对组织内人力资源的管理

Copyright©2003Prentice-Hall,Inc.HumanResourceManagementPart3:TrainingandDevelopmentPowerPointbyCheng-Chiang(Johnnie)ChenDa-YehUniversityCopyright©2003Prentice-Hall,Inc.Chapter5TrainingandDevelopingEmployeesCopyright©2003Prentice-Hall,Inc.Humanresourcemanagement(HRM):Themanagementfunctionthatisconcernedwithgetting,training,motivating,andkeepingcompetentemployees.對組織內人力資源的管理，一般指企業內所有人力資源的取得，運用和維護等過程。ManagersandtheHumanResourceManagementProcessCopyright©2003Prentice-Hall,Inc.PersonnelmanagementVS.Humanresourcemanagement人事管理被動、消極偏重日常事務的執行、缺乏規劃滿足組織利益與工作要求為目標獨立於其他企業功能一般人事流程的管理訓練以工作技能為主將人士支出視為不可避免的費用人力資源管理主動、積極具有長期導向之規劃尋求組織與員工工作均衡與企業功能緊密結合兼具組織發展(OD)的功能強調人力資源發展將人力資源視為企業的長期投資Copyright©2003Prentice-Hall,Inc.HumanResourceManagementProcessHumanResourcePlanningRecruitmentorDownsizingSelectionofEmployeesOrientationTrainingandDevelopmentPerformanceAppraisalsSafetyandHealthCompensationandBenefitsCompetentHigh-PerformingWorkersCopyright©2003Prentice-Hall,Inc.TheStrategicHRMProcessSafetyandhealthCompensationandbenefitsPerformanceappraisalsIdentificationandselectionofcompetentemployeesAdaptedandcompetentemployeeswithup-to-dateskills,knowledge,andabilitiesCompetentandhigh-performingemployeeswhoarecapableofsustaininghighperformanceoverthelongtermTraininganddevelopmentStrategichumanresourceplanningRecruitmentanddownsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislationCopyright©2003Prentice-Hall,Inc.人力資源管理程序圖6-1Copyright©2003Prentice-Hall,Inc.TheLegalEnvironmentofHRMAffirmativeActionEmploymentTrainingRetentionCopyright©2003Prentice-Hall,Inc.HumanResourcePlanningMakingaFutureAssessmentMakingaCurrentAssessmentDesigningaFutureProgramCopyright©2003Prentice-Hall,Inc.EmploymentplanningHumanresourceinventoryreport:Areportlistingthename,education,training,prioremployer,languagesspoken,andthelikeofeachemployeeintheorganization.Jobanalysis:Anassessmentofthekindsofskills,knowledge,andabilitiesneededtosuccessfullyperformeachjobinanorganization-決定工作職責與性質.Jobdescription(工作說明書):Awrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdone-說明工作內容及方法.Jobspecification(工作規範):Astatementoftheminimumacceptablequalificationsthatanincumbentmustpossesstoperformagivejobsuccessfully-說明擔任此工作的人所需要的資格與條件Copyright©2003Prentice-Hall,Inc.PopularJobAnalysisMethodsCopyright©2003Prentice-Hall,Inc.TraditionalRecruitingSourcesInternalSearchesEmployeeReferralsEmployeeLeasingTempServicesEmploymentAgenciesAdvertisementsSchoolPlacementCopyright©2003Prentice-Hall,Inc.RecruitmentandselectionRecruitment:Theprocessoflocating,identifying,andattractingcapableapplicants.Selectionprocess:Theprocessofscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.Reliability:Thedegreetowhichaselectiondevicemeasuresthesamethingconsistently.Validity:Theprovenrelationshipbetweenaselectiondeviceandsomerelevantcriterion.Performance-simulationtests:Selectiondevicesthatarebasedonactualjobbehaviors;worksamplingandassessmentcenters.Copyright©2003Prentice-Hall,Inc.RejectErrorCorrectDecisionAcceptErrorCorrectDecisionSelectionDecisionAcceptRejectSuccessfulUnsuccessfulSelectionDecisionOutcomesCopyright©2003Prentice-Hall,Inc.SelectionDevicesPerformanceSimulationsWrittenTestsCopyright©2003Prentice-Hall,Inc.FiringLayoffsandAttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizingOptionsCopyright©2003Prentice-Hall,Inc.TheEffectivenessofInterviewsPriorknowledgeaboutanapplicantAttitudeoftheinterviewerTheorderoftheinterviewNegativeinformationThefirstