人力資源管理者及競(jìng)爭(zhēng)優(yōu)勢(shì)課件

Chapter1

HumanResourceManagement

andCompetitiveAdvantage

人力資源管理與競(jìng)爭(zhēng)優(yōu)勢(shì)Chapter1

HumanResourceManagResourcesofanOrganization

組織來源Land土地Capital資金Equipment設(shè)備Labor勞動(dòng)力ResourcesofanOrganization

組TheEmploymentCycle

雇傭周期Pre-SelectionPhase篩選前階段SelectionPhase篩選階段Post-SelectionPhase篩選后階段TheEmploymentCycle

雇傭周期Pre-SPre-SelectionPhase

篩選前階段HumanResourcePlanning人力資源計(jì)劃JobAnalysis工作分析Pre-SelectionPhase

篩選前階段HumanHumanResourcePlanning

人力資源計(jì)劃StrategicPlan策略計(jì)劃NumberofEmployeesTypesofEmployees雇員人數(shù)與類型DemandForecasting需求預(yù)測(cè)SupplyForecasting供給預(yù)測(cè)HumanResourcePlanning

人力資源計(jì)劃JobAnalysis

工作分析Gatheringjobinformation 收集工作信息Analyzingjobinformation 分析工作信息Documentingjobinformation 工作信息歸檔JobAnalysis

工作分析GatheringjobJobAnalysis

工作分析UsesofJobAnalysis工作分析的使用JobQualifications工作質(zhì)量SelectionTechniques篩選技巧TrainingPrograms培訓(xùn)方案PerformanceAppraisal績(jī)效評(píng)估PayRates支付比率ProductivityImprovementPrograms提高生產(chǎn)力方案JobAnalysis

工作分析UsesofJobJSelectionPhase

篩選階段Recruitment 招聘Selection 篩選SelectionPhase

篩選階段RecruitmenRecruitmentGoals

招聘目標(biāo)Suitablepoolofapplicants 適當(dāng)?shù)纳暾?qǐng)者人才庫Timely 時(shí)間性Costefficient 成本效用Legal 合法RecruitmentGoals

招聘目標(biāo)SuitableSelectionGoals

篩選目標(biāo)Accuratehiring. 準(zhǔn)確的雇傭Costefficient 成本效用Legal 合法SelectionGoals

篩選目標(biāo)AccuratehPost-SelectionPhase

篩選后階段Traininganddevelopment 培訓(xùn)與發(fā)展Performanceappraisal 績(jī)效評(píng)估Compensation 薪酬福利Productivityimprovementprograms 提高生產(chǎn)力方案Post-SelectionPhase

篩選后階段TraiTrainingandDevelopment

培訓(xùn)與發(fā)展Training currentjobs培訓(xùn)當(dāng)前工作Development futurejobs發(fā)展未來工作TrainingandDevelopment

培訓(xùn)與發(fā)展TrainingandDevelopmentGoals

培訓(xùn)與發(fā)展目標(biāo)Improveorganizationalperformance 改進(jìn)組織績(jī)效Enhanceknowledgeandskilllevelsofemployees 提高雇員的知識(shí)和技能水平TrainingandDevelopmentGoalsPerformanceAppraisal

績(jī)效評(píng)估Jobperformancemeasurement 衡量工作績(jī)效Communication 溝通PerformanceAppraisal

績(jī)效評(píng)估JobPerformanceAppraisalGoals

績(jī)效評(píng)估目標(biāo)Continueappropriatebehaviors. 保持適當(dāng)行為Correctinappropriatebehaviors. 改變不正當(dāng)行為MakeHRM-relateddecisions. 指定與人力資源管理有關(guān)的政策PerformanceAppraisalGoals

績(jī)效Compensation

薪酬P(guān)ay薪金Wages工資Salaries薪水Benefits福利Healthinsurance健康保險(xiǎn)Employeediscounts雇員貼現(xiàn)Other其他Compensation

薪酬P(guān)ay薪金CompensationGoals

薪酬目標(biāo)Establishcompetentandloyalworkforce. 建立有能力及忠誠的工作力量Maintaincompetentandloyalworkforce. 保持有能力及忠誠的工作力量Controlcosts. 控制成本CompensationGoals

薪酬目標(biāo)EstabliProductivityImprovementPrograms

提高生產(chǎn)力方案Tiejobbehaviorstorewards 約束工作行為直至獎(jiǎng)勵(lì)Rewards 獎(jiǎng)勵(lì)financial物質(zhì)non-financial非物質(zhì)ProductivityImprovementProgrProductivityImprovementProgramGoals

提高生產(chǎn)力方案目標(biāo)Motivateemployees. 激勵(lì)雇員Improveproductivity. 提高生產(chǎn)力ProductivityImprovementProgrExternalInfluencesonHRM

人力資源管理的外部影響Legal&Environmental法律與環(huán)境WorkplaceJustice工作場(chǎng)所公平性Unions工會(huì)Safety&Health安全與健康HRM人力資源管理International國際化ExternalInfluencesonHRM

人力資Social,Economic,andTechnological

InfluencesonHRMPractices

社會(huì)經(jīng)濟(jì)與技術(shù)對(duì)人力資源管理的影響Culturaldiversity 文化差異Workandfamily 工作與家庭Part-time/temporaryemployees 臨時(shí)/記時(shí)工Quality 質(zhì)量Teamwork 團(tuán)隊(duì)Mergersandtakeovers 兼并與接管Downsizingandlayoffs 精簡(jiǎn)與裁員Technology 技術(shù)Continuousqualityimprovement 質(zhì)量持續(xù)改進(jìn)Illiteracy 文盲Social,Economic,andTechnoloWhoisResponsibleforHRM?

