清华大学出版社 人力资源管理(双语)课件chap09(5)
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人力资源管理完整版ppt课件
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2020/4/1
2.人力资源管理的含义
张 德：运用现代化的科学方法，对与一定物力相结合的 人力进行合理的组织、培训和调配，使人力、物力经常 保持最佳比例，同时对人的思想、心理和行为进行恰当 的诱导、控制和协调，充分发挥人的主观能动性，使人 尽其才、事得其人、人事相宜，以实现组织的目标。
张一弛：人力资源管理包括一切对组织中的员工构成直 接影响的管理决策及其实践活动。
第三部门 10%
利润导向型企业
政府
博物馆、 社交俱 乐部、 乐队、学 校、教堂
竞争力
竞争力是指在自由且公平的市场条 件下，一国在保持或增加本国居民收入 的同时，生产的产品和服务能满足世界 市场需求的程度
组织竞争力：用“组织”代替“国家”、用“员工” 代替“公民”
4.组织竞争力
员工的生产效率如何？ 我们提供的产品或服务的质量如何？ 员工们能够适应新技术吗？ 能够降低生产成本吗？
医护助理
2004~2014年 增长最快的 职业
电脑软件工程师、应用人员 物理治疗师
牙科医师
5.6 组织的地理位置
组织的地理位置影响着组织雇用人员及其人力资源管理活 动 ➢ 城市与农村 ➢ 国际与国内
教育因素 行为因素 政治法律因素 经济因素 跨文化培训
四、内部环境影响因素
①公司战略 ②公司目标 ③公司文化
• 信息资源：指对生产活动及其与之相关的其他活动的事 物描述的符号集合。前两种资源具有明显的独占性；而 信息资源则具有共享性。
• 人力资源：理解和阐释存在差异。
1.2 人力资源内涵
广义 智力正常的人
狭义
能够推动整个经济和社会发展的劳动者的能力，即处在劳动年龄的已
直接投入建设和尚未投入建设的人口的能力。 （清华大学 张德）
清华大学出版人力资源管理(双语)课件chap09(3)
3-12
Chapter 3 Job Analysis
The result of job analysis
Job specification – A list of a job’s “human requirements”: the requisite education, skills, personality, and so on – another product of a job analysis.
Job Evaluation— Wage and Salary Decisions (Compensation)
Training Requirements
3-14
Chapter 3 Job Analysis
Uses of job analysis information
Recruitment and selection Job Evaluation and compensation Performance Appraisal Training Discovering Unassigned Duties
3-18
Steps in job analysis
Step3 Select representative positions
because there may be too many similar jobs to analyze, and it may not be necessary to analyze them all…
3-9
Chapter 3 Job Analysis
Job analysis is study about
Who When Where What
人力资源管理(中英文经典概述) ppt课件
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• 你怎么称呼老师？ • 如果老师最后没有总结一节课的重点的难点，你
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笨，没有学问无颜见爹娘 ……” • “太阳当空照，花儿对我笑，小鸟说早早早……”
PART 1 人力资源管理简介
WHAT IS HRM？
什么是人力资源管理
人力资源管理就是预测组织人力资源需求并作出人力需求计划、招聘选 择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织 与个人需要进行有效开发以便实现最优组织绩效的全过程
Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance
their current job
and growth
培训的作用The role of training
响应环境的变化 Respond to changes in the environment
清华大学人力资源管理教学讲义(人力资源管理与企业战略)
INTERNAL CHARACTERISTICS
EXTERNAL CHARACTERISTICS
STRTEGIC BUSINESS NEEDS Expressed in mission statements or vision statements and translate into strategic business objectives
enterprise Helping people succeed by building an environment with:
➢ High integrity ➢ Strong and consistent values ➢ Continuous improvement
The 5-P Model: A statement of the culture at PCI
Expressed as shared values (guidelines)
Human Resources Programs
Articulated as Human Resources Strategies
Human Resources Practices
For leadership, managerial, and operational roles
STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES
The 5-P Model
Pepsi-Cola International’s strategy
Being No. 1 by Creating Value through Leadership and Excellence.
