people management Ch5-4e

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CH1(MasteringPeopleManagement)

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三、從日常營運到夥伴關係
未來模式
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三、從日常營運到夥伴關係
邁向成功(HR必備之職能)
人員可信度文化敏銳度企業敏銳度具備並瞭解業務知識有效發展HR實務有效管理變革將變革納入企業營運與協助其他人有效貢獻的能力
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7
一、人力資源專業的發展
內容：人力資源增加了什麼價值？到底人力資源經理應該從事哪些工作呢？
吸引、留住並激勵人才高速的行動力循序漸進的持續學習創造出共識心態創新確保企業責任領導能力的投資確定策略的明確性
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一、人力資源專業的發展
管道：誰來進行人力資源工作呢？該由誰來負責人力資源的管理工作呢？
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二、不只是一份工作：工作的歷史簡介
工廠生產(集中生產)的理由
工廠機器經常需要一個集中的電力資源機器通常無法受到專利的完整保護熟鐵等新材料需要更簡單及更便宜的大量生產空間工廠需要低技術工人來操作機器
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二、不只是一份工作：工作的歷史簡介
工作分析
1881年，費德勒〃泰勒發現秒錶能精準計算時間後，便開始進行改善工人與主管關係的實驗 1820年代技工協會創辦人貝倫〃查爾斯主張工人是機械生產時代下最重要的資源當泰勒主義進一步吸收人類動作要素的研究精華後，發展出效率運動（即科學管理），獲得全球注意
CHAPTER 1
人力資源的角色
1
人力資源管理以檢驗人力資源部門在企業內所扮演的角色以及數世紀以來人力資源管理的演變歷程作為開始。
本章作者群循序解釋了人力資源管理的發展及重要的里程碑，並判斷人力資源部門在未來十年會愈來愈重要。

Project Management-Ch2

So,where we start? answer thatbeiore canundertake activities a do The is we any on project thinking placing project behind mugtbe ght.Thisinvolves it the the and it5 consideration the rightstructureg. purpose structures frameworks to in The of and is provide means think aboutprojects a to and structures helpwith theirdelivery. to Thisis the firststage gaining in undelstanding ofwhatcanbe highly complex underprevertthe inevitable takings and vitally reinventing various of wheels that takes place, pafticularly duringthe earlystages a project. of Thechapterstafts a basicmodelofaproject a whole. with as Thisis thenbroken project intothe fourmainphases oFthe life-cycle. issues The manager that a project will haveto dealwithin eachphasearethen considered usingthe 7-Sframewo*. Howeachof theseissuesis developed determined the proiect is by environment (oneaspect ofwhich is the project complexity) thesearethe nexttwo issues and considered.will be shown lt thatthe nature ofthe project management is deteF tagk years lmportant minedby this complexity. developments recent in include provi the 'bodiesof knowledge' profes5ional sion of documented by instituteg. These are outlined points and ofreFerencewith bookare this identified.

PEOPLE MANAGEMENT

PEOPLE MANAGEMENT SKILLS
Satisfaction to Delight
Zone of Delight
Zone of Satisfaction
Zone of Dissatisfaction

What people get

What people expect
Delight
Exceeding peoples’ expectation is delighting them The people reacts with a “wow” in return for the work/service
Detail Oriented
Keeps on asking Questions and
expect detailed answers.
How to Handle?
• Get the facts right.
• Think before speaking. • Don’t try to avoid questions asked by them. • Document for future’s sake.
Angry
A slight mistake has made this person Mad.
How to handle?
Let the person finish talking. Don’t interrupt. Use
the pressure cooker method
Apologize with empathy. Give time bound solutions with highest priority. Stay calm & patient.