誰對(duì)人力資源管理負(fù)責(zé)HRProfessionals人力資源專業(yè)人員LineManagers基層管理者WhoisResponsibleforHRM?

誰對(duì)HRProfessionals’Responsibilities

人力資源專業(yè)人員的職責(zé)EstablishHRMprocedures 建立人力資源管理程序Develop/chooseHRMmethods 開發(fā)/選擇人力資源管理方法Monitor/evaluateHRMpractices 監(jiān)督/評(píng)價(jià)人力資源管理實(shí)務(wù)Advise/assistmanagersonHRM-relatedactivities 建議/協(xié)助管理者與人力資源管理有關(guān)的活動(dòng)HRProfessionals’ResponsibiliLineManagers’Responsibilities

基層管理者的職責(zé)ImplementHRMpractices 實(shí)施人力資源實(shí)務(wù)ProvideinputforHRMpractices 對(duì)人力資源實(shí)務(wù)的投入LineManagers’ResponsibilitieHRMConductedbyLineManagers

由基層管理者實(shí)施的人力資源管理Interviewjobapplicants 面試工作申請(qǐng)者Provideorientation,coaching,&OJT 提供定向工作，指導(dǎo)，及在職培訓(xùn)Evaluatejobperformance 評(píng)估工作績(jī)效Recommendpayincreases 建議增加工資Disciplineemployees 對(duì)雇員紀(jì)律約束Investigateaccidents 對(duì)事故進(jìn)行調(diào)查Settlegrievanceissues 解決投訴事宜HRMConductedbyLineManagersCompetitiveAdvantage

競(jìng)爭(zhēng)優(yōu)勢(shì)Superiormarketplacepositionrelativetocompetition 獲得市場(chǎng)優(yōu)先地位與競(jìng)爭(zhēng)相關(guān)CompetitiveAdvantage

競(jìng)爭(zhēng)優(yōu)勢(shì)SupeHowCanYouGainCompetitiveAdvantage?

如何贏得競(jìng)爭(zhēng)優(yōu)勢(shì)Costleadership 成本領(lǐng)先Productdifferentiation 產(chǎn)品差異HowCanYouGainCompetitiveACostLeadership

成本領(lǐng)先Providesameservicesorproductsascompetitorsbutatalowercost. 以低成本提供與競(jìng)爭(zhēng)對(duì)手同樣的服務(wù)或產(chǎn)品CostLeadership

成本領(lǐng)先ProvidesaCostLeadership.

成本領(lǐng)先#ofunitsproduced生產(chǎn)的單位數(shù)量totalcostofproduction生產(chǎn)總成本CostLeadership.

成本領(lǐng)先#ofunitFiveStrategiestoImproveProductivity

提高生產(chǎn)力的5個(gè)策略Increaseoutputfasterthaninputs. 增加產(chǎn)出快于投入Increaseoutputwhileholdinginputstable. 保持投入穩(wěn)定的同時(shí)增加產(chǎn)出Decreaseinputsfasterthanoutput. 降低投入快于產(chǎn)出Maintainoutputwithreducedinputs. 保持產(chǎn)出穩(wěn)定的同時(shí)降低投入Increaseoutputwithreducedinputs. 增加產(chǎn)出，降低投入FiveStrategiestoImproveProProductDifferentiation

產(chǎn)品差異Produceaproductorservicethatispreferredbybuyers. 生產(chǎn)出顧客喜好的產(chǎn)品或服務(wù)ProductDifferentiation

產(chǎn)品差異PrFourWaystoAchieveProductDifferentiation

達(dá)到產(chǎn)品差異的4個(gè)方法Createabetterqualityproduct/service. 提供優(yōu)質(zhì)的產(chǎn)品/服務(wù)Provideinnovativeproducts/services. 對(duì)產(chǎn)品/服務(wù)進(jìn)行創(chuàng)新Chooseasuperiorlocation. 選擇有優(yōu)勢(shì)的區(qū)域Promoteuniquenessofproduct/service. 獨(dú)特的產(chǎn)品/服務(wù)促銷FourWaystoAchieveProductDHRMPracticesandCompetitiveAdvantage

人力資源管理實(shí)務(wù)與競(jìng)爭(zhēng)優(yōu)勢(shì)Directpath直接途徑(x------>z)immediateimpactoncompetitiveadvantage 直接影響競(jìng)爭(zhēng)優(yōu)勢(shì)Indirectpath間接途徑(x------>y------>z)causescertainoutcomeswhichcreatecompetitiveadvantage 通過一定的產(chǎn)出提高競(jìng)爭(zhēng)優(yōu)勢(shì)HRMPracticesandCompetitiveRestaurantA: helpwantedadscost=$75/hire餐廳A通過廣告招聘成本=75美金/每人 RestaurantB: employeereferralcost=$10/hire餐廳B 員工介紹成本=10美金/每人Restaurant餐廳Sales/Day日銷售額Price/Unit單位價(jià)格Cost/Unit單位成本TotalRevenue總收益AB$1000$1000$1.00$1.00$.75$.50$250$500RestaurantA: helpwantedadIndirectImpactofHRMonCompetitiveAdvantage

