在人力資源管理方作為世界上最著名的計(jì)算機(jī)軟件公司，微軟研究院在人力資源管理方面有很多獨(dú)到之處，摘錄幾點(diǎn)如下：面有很多獨(dú)到之處，摘錄幾點(diǎn)如下：1 1、引導(dǎo)，但不控制、引導(dǎo)，但不控制 研究院研究的項(xiàng)目、細(xì)節(jié)、方法、成敗，都由研究員自己來(lái)決定。對(duì)研究院研究的項(xiàng)目、細(xì)節(jié)、方法、成敗，都由研究員自己來(lái)決定。對(duì)于細(xì)節(jié)，領(lǐng)導(dǎo)層可以提出自己的意見(jiàn)，但決定權(quán)在研究員手中。研究于細(xì)節(jié)，領(lǐng)導(dǎo)層可以提出自己的意見(jiàn)，但決定權(quán)在研究員手中。研究員在研發(fā)過(guò)程中得到領(lǐng)導(dǎo)層的全力支持，即使領(lǐng)導(dǎo)層并不認(rèn)同他們的員在研發(fā)過(guò)程中得到領(lǐng)導(dǎo)層的全力支持，即使領(lǐng)導(dǎo)層并不認(rèn)同他們的決定。決定。

2、2 2、自由、真誠(chéng)、平等、自由、真誠(chéng)、平等 微軟研究院不允許官僚作風(fēng)、傲慢作風(fēng)和明爭(zhēng)暗斗的存在，鼓勵(lì)不同微軟研究院不允許官僚作風(fēng)、傲慢作風(fēng)和明爭(zhēng)暗斗的存在，鼓勵(lì)不同資歷、級(jí)別的員工互信、互助、互重，每一員工都能夠?qū)θ魏稳颂岢鲑Y歷、級(jí)別的員工互信、互助、互重，每一員工都能夠?qū)θ魏稳颂岢鏊南敕ā＞退闶桥u(píng)、爭(zhēng)論，也是在互信、互助、建設(shè)性的前提下他的想法。就算是批評(píng)、爭(zhēng)論，也是在互信、互助、建設(shè)性的前提下做出的。做出的。3 3、員工的滿(mǎn)足、員工的滿(mǎn)足 A. A.豐富的研究資源。用公司的雄厚資本，讓每一個(gè)研究員沒(méi)有后顧之憂(yōu)，豐富的研究資源。用公司的雄厚資本，讓每一個(gè)研究員沒(méi)有后顧之憂(yōu)，能夠全心全意地

3、做研究。這種資源包括計(jì)算機(jī)、軟件、儀器、實(shí)驗(yàn)，能夠全心全意地做研究。這種資源包括計(jì)算機(jī)、軟件、儀器、實(shí)驗(yàn)，還包括足夠的經(jīng)費(fèi)去出國(guó)開(kāi)會(huì)、考察或回校學(xué)習(xí)。微軟深知研究員更還包括足夠的經(jīng)費(fèi)去出國(guó)開(kāi)會(huì)、考察或回校學(xué)習(xí)。微軟深知研究員更希望全神貫注地做他熱愛(ài)的研究，而不必做他不熱衷也不專(zhuān)長(zhǎng)的工作，希望全神貫注地做他熱愛(ài)的研究，而不必做他不熱衷也不專(zhuān)長(zhǎng)的工作，所以，微軟研究院雇用了多名技術(shù)支持行政助理、圖書(shū)管理員、數(shù)據(jù)所以，微軟研究院雇用了多名技術(shù)支持行政助理、圖書(shū)管理員、數(shù)據(jù)搜索員等來(lái)支持研究員的工作。搜索員等來(lái)支持研究員的工作。Lead-in Case.B.B.研究隊(duì)伍：一個(gè)研究隊(duì)伍，除了數(shù)名研究員之