人力资源管理

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57 254
2002
13 59 10 25 3 22 2 18 10 45 2 20
5
6 3 10 2 8 10 33
49 251
2003
17 60 6 20 2 21 3 20 9 39 2 23
5 1 8 1 10 3 8 8 35
51 249
2004
14 61 6 23 3 21 4 22 9 42 2 25 1 6 1 7 2 8 1 9 11
设备
位工作说条件明书工
作
资
格
在公司总经理的直接领导下，协调公司各部门的关系，综合管理公司的行政
务及总务，指导和监督办公室人员的各项工作。
1、协助总经理协调公司各部门各科室的关系 2、综合处理公司的各种文件资料 3、负责拟订公司管理的规章制度 4、制作和核发员工的各种证件 5、处理公司的突发事件及员工争议事件 6、策划和开展公司外部的公共关系 7、领导和监督办公室人员的各项工作 8、总经理交办的其它工作任务
外
（约20%）档案管理
包E
化
福利管理员工服务
员工服务
人力资源管理的各种职能及其主要职责
三层次职能
主要职责
战略性职能
战略规划、变革管理、文化管理
人力资源计划
预测人力资源需求、制定人力资源计划
工作分析
调查工作的特征、制定职位说明书
常
招聘
招募、面试、测试、任用、调配

人力资源管理绪论

笑地问他是不是宋朝宰相包文正的子孙？结果
还真被王董事长言中。此人乃包宰相的第43代
子孙，后来此人成了台塑所属医学院的首席研
究员。
结论：发现人才是如此之重要
公共管理学院
人力资源管理 Human Resource Management
3、案例：
第一章绪论
有一位名叫泰特 ·乔治的年轻人于斯坦福大学毕业后，想找一份既能赚大钱，又不耽误他白天打高尔夫球的两全齐美的工作。当美国硅谷一家网络终端公司，了解到他真有做事的才能后，当即表示满足他的要求。于是泰特 ·乔治白天打高尔夫球，晚上工作，且工作效率和质量很高，为公司开发出了很多好的成果，公司和他都感到非常满意。
天才资源
人才资源人力资源
劳动力资源人口资源
公共管理学院
人力资源管理 Human Resource Management
(四）人力资源构成的内容
第一章绪论
体质:即身体素质，包括身体的忍耐力、适应力、抗病力和体能。
智商:即学习的速度。包括记忆能力、感知能力、理解能力、思维能力、接受能力和应变能力
人才资源
一般人才天才资源
公共管理学院
人力资源管理 Human Resource Management
包含关系
第一章绪论
人
劳ห้องสมุดไป่ตู้
口
动
力
资
资
源
源
人人
力才
资
资天才资源
源
源
公共管理学院
人力资源管理 Human Resource Management
合理结构关系
第一章绪论
天才资源人才资源人力资源

人力资源管理(14)

解决人事部门的人员配备问题，重视员工的专业能力；
加强人事部的内部管理，工作各司其职，相互配合；
人事部的有关决策应指导企业上层管理政策的制定；
加强对其他职能部门的人事管理：规划、工作分析、招聘、人事配备、考评、激励等等。
章节练习
一、名词解释
1、人力资源：是指一个国家或地区在一定时期内，能够推动整个国民经济和社会发展的具有智力劳动和体力劳动能力的人们的总称。
正当他犹豫不决时，他无意中听到财务部部长在训斥一名雇员：“你最近怎么搞的？连连出错！这样下去对你没什么好处！你知道吗？像你这样，即使送你去人事部，恐怕人家也不要你！”
鲍尔听后，心里很不是滋味。他该怎样强化人事部的职能作用呢？
讨论题：
1、艾尔逊公司人力资源管理上存在哪些问题？
2、鲍尔怎样强化人事部的职能？
美国心理学家V.弗鲁姆（Victor Vroom）(1960s) 有效的激励取决于个体对完成工作任务以及接受预期奖赏能
力的期望三种联系判断：努力—绩效、绩效—奖赏、奖赏—个人目标 M=V×E，M表示激励力，V表示效价，E表示期望值
E高×V高=M高 E中×V中=M中 E低×V低=M低 E高×V低=M低 E低×V高=M低
个人目标受阻后，如何解决问题并调动人的积极性
个体
需要
产生挫折感
动机
行为
实现即定目标
干扰阻碍
克服障碍
无法改换
无法克服
改换目标
图挫折的构成
实现新目标
第三节人力资源战略
一、人力资源战略概述（一）人力资源战略的概念定义：人力资源战略是企业为适应外部环境变化的需理的纲领性的长远规划。
强化理论挫折理论
（一）需要型激励理论

