管理学教学课件chapter12.ppt

1、STEPHEN P.ROBBINSMARY COULTER Lecturer Zhang X13710600601Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/2 Explain the importance of the human resource management process an

2、d the external influences that might affect that processDiscuss the tasks associated with identifying and selecting competent employeesExplain the different types of orientation and trainingDescribe strategies for retaining competent,high-performing employeesDiscuss contemporary issues in managing h

3、uman resourcesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/3 Why Is HRM Important?As a significant source of competitive advantage People-oriented HR creates superior sha

4、reholder value As an important strategic tool Achieve competitive success through people by treating employees as partners To improve organizational performance High performance work practices lead to both high individual and high organizational performanceCopyright 2012 Pearson Education,Inc.Publis

5、hing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/4 Why Is HRM Important(cont.)?High-performance work practices-work practices that lead to both high individual and high organizational performanceCopyright 2012 Pearson

6、 Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/5 Exhibit 12-1 High Performance Work PracticesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Steph

7、en P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/6 External Factors Labor union 工会工会-an organization that represents workers and seeks to protect their interests through collective bargaining Affirmative Action-organizational programs that enhance the status of members of pr

8、otected groupsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/7 Exhibit 12-2 HRM Process招人（选人）招人（选人）用人用人留人留人Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall

9、Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/8 Exhibit 12-3 Major HRM LawsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All righ

10、ts reserved12/9 Exhibit 12-3 Major HRM Laws(cont.)Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/10 Exhibit 12-3 Major HRM Laws(cont.)Copyright 2012 Pearson Education,Inc.P

11、ublishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/11 中华人民共和国劳动合同法中华人民共和国劳动合同法 2007年6月29日修订通过，自2008年1月1日起施行。2012年12月28日修订，自2013年7月1日施行（劳务派遣）劳动者在该用人单位连续工作满十年的；除劳动者提出订立固定期限劳动合同外，应当订立无固定期限劳动合同：劳动合同期限三个月以上不满一年的，试用期不得超过

12、一个月；劳动合同期限一年以上不满三年的，试用期不得超过二个月；三年以上固定期限和无固定期限的劳动合同，试用期不得超过六个月。劳动者在试用期的工资不得低于本单位相同岗位最低档工资或者劳动合同约定工资的百分之八十，并不得低于用人单位所在地的最低工资标准。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/

13、12 Representative Participation Work councils-groups of nominated or elected employees who must be consulted when management makes decisions involving personnel Board representatives 董事会职工代表-employees who sit on a companys board of directors and represent the interests of the firms employeesCopyrigh

14、t 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/13 Identifying and SelectingCompetent Employees Human resource planning-ensuring that the organization has the right number and kinds

15、 of capable people in the right places and at the right times Job analysis工作分析工作分析-an assessment that defines jobs and the behaviors necessary to perform themCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Edu

16、cation,Inc.All rights reserved12/14 Identifying and SelectingCompetent Employees(cont.)Job description 工作说明工作说明-a written statement that describes a job Job specification 工作说明书工作说明书-a written statement of the minimum qualifications that a person must possess to perform a given job successfullyCopyri

17、ght 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/15 2022-8-1615公司公司 总经理职务说明书总经理职务说明书岗位名称岗位名称总经理总经理岗位编号岗位编号所在部门所在部门岗位定员岗位定员直接上级直接上级董事会董事会职系职系管理职系管理职系直接下级直接下级常务副总经理、副总经理常务副总经理、副总经理（主

18、管租赁、拆迁）、行（主管租赁、拆迁）、行政副总经理、销售副总经政副总经理、销售副总经理、总工程师、总会计师、理、总工程师、总会计师、总建筑师、总经济师、分总建筑师、总经济师、分公司经理、审计室主任、公司经理、审计室主任、总经办主任总经办主任所辖人员所辖人员岗位分析岗位分析日期日期2001年年9月月1日日Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education

19、,Inc.All rights reserved12/16 2022-8-1616本职：本职：领导制定和实施公司总体战略，完成董事会下达的年度经领导制定和实施公司总体战略，完成董事会下达的年度经营目标；领导公司各部门建立健全良好的沟通渠道；负责建设高营目标；领导公司各部门建立健全良好的沟通渠道；负责建设高效的组织团队；管理直接所属部门的工作效的组织团队；管理直接所属部门的工作职责与工作任务：职责与工作任务：职职责责一一职责表述：职责表述：制定和实施公司总体战略制定和实施公司总体战略工作工作任务任务领导制定公司的发展战略，并根据内外部环境变化进领导制定公司的发展战略，并根据内外部环境变化进行调整

20、行调整组织实施公司总体战略，发掘市场机会，领导创新与组织实施公司总体战略，发掘市场机会，领导创新与变革变革职职责责二二职责表述：职责表述：制定和实施公司年度经营计划制定和实施公司年度经营计划工作工作任务任务根据董事会下达的年度经营目标组织制定、修改、实根据董事会下达的年度经营目标组织制定、修改、实施公司年度经营计划施公司年度经营计划监督、控制经营计划的实施过程，并对结果负全面责监督、控制经营计划的实施过程，并对结果负全面责任任组织实施财务预算方案及利润分配、使用方案组织实施财务预算方案及利润分配、使用方案Copyright 2012 Pearson Education,Inc.Publishi