4、外，還有多名副研究（類(lèi)似研究隊(duì)伍：一個(gè)研究隊(duì)伍，除了數(shù)名研究員之外，還有多名副研究（類(lèi)似博士后）、實(shí)習(xí)生、開(kāi)發(fā)人員和訪(fǎng)問(wèn)學(xué)者。這樣一個(gè)多元的隊(duì)伍能夠很博士后）、實(shí)習(xí)生、開(kāi)發(fā)人員和訪(fǎng)問(wèn)學(xué)者。這樣一個(gè)多元的隊(duì)伍能夠很快地做出成果?？斓刈龀龀晒?。C.C.學(xué)術(shù)界的認(rèn)可。有了開(kāi)放的環(huán)境，員工不必?fù)?dān)心因公司把他們的重大發(fā)明學(xué)術(shù)界的認(rèn)可。有了開(kāi)放的環(huán)境，員工不必?fù)?dān)心因公司把他們的重大發(fā)明變?yōu)楣緳C(jī)密，而喪夫了與國(guó)外學(xué)者交流，或被認(rèn)可（獲得論文獎(jiǎng)）的變?yōu)楣緳C(jī)密，而喪夫了與國(guó)外學(xué)者交流，或被認(rèn)可（獲得論文獎(jiǎng)）的機(jī)會(huì)。機(jī)會(huì)。4 4、發(fā)掘人才、發(fā)掘人才 人才在信息社會(huì)中的價(jià)值，遠(yuǎn)遠(yuǎn)超過(guò)在工業(yè)社會(huì)中。發(fā)掘人才的方法

5、：人才在信息社會(huì)中的價(jià)值，遠(yuǎn)遠(yuǎn)超過(guò)在工業(yè)社會(huì)中。發(fā)掘人才的方法：找出有杰出成果的領(lǐng)導(dǎo)者。這些領(lǐng)導(dǎo)者，有些是著名的專(zhuān)家，但有時(shí)候找出有杰出成果的領(lǐng)導(dǎo)者。這些領(lǐng)導(dǎo)者，有些是著名的專(zhuān)家，但有時(shí)候最最有能力的人不一定是最有名的人。只要他們申請(qǐng)工作，微軟都會(huì)花很多有能力的人不一定是最有名的人。只要他們申請(qǐng)工作，微軟都會(huì)花很多的的時(shí)間去理解他們的工作，并游說(shuō)他們考慮到微軟研究院工作。時(shí)間去理解他們的工作，并游說(shuō)他們考慮到微軟研究院工作。找出最有潛力的人?；谥袊?guó)年輕人（如應(yīng)屆碩士或博士生）的聰明才找出最有潛力的人?；谥袊?guó)年輕人（如應(yīng)屆碩士或博士生）的聰明才智、智、基礎(chǔ)和創(chuàng)造力，微軟專(zhuān)門(mén)成立了中國(guó)研究院，

6、在中國(guó)尋找專(zhuān)家，尋找潛基礎(chǔ)和創(chuàng)造力，微軟專(zhuān)門(mén)成立了中國(guó)研究院，在中國(guó)尋找專(zhuān)家，尋找潛力。力。.5 5、吸引、留住人才、吸引、留住人才 微軟認(rèn)為，每一個(gè)人都應(yīng)該得到適當(dāng)?shù)拇?，但是除了提供有?jìng)爭(zhēng)微軟認(rèn)為，每一個(gè)人都應(yīng)該得到適當(dāng)?shù)拇?，但是除了提供有?jìng)爭(zhēng)性的的待遇之外，微軟更重視研究的環(huán)境。微軟為研發(fā)人員開(kāi)辟的性的的待遇之外，微軟更重視研究的環(huán)境。微軟為研發(fā)人員開(kāi)辟的環(huán)境極富吸引力，如：最佳的研究隊(duì)伍和開(kāi)放、平等的環(huán)境，讓每環(huán)境極富吸引力，如：最佳的研究隊(duì)伍和開(kāi)放、平等的環(huán)境，讓每個(gè)人都能得到支持，在緊隨公司的大方向的同時(shí)，仍有足夠的空間個(gè)人都能得到支持，在緊隨公司的大方向的同時(shí)，仍有足夠的空間及