Human Resources Processes
09第九章 人力资源管理
人力资源需求预测是一项难度很高的工作。在管理基础较薄弱、管 理信息不完备的情况下，这项工作根本无法进行。即使掌握了许多统计 方法，也可能由于某些外在不可控因素的影响，而使预测结果可信度下 降。虽然在现实中，人们往往更信赖个人主观的经验判断，或以经验和 知识为基础的计算机处理结果，但传统预测技术仍是人类智慧与现实应 用的桥梁。 1.经验预测法 2.趋势分析法 3.德尔斐法
在一定程度上平息或者缓和内部竞争者间的矛盾；
选择费用低。
人才现成，节省培训投资。
来源局限于企业内部，水平有限； 不了解企业情况；
缺 容易造成“近亲繁殖”；
对应聘者了解少，可能招错人；
点 可能会因操作不公或员工心理原因 内部员工得不到机会，积极性可能会受到影响。
造成内部矛盾。
选拔方法的使用 《管理学基础与实务》（第二版）清华大学出版社 24
第二节 人员招聘与培训
三、员工的培训与开发
（一）员工培训 员工培训就是给新员工或现有员工传授其完成目前或未来工作所必须的
《管理学基础与实务》（第二版）清华大学出版社 16
第一节 人力资源的规划与设计 三、岗位评价
岗位评价，也称职务评价，是指采用一定的方法对企业中各种岗位 的相对价值作出评定依据，并以此作为薪酬分配的重要依据，是在工作 分析的基础上，对企业所设岗位需承担的责任大小、工作强度、难易程 度，所需资格条件等进行评价。岗位评价的实质是将工作岗位的劳动价 值、岗位承担者的贡献与工资报酬有机结合起来，通过对岗位劳动价值 的量化比较，确定企业工资等级结构的过程。
《管理学基础与实务》（第二版）清华大学出版社 2
第九章 人力资源管理
1 人力资源的规划与设计 2 人员招聘与培训 3 绩效管理
在一定程度上平息或者缓和内部竞争者间的矛盾；
选择费用低。
人才现成，节省培训投资。
来源局限于企业内部，水平有限； 不了解企业情况；
缺 容易造成“近亲繁殖”；
对应聘者了解少，可能招错人；
点 可能会因操作不公或员工心理原因 内部员工得不到机会，积极性可能会受到影响。
造成内部矛盾。
选拔方法的使用 《管理学基础与实务》（第二版）清华大学出版社 24
第二节 人员招聘与培训
三、员工的培训与开发
（一）员工培训 员工培训就是给新员工或现有员工传授其完成目前或未来工作所必须的
《管理学基础与实务》（第二版）清华大学出版社 16
第一节 人力资源的规划与设计 三、岗位评价
岗位评价，也称职务评价，是指采用一定的方法对企业中各种岗位 的相对价值作出评定依据，并以此作为薪酬分配的重要依据，是在工作 分析的基础上，对企业所设岗位需承担的责任大小、工作强度、难易程 度，所需资格条件等进行评价。岗位评价的实质是将工作岗位的劳动价 值、岗位承担者的贡献与工资报酬有机结合起来，通过对岗位劳动价值 的量化比较，确定企业工资等级结构的过程。
《管理学基础与实务》（第二版）清华大学出版社 2
第九章 人力资源管理
1 人力资源的规划与设计 2 人员招聘与培训 3 绩效管理
最新人力资源(中英文双语版)【绝版经典,学习人力资源专业英语的好ppt】教学讲义ppt课件
❖Playing a supporting role to the change measuresቤተ መጻሕፍቲ ባይዱof the company
In A Word
❖Put the right person in the right place at the right time.
Tasks
❖Establish one company you like. Suppose you work in human resource department. Try to create proper organization and human resource.
❖ 建立一家你喜欢的公司，你在人力资源部工作。 注意设置适当的组织和人员。
Learning tasks
❖The historical development of human resource management.
❖ 人力资源管理的历史发展
❖The difference between “personnel management” and “human resource management”.
1.Employee ----Not the Cost but the Resource. 员工不是花费而是资源 2.The development of the corporate is closely
related with the employee. 企业的发展与员工密切相关。
Limitation of Traditional Personnel Management
company;
Tasks(continued)
❖4. Get often in touch with the other departments;
In A Word
❖Put the right person in the right place at the right time.
Tasks
❖Establish one company you like. Suppose you work in human resource department. Try to create proper organization and human resource.
❖ 建立一家你喜欢的公司，你在人力资源部工作。 注意设置适当的组织和人员。
Learning tasks
❖The historical development of human resource management.
❖ 人力资源管理的历史发展
❖The difference between “personnel management” and “human resource management”.
1.Employee ----Not the Cost but the Resource. 员工不是花费而是资源 2.The development of the corporate is closely
related with the employee. 企业的发展与员工密切相关。
Limitation of Traditional Personnel Management
company;
Tasks(continued)
❖4. Get often in touch with the other departments;
人力资源管理英文课件 (9)
services
LO 5
.Jobs
ØNetwork of employment Web sites where any company can list job openings for free
ØBacked by nearly 600 hundred industrial companies
ØExamples: Nurse.jobs, Attorney.jobs, HR.jobs, and Sales.jobs
LO 4
Unemployed Workers
ØQualified applicants become unemployed every day
ØCompanies:
ØGo out of business ØCut back operations ØMerge with other firms
ØEmployees are laid off
Recruitment
Learning Objectives
1. Define recruitment. 2. Describe the recruitment process. 3. Explain internal recruitment methods. 4. Identify external recruitment sources. 5. Explain recruiting technology. 6. Identify traditional external recruitment
LO 4
Ex-Offenders
ØEx-offenders are a viable labor pool for restaurants
ØOften work third shift ØSome organizations actively support
LO 5
.Jobs
ØNetwork of employment Web sites where any company can list job openings for free
ØBacked by nearly 600 hundred industrial companies
ØExamples: Nurse.jobs, Attorney.jobs, HR.jobs, and Sales.jobs
LO 4
Unemployed Workers
ØQualified applicants become unemployed every day
ØCompanies:
ØGo out of business ØCut back operations ØMerge with other firms
ØEmployees are laid off
Recruitment
Learning Objectives
1. Define recruitment. 2. Describe the recruitment process. 3. Explain internal recruitment methods. 4. Identify external recruitment sources. 5. Explain recruiting technology. 6. Identify traditional external recruitment
LO 4
Ex-Offenders
ØEx-offenders are a viable labor pool for restaurants
ØOften work third shift ØSome organizations actively support
人力资源管理英文课件 (9)
An interview in which the interviewer seeks to make the applicant uncomfortable with occasionally rude questions that supposedly to spot sensitive applicants and those with low or high stress tolerance.