21、ng as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/17 2022-8-1617职职责责三三职责表述：职责表述：建立良好的沟通渠道建立良好的沟通渠道工工作作任任务务负责与董事会保持良好沟通，定期向董事会汇报经营战略负责与董事会保持良好沟通，定期向董事会汇报经营战略和计划执行情况、资金运用情况和盈亏情况、机构和人员和计划执行情况、资金运用情况和盈亏情况、机构和人员调配情况及其他重大事宜调配情

22、况及其他重大事宜领导建立公司与上级主管部门、政府机构、金融机构、媒领导建立公司与上级主管部门、政府机构、金融机构、媒体等部门间顺畅的沟通渠道体等部门间顺畅的沟通渠道领导开展公司的社会公共关系活动，树立良好的企业形象领导开展公司的社会公共关系活动，树立良好的企业形象领导建立公司内部良好的沟通渠道，协调各部门关系领导建立公司内部良好的沟通渠道，协调各部门关系职职责责四四职责表述：职责表述：建立健全公司统一、高效的组织体系和工作体系建立健全公司统一、高效的组织体系和工作体系工工作作任任务务主持、推动关键管理流程和规章制度，及时进行组织和流主持、推动关键管理流程和规章制度，及时进行组织和流程的优化调整

23、程的优化调整领导营造企业文化氛围，塑造和强化公司价值观领导营造企业文化氛围，塑造和强化公司价值观职职责责五五职责表述职责表述：主持公司日常经营工作主持公司日常经营工作工工作作任任务务负责公司员工队伍建设，选拔中高层管理人员负责公司员工队伍建设，选拔中高层管理人员主持召开总经理办公会，对重大事项进行决策主持召开总经理办公会，对重大事项进行决策代表公司参加重大业务、外事或其它重要活动代表公司参加重大业务、外事或其它重要活动Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edit

24、ion by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/18 2022-8-1618权力：权力：公司日常经营管理决策权公司日常经营管理决策权对董事会经营目标和重大投资决策的建议权对董事会经营目标和重大投资决策的建议权对其他高层、中层管理人员的人事任免建议权对其他高层、中层管理人员的人事任免建议权对公司各项工作的监控权对公司各项工作的监控权对公司员工奖惩的决定权对公司员工奖惩的决定权对下级之间工作争议的裁决权对下级之间工作争议的裁决权对所属下级的管理水平、业务水平和业绩的考核评价权

25、对所属下级的管理水平、业务水平和业绩的考核评价权董事会预算内的财务审批权董事会预算内的财务审批权董事会赋予的其他权力董事会赋予的其他权力工作协作关系：工作协作关系：内部协调关系内部协调关系董事会，高层管理人员，公司内各部门董事会，高层管理人员，公司内各部门外部协调关系外部协调关系上级主管部门、政府机构、客户、供应商、上级主管部门、政府机构、客户、供应商、合作伙伴、金融机构、媒体等合作伙伴、金融机构、媒体等Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by

26、Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/19 2022-8-1619任职资格任职资格：教育水平教育水平 大学本科以上大学本科以上专业专业房地产相关专业，或管理专业房地产相关专业，或管理专业培训经历培训经历 接受过管理、财务、人事知识培训接受过管理、财务、人事知识培训经验经验10年以上工作经验，年以上工作经验，5年以上本行业或相近行业管年以上本行业或相近行业管理经验，理经验，3年以上高层管理经验年以上高层管理经验知识知识通晓企业管理知识通晓企业管理知识具备房地产经济、建筑、施工管

27、理、财务管理、法具备房地产经济、建筑、施工管理、财务管理、法律等方面的知识律等方面的知识技能技巧技能技巧掌握掌握WORD,EXCEL等办公软件使用方法，具备基等办公软件使用方法，具备基本的网络知识，具有很强的领导能力、判断与决策本的网络知识，具有很强的领导能力、判断与决策能力、人际能力、沟通能力、影响力、计划与执行能力、人际能力、沟通能力、影响力、计划与执行能力、客户服务能力能力、客户服务能力Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephe

28、n P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/20 2022-8-1620其它：其它：计算机、一般办公设备（电话、传真机、打印机、计算机、一般办公设备（电话、传真机、打印机、Internet/Intranet网络）、交通及通讯设备网络）、交通及通讯设备 独立办公室独立办公室 无明显的节假日无明显的节假日 战略规划、年度经营计划、阶段性工作报告战略规划、年度经营计划、阶段性工作报告 备注：备注：Copyright 2012 Pearson Education,Inc.Publishing as P

29、rentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/21 Recruitment and Decruitment Recruitment 招聘-locating,identifying,and attracting capable applicants Decruitment解聘解聘-reducing an organizations workforceCopyright 2012 Pearson Ed

30、ucation,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/22 Exhibit 12-4 Recruiting SourcesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Ma