人力资源管理职能模块

人力资源管理职能模块英文回答：Human Resource Management (HRM) is a critical function for organizations to manage their workforce effectively. It encompasses a wide range of responsibilities thatcontribute to the overall success of the organization. The key modules of HRM include:1. Recruitment and Selection:This module involves the process of attracting, screening, and hiring the most suitable candidates for various roles within the organization. It includes developing job descriptions, advertising vacancies, and conducting interviews.2. Performance Management:This module focuses on evaluating and improvingemployee performance. It involves setting clear performance goals, providing regular feedback, and developing training and development plans.3. Training and Development:This module aims to enhance employee skills and knowledge. It involves identifying training needs, designing and delivering training programs, and evaluating their effectiveness.4. Compensation and Benefits:This module involves designing and administering compensation and benefits packages that are competitive, equitable, and motivating for employees. It includes base salary, bonuses, incentives, and employee benefits.5. Employee Relations:This module fosters a positive and productive work environment by addressing employee concerns, resolvingconflicts, and promoting workplace harmony. It includes labor relations, grievance handling, and employee counseling.6. Health and Safety:This module ensures the health and safety of employees in the workplace. It involves developing and implementing safety policies, conducting risk assessments, and providing training on health and safety measures.7. Legal Compliance:This module ensures that the organization complies with all relevant labor laws and regulations. It includes managing employment contracts, addressing discrimination and harassment issues, and maintaining employee records.8. Talent Management:This module focuses on identifying, developing, and retaining high-potential employees. It involves successionplanning, leadership development, and employee engagement initiatives.9. Strategic HRM:This module aligns HRM practices with the overall organizational strategy. It involves developing HRM policies and practices that support the achievement of organizational goals.10. HR Technology:This module utilizes technology to streamline and enhance HR processes. It includes applicant tracking systems, performance management software, and employeeself-service portals.中文回答：人力资源管理职能模块。

人力资源管理-模块5-BD200703

• 基于工作结果计薪（计件制）
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21
基本薪酬体系的设计步骤
制订企业薪酬战略工作分析与工作评价
市场薪酬调查薪酬定位
薪酬结构设计薪酬方案实施与修正
拟定工资分配的政策与策略形成职位说明书，评价岗位价值
地区及行业调查，数据收集确定企业的整体薪酬水平
等级数量、变动范围及交叉关系方案试运行与必要修正
期望值
实现途径
Valence
效价
Effort 努力程度
Performance 工作绩效
Outcome 工作结果
Reward 奖励
M激励水平= E期望值 x I实现途径 x V效价
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11
薪酬背后的原理：经典激励理论（四）
【斯金纳：强化理论】
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Human Resource Management
人力资源管理
五、薪酬管理
Highway Lin
林海威
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1
让我们把手机关机或调为振动
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2
本节内容在“六大模块”中的位置
员工关系管理
人力资源规划
薪酬管理
招募与配置
绩效管理
培训与开发
特点稳定性、保障性
针对所有员工满决度；保障性、调节性
合法性
激励性、持续性
激励性、持续性针对所有员工满决度；保障性、调节性
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薪酬管理的内容
• 确定及调整薪酬水平 • 改善薪酬结构 • 设计薪酬制度 • 薪酬预算与成本控制 • 薪酬沟通