競(jìng)爭(zhēng)優(yōu)勢(shì)對(duì)人力資源管理的間接影響HRMPractices人力資源管理實(shí)務(wù)Employee-CenteredOutcomes以雇員為中心的結(jié)果Organization-CenteredOutcomes以組織為中心的結(jié)果CompetitiveAdvantage競(jìng)爭(zhēng)優(yōu)勢(shì)IndirectImpactofHRMonCompEmployee-CenteredOutcomes

以雇員為中心的結(jié)果Competence能力knowledge,skills,andabilities 知識(shí)，技能和能力Motivation激勵(lì)willingnesstoexerteffort 愿意付出努力Work-relatedattitudes工作態(tài)度jobsatisfaction工作滿意organizationalcommitment組織承諾organizationalcitizenship組織榮譽(yù)感Employee-CenteredOutcomes

以雇員JobSatisfaction

工作滿意Favorablenessofemployeeattitudestowardtheirjob 雇員對(duì)工作稱贊的態(tài)度JobSatisfaction

工作滿意FavorableOrganizationalCommitment

組織承諾Relativestrengthofanindividual’sidentificationwithandinvolvementinaparticularorganization 在特定組織中，對(duì)一個(gè)個(gè)體的認(rèn)同感和參與感的相對(duì)強(qiáng)度OrganizationalCommitment

組織承諾OrganizationalCitizenship

組織榮譽(yù)感Willingnessofemployeestoengageinbehaviorsthathelptheorganizationachieveitsgoals

雇員的行為會(huì)自發(fā)地幫助組織完成其目標(biāo)OrganizationalCitizenship

組織榮HRMPracticesthatAffectEmployeeCompetence

人力資源管理實(shí)務(wù)影響雇員能力EmployeeCompetence雇員能力Recruitment招聘Selection篩選Training培訓(xùn)PerformanceAppraisal績(jī)效評(píng)估Compensation能力HRMPracticesthatAffectEmplHRMPracticesthatAffectEmployeeMotivation人力資源管理實(shí)務(wù)影響對(duì)雇員的激勵(lì)EmployeeMotivation雇員激勵(lì)Selection篩選ProductivityImprovementPrograms提高生產(chǎn)力方案HRMPracticesthatAffectEmplOrganization-CenteredOutcomes

以組織為中心的結(jié)果Output 產(chǎn)出Retention 保持LegalCompliance 依法服從CompanyReputation 公司信譽(yù)Organization-CenteredOutcomesHowEmployeeOutcomesAffectOrganizationOutcomes

雇員的工作成果然后影響組織結(jié)果Employeeswith雇員與其positivejobattitudes 積極的工作態(tài)度whoarecompetent 勝任程度whoaremotivated 受激勵(lì)Leadstoorganizationswith:導(dǎo)致組織的

quantity產(chǎn)量

quality質(zhì)量

turnover營業(yè)額

HRM-relatedlawsuits 與人力資源管理相關(guān)的法律訴訟

Companyreputation 公司信譽(yù)HowEmployeeOutcomesAffectOWhyHRMisaSustainableCompetitiveAdvantage

為什么人力資源管理是

持續(xù)不變的競(jìng)爭(zhēng)優(yōu)勢(shì)lessvisible---moredifficulttoimitate 無形的-很難模仿hardertoimitateanHRM

system

thanasinglepractice 比起單一的實(shí)際情況更難模仿一個(gè)人力資源管理系統(tǒng)WhyHRMisaSustainableCompeHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantage人力資源管理與競(jìng)爭(zhēng)優(yōu)勢(shì)HRPlanningRecruitmentWorkplac人力資源計(jì)劃工作分析招聘篩選工作場(chǎng)所公平性工會(huì)安全與健康國際化能力激勵(lì)工作態(tài)度產(chǎn)出保持依法服從公司形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/發(fā)展績(jī)效評(píng)估薪酬提高勞動(dòng)力HRMandCompetitiveAdvantage人力資源管理與競(jìng)爭(zhēng)優(yōu)勢(shì)人力資源計(jì)劃招聘工作場(chǎng)所公平性能力產(chǎn)出成本培訓(xùn)/發(fā)展HRMChapter2

第二章

UnderstandingtheLegalandEnvironmentalContextofHRM

了解人力資源管理的法令及環(huán)境Chapter2

第二章

UnderstandingthHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantageHRM及其競(jìng)爭(zhēng)優(yōu)勢(shì)HRPlanningRecruitmentWorkplacHR計(jì)劃工作分析招聘篩選工作場(chǎng)所法規(guī)工會(huì)安全和健康國際化勝任能力動(dòng)機(jī)工作態(tài)度產(chǎn)出持續(xù)力合法性企業(yè)形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/開發(fā)績(jī)效評(píng)估薪酬提高生產(chǎn)力方案HRM及其競(jìng)爭(zhēng)優(yōu)勢(shì)HR計(jì)劃招聘篩選工作場(chǎng)所法規(guī)勝任能力產(chǎn)出成本培訓(xùn)/開發(fā)HRLinkingLegalCompliancetoCompetitiveAdvantage