31、ry Coulter2012 Pearson Education,Inc.All rights reserved12/23 Exhibit 12-5 Decruitment OptionsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/24 2022-8-1624百度的闪电解聘百度的闪电解聘“20

32、06年7月10日，百度ES部门的员工如往常一样紧张忙碌地在公司开展业务，突然接到邮件，要求下午2点全体部门员工召开重要会议。出人意料的是，COO朱洪波与人力资源总监鲁灵敏此时出现在会议室。”“朱洪波对在场的员工介绍说，一直以来，大家都做得很努力，不过ES这块业务的成长性不够好，公司已经决定撤消ES部门。”Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Educatio

33、n,Inc.All rights reserved12/25 2022-8-1625百度的闪电解聘百度的闪电解聘“之后，鲁灵敏宣布:需要离职的同事，公司为大家提供了一站式离职平台服务，请大家会后分别办理离职手续。给各位4个小时的时间来办理交接手续，将笔记本、门卡等物品交还公司，并离开公司，6点之前公司将关闭相关ERP帐户和邮件系统。”在此之前，ES部门的员工还在讨论之后的工作，短短在十几分钟后，自己就被公司裁掉，多数员工从心理上都无法接受这一事实。对于ES部门的人而言，此时已经是下午2点30分，距被要求离开公司的时限仅有不足三个小时。Copyright 2012 Pearson Educati

34、on,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/26 What is Selection?Selection甄选甄选-screening job applicants to ensure that the most appropriate candidates are hired Realistic Job Preview(RJP)真实工作预览真实工作预览

35、-a preview of a job that provides both positive and negative information about the job and the company Orientation上岗引导上岗引导-introducing a new employee to his or her job and the organizationCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbin

36、s&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/27 Exhibit 12-6 Selection Decision OutcomesCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/28 Exhibit 12-7 Sel

37、ection ToolsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/29 Exhibit 12-7 Selection Tools(cont.)Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management

38、,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/30 Exhibit 12-7 Selection Tools(cont.)Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All right

39、s reserved12/31 2022-8-1631微软测试题微软测试题 对一批编号为对一批编号为1-100全部开关朝上全部开关朝上（开）的灯进行以下操作：（开）的灯进行以下操作：凡是凡是1的倍数反方向拨一次开关；的倍数反方向拨一次开关；2的倍的倍数反方向又拨一次开关；数反方向又拨一次开关；3的倍数的倍数反方向又拨一次开关反方向又拨一次开关 问：最后为熄灭状态的灯的编号。问：最后为熄灭状态的灯的编号。1，4，9，16，25，36，49，64，81，100关关 Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Ma

40、nagement,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/32 2022-8-1632案例 美国西南航空公司在早年蓬勃发展的时候，是怎么招聘呢？公司首先筛掉了基本技能不符合要求的人，剩下的凡跟职位有点相关的人，他们都要进行初次的面试。初次面试的过程是这样的：把参加面试的应聘者每20人分为一组，让他们都坐在会议室里，每个人排队到前面演讲三分种，主要讲述你叫什么名字，应聘什么职位，为什么能应聘这个职位，只讲三分钟，时间一到就换人。这样，20个

41、人的面试，一个小时就结束了。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/33 2022-8-1633 很多人认为初试在看演讲者的口头表达能力、逻辑思维能力、仪表仪态方面的基本表现。其实，西南航空公司的主考官看的是当别人在上面演讲的时候，其他应聘者正在干什么。因为西南航空公司强调的是客户服务意识

42、，所以那些来回遛达、接电话、看报纸、写自己的东西、跟别人交头接耳、轻蔑之色溢于言表的人在初次面试时就被淘汰了。那么，什么样的人能够成功地进入第二轮面试呢？是那些注重倾听别人讲话，懂得尊重他人的人。Copyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/34 Exhibit 12-8 Types of Tr

43、ainingCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/35 Employee Performance Management绩效管理绩效管理 Performance management system-establishes performance standards that are use

44、d to evaluate employee performance Skill-based pay-a pay system that rewards employees for the job skills they can demonstrate Variable pay-a pay system in which an individuals compensation is contingent on performanceCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleven

45、th Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/36 Exhibit 12-9 Traditional Training MethodsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights

46、 reserved12/37 Exhibit 12-10 Performance Appraisal MethodsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/38 Exhibit 12-10 Performance Appraisal Methods(cont.)Copyright 2012

47、 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/39 Exhibit 12-11 What Determines Pay and BenefitsCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Editi

48、on by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/40 Contemporary Issues in ManagingHuman Resources Downsizing 裁员裁员-the planned elimination of jobs in an organization Sexual harassment性骚扰性骚扰-any unwanted action or activity of a sexual nature that explicitly or impl

49、icitly affects an individuals employment,performance,or work environmentCopyright 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/41 Exhibit 12-12 Tips for Managing DownsizingCopyrigh

50、t 2012 Pearson Education,Inc.Publishing as Prentice Hall Management,Eleventh Edition by Stephen P.Robbins&Mary Coulter2012 Pearson Education,Inc.All rights reserved12/42 Managing WorkLife Balance Family-friendly benefits -benefits that accommodate employees needs for worklife balanceCopyright 2012 P