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Copyright © 2011 by Nelson Education Ltd.
5-9
PHASE 2: DESIGNING THE TRAINING PROGRAM
Instructional objectives Trainee readiness and motivation Principles of learning: building a bridge between organization and employees
Copyright © 2011 by Nelson Education Ltd.
5-6
WORKPLACE SKILLS AND CAPABILITIES (Figure 5.2)
Fundamental skills
Read and understand information Write and speak so that others understand Use relevant knowledge and skills
Personal management skills
Be flexible and adaptable Be honest and ethical Be responsible for setting goals
Teamwork skills
Understand and contribute to the organization’s goals Understand and work within the group Plan and make decisions with others
TRAINING DESIGN
• Pretest trainees •Select training methods •Plan training content
TRAINING DELIVERY
• Schedule training •Conduct training •Monitor training
Sample training and development methods
On-the-job training Apprenticeship training Classroom instruction Simulation E-learning On-the-job experiences Seminars and conferences Case studies Role playing
Copyright © 2011 by Nelson Education Ltd.
5-16
SPECIAL TOPICS IN TRAINING AND DEVELOPMENT
Basic skills (i.e., literacy) Team training Diversity training
5-2
OUTCOMES
After studying thi1 Discuss the systems approach to training and development 2 Describe the components of a training-needs assessment 3 Identify the principles of learning and how they facilitate training 4 Identify the types of training and development methods used for all levels of employees
5-13
ORIENTATION
Formal process of familiarizing new employees with the organization, their jobs, and their work units AND embedding organizational values, beliefs, and accepted behaviours
Copyright © 2011 by Nelson Education Ltd.
5-14
BENEFITS OF ORIENTATION
Lower turnover Increased productivity Improved employee morale Lower recruiting and training costs Facilitation of learning Reduction of anxiety
Training: acquiring skills, behaviours, and abilities to perform current work Development: acquiring skills, behaviours, and abilities to perform future work or to solve an organizational problem Learning: an on-going change in behaviour and thinking
Copyright © 2011 by Nelson Education Ltd.
Copyright © 2011 by Nelson Education Ltd.
5-3
OUTCOMES (continued)
After studying this chapter your should be able:
5 List some of the characteristics of an effective orientation program 6 Describe the special training programs that are currently popular 7 Explain how a career development program integrates individual and organizational needs 8 Discuss specialized career development needs
Copyright © 2011 by Nelson Education Ltd.
5-15
CHARACTERISTICS OF SUCCESSFUL ORIENTATION PROCESSES
Continuous process Cooperative endeavour Careful planning Follow-up and evaluation
Copyright © 2011 by Nelson Education Ltd.
5-7
SYSTEMS APPROACH TO TRAINING
1. 2. 3. 4. Conducting a needs assessment Designing the program Implementation Evaluation
EVALUATION
• Measure training outcomes •Compare outcome to objectives and criteria
Copyright © 2011 by Nelson Education Ltd.
5-5
SCOPE OF TRAINING AND DEVELOPMENT
Copyright © 2011 by Nelson Education Ltd.
5-12
PHASE 4: EVALUATING THE TRAINING
Reactions Learning Behaviour Results
Copyright © 2011 by Nelson Education Ltd.
Copyright © 2011 by Nelson Education Ltd.
5-17
TEAM TRAINING SKILLS (Figure 5.5)
Task tools Interpersonal skills
Using meeting time Able to be open and effectively honest Able to problem-solve Able to handle and resolve conflict Able to brainstorm Able to create climate of Able to use decisiontrust making tools Understand how to Able to identify and set establish team norms goals Able to assess team’s Able to evaluate progress performance Able to project plan Able Able to be creative © 2011 by Nelson Education Ltd. to collaborate 5-18 Copyright
PowerPoint Slides
to accompany
Prepared by
Eileen Stewart
Copyright © 2011 by Nelson Education Ltd.
5-1
CHAPTER 5
Orientation, Training, and Development
Copyright © 2011 by Nelson Education Ltd.
DIVERSITY TRAINING
Awareness training—helping employees appreciate benefits of diversity Skills building—providing capabilities for working with people are different