將法律依從同競(jìng)爭(zhēng)優(yōu)勢(shì)連接在一起LegalCompliance法律依從PerceivedFairProcesses理解公平過程EnhancedCompanyReputation加強(qiáng)公司信譽(yù)MinimizeLitigation使訴訟最小化LowerTurnover降低周轉(zhuǎn)AttractHigh-QualityApplicants吸引高質(zhì)量的申請(qǐng)人RetainHigh-PerformingEmployees保留高績(jī)效員工LowerCosts降低成本IncreasedEmployeeCompetence提高員工勝任能力CompetitiveAdvantage競(jìng)爭(zhēng)優(yōu)勢(shì)LinkingLegalCompliancetoCoEqualEmploymentOpportunity

公平就業(yè)機(jī)會(huì)Protectedclassifications

被保護(hù)類別race種族color人種religion宗教sex性別nationalorigin國籍a(chǎn)ge年齡disability能力歧視EqualEmploymentOpportunity

公EqualEmploymentOpportunity

公平就業(yè)機(jī)會(huì)ProtectedGroups被保護(hù)的群體subcategoriesofpeoplewithineachprotectedclassification被保護(hù)類別下人員范疇Example:“male”and“female”areprotectedgroupswithintheprotectedclassificationof“sex”例:“男”和“女”就是“性別”被保護(hù)類別下的被保護(hù)群體EqualEmploymentOpportunity

公MajorEEOLaws

主要的EEO法律CivilRightsActof1964(TitleVII)1964年的公民權(quán)利法案(第7版)CivilRightsActof19911991年的公民權(quán)利法案PregnancyDiscriminationActof19781978年的懷孕歧視法案ImmigrationandReformControlActof19861986年的移民和改革控制法案AgeDiscriminationinEmploymentActof19671967年的工作年齡歧視法案AmericanswithDisabilitiesActof19901990年的美國身心障礙者法案MajorEEOLaws

主要的EEO法律CivilRCivilRightsActof1964(TitleVII)

1964年的公民權(quán)利法案(第7版)Prohibitsdiscriminationbasedonrace,color,religion,nationalorigin,andsex

禁止種族、人種、宗教、國籍和性別歧視Coversemployerswith15ormoreworkerswhoworkforatleast20weeks/year

覆蓋15個(gè)或更多每年至少工作20周的工人Remediesincludelegalcostsandbackpay

補(bǔ)償包括法律費(fèi)用和欠薪CivilRightsActof1964(TitlCivilRightsActof1991

1991年的公民權(quán)利法案Punitiveandcompensatorydamagespossible(cappedat$50,000to$100,000dependingonfirmsize)

可能對(duì)破壞進(jìn)行懲罰和補(bǔ)償（根據(jù)公司規(guī)模在$50,000到$100,000間）Mixed-motivedecisionsunlawful

混合動(dòng)機(jī)決策違法partly“l(fā)egitimate,”partlydiscriminatory

一半“合法”，一半歧視CivilRightsActof1991

1991年P(guān)regnancyDiscriminationActof1978

1978年的懷孕歧視法案Prohibitsdiscriminationagainstwomenbasedonpregnancy,childbirth,orrelatedmedicalconditions

禁止對(duì)婦女在懷孕、孩子出生或相關(guān)醫(yī)療條件下的歧視Pregnancy-relatedconditionmustbetreatedsameasanytemporarydisability

對(duì)待懷孕情況必須同任何短期不能工作一樣PregnancyDiscriminationActoImmigrationReformandControlActof1986

1986年移民改革及控制法案Prohibitsdiscriminationbasedonnationaloriginandcitizenship

禁止對(duì)國籍和公民權(quán)進(jìn)行歧視Coversemployerswithfourormoreemployees

適用于4個(gè)或4個(gè)以上的員工Unlawfultoknowinglyhireanunauthorizedalien

故意古雇傭非授權(quán)外國人是非法的ImmigrationReformandControlAgeDiscriminationActof1967

1967年年齡歧視法案Prohibitsdiscriminationagainstworkersaged40andabove

禁止對(duì)年齡40和40以上的工人進(jìn)行歧視Coversemployerswith20ormoreemployees

適用于20或20以上的員工AgeDiscriminationActof1967TheAmericanswithDisabilitiesActof1990(TitleI)

1990年美國身心障礙者法案（第1版）Prohibitsdiscriminationagainstthosewithdisabilities

禁止對(duì)那些有身心障礙的人進(jìn)行歧視Coversemployerswith15ormoreworkers

適用于15或15個(gè)以上的工人Physicalormentalimpairment

身體或大腦的傷害“substantiallylimits”“大體上的限制”“majorlifeactivities”“主要的生活活動(dòng)”Reasonableaccommodation合理的設(shè)備“unduehardship”“過度困難”TheAmericanswithDisabilitie