7、自由去發(fā)展自己的才能，追求自己的夢(mèng)想。及自由去發(fā)展自己的才能，追求自己的夢(mèng)想。 所以，微軟認(rèn)為，如果只是用高的待遇，或許可以吸引到一些人，所以，微軟認(rèn)為，如果只是用高的待遇，或許可以吸引到一些人，但只有一個(gè)特別吸引人的環(huán)境，才能吸引到并且長(zhǎng)期留住所有最佳但只有一個(gè)特別吸引人的環(huán)境，才能吸引到并且長(zhǎng)期留住所有最佳的人才。的人才。思考題：1、微軟研究院在人力資源管理的獨(dú)到之處的核心是什么？2、如果你是微軟研究院在中國(guó)分部的人力資源主管，你將在 哪些方面加強(qiáng)人力資源開(kāi)發(fā)與管理工作？.Why Human Resource Management Is Important?Why Human Resour

8、ce Management Is Important?1.The influence of HRM An organizations human resources can be a significant source of competitive advantage. HRM practices have been found to have a significant impact on organizational performance2.High-performance work practices lead to both high individual and high org

9、anizational performance Improve the knowledge，skills，and abilities of an organizations employees Increase their motivation，reduce loafing on the job Enhance the retention of quality employees while encouraging low performers to leave.Some examples are listed Selfmanaged teams Decentralized decision

10、making Training programs to develop knowledge， skills，and abilities Flexible job assignment Open communication Performancebased compensation Staffing based on person-job and person-organization fit.The Human Resource Management ProcessThe Human Resource Management ProcesslHuman resource management p

11、rocess consists of eight activities necessary for staffing the organization and sustaining high employee performance. lThe first three activities ensure that competent employees are identified and selected; lthe next two involve providing employees with up-to-date knowledge and skills; land the fina

12、l three ensure that the organization retains competent and high-performing employees.Employee Labor UnionsA labor union is an organization that represents workers and seeks to protect their interests through collective bargaining.In unionized organizations, many HRM decisions are regulated by the te

13、rms of collective agreements, which usually define such things as recruitment sources; criteria for hiring, promotions, and layoffs; training eligibility; and disciplinary practices.Governmental Laws and RegulationsHRM practices are governed by a countrys laws, which vary from country to country. Wi

14、thin countries, there are state or provincial and local regulations that also impact specific practices. Trying to balance the “shoulds and should-nots” of many of these laws often falls within the realm of affirmative action (Programs that enhance the organizational status of members of protected g

15、roups).Demographic Trends.有人把組織人員劃分五個(gè)級(jí)別：有人把組織人員劃分五個(gè)級(jí)別：人渣人渣-副作用副作用人員人員-零作用零作用人手人手-只起幫手作用（正作用）只起幫手作用（正作用）人才人才-主動(dòng)性、創(chuàng)造性、獨(dú)立性和責(zé)任感的人主動(dòng)性、創(chuàng)造性、獨(dú)立性和責(zé)任感的人 人物人物-有思想、懂戰(zhàn)略、有影響力的人才有思想、懂戰(zhàn)略、有影響力的人才 .Human Resource (HR) Planning人力資源管理規(guī)劃-The process by which managers ensure that they have the right number and kinds of p

16、eople in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.-Helps avoid sudden talent shortages and surpluses Steps in HR planning:Assessing current human resourcesAssessing future needs for human resourcesDeveloping a program to meet tho

17、se future needs.Why do we need job analysis?-Human Resource Inventory人力資源調(diào)查Current Assessment Requires conducting interviews, engaging in direct observation and collecting the self-reports of employees and their managers-Job Analysis 職務(wù)分析A review of the current make-up of the organizations current r

18、esource status.An assessment that defines a job and the behaviors necessary to perform the job(Knowledge, skills, and abilitiesKSAs ).what the job holder does (job duties)how it is done (includes work conditions, tools， materials, and equipment etc), and why it is done-Job Description 職務(wù)說(shuō)明書(shū)A written

