商業(yè)英語入門chapter5副本公開課一等獎市賽課一等獎?wù)n件

HumanResourcesManagementLearningObjectivesDefinethehumanresources.Describehumanresourcemanagementprocess.DefiningHRPeoplewhoworkinanorganizationandtheirrelationshipwiththatorganization.

Otherexpressions:PersonnelEmployeesAssociatesManpowerLaborforceWorkforceHRisavaluableandreplaceableresource.WHATISHUMANRESOURCESMANAGEMENTThehumanresourcesmanagement(HRM)processisanongoingprocedurethattriestokeeptheorganizationsuppliedwiththerightpeopleintherightpositions.Itincludessuchbasicactivitiesashumanresourceplanning,recruitment,selection,socialization,traininganddevelopment,performanceappraisal,promotions,transfer,demotions,separations,andcompensation.Humanresourceplanningisdesignedtoensurethatpersonalneedwillbeconstantlyandappropriatelymet.Recruitmentisconcernedwithdevelopingapoolofjobcandidateinlinewiththehumanresourceplan.Selectioninvolvesusingapplicationforms,resumes,interviews,employmentandskillstests,andreferencecheckstoevaluateandscreenjobcandidatesforthemanagerswhowillultimatelyselectandhireacandidate.Socializationororientationisdesignedtohelptheselectedindividualsfitsmoothlyintotheorganization.Traininganddevelopmentarebothaimedatincreasingemployees’abilitiestocontributetoorganizationaleffectiveness.Performanceappraisal,whichincludesbothinformalperformanceappraisalandformalsystematicappraisal,comparesanindividual’sjobperformancewithstandardsorobjectivesdevelopedfortheindividual’sposition.HUMANRESOURCEPLANNINGFourbasicaspectsPlanningforfutureneedbydecidingnowhowmanypeoplewithwhatskillstheorganizationwillneed.Planningforfuturebalancebycomparingthenumberofneededemployeeswiththenumberofpresentemployeeswhocanbeexpectedtostaywiththeorganization.Planningforrecruitingorlayingoffemployees.Planningforthedevelopmentofemployeestoensuretheorganizationhasasteadysupplyofexperiencedandcapablepersonnel.Tobeeffective,themanagersofahumanresourceprogrammusthaveconsidertwomajorfactors:Theorganization’shumanresourceneedTheeconomicenvironmentofthefutureHUMANRESOURCEPLANNING

3RsTherightnumberandkindsofpeopleIntherightplacesAttherighttimesCurrentAssessmentJobanalysisJobdescriptionJobspecification

The

procedurefordeterminingthedutiesandskillrequirementsofajobandthekindofpersonwhoshouldbehiredforit.JobAnalysis

Alistofajob’sduties,responsibilities,reportingrelationships,workingconditions,andsupervisoryresponsibilities—oneproductofajobanalysis.JobdescriptionAlistofajob’s“humanrequirements,”thatis,therequisiteeducation,skills,personality,andsoon—anotherproductofajobanalysis.JobSpecificationOnthebasisofitsestimateoftotalrevenue,managerscanattempttoestablishthenumberandmixofemployeesneededtoreachthatrevenue.

FutureAssessmentManagersshouldestimateHRshortages-bothinnumberandintype-andtohighlightareasinwhichtheorganizationwillbeunderstaffedoroverstaffed.DevelopingaFutureProgramItisnousedoingwhatyoulike;youhavegottolikewhatyoudo.

