人力资源管理讲义(英文版)课件.ppt

1、 2003 Southwestern College Publishing.All rights reserved.PowerPoint Presentation by Charlie CookSECTION 1Nature ofHuman ResourceManagement 2002 Southwestern College Publishing.All rights reserved.After you have read this chapter,you should be able to:Define HR management and explain why managers an

2、d HR staff must work together.List and define the seven categories of of HR activities.Identify three challenges facing HR today.Describe the four roles of HR management.Discuss why ethical issues affect HR management.2002 Southwestern College Publishing.All rights reserved.Human Resource Management

3、The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goals.Who Is an HR Manager?In the course carrying out their duties,every operating manager is,in essence,an HR manager.HR specialists design processes and systems that o

4、perating managers help implement.2002 Southwestern College Publishing.All rights reserved.HR Unit Develops legal,effective interviewing techniques Trains managers in conducting selection interviews Conducts interviews and testing Sends top three applicants to managers for final review Checks referen

5、ces Does final interviewing and hiring for certain job classificationsManagers Advise HR of job openings Decide whether to do own final interviewing Receive interview training from HR unit Do final interviewing and hiring where appropriate Review reference information Provide feedback to HR unit on

6、hiring/rejection decisionsFigure 11 2002 Southwestern College Publishing.All rights reserved.HR Planning and AnalysisEqual Employment OpportunityStaffingHR DevelopmentCompensation and BenefitsHealth,Safety,and SecurityEmployee and Labor/Management Relations 2002 Southwestern College Publishing.All r

7、ights reserved.Figure 12 2002 Southwestern College Publishing.All rights reserved.Economic and Technological ChangesShift in jobs for manufacturing and agriculture to service industries and telecommunications.Pressures of global competition causing firms to adapt by lowering costs and increasing pro

8、ductivity.Growth of information technology(Internet).2002 Southwestern College Publishing.All rights reserved.Figure 13Source:U.S.Department of Labor,Bureau of Labor Statistics,2001.2002 Southwestern College Publishing.All rights reserved.Workforce Availability and QualityInadequate supply of worker

9、s with needed skills for“knowledge jobs”Education of workers in basic skillsGrowth in Contingent WorkforceIncreases in temporary workers,independent contractors,leased employees,and part-timers caused by:Need for flexibility in staffing levels Increased difficulty in firing regular employees.Reduced

10、 legal liability from contract employees 2002 Southwestern College Publishing.All rights reserved.Demographics and Diversity IssuesMore diversity of race,gender,age,and ethnicity in the U.S.workforceBalancing Work and FamilyDual-career couplesSingle-parent householdsDecline in the“traditional family

11、”Working mothers and family/childcareSingle employee“backlash”against family-oriented programs.2002 Southwestern College Publishing.All rights reserved.Figure 14Source:U.S.Census Bureau,2000.2002 Southwestern College Publishing.All rights reserved.Organizational Restructuring,Mergers,and Acquisition

12、s“Right-sizing”eliminating of layers of management,closing facilities,merging with other organizations,and outplacing workers Intended results are flatter organizations,increases in productivity,quality,service and lower costs.Costs are survivor mentality,loss of employee loyalty,and turnover of val

13、uable employees.HR managers must work toward ensuring cultural compatibility in mergers.2002 Southwestern College Publishing.All rights reserved.Figure 15 2002 Southwestern College Publishing.All rights reserved.Administrative RoleClerical and administrative support operations(e.g.,payroll and benef

14、its work)Employee Advocate Role“Champion”for employee concerns Employee crisis management Responding to employee complaintsOperational RoleIdentification and implementation of HR programs and policiesEEO,hiring,training,and other activities that support the organization.2002 Southwestern College Pub

15、lishing.All rights reserved.Figure 16Source:Adapted from“How Much Time Should Your HR staff Spend on Recruiting?”Human Resources Department Management Report,June 2000,p.6.2002 Southwestern College Publishing.All rights reserved.HR becomes a strategic business partner by:Focusing on developing HR pr

16、ograms that enhance organizational performance.Involving HR in strategic planning at the onset.Participating in decision making on mergers,acquisitions,and downsizing.Redesigning organizations and work processesAccounting and documenting the financial results of HR activities.2002 Southwestern Colle

17、ge Publishing.All rights reserved.Figure 17 2002 Southwestern College Publishing.All rights reserved.What is Ethical Behavior?What“ought”to be done.Dimensions of decisions about ethical issues in management:Extended consequences Multiple alternatives Mixed outcomes Uncertain consequences Personal ef

