人力资源管理(HRM)英文PPT
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Introduction
HRM is charged with programs concerned with people
Effective use of people
Achieving individual & organizational goals Getting every manager involved
Employees + Good Management = $
1-23
Objectives of the HRM Function
HRM Contributions to Effectiveness
Help the organization reach goals Provide trained, motivated employees Employ workforce skills/abilities efficiently Increase satisfaction, self-actualization, quality of work life Communicate HRM policies to all employees Maintain ethical policies, socially responsible behavior Manage change to the mutual advantage of individuals, groups,
Coping With Change
Growing global competition Rapidly expanding technologies Demand for individual, team, organizational competencies
Faster cycle times Increasing legal and compliance scrutiny
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A Brief History of HRM
Science
Harmony
Scientific Management (Frederick Taylor)
Cooperation
Maximum output
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A Brief History of HRM
Industrial Psychology
Strategic Importance of HRM
Direction
Employees
Managers
Tone
The firm
Effectiveness
The work
1-18
HRM and Organizational Effectiveness
For a firm to survive and prosper, reasonable goals must be achieved in: Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-10
A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
Cost centers
Strategic HRM
Line managers
Improved understanding and use of human assets
Lead, inspire, understand
Short, intermediate, long term
Flexible, based on human resources
Until the 1960s, the personnel function was concerned only with blue-collar employees Filing, housekeeping, social worker, firefighter, diffuser of union trouble
Recruitment, selection, motivation, orientation
1-5
HRM Orientation
Action
People
Global
Future
1-6
A Brief History of HRM
English Guilds
Industrial Revolution
Use realistic, challenging, specific, and meaningful goals in planning models
Prepare reports on HRM solutions to problems Train HR staff to emphasize importance of profits
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Strategic Importance of HRM
Key Concepts to Apply
Analyze/solve problems from a profit-oriented point of view Assess/interpret costs and benefits of HRM issues
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
Recognizing the importance of people made HRM a major player in developing strategic plans HRM strategies must reflect the organization’s strategy regarding people, profit, and effectiveness
Higher customer expectations Mechanized, routine work now knowledge-based
1-22
HRM and Organizational Effectiveness
Profitability gains Higher stock prices Company survival
Specialists
Better performance
Respond to needs Short-term results Rules, policies, position
power Bureaucratic, top-down,
centralization Following the rules
1-1
McGraw-Hill/Irwin
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Open, participative, empowerment
Developing people
Investment in human assets
1-13
Strategic Importance of HRM
For years, HRM was not linked to corporate profit Organizations focused on current performance HR managers did not have a strategic perspective Executives categorized HRM in a traditional manner It was hard to develop metrics for HRM activities
1-15
Strategic Importance of HRM
Measured
HRM actions, language,
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人力资源管理(HRM)英文PPT共54页
The worker Individual differences Maximum well being
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-1
McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-10
A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
1-9
A Brief History of HRM
Personnel departments were created to deal with: Drastic changes in technology Organizational growth The rise of unions Government intervention Employee-management conflict
1-1
McGraw-Hill/Irwin
Copyright © 2019 by The McGraw-Hill Companies, Inc. All rights reserved.
1-2
Chapter 1
Introduction to Human Resource Management
and the Environment
Concerns about productivity Organizational downsizing and redesign
Increasingly diverse workforce Competitive need to use all organizational resources
1-17
1-10
A Brief History of HRM
The Hawthorne studies (1924 to 1933): Determine the effect of illumination on workers and output Pointed out the importance of social interaction on output and satisfaction
人力资源管理英文PPT
1-19
HRM and Organizational Effectiveness
Reaching goals
Using employees efficiently
Influx/ retention of good employees
Measure of Effectiveness
Mission and strategy
Company structure
HRM
1-20
HRM and Organizational Effectiveness
The people who do the work and create the ideas
allow the organization to survive
1-21
HRM and Organizational Effectiveness
Specialists
Better performance
Respond to needs Short-term results Rules, policies, position
power Bureaucratic, top-down,
centralization Following the rules
Strategic Importance of HRM
Direction
Employees
Managers
Tone
The firm
Effectiveness
The work
1-18
HRM and Organizational Effectiveness
For a firm to survive and prosper, reasonable goals must be achieved in: Performance Legal compliance Employee satisfaction Absenteeism Turnover Training effectiveness and ROI Grievance rates Accident rates
《人力资源管理英语》课件
Conducting background checks to verify candidates' credentials and employment history
Assessment Centers
References Check
Background checks
Understanding the job requirements and company culture, researching the company, and preparing answers to common interview questions
Posting the job opening on various platforms, such as job boards, social media, and company websites
Screening Resumes
Reviewing the resumes of applications to identify those who are most qualified for the position
Detailed description
02
Recruitment and Selection
Job Analysis
Understanding the job requirements, skills, and qualifications needed for the position
Advertising
01
Introduction to Human Resource Management
Summary
Clarify the definition of HRM and its role in the organization
Assessment Centers
References Check
Background checks
Understanding the job requirements and company culture, researching the company, and preparing answers to common interview questions
Posting the job opening on various platforms, such as job boards, social media, and company websites
Screening Resumes
Reviewing the resumes of applications to identify those who are most qualified for the position
Detailed description
02
Recruitment and Selection
Job Analysis
Understanding the job requirements, skills, and qualifications needed for the position
Advertising
01
Introduction to Human Resource Management
Summary
Clarify the definition of HRM and its role in the organization
最新整理人力资源管理英文.ppt
Information Analysis - 80 points
Strategic Planning - 80 points
HRD & Management - 100 points
Process Management - 100 points
Business Results - 450 points Customer Focus - 80 points & Market Focus
1
Human Resource Management: Gaining a
Chapter Competitive Advantage
Objectives
• Discuss the roles and activities of a company’s activities of a company’s human resource function.