DisparateTreatment差別對(duì)待intentionaldiscriminationexample:femalestreateddifferentlyfrommales故意歧視舉例：對(duì)待婦女同男性不一樣Females婦女Males男性DisparateintentionaldiscrDisparateImpact

差別影響unintentionaldiscriminationexample:arbitraryselectionpracticefavorsGroupAoverB&C非故意歧視舉例：隨意任選計(jì)劃支持組A多于組B和組CDisparateImpact

差別影響unintentiDiscriminationandtheCourts

歧視和法庭primafacie案件第一審Rebuttal駁回Plaintiff原告Defendant被告DiscriminationandtheCourts

EstablishingaPrimaFacieCase

建立一個(gè)案件第一審Companypolicy

公司政策Discriminatoryremarks

歧視言論TheMcDonnell-DouglasTestMcDonnell-Douglas考試Thefour-fifthsrule

五分之四法則EstablishingaPrimaFacieCasRebuttingDiscriminatoryRemarks

駁回歧視言論Claimtheremarkswerenotmade

聲明沒提出言論Claimtheremarkshadnobearingontheemploymentdecision

聲明言論對(duì)工作決策沒有影響Claimtheremarksweremadebysomeonewhohadnoinfluenceonthehiringdecision

聲明言論由一些對(duì)雇傭決策沒有影響的人做出

RebuttingDiscriminatoryRemarMcDonnell-DouglasTest

McDonnell-Douglas測(cè)試Belongstotheprotectedgroupinquestion

屬于上述的被保護(hù)群組Hasappliedforandisqualifiedforthejobforwhichtheemployerwasseekingapplicants

適用并合適于那些顧主尋求申請(qǐng)人的工作Wasrejected

被拒絕Afterrejection,thepositionremainedopenorwasfilledbysomeonewhowasnotamemberofthatprotectedgroup

拒絕后，位置保留空缺或由一些不屬于被保護(hù)群組的成員填充McDonnell-DouglasTest

McDonnRebuttingtheMcDonnell-DouglasTest

駁回McDonnell-Douglas測(cè)試Showthattheemploymentdecisionwasbasedonlegitimate,nondiscriminatoryreasons

顯示雇傭決策基于合法、非歧視原因RebuttingtheMcDonnell-DouglaTheFour-FifthsRule

五分之四法則WhiteMales 100 70 .70白皮膚男性BlackMales 40 20 .50黑皮膚男性.50/.70=.71whichis<.80,thereforeprimafaciecase.50/.70=.71它<.80,因此案件第一審Groups群組TotalApplicants所有申請(qǐng)者#Selected被選PassingRate通過率TheFour-FifthsRule

五分之四法則WhiRebuttingtheFour-FifthsRule

駁回五分之四法則Demonstratethattheprocedureinquestionisabusinessnecessity

示范上述程序是業(yè)務(wù)必須RebuttingtheFour-FifthsRuleBonaFideOccupationalQualification

BonaFide職業(yè)資格Allornearlyall

所有或接近所有Authenticity

真實(shí)性Propriety

規(guī)矩Safety安全BonaFideOccupationalQualifiWhenSeveralSelectionDevicesAreUsed

使用幾種選擇輔助時(shí)WhenSeveralSelectionDevicesEEOvs.AffirmativeAction

公平就業(yè)與肯定行動(dòng)的對(duì)比EEO

AffirmativeAction肯定行動(dòng)“ColorBlind”色盲的“ColorConscious”有色意識(shí)的EEOvs.AffirmativeAction

公平就IsAffirmativeAction

LegallyMandated?

肯定行動(dòng)是合法委任嗎？Onlyinsomecases

僅僅在一些案例中Mandatoryforfederalgovernmentcontractors

聯(lián)邦政府承辦人要求強(qiáng)制的Mandatorywhencourtorderedasapartofasettlement

當(dāng)法院命令作為決定的一部分時(shí)強(qiáng)制IsAffirmativeAction

LegallyWhyImplementVoluntary

AffirmativeAction?

為什么自愿實(shí)施肯定行動(dòng)Attractandretainalargerandbetterpoolofapplicants

吸引和留住更多更好的人才Avoiddiscriminationlawsuits

避免歧視控訴事件Improvethefirm’sreputationwithinthecommunityanditscustomerbase

增進(jìn)公司在社區(qū)和客戶中的聲望WhyImplementVoluntary

AffirStepstoImplementanAffirmativeActionProgram

步入肯定行動(dòng)計(jì)劃實(shí)施1. Conductautilizationanalysis

進(jìn)行聘用率分析2.Developanaffirmativeactionplan

開發(fā)肯定行動(dòng)計(jì)劃StepstoImplementanAffirmat1.ConductaUtilizationAnalysis進(jìn)行聘用率分析Hispanics 10 20 under

utilization西班牙的低聘用率Females 30 50 under utilization婦女低聘用率

Groups群組%Employees雇員%%InLaborMarket占勞動(dòng)力市場(chǎng)%Utilization聘用率1.ConductaUtilizationAnaly2.DevelopanAffirmativeActionPlan開發(fā)肯定行動(dòng)計(jì)劃Hispanics 10 15% expand 5years recruiting西班牙的

5年15%招聘擴(kuò)大Females 30 45% review 5years promotion proced.婦女5年45%回顧招聘程序 Groups群組%Employees雇員%Goals目標(biāo)ActionPlan行動(dòng)計(jì)劃2.DevelopanAffirmativeActiThreeElementsofanAffirmativeActionPlan

肯定行動(dòng)計(jì)劃3個(gè)基礎(chǔ)Goals

目標(biāo)Timetables

時(shí)間表Actionsteps

行動(dòng)步驟ThreeElementsofanAffirmatiMatchAffirmativeActionto

SeverityofUnderutilization

使肯定行動(dòng)適合低聘用率的嚴(yán)格性MatchAffirmativeActionto

SWhenisPreferentialTreatmentLegal?