19、 statement of-Job Specification 職務(wù)規(guī)范A written statement of the minimum qualifications that a person must possess to perform a given job successfully Includes a list of skills, abilities, and credentialsneeded to perform the job.Behavioral descriptors 行為方面的描述-the nature of the job-職務(wù)說(shuō)明書(shū) Job descripti

20、on is a detailed summary of a jobs tasks, duties, and responsibilities.Ability descriptors 能力方面的描述-the requirements of the job-職務(wù)規(guī)范 Job specification lists the worker characteristics (KSAs) needed to perform the job successfully.Meeting Future Human Resource NeedsForecast demand for products and ser

21、vicesAvailability of knowledge, skills, and abilities.Supply of EmployeesDemand of EmployeesFactors Affecting Staffing Strategic Goals.Recruitment and Decruitment-Recruitment 招聘The process of locating, identifying, and attracting capable applicants to an organization.The process of reducing a surplu

22、s of employees in the workforce of an organization.-Decruitment 解聘E-recruiting 電子招聘 Recruiting employees through the InternetOrganizational web sitesOnline recruiters.Major Sources of Potential Job Candidates.互聯(lián)網(wǎng)招聘網(wǎng)站 百度人才同城 中國(guó)專(zhuān)業(yè)人才招聘網(wǎng)校園招聘 .The decruitment options.SelectionSelection.What is selection?

23、Definition: Screening job applicants to ensure that the most appropriate candidates are hired.Selection is an exercise in prediction. It seeks to predict which applicants will be sucessful if hired.What Do We Measure?Our ideas:KnowledgeSkillAbility -cognitive(認(rèn)知） -physicalPersonalityVocational inter

24、estsLife history.Four possible outcomes of selection decision.Important concepts in selectionAny selection device that a manager uses should demonstrate validity and reliability.Validity: The proven relationship that exists between a selection device and some relevant criterion.Reliability: The abil

25、ity of a selection device to measure the same thing consistently.Measuring ValidityValidity deals with issues of:uWhether the test is an adequate of the characteristic it supposedly measuresuWhether inferences and actions based on test scores are appropriate.Measuring ReliabilityTest-Retest-examines

26、 the consistency of a test over timeInter-rater-examines consistency across ratersInternal consistency-examines the extent to which all items on a test measure the same construct.Types of Selection Devices1.Application forms2.Written tests It includes tests of intelligence,aptitude,ability and inter

27、est. Today ,personality,behavioral, and aptitude assessment tests are popular among business.3.Performance-simulation tests It is made up of actual job behaviors. Work sampling and Assessment centers4.Interviews5.Background investigations Two types: verifications of application data and reference ch

28、ecks6.Physical Examination p331 strengths and weaknesses of those selections devices .What Works Best and When? To increase job satisfaction among employees and reduce turnover(員工流失率), we need take some method. Realistic job preview(RJP): A preview of a job that provides both positive and negative i

29、nformation about the job and the company.(真實(shí)工作預(yù)覽)An RJP provides the applicant with an accurate description of the job and the work environment. .Orientation & Training.Orientation introducing a new employee to his or her job and the organization.Two types of orientationWork unit orientation Org

30、anization orientation .Work unit orientation 對(duì)工作單位的上崗培訓(xùn)lWork unit orientation familiarizes the employees with the goals of the work unit, clarifies how his or her job contributes to the units goals, and includes an introduction to his or her new co-workers.使新員工了解工作單位的目標(biāo)，使之清楚他的職務(wù)是如何為單位目標(biāo)的實(shí)現(xiàn)做出貢獻(xiàn)的，同時(shí)也將

31、他介紹給現(xiàn)在的同事們。Organization orientation 對(duì)組織的上崗培訓(xùn)lOrganization orientation informs the new employee about the companys goals, history, philosophy, procedures, and rules. It should also include relevant human-resource policies and maybe even a tour of the facilities.使新員工了解組織的目標(biāo)、歷史、經(jīng)營(yíng)宗旨和程序規(guī)則等，其中應(yīng)當(dāng)包括有關(guān)的人事政策