18、fects 2002 Southwestern College Publishing.All rights reserved.Responding to Ethical Situations Guided by values and personal behavior“codes”that include:Does response meet all applicable laws,regulations,and government codes?Does response comply with all organizational standards of ethical behavior

19、?Does response pass the test of professional standards for ethical behavior?2002 Southwestern College Publishing.All rights reserved.Most Common Forms of Unethical ConductLying to supervisorsEmployee drug use or alcohol abuseFalsification of recordsInternational Ethical IssuesGift giving and bribery

20、Discrimination in hiring and treatmentAddressing Ethical IssuesCode of ethicsTraining managers and employees 2002 Southwestern College Publishing.All rights reserved.HR GeneralistA person with responsibility for performing a variety of HR activities.HR SpecialistA person with in-depth knowledge and

21、expertise in a limited area of HR.Important HR Capabilities:Knowledge of business and organizationInfluence and change managementSpecific HR knowledge and expertise 2002 Southwestern College Publishing.All rights reserved.2003 Southwestern College Publishing.All rights reserved.PowerPoint Presentati

22、on by Charlie CookSECTION 2空缺空缺 2002 Southwestern College Publishing.All rights reserved.2003 Southwestern College Publishing.All rights reserved.PowerPoint Presentation by Charlie Cook 2002 Southwestern College Publishing.All rights reserved.After you have read this chapter,you should be able to:Di

23、scuss how motivation is linked to individual performance.Identify the changing nature of the psychological contract.Describe several types of absenteeism and turnover.List the five major retention determinants and identify activities related to them.Outline the retention management process and how t

24、o measure and assess turnover.2002 Southwestern College Publishing.All rights reserved.Individual Performance FactorsIndividual ability to do the workEffort level expendedOrganizational supportPerformance(P)=Ability(A)x Effort(E)x Support(S)2002 Southwestern College Publishing.All rights reserved.Fi

25、gure 31 2002 Southwestern College Publishing.All rights reserved.MotivationThe desire within a person causing that person to act to reach a goal.Maslows Hierarchy of NeedsCategories of needs that ascend in order;lower needs must be fulfilled before person will strive to meet higher needs.Physiologic

26、al needs Safety and security needs Belonging and love needs Esteem needs Self-actualization needs 2002 Southwestern College Publishing.All rights reserved.Herzbergs Motivation/Hygiene TheoryMotivatorsaccount for job satisfaction and motivation Achievement Recognition Work itself Responsibility Advan

27、cementHygiene factorscause dissatisfaction with work Interpersonal relationships Company policy/administration Supervision Salary Working conditions 2002 Southwestern College Publishing.All rights reserved.EquityThe perceived fairness of what the person does compared to what the person receives.The

28、perception of the fair value of rewards(outcomes)for efforts(inputs)that individuals make when comparing their results to others in the organization.OutcomesInputsOutcomesInputsOtherOtherIndividualIndividual 2002 Southwestern College Publishing.All rights reserved.ExpectancyIndividuals base decision

29、s about their behaviors on their expectations that one or another behaviors is more likely to lead to needed or desired outcomes.Effort-to-Performance Expectations Belief in the ability to perform the task wellPerformance-to-Reward Linkage Belief that high performance will result in receiving reward

30、sValue of Rewards The rewards have value to the individual 2002 Southwestern College Publishing.All rights reserved.Figure 32 2002 Southwestern College Publishing.All rights reserved.The need for comprehensive strategies and tactics to address both equity and expectations of employees.The provision

31、of training to encourage high performance.The development of evaluation methods that properly appraise and reward performance.An understanding of what kinds of rewards are desired and valued by employees.2002 Southwestern College Publishing.All rights reserved.The Psychological ContractThe unwritten

32、 expectations employees and employers have about the nature of their work relationships.Affected by age of employee and changes in economic conditions.Employers provide:Competitive compensation and benefits Career development opportunities Flexibility to balance work and home lifeEmployees contribut

33、e:Continuous skill improvement Reasonable time with the organization Extra effort when needed 2002 Southwestern College Publishing.All rights reserved.Job SatisfactionA positive emotional state resulting from evaluating ones job experience.Organization CommitmentThe degree to which employees believe

34、 in and accept organizational goals and desire to remain with the organization.2002 Southwestern College Publishing.All rights reserved.Figure 33 2002 Southwestern College Publishing.All rights reserved.AbsenteeismInvoluntary absenteeism Unavoidable with understandable cause(e.g.,actual illness)Volu