Influencing HRM
• The Global Challenge
• The Challenge of Meeting Stakeholders’
Needs
• The High Performance Work System Challenge
1-6
Competing Through
Globalization
• Expand into foreign markets.
• Prepare employees to work in foreign locations.
1-7
Competing by Meeting
Stakeholders’ Needs
Chart Title
Stakeholders
人力资源管理(HRM)英文PPT(ppt文档)
Recruiting Selection Evaluation Promotion
2-13
Government Law and Regulations
EEO & HR rights legislation indirectly affects:
Employment planning Orientation
Competencies
Guidelines
The labor force
Internal Influences
External Influences
Economic conditions
Government laws, regulations
Union procedures, requirements
Success of any HRM activity
Employees are the best qualified
They perform jobs that suit their needs, skills, abilities
Matching people and activities is easier to accomplish with a diagnostic approach
Recruitment, selection, outsourcing, telecommuting, performance evaluation, compensation
2-5
A Model to Organize HRM
Acquiring
ADRM
Maintaining & Protecting
Location
External Influences
2-13
Government Law and Regulations
EEO & HR rights legislation indirectly affects:
Employment planning Orientation
Competencies
Guidelines
The labor force
Internal Influences
External Influences
Economic conditions
Government laws, regulations
Union procedures, requirements
Success of any HRM activity
Employees are the best qualified
They perform jobs that suit their needs, skills, abilities
Matching people and activities is easier to accomplish with a diagnostic approach
Recruitment, selection, outsourcing, telecommuting, performance evaluation, compensation
2-5
A Model to Organize HRM
Acquiring
ADRM
Maintaining & Protecting
Location
External Influences
人力资源管理(中英文经典概述) ppt课件
精品资料
• 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
是否会认为老师的教学方法需要改进？ • 你所经历的课堂，是讲座式还是讨论式？ • 教师的教鞭 • “不怕太阳晒，也不怕那风雨狂，只怕先生骂我
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
人力资源管理_英文版__human_resources.ppt
Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate 22 their managerial potential.
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force
人力资源管理专业英语PPT幻灯片
each? ➢ what are the education, experience,
skill and certification and licensing requirements?
22
➢ what are the job’s physical demand?
➢ The emotional and mental demand?
• Recruiting
• Selecting
• Human
resource development
(orienting , training , development
and career planning )
• Appraising performance
• Compensation and benefits
16
2.2.2 the use of job analysis ------ the cornerstone of HRM
Job analysis Job description and job specification
HRM activities
17
• 2.3 steps in job analysis
• Labor relation
5
1.4 Linking HRM to strategy
6
1.4.1 Corporate strategy leads to HR strategy
Corporate strategy
Business strategy
HR strategy
7
1.4.2 HR competencies lead to business strategy
➢ what are the health and safety conditions?
skill and certification and licensing requirements?
22
➢ what are the job’s physical demand?
➢ The emotional and mental demand?
• Recruiting
• Selecting
• Human
resource development
(orienting , training , development
and career planning )
• Appraising performance
• Compensation and benefits
16
2.2.2 the use of job analysis ------ the cornerstone of HRM
Job analysis Job description and job specification
HRM activities
17
• 2.3 steps in job analysis
• Labor relation
5
1.4 Linking HRM to strategy
6
1.4.1 Corporate strategy leads to HR strategy
Corporate strategy
Business strategy
HR strategy
7
1.4.2 HR competencies lead to business strategy
➢ what are the health and safety conditions?
管理学-人力资源管理ppt课件
一个面试的案例
某独资企业欲招聘若干管理人员，通知所有应 聘者在某月某日某时整在位于某某大厦公司总部同 一时间面试。结果等到面试那天，公司派人提前在 该大厦大厅内接待前来应聘的人员，并请大家在大 厅内恭候，等到所有应聘人员到齐后，接待人员告 诉大家一个不幸的消息：电梯坏了，需要大家由接 待人员带领，爬几十层楼梯到公司的办公室参加面 试。有些人听后则立即就走了，有些人爬到一半后 也放弃了，只有少数几个人坚持到最后。结果，就 是这些坚持到最后的应聘者被录用了。这是一个典 型的非结构型面试。
打击内部员工的积极 性
内部提升
优点：
有利于调动组织成员 的积极性
有利于吸引外部人才
有利于保证选聘工作 的正确性
有利于被聘者迅速展 开工作
局限性：
引起同事的不满
可能造成“近亲繁殖” 的现象
二 管理人员选聘的标准
管理的欲望 正直的品质 创新的精神 较高的决策能力
三、选聘程序与方法
机构、学校分配
ห้องสมุดไป่ตู้ （三）甄选
是一种预测行为
后
来 工
成功
作
的
绩
效
表 不成功
现
接受 正确的决策 错误的决策
拒绝 错误的决策 正确的决策
效度：手段和有关工作标准之间存在确实 的相关关系
信度：指同一手段是否能对同一事物作出 持续一致的测量，即测量结果有相对稳定 性
甄选手段
申请表 笔试 包括有智商、悟性、能力和兴趣等 绩效模拟测试 是基于职务分析资料作出的
如何使面谈更有效度、更为可信
设计一些固定的问题 加强对应聘者应聘工作的详细认识 减少对应聘者的先前认识 多提问那些要求应聘者对实际做法给与
详尽描述的行为问题 采用标准的评价格式 面谈中要做笔记 避免短时间面谈造成过早形成决策
人力资源管理英文版课件
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