Structured Interview Guide (cont’d)
Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted stering the Interview
Ø Structured or directive interview
An interview following a set sequence of questions
Format of Interviews
Ø Structured or directive interview
Advantages:
Ø Structured sequential interview
An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form
Basic Features of Interviews
Ø An interview (definition)
A procedure designed to obtain information from an applicant by asking him/her questions
Structured Interview Guide (cont’d)
Source: Copyright 1992. The Dartnell Corporation, Chicago, IL. Adapted stering the Interview
Ø Structured or directive interview
An interview following a set sequence of questions
Format of Interviews
Ø Structured or directive interview
Advantages:
Ø Structured sequential interview
An interview in which the applicant is interviewed sequentially by several persons; each rates the applicant on a standard form
Basic Features of Interviews
Ø An interview (definition)
A procedure designed to obtain information from an applicant by asking him/her questions
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Types of Interviewing
The contents :
Job interest
◆
Current work status Interviewer’s special questions
Work experience ◆ Educational background
Structured or directive interview is an interview following a set sequence of questions.
Generally identify questions and acceptable responses that are specified in advance and the responses are rated for appropriateness of content.
5-25
Types of Interviewing
Selection interview
is a procedure designed to predict future job performance on the basis of an applicants’ oral responses to oral inquiries .
Achievement Tests Management Assessment Center (MAC) Structured or Directive Interviews Unstructured or Nondirective Interviews
5-9
Key words
Situational Interview Behavioral Interviews Job-related Interview Stress Interview Background Investigations
Validity Reliability
5-3
Chapter 5 Outline
Types of Tests
Tests of Cognitive Abilities Tests of Motor and Physical Abilities Measuring Personality and Interests Achievement Tests Management Assessment Centers
Management Assessment Center (MAC) is
a simulation in which management candidates are asked to perform realistic tasks (like making presentations) in hypothetical situations and are scored on their performance.
5-22
Interviewing
Interviewing is a procedure
designed to obtain information from a person through oral responses to oral inquiries.
5-23
Types of Interviewing
5-5
What You Should Be Able to Do (Cont.)
Selection Guidelines Why Careful Selection is Important Validity and Reliability Explain what an Assessment Center is Typical MAC Exercises
To measure aptitude for the job.
5-18
Types of Tests
Motor and physical ability
Finger dexterity Manual dexterity Reaction time
5-19
Types of Tests
5-12
Chapter 5 Employee Testing and Selection
Selection guidelines
5-13
Chapter 5 Employee Testing and Selection
Validity refers to evidence
that performance on a test is a valid predictor of subsequent performance on the job.
Include: Structured , Unstructured Interview ;
situational interview; behavioral interview; jobrelated interview; stress interview .
5-26
Types of Interviewing
There is generally have no set format to follow. So the interview can take various direction.
5-7
Key words
Employee testing and selection Subordinate Career Planning Validity Reliability Cognitive Test Intelligence Tests
5-8
Key words
5-24
Types of Interviewing
Types of Interviews include: Exit interview: this interview aims at
eliciting information about the job or related matters that might give the employer some insight into what’s right or wrong about the firm.
5-6
What You Should Be Able to Do (Cont.)
Interviewing and Types of Interviewing What Can Undermine An Interview’s Usefulness Designing and Conducting the Effective Interview The Procedure of Interview Background Investigation
5-4
Chapter 5 Outline
Background Investigations and Reference Checks Pre-employment Information Services The Polygraph and Honesty Testing Graphology Physical Examination Interviewing
5-14
Chapter 5 Employee Testing and Selection
Reliability refers to the
consistency of scores obtained by the same person when retested with the identical or equivalent tests.
Off-job activities
◆
Personal
◆
Self-assessment
Interviewer’s impressions
5-28
Types of Interviewing
Unstructured or nondirective Interview
An Unstructured conversational–style interview in which the interviewer pursues points of interest as they come up in response to questions.
5-1
Chapter 5
Employee Testing and Selection
5-2
Chapter 5 Outline
Why careful selection is important Selection guidelines Basic testing concepts
Personality and interests
Such as attitude, motivation, and temperament
Achievement Tests measure what a
person has learned.
5-20
Management Assessment Centers
Types of Interviews include:
Appraisal interview: is a discussion,
following a performance appraisal, in which supervisor and employee discuss the employee’s rating and possible remedial actions.
5-16
Types of Tests
Cognitive test