35、ntary absenteeism Avoidable without justifiable cause(e.g.,feigning illness)Measuring absenteeism100days)work of(Number employees)ofnumber (Averageperiod during absence jobgh lost throu days-person ofNumber 2002 Southwestern College Publishing.All rights reserved.Figure 34Source:Based on data from C

36、CH Absenteeism Survey,CCH Human Resources Management,November 1,2000.2002 Southwestern College Publishing.All rights reserved.Controlling Absenteeism Disciplinary approach Increasingly severe disciplinary action leading eventually to dismissal Positive reinforcement Rewarding attendance with prizes

37、and bonuses Combination approach Use of both discipline and rewards to motivate employee attendance.“No fault”absenteeism Reasons for absence do not matter.Absenteeism in excess on normal limits can trigger disciplinary action and lead to eventually to dismissal Paid time-off programs Time-off is no

38、t categorized by type.Absences in excess of employer-paid time-off are unpaid.2002 Southwestern College Publishing.All rights reserved.TurnoverThe process in which employees leave the organization and have to be replaced.Types of Turnover Involuntary turnoverterminations for poor performance or work

39、 rule violations.Voluntary turnoveremployee leaves the organization by choice.2002 Southwestern College Publishing.All rights reserved.Turnover Types Functional turnover Lower-performing or disruptive employees leave the organization.Dysfunctional turnover Key individuals and high performers leave a

40、t critical times.Uncontrollable turnover Occurs for reasons outside the impact of the organization.Controllable turnover Occurs due to factors that could be influenced by the employer 2002 Southwestern College Publishing.All rights reserved.Impact of Retention FailureInability to achieve business go

41、alsLoss of“image”to attract other individualsHigh costs of turnover and replacement 2002 Southwestern College Publishing.All rights reserved.Why People StayGreat company Value and culture,well-managed,and offers exciting challengesGreat job Freedom and autonomy,exciting challenges,and career advance

42、ment and growthCompensation and lifestyle Differentiated pay package,high total compensation,geographic location,and respect for lifestyle 2002 Southwestern College Publishing.All rights reserved.Figure 35Source:Based on 2000 SHRM Retention Practices Survey(Alexandria,VA:Society for Human Resource M

43、anagement,2000).Permission requested.2002 Southwestern College Publishing.All rights reserved.Figure 36 2002 Southwestern College Publishing.All rights reserved.Figure 37Source:The Right Communiqu,First Quarter 2001,7.Used with permission 2002 Southwestern College Publishing.All rights reserved.Figu

44、re 38Source:Based on 2000 SHRM Retention Practices Survey(Alexandria,VA:Society for Human Resource Management,2000).Permission requested.2002 Southwestern College Publishing.All rights reserved.Figure 39 2002 Southwestern College Publishing.All rights reserved.Measuring TurnoverWays in which to meas

45、ure turnover Job and job levels Department,units,and location Reason for leaving Length of service Demographic characteristics Education and training Knowledge,skills and abilities Performance ratings/levelsComputing the turnover rate:100 midmonthat employees ofnumber Totalmonth theduring sseparatio

46、n employee ofNumber 2002 Southwestern College Publishing.All rights reserved.Figure 310 2002 Southwestern College Publishing.All rights reserved.Costs of TurnoverHiring costsTraining costsProductivity costsSeparation costsEmployee SurveysAttitude surveyfocuses on employees feelings and beliefs about

47、 their jobs and the organization.Exit InterviewsAn interview in which individuals are asked to identify reasons for leaving the organization.2002 Southwestern College Publishing.All rights reserved.Retention InterventionsProvide realistic job previews during the recruiting processImprove the selecti

48、on process so that there is a better person-job fit for new hiresConduct effective job orientation and initial trainingOffer competitive,fair,and equitable compensationProvide an adequate benefits packageOffer career development and trainingEngage in fair and nondiscriminatory employee relations 200

49、2 Southwestern College Publishing.All rights reserved.2003 Southwestern College Publishing.All rights reserved.PowerPoint Presentation by Charlie CookSECTION 2StaffingtheOrganization 2002 Southwestern College Publishing.All rights reserved.After you have read this chapter,you should be able to:Diffe

50、rentiate among diversity management,equal employment opportunity(EEO),and affirmative action.Discuss the key provisions of the Civil Rights Act of 1964,Title VII,and define five basic EEO concepts.Give examples of three sex-based discrimination issues.Discuss the major requirements of the Americans