32、和福利，或者讓新員工參觀組織的工作設(shè)施。.u安排新員工參觀辦公樓或廠(chǎng)房u敢看描述組織歷史的影片u與人力資源部門(mén)的代表進(jìn)行短時(shí)間的座談u 由單位中資格較老的一位同事帶他參觀復(fù)印室、咖啡廳、休息室、餐廳及其他設(shè)施。 Successful orientationan outsider-insider transition that makes the new member feel comfortable and fairly well adjustedlowers the likelihood of poor work performancereduce the probability of a

33、surprise resignation by the new employee only a week or two in the job.Back.IBM的管理培訓(xùn) 1全面塑造新員工的培訓(xùn) 新員工進(jìn)入IBM以后，首先要進(jìn)行個(gè)月的集中培訓(xùn)，培訓(xùn)內(nèi)容包括IBM的發(fā)展歷史、規(guī)章制度、技術(shù)和產(chǎn)品工藝、工作規(guī)范和工作技巧。培訓(xùn)采用課堂授課和實(shí)地練習(xí)兩種形式。培訓(xùn)結(jié)束后進(jìn)行考核，合格者獲得結(jié)業(yè)證明，不合格者則被淘汰。4個(gè)月后，受訓(xùn)者有了一個(gè)IBM員工的基本概念。但是，要成為IBM的正式員工，還要經(jīng)過(guò)一年的實(shí)習(xí)。實(shí)習(xí)期間公司給每個(gè)新員工派一位“師傅”，一對(duì)一地進(jìn)行教學(xué)。實(shí)習(xí)期間，要定期向人力資源部和新員

34、工所在部門(mén)反饋實(shí)習(xí)情況。實(shí)習(xí)結(jié)束后員工要做工作計(jì)劃和個(gè)人發(fā)展計(jì)劃，提出繼續(xù)做現(xiàn)在崗位工作的深入計(jì)劃或變換崗位的計(jì)劃以及職業(yè)生涯發(fā)展計(jì)劃。 2制度化的老員工培訓(xùn) IBM注重在職員工的培訓(xùn)，公司制定了非常完備的員工培訓(xùn)制度和實(shí)施計(jì)劃。培訓(xùn)形式除傳統(tǒng)的教師培訓(xùn)外，廣泛采用網(wǎng)上培訓(xùn)。IBM建立了自己的網(wǎng)上大學(xué)，員工可以根據(jù)自己的時(shí)間情況隨時(shí)安排學(xué)習(xí)，這解決了他們的學(xué)習(xí)培訓(xùn)與現(xiàn)實(shí)工作的矛盾沖突。課程形式既有教材學(xué)習(xí)，也有真實(shí)或虛擬項(xiàng)目的訓(xùn)練，均有較強(qiáng)的實(shí)用性。 IBM提倡員工邊工作邊學(xué)習(xí)，或者在業(yè)余時(shí)間參加各類(lèi)課程學(xué)習(xí)，以提高工作效率和個(gè)人發(fā)展?jié)摿?。員工可以提出自己需要去參加哪些內(nèi)容培訓(xùn)，只要與工作有關(guān)

35、、合理，公司一般都會(huì)同意并給予經(jīng)費(fèi)。這就有效地兼顧了企業(yè)和員工兩個(gè)方面的培訓(xùn)需要。3選拔和培養(yǎng)管理層的培訓(xùn) IBM公司非常重視“接班人”的培養(yǎng)，通過(guò)工作崗位輪換等方式來(lái)鍛煉和選拔管理者的候選人。確認(rèn)了合格的人員后，IBM公司會(huì)加以任命，使其有機(jī)會(huì)在管理工作實(shí)踐中得到鍛煉，上一級(jí)管理者與人力資源部門(mén)則負(fù)責(zé)對(duì)任職者的資格水平進(jìn)行檢驗(yàn)和有效的工作評(píng)估，優(yōu)勝劣汰，整個(gè)過(guò)程則是公司與未來(lái)管理層雙方之間互相審視適應(yīng)性的過(guò)程。.Major types of training.Most popular types: sexual harassment, safety, management skills an