–WinstonChurchillEveryman'swork,whetheritbeliteratureormusicorpicturesorarchitectureoranythingelse,isalwaysaportraitofhimself.--SamuelBertlerRECRUITMENTThepurposeistoprovideagroupofcandidatesthatislargeenoughtoletmanagersselectthequalifiedemployeestheyneed.Jobanalysisisanearlystepintherecruitmentprocess.Ajobdescriptionliststheobjectives,responsibilities,maintasksofthejob,theconditionunderwhichthejobistobedone,anditsrelationshiptootherjobs.Thehiringspecificationdefinesthespecificskills,education,experience,andqualificationthatanindividualmusthaveinordertoperformeffectivelyintheposition.HIRINGFROMOUTSIDE

TherearemanysourcesfromwhichemployeescanbeacquiredfromoutsideEducationalinstitutionsEmploymentagenciesJobadvertisementsBusinessrivalsDownsizingmarketchangesforeigncompetitionmergerstheoveralldeclineinmanymanufacturingindustriesReasonsforDownsizingItseekstopredictwhichapplicantswillbesuccessfulifhired.“Successful”meansperformingwellonthecriteriatheorganizationusestoevaluateemployees.SelectionSELECTIONPROCESSItbeginswithreadingjobapplicationsandresumesfromapplicants,Throughtwotypesofdocuments,thefirmgettheapplicants’personaldata(name,sex,age,etc.),informationabouttheireducationandworkexperienceandpersonalexperienceTheApplicationFormsWrittenTestsTheInterviewPerformance-SimulationTestsBackgroundInvestigationsPhysicalExaminationTypesofSelectionDevicesFORMALINTERVIEWTheinterviewerasksquestionsinspreparedformattosolicitspecificinformation.Thefirmmayalsoasktheapplicantstotakeaphysicalexamination.Whenanapplicantsatisfiesalltherequirementsofthejob,thefirmwillmakethefinalhiringdecision.HowtoPrepareforaJobInterviewDosomebasicresearchThinkaheadaboutquestionsBolsteryourconfidencePolishyourinterviewstylePlantolookgoodBereadywhenyouarrivePlantolookgoodStandupstraightCombyourhairGetridofyourgumDressconservatively,inadark,solidcolorNosmokingPlantolookgoodGoodgrooming:clothescleanandunwrinkled,shoesunscuffedandwellshined,hairneatlystyledandcombed,fingernailclean,breathfresh.SmileatappropriatemomentsIntroductiontohisorherjobandtheorganization.OrientationMajorObjectivesofOrientationtoreducetheinitialanxietyallnewemployeesfeelastheybeginanewjob;tofamiliarizenewemployeeswiththejob,theworkunit,andtheorganizationasawhole;tofacilitatetheoutsider-insidertransition.

joborientationworkunitorientationorganizationorientationTypesofOrientation

Thenewemployee’sspecificdutiesandresponsibilitiesareclarifiedHowhisorherperformancewillbeevaluatedJobOrientation