何時(shí)優(yōu)惠待遇是合法的?Remedialpurpose

補(bǔ)救目的Necessaryforgoalachievement

對(duì)實(shí)現(xiàn)目標(biāo)有必要Morethanprotectedgroupstatusconsidered

不僅考慮被保護(hù)群組的狀況Temporary

暫時(shí)Reasonablegoals

合理的目標(biāo)Doesn’tunjustlyburdennonminorities

不會(huì)造成非少數(shù)人的負(fù)擔(dān)Applicantmustmeetminimumquals.

申請(qǐng)者必須符合最低資格WhenisPreferentialTreatmentEnvironmentalIssuesintheWorkplace

工作場(chǎng)所的環(huán)境問題Culturaldiversity

文化差異Thechangingnatureofwork

工作的變化性質(zhì)Mergersandtakeovers

并購與接管Corporatedownsizing

公司裁員Totalqualitymanagement

全面質(zhì)量管理EnvironmentalIssuesintheWoChangingWorkforceDemographics

改變勞動(dòng)力人口統(tǒng)計(jì)MoreAfrican-Americans

更多的非洲美國人MoreHispanics

更多的拉丁美洲人MoreAsianandPacificIslanders

更多的亞洲和太平洋島民Moreolderworkers

更多的老年工人Moredualincome,single-parent,&familiesdealingwitheldercare

更多的雙重收入、單親和涉及照顧老人的家庭ChangingWorkforceDemographicCulturalDiversity:AStrategicAdvantage?

文化差異：策略優(yōu)勢(shì)嗎？Attractalargerandbetterpoolofapplicants

吸引更多更好的人才Newideas/approaches

新觀念/方法CulturalDiversity:AStrategManagingCulturalDiversity

管理文化差異Diversitytraining

多元化培訓(xùn)Breakingthe“glassceiling”

打破“玻璃天花板”Meetingtheneedsofolderemployees

滿足年長(zhǎng)雇員的需求Implementingworkandfamilyprograms

實(shí)施工作和家庭計(jì)劃ManagingCulturalDiversity

管理DiversityTraining

多元化培訓(xùn)Canbeeffectiveinovercomingbiases

可以有效地跨越偏見PotentialEEOliability

潛在的EEO傾向DiversityTraining

多元化培訓(xùn)CanbeBreakingthe“GlassCeiling”

打破“玻璃天花板”Womenandminoritieshavefailedtoreachhighestlevelsofmanagement.

婦女和少數(shù)人在達(dá)到最高管理層時(shí)失敗Overcomingthe“glassceiling”

跨越“玻璃天花板”Training培訓(xùn)Careercounseling職業(yè)生涯個(gè)別輔導(dǎo)Mentoring良師益友Promotionprocedures晉升程序Breakingthe“GlassCeiling”

打MeetingtheNeedsofOlderEmployees

滿足年長(zhǎng)雇員的需求Redesignjobstocompensateforhearingandvisionloss.

重新設(shè)計(jì)工作以補(bǔ)償聽力和視力的損失Reassignolderworkerstootherjobs.

將年長(zhǎng)工人重新分配到其他的工作MeetingtheNeedsofOlderEmpImplementingWorkandFamilyPrograms

實(shí)施工作和家庭計(jì)劃Workingathome(telecommuting)

在家工作（電訊聯(lián)絡(luò)）Flextime

彈性時(shí)間Jobsharing

工作分享ImplementingWorkandFamilyPChangingNatureofWork

工作的變化性質(zhì)Manufacturing制造Service服務(wù)ChangingNatureofWork

工作的變化性MergersandTakeovers:Consequences

并購和接管：結(jié)果Increasedvoluntaryturnover

增加自愿接管Riseinorganizationalconflict

增加組織內(nèi)部沖突MergersandTakeovers:ConseqWhySoManyCompaniesareDownsizing

為什么這么多的公司裁員Declineorcrisisinthefirm

公司衰落或危機(jī)Technologicaladvances

科技提升Organizationalrestructuring

公司重整WhySoManyCompaniesareDownImpactsofDownsizing

裁員的影響Oftenfailtoachieveeconomicgoals

通常在實(shí)現(xiàn)經(jīng)濟(jì)目標(biāo)時(shí)失敗Loweremployeeloyaltyandmorale

降低員工的忠誠度和士氣ImpactsofDownsizing

裁員的影響OftAlternativestoLayoffs

裁員的方法Hiringfreeze 凍結(jié)招聘Restrictovertime 限制加班Retrain/redeploy 重新培訓(xùn)/布署Usepart-timers 使用臨時(shí)工Usejobsharing 工作分配Useconsultants 使用顧問