36、d development, and supervisory skills. For some organization, employee interpersonal skills training is a high priority.Employee interpersonal skills training communication, conflict resolution, team building, customer service, and so forth.Traditional Training MethodslOn-the-jobEmployees learn how

37、to tasks simply by performing them, usually after an initial introduction to the task.lJob rotationEmployees work at different jobs in a particular area, getting exposure to a variety of tasks.lMentoring and coachingEmployees work with an experienced worker who provides information, support, and enc

38、ouragement; also called an apprentice in certain industries.lExperiential exercisesEmployees participate in role playing, simulations, or other face-to-face types of training.lClassroom lecturesEmployees attend lectures designed to convey specific information.Technology-Based Training MethodslCD-ROM

39、/DVD/videotapes/audiotapesEmployees listen to or watch selected media that convey information or demonstrate certain techniques.lVideoconferencing/teleconferencing/satellite TVEmployees listen to or participate as information is conveyed or techniques demonstrated.lE-learningInternet-based learning

40、where employees participate in multimedia simulations or other interactive modules.Team 5Employee Performance Management; compensation and Benefits; Career Development.EMPLOYEE PERFORMANCE MANAGEMENT員工績(jī)效管理員工績(jī)效管理 Performance management system 績(jī)效管理系統(tǒng)績(jī)效管理系統(tǒng): establishes performance standards that are u

41、sed to evaluate employee performance Performance appraisal 績(jī)效評(píng)估績(jī)效評(píng)估: a formal, structured system for measuring, evaluating, an employees job-related attributes, behavior, and outcomes.The Significance of Performance AppraisalThe Significance of Performance AppraisalFor EmployeesFor Employees a. Unde

42、rstand more clearly about their own duties, tasks and requirements. b. Understand more about what the organization expects from them and their future goals for achieving high performance. c. Employees who are performing well can receive formal recognition （認(rèn)可） for their performance. d. To provide Em

43、ployees with the opportunity to participate in performance appraisal. For OrganizationFor Organization a. To provide the supervisor with a means of identifying the strengths and weaknesses of an employees performance. b. To provide a format enabling managers and employees to jointly establish future

44、 development and growth plan for the employees. c. To establish a communication channel between managers and employees. d. To express what managers wish to expect from employees.Performance Appraisal MethodsPerformance Appraisal MethodsWritten essaysWritten essays（書(shū)面描述法）（書(shū)面描述法） through a written des

45、cription of an employees strengths and weakness, past performance, and potential and suggestions for improvementCritical IncidentsCritical Incidents ( (關(guān)鍵事件法關(guān)鍵事件法) ) Focus on the critical job behaviors that separate effective from ineffective job performanceGraphic Rating ScalesGraphic Rating Scales

46、（評(píng)分表法）（評(píng)分表法） Using a rating scale on a set of performance factors Behaviorally Anchored Rating ScalesBehaviorally Anchored Rating Scales（行為定位分析法）（行為定位分析法） Using a rating scale on examples of actual job behavior Multiperson ComparisonsMultiperson Comparisons（多人比較法）（多人比較法） Comparing it with others per

47、formance ObjectivesObjectives（目標(biāo)管理法）（目標(biāo)管理法）MBO in Chapter 7MBO in Chapter 7 With MBO, employees are evaluated by how well they accomplished specific goals that has been established by them and their manager. 360Degree Feedback360Degree Feedback （360360度反饋表）度反饋表） Using feedback from supervisors, empl

48、oyees and co-parison.COMPENSATION AND BENEFITSCOMPENSATION AND BENEFITS薪酬與福利薪酬與福利 Why need we to develop an effective and appropriate compensation system? It can help attract and retain competent and talented individuals who help the organization accomplish its mission and goals. It has been shown t