familiarizestheemployeewiththegoalsoftheworkunit,clarifieshowhisjobcontributestotheunit’sgoals,includesanintroductiontohisnewco-workers.WorkUnitOrientationItinformsthenewemployeeabouttheorganization’sobjectives,history,philosophy,procedures,rules,andrelevantpersonnelpoliciesandbenefits.OrganizationOrientationHIRINGFROMWITHINTHROUGHPROMOTIONORTRANSFERManyfirmshaveapolicyofrecruitingorpromotingfromwithinexceptinveryexceptionalcircumstances.ThispolicyhasthreemajoradvantagesIndividualsrecruitedfromwithinarealreadyfamiliarwiththeorganizationanditsmembers,andthisknowledgeincreasesthelikelihoodtheywillsucceed.Apromotion-from-withinpolicyfostersloyaltyandinspiresgreatereffortamongorganizationmembers.Itisusuallylessexpensivetorecruitorpromotefromwithinthantohirefromoutsidetheorganization.DiscussionWhenemployees“givenotice”,inwhatordershouldthecompanycarryoutthefollowingsteps?A.Eitherhireajobagency,oradvertisethevacancyB.EstablishwhetherthereisaninternalcandidatewhocouldbepromotedtothejobC.Examinethejobdescriptionforthepost,toseewhetheritneedstobechanged(orindeed,whetherthepostneedstobefilled)D.FollowupthereferencesofcandidateswhoseeminterestingDiscussionE.Invitetheshort-listedcandidatesforaninterviewF.MakeafinalselectionG.Receiveapplications,curriculavitaeandcoveringletters,andmakeapreliminaryselection(ashort-list)H.TrytodiscoverwhythepersonhasresignedI.WritetoalltheothercandidatestoinformthemthattheyhavebeenunsuccessfulDecidenottoreplacepersonbuttomodifyotherjobsDecidetoreplacepersonOfferthejobtotheinternalcandidatesandthinkaboutreplacingthispersonYesNoandDecidenottoreplacepersonbuttomodifyotherjobsDecidetoreplacepersonCHBAOfferthejobtotheinternalcandidatesandthinkaboutreplacingthispersonGDEFIYesNoandCurriculumVitaeorResumeCurriculumVitaeYOURNAMEYouraddressYourphonenumberYoure-mailaddressYourdateofbirthOBJECTIVEWORKEXPERIENCEorPROFESSIONALEXPERIENCEEDUCATIONorQUALIFICATIONSCOMPUTERSKILLSLANGUAGESHOBBIESANDINTERESTSREFERENCES(ortestimonials)Thefollowingpeoplecanprovidereferences:NotesonCVName:e.g.RobertLouisStevenson;orStevenson,RobertLouis;orSTEVENSON,RobertLouis.DateofBirth:writethemonth,e.g.11January1980Nationality:alwaysbeginwithacapitalletter.Canalsoaddmaritalstatus:SingleorMarried.Objective:e.g.Ajobininternationalmarketing;Marketingassistant;Accountmanager;Financialanalyst.NotesonCVWorkexperience:Givedates(monthsoryears)andnameofemployer(s).Putthemostrecentfirst.Bespecificaboutyourdutiesiftheyhaveanyrelevancetoabusinesscareer.Education:Listthisinreverseorder,e.g. 2023-7Master’sDegreeinInternationalManagement,BigtownUniversity,Bigtown(expecteddateofcompletionJune2023) 2023-6DegreeinBusinessAdministration,majoringinMarketing,SchoolofBusinessAdministrationandEconomics.NotesonCVComputerSkills:e.g. WorkingknowledgeofMicrosoftOffice,Excel,PowerPoint,andinternetsoftware.Languages:e.g.French(mothertongue),goodknowledgeofGermanandEnglish,elementaryknowledgeofSpanish. Or:….Hobbiesandinterests:Itispreferabletolisthobbiesthatdemonstratequalitiesthatarerelevanttothejobyouareseeking.References(orTestimonials):Thenameandaddresses(andphonenumbers,faxnumbersore-mailaddresses)oftworefereesareoftenrequired.Discussion

WomeninmanagementTherehasbeenasituationthatfewwomeninseniormanagerialpositions,why?Shouldthissituationchange?Ifso,doyouthinkitwillchange?How?When?Whatadvantagesanddisadvantageswouldalargerproportionofwomeninmanagementpositionsbringtobusinessingeneral?TRAININGANDDEVELOPMENTFourprocedurestodeterminethetrainingneedsofindividualsintheirorganizationorsubmit.PerformanceappraisalAnalysisofjobrequirementsOrganizationalanalysisEmployeesurveyTHEMETHODSOFTRAININGANDDEVELOPMENTOn-the-jobmethodOff-the-jobmethodManagementdevelopmentprograms

jobrotationunderstudyassignmentsrotation:n.輪換On-the-JobTrainingItinvolveslateraltransfersthatenableemployeestoworkatdifferentjobs.

lateral:adj.橫向旳JobRotationNewemployeesfrequentlylearntheirjobsbystudyingunderaseasonedveteran..