Unpaidvacations 無薪假期Shorterworkweek 減少工作周數(shù)Payreductions 減少薪資Sabbaticals 休假一年Earlyretirement 提前退休AlternativestoLayoffs

裁員的方法HChapter3

第三章

PlanningforHumanResources

人力資源規(guī)劃Chapter3

第三章

PlanningforHuHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantageHRPlanningRecruitmentWorkplacHR計(jì)劃工作分析招聘篩選工作場(chǎng)所法規(guī)工會(huì)安全和健康國際化勝任能力動(dòng)機(jī)工作態(tài)度產(chǎn)出持續(xù)力合法性企業(yè)形象成本領(lǐng)導(dǎo)產(chǎn)品差異培訓(xùn)/開發(fā)績(jī)效評(píng)估薪酬提高生產(chǎn)力方案HRM及其競(jìng)爭(zhēng)優(yōu)勢(shì)HR計(jì)劃招聘篩選工作場(chǎng)所法規(guī)勝任能力產(chǎn)出成本培訓(xùn)/開發(fā)HRLinkingHRPlanningPracticestoCompetitiveAdvantage

人力資源規(guī)劃實(shí)踐與競(jìng)爭(zhēng)優(yōu)勢(shì)相結(jié)合EffectiveHRPlanning有效的HR規(guī)劃EmployeeMovementsInto,Within,andOutOfOrganizationAreSmooth/LessDisruptive雇員的進(jìn)入、離開和公司內(nèi)部移動(dòng)是平穩(wěn)的很少敵對(duì)的SoundHRMDecisionMaking合理的HRM決策制訂TransitionCostsAreMinimized過度成本最小化SelectHigh-QualityApplicants挑選高質(zhì)量的申請(qǐng)人RetainHigh-PerformingEmployees保持高績(jī)效的雇員LowerCosts降低成本IncreasedEmployeeCompetence提高雇員的勝任能力CompetitiveAdvantage競(jìng)爭(zhēng)優(yōu)勢(shì)LinkingHRPlanningPracticesHumanResourcePlanning

人力資源規(guī)劃“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions”識(shí)別和反應(yīng)公司需求將新的方針、系統(tǒng)和計(jì)劃制成圖表保證在變化的情況下有效的人力資源管理的過程HumanResourcePlanning

人力資源規(guī)劃ObjectivesofHumanResourcePlanning

人力資源規(guī)劃的目標(biāo)EnableorganizationstoanticipatetheirfutureHRMneeds

使公司可以預(yù)見未來的HRM需求Toidentifypracticesthatwillhelpthemmeetthoseneeds

識(shí)別可以幫助他們滿足這些需求的實(shí)踐活動(dòng)ObjectivesofHumanResourcePBenefitsofHRPlanning

人力資源計(jì)劃的利益Aidsinplanningjobassignments

規(guī)劃工作分配的助手Helpscopewithfluctuationsinstaffing

幫助處理員工配備中的動(dòng)搖Identifiesrecruitingneeds

識(shí)別招聘需求Providesotherusefulinformation

提供其他的有用信息BenefitsofHRPlanning

人力資源計(jì)劃StrategicPlanning

策略性規(guī)劃Determinetheorganizationalmission.

確定公司的使命Scantheorganizationalenvironment.

審視公司環(huán)境Setstrategicgoals.

設(shè)立策略性目標(biāo)Formulateastrategicplan.

制訂策略性計(jì)劃StrategicPlanning

策略性規(guī)劃DetermStep1:DeterminetheOrganizationalMission

第一：確定公司使命Missionstatement

使命聲明organization’soverallpurpose

公司的總體目的basicbusinessscopeandoperations

基本業(yè)務(wù)范圍和運(yùn)作Answerquestions

回答問題Whydoesourorganizationexist?

我們公司存在的原因Whatuniquecontributionscanitmake?

它能做出什么樣的貢獻(xiàn)Step1:DeterminetheOrganizStep2:ScantheOrganizationalEnvironment

第二：審視公司環(huán)境ExternalEnvironment

外部環(huán)境Political政治Legal法律Economic經(jīng)濟(jì)Social社會(huì)Technological科技Industry行業(yè)InternalEnvironment內(nèi)部環(huán)境Organizationculture組織文化Structure結(jié)構(gòu)Currentmission當(dāng)前使命Pasthistory過去歷史Layersofmanagement管理層次Spanofcontrol控制跨距KSAsofemployees員工的知識(shí)、技巧和能力Step2:ScantheOrganizationStep3:SetStrategicGoals

第三：設(shè)立策略性目標(biāo)Desiredoutcomestoaccomplishmission

完成使命的理想結(jié)果Specific

明確的Challenging

挑戰(zhàn)的Measurable

可衡量的Step3:SetStrategicGoals

第FormulateaStrategicPlan

制訂策略性計(jì)劃Coursesofactiontomeetstrategicgoals

行動(dòng)路線符合策略性目標(biāo)Specifiesfunctionalordepartmentalgoals

明確的功能性或部門的目標(biāo)FormulateaStrategicPlan

制訂策HumanResourcePlanning

人力資源規(guī)劃gettingtherightpeople

attherightplaceattherighttime在適當(dāng)?shù)臅r(shí)間、適當(dāng)?shù)牡攸c(diǎn)獲得適當(dāng)?shù)娜藛THumanResourcePlanning