49、o have an impact on its strategic performance. Organizational compensationOrganizational compensation it can include many different types of rewards and benefits such as base wages and salaries, wage and salary add-ons, incentive payments, and other benefits and services.Factors that influence compe

50、nsation and benefitLevel of compensation and benefitsEmployees tenure and performanceKind of job performedKind of businessUnionization Labor or capital intensiveManagement philosophyGeographical location Company profitability Size of company. Skill-based pay systemsSkill-based pay systems基于技能的薪酬方案基于

51、技能的薪酬方案It rewards employees for the job skills and competencies they can demonstrate.It seems to be more successful in manu7facturing organizations than in service organizations and organizations pursuing technical innovation.Under this type of pay system, an employees job title doesnt define his or

52、 her pay category; skills do. Variable pay systemsVariable pay systems浮動(dòng)工資方案浮動(dòng)工資方案 An individuals compensation is contingent on performance.An individuals compensation is contingent on performance.Career Development Career Development 職業(yè)發(fā)展職業(yè)發(fā)展CareerCareer : the sequence of positions held by a person

53、 during his or : the sequence of positions held by a person during his or her lifetimes.her lifetimes. Formerly Career developmentFormerly Career development is the way for organizations a. to help employees advance their work lives within a specific organization. b. to provide employees the informa

54、tion, assessment, and training needed to help them realize their career goals. c. to attract and retain highly talented people. NowNow The individual, not the organization, is responsible for designing, guiding, and developing his or her own career. .You and Your Career TodayYou and Your Career Toda

55、y career choice career choice 職業(yè)選擇職業(yè)選擇 the factors for Chinese studentsthe factors for Chinese students工資福利（工資福利（21.0221.02）自我價(jià)值的實(shí)現(xiàn)（自我價(jià)值的實(shí)現(xiàn)（19.2119.21）、）、專(zhuān)業(yè)及個(gè)人興趣（專(zhuān)業(yè)及個(gè)人興趣（19.4519.45）、）、工作環(huán)境（工作環(huán)境（14.6314.63）、）、背景變量（背景變量（7.937.93）、）、社會(huì)需要（社會(huì)需要（7.207.20）、）、工作穩(wěn)定性（工作穩(wěn)定性（6.256.25）、）、社會(huì)地位（社會(huì)地位（4.314.31）. A g

56、ood career matchA good career match is one in which you are ableis one in which you are able to develop a positive self-concept to do work that you think is important to lead the kind of life you desire. suggestions for a successful management career:suggestions for a successful management career:De

57、velop a net work 發(fā)展關(guān)系網(wǎng)Continue upgrading your skills 持續(xù)革新你的技能Consider lateral career moves 考慮橫行發(fā)展Stay mobile 保持流動(dòng)性Support your boss 支持你的上司Find a mentor 找個(gè)指導(dǎo)者Dont stay too long in your first job 不要在最初工作上停留太久Stay visible 保持可見(jiàn)度Gain control of organizational resources 獲得對(duì)組織資源的控制Learn the power structure

58、 了解權(quán)利結(jié)構(gòu)Present the right image 展示正確形象Do good work 做好工作Select your first job judiciously 審慎選擇第一項(xiàng)工作.PART 6Current Issues in Human Resource ManagementIncluding:Managing downsizing 精簡(jiǎn)機(jī)構(gòu)的管理Workforce diversity 勞動(dòng)力多元化Sexual harassment 性騷擾Work-life balance 工作與生活平衡Controlling HR costs 人力資源成本的控制.Managing Down

59、sizing 精簡(jiǎn)機(jī)構(gòu)的管理Downsizing: It is the planned elimination of jobs in an organization.Ways to manage:1、When an organization has too many employeeswhich can happen when its faced with declining market share, grown too aggressively, or been poorly managedone option for improving profits is by eliminating

60、 some of those excess workers.2、Open and honest communication is critical.3、To help survivors cope, managers might want to provide counselors for employees to talk to, hold group discussions, and communicate to them how important they are.Workforce diversity 勞動(dòng)力多元化Ways to managing:1. Recruitment 招聘 To i