seasoned:adj.經(jīng)驗豐富旳

veteran:n.老手UnderstudyAssignmentsConclusionBothjobrotationandunderstudyassignmentsapplytothelearningoftechnicalskills.Interpersonalandproblem-solvingskillsareacquiredmoreeffectivelybytrainingthattakesplaceoffthejob.Off-the-JobTraining

classroomlecturesfilms&videossimulationexercisesvestibuletraining (技工訓(xùn)練)COMPENSATIONWageandsalaries:themonetaryformofcompensationgiventoafirm’semployeesfortheircontributions.Incentiveprograms:tohaveemployeesworkharderandbecomemoreproductive,incentiveprogramsofallsortshavebeenadoptedtolingabove-normalperformancewithadditionalincomeorrewards.Fringebenefits:arenotdirectlyrelatedwithworkperformance,butgivenasaresultofemployment.THEFOURC’SMODELFOREVALUATINGHUMANRESOURCESFourC’smodel:

CompetenceCommitmentCongruenceCosteffectivenessHOWTOKEEPEMPLOYEESMOTIVATEDSatisfyemployees’fundamentalneedsformaterialsurvivalJobenrichmentgivesworkersmoreauthorityinmakingdecisionsrelatedtoplanninganddoingtheirqualityofworkproduced,ormakingsuredeadlinesaremade.Jobenlargementincreasesthenumberoftasksworkersperformbyallowingthemtorotatepositionorbygivingthemresponsibilityfordoingseveraljobs.WhatisMotivation?theprocessesthataccountforanindividual’sintensity,direction,andpersistenceofefforttowardattainingagoal.TheoryXEmployeesinherentlydislikeworkand,wheneverpossible,willattempttoavoidit.Sinceemployeesdislikework,theymustbecoerced,controlled,orthreatenedwithpunishmenttoachievegoals.Employeeswillavoidresponsibilitiesandseekformaldirectionwheneverpossible.Mostworkersplacesecurityaboveallotherfactorsassociatedwithworkandwilldisplaylittleambition.TheoryYEmployeescanviewworkasbeingasnaturalasrestorplay.Peoplewillexerciseself-directionandself-controliftheyarecommittedtotheobjectives.Theaveragepersoncanlearntoaccept,evenseek,responsibility.Theabilitytomakeinnovativedecisionsiswidelydispersedthroughoutthepopulationandisnotnecessarilythesoleprovinceofthethoseinmanagementpositions.DiscussionJobsecurityAchallenging,interestingandcreativejobResponsibilityContactwithpeopleOpportunitiestotravelholidaysGoodadministrationandgoodlaborrelationsGoodworkingconditions:enoughspace,light,heatandtime,nottoomuchnoise,etc.Anadequatewageorsalary,andbenefitssuchaspaidholidays,sickpay,apension,etc.Whatkindofthingsmotivateyou?Whichofthefollowingfactorswillbeimportantforyouinyourchoiceofajob?Two-factortheory—FrederickHerzbergIntrinsicfactors,suchastheworkitself,responsibility,andachievementseemtoberelatedtojobsatisfaction.Extrinsicfactors,suchassupervision,companypolicies,andworkingconditionsareassociatedwithdissatisfaction.Two-factortheory—FrederickHerzbergHygienefactors—suchasqualityofsupervision,pay,companypolicies,physicalworkingconditions,relationswithothers,andjobsecurity—that,whenadequateinajob,placateworkers.Whenthesefactorsareadequate,peoplewillnotbedissatisfied.Two-factortheory—FrederickHerzbergMotivators—factorsassociatedwiththeworkitselfortooutcomesdirectlyderivedfromit,suchaspromotionalopportunities,opportunitiesforpersonalgrowth,recognition,responsibility,andachievementwillmotivatepeopleontheirjobs.CaseStudy—assignmentHowwouldyouattempttomotivatepeoplewiththefollowingpositions?Abusdriverinabigcity,whohastoworkirregularhours,includingearlymorning,eveningandnightshiftsAnursewhoworkswithseriouslyillchildrenAsalesrepresentativeforapharmaceuticalcompany,whovisitshospitalsanddoctorsAmanualworkerinthePrintingHouseatCambridgeUniversityPressBuildingsportsfacilitiesEstablishingaprofit-sharingprogramGivinglongerpaidholidaysGivingacompanycarOfferingcareertrainingOfferingearlyretirementPayinghighersalaryPayingproductivitybonusesReducingtheworkingweekSettingupanurseryforworkers’pre-schoolagechildrenSpendingsomemoneyondecoratingtheorganization’spremisesSubsidizingthestaffcanteenManagementbyObjectives(MBO)Aprogramthatencompassesspecificgoals,participativelyset,foranexplicittimeperiod,withfeedbackongoalprogress.emphasizesparticipativelysetgoalsthataretangible,verifiable,andmeasurable.Fouringredients:goalspecificityparticipativedecisionmakinganexplicittimeperiodperformancefeedbackEmployeeRecognitionProgramsNumerousformswhichusemultiplesourcesandrecognizebothindividualandgroupaccomplishments.CostslittleornomoneyTheuseofsuggestionsystemsEmployeeInvolvementProgramsAparticipativeprocessthatusestheentirecapacityofemployeesandisdesignedtoencourageincreasedcommitmenttotheorganization’ssuccess.FourformsparticipativemanagementrepresentativeparticipationqualitycirclesemployeestockownershipplansEmployeeInvolvementProgramsParticipativemanagementAprocessinwhichsubordinatesshareasignificantdegreeofdecision-makingpowerwiththeirimmediatesuperiors.RepresentativeparticipationWorkersparticipateinorganizationaldecisionmakingthroughasmallgroupofrepresentativeemployees.EmployeeInvolvementProgramsQualitycircleAworkgroupofemployeeswhomeetregularlytodiscusstheirqualityproblems,investigatecauses,recommendsolutions,andtakecorrectiveactions.Employeestockownershipplanscompany-establishedbenefitplansinwhichemployeesacquirestockaspartoftheirbenefits.VariablePayProgramsAportionofanemployee’spayisbasedonsomeindividualand/ororganizationalmeasureofperformance.Formspiece-ratepayplansprofit-sharingplansbonusgainsharingSkill-basedPayPlansisanalternativetojob-basedpayskill-basedpaysetspaylevelsonthebasisofhowmanyskillsemployeeshaveorhowmanyjobstheycando.CareerDevelopmentExplorationEstablishmentMidcareerLatecareerDeclineIfyouwereaHRmanager,howdidyoudeveloptheHRstrategiesforeachstage.CareerStageModelEstablishmentStage—providingablepeoplewithtraining,guidanceandencouragementtoenablethemtofulfilltheirpotential.MidcareerStage–takingmoredisciplinaryactionstoreduceinsecurityandavoidboredombyfindingoutwaystomakejobsmoreinterestingandvaried.LateCareerStage—noticingthesignificantchangesinpersonalprioritiesandmakinggooduseoftheresourceoftheindividualswhomakeexcellentmentors.DeclineStage–beingawarethatthedeclinestageishardfortheemployeestofaceandpsychologicallypreparingfortheoccasionalhostileandaggressiveattitudeproducedbydepression.CommunicationFunctionsofCommunicationControlMotivationEmotionalexpressionInformationVerbalBarrierstoCommunicationLanguageDifferentinterpretationofstatementsMisconstruedideasMisunderstandingSynonymousDifferentinterpretationduetodifferentbackgroundSemanticproblemsVerbalBarrierstoCommunicationInadequatevocabularyErrorsinspeakingandwritingUseofimproperleveloflanguageTospeakorwriteabovetheirheadsordowntothemcondescendinglyistoinvitemisinterpretation,irritation,andconfusion.Filtering:asender’smanipulationofinformationNonverbalBarrierstoCommunicationDifferencesinperceptionPreviousexperiences,differentages,backgrounds,nationaloriginsLackofinterestTouseanattention-catchingopeningorastatemen