人力資源規(guī)劃HumanResourcePlanning

人力資源規(guī)劃Demand需求Supply供應(yīng)Gap?HRNeeds間斷人力資源需求HumanResourcePlanning

人力資源規(guī)劃DemandForecasting

需求預(yù)測(cè)Statisticalapproaches

統(tǒng)計(jì)方法Judgmentalmethods

判斷辦法DemandForecasting

需求預(yù)測(cè)StatistStatisticalApproachestoDemandForecasting

需求預(yù)測(cè)的統(tǒng)計(jì)方法Trendanalysis趨勢(shì)分析Ratioanalysis比率分析Regressionanalysis回歸分析StatisticalApproachestoDemaTrendAnalysis

趨勢(shì)分析Sales1200014500132001910022000銷售#ofEmps. 300393342511 650員工數(shù)1992 1993199419951996TrendAnalysis

趨勢(shì)分析Sales12RatioAnalysis

比率分析#patients病人=100#nurses護(hù)士=25patient病人/nurse護(hù)士ratio比率=4/1Ifthereare315patients,howmanynursesareneeded?如果有315個(gè)病人，需要多少護(hù)士？RatioAnalysis

比率分析#patientsRegressionAnalysis

回歸分析#Employees雇員數(shù)#Customers顧客數(shù) 50 100 1507550250RegressionAnalysis

回歸分析#EmplWhenAreStatisticalApproachestoDemandForecastingAppropriate?

統(tǒng)計(jì)方法何時(shí)適合需求預(yù)測(cè)？Stableenvironment穩(wěn)定的環(huán)境Businessfactorcanbepredictedwithsomeaccuracy

業(yè)務(wù)因素可以被有一些準(zhǔn)確地預(yù)知Therelationshipbetweenworkforcesizeandbusinessfactorremainsconstantovertime

勞動(dòng)力范圍和業(yè)務(wù)因素的關(guān)系長(zhǎng)期保持一致WhenAreStatisticalApproacheJudgmentalMethodsofDemandForecasting

需求預(yù)測(cè)的判斷辦法Groupbrainstorming

群組腦筋激蕩法Salesforceestimates

銷售人員預(yù)估法JudgmentalMethodsofDemandFStepstoSupplyForecasting

步入供給預(yù)測(cè)Grouppositionsbytitle,function,andlevelofresponsibility

用職稱、職能和責(zé)任水平進(jìn)行職位編組Estimatewithineachjobgrouphowmanyofcurrentemployeesremain,movetoanotherposition,orleavetheorganization

預(yù)估在每個(gè)工作組中的現(xiàn)有員工中多少個(gè)保留、移向其他位置或離開公司StepstoSupplyForecasting

步入EmployeeFlowsinanOrganization

公司中的員工流動(dòng)ExternalRecruits外部招聘Recalls招回Quits辭職Retirements退休Deaths死亡Layoffs裁員Promotions晉升demotions降級(jí)internaltransfers內(nèi)部轉(zhuǎn)換EmployeeFlowsinanOrganizatForecastingLaborSupply

預(yù)測(cè)勞動(dòng)力供給BeginningInventory125開始清單 -Quits辭職 5-Retirements退休 2-DemotionsOut降級(jí)離去 1Total總計(jì) 117 +TransfersIn調(diào)入 3 +PromotionsIn晉升 2ForecastedInternalSupply122內(nèi)部供給預(yù)測(cè) ForecastingLaborSupply

預(yù)測(cè)勞動(dòng)力DealingwithanOversupplyofPersonnel

人員供給過剩處理Freezehiring

凍結(jié)雇傭Restrictovertime

限制超時(shí)Retrain/redeploy

重新培訓(xùn)/調(diào)動(dòng)Switchtopart-timeemployees

轉(zhuǎn)成兼職員工Useunpaidvacations

采用無薪休假 Useashorterworkweek

采用縮短的工作周Usepayreductions

采用減少工資Usesabbaticals

采用周期性休息Encourageearlyretirements

鼓勵(lì)提前退休DealingwithanOversupplyofDealingwithanUndersupplyofPersonnel

人員供給不足處理Hireadditionalworkers

雇傭另外的工人Improveproductivitythroughtraining

通過培訓(xùn)提高生產(chǎn)力Useovertime

采用超時(shí)Addadditionalshifts

增加另外的班次Reassignjobs

重新分配工作Usetemporaryworkers

使用短期工人Improveretention

改善留置率DealingwithanUndersupplyofHumanResourceInformationSystem

人力資源信息系統(tǒng)Record,store,manipulate,andcommunicate

記錄、保存、操作和溝通Informationacrosswidegeographicboundaries

跨越廣泛地理邊界的信息Accesstomanyusers

訪問很多用戶HumanResourceInformationSysTypicalJobInformationinanHRIS

人力資源信息系統(tǒng)中的典型工作信息JobInformation工作信息

positiontitle位置職稱#ofcurrentvacancies當(dāng)前空缺數(shù)qualificationsneeded所需資格placeincareerladder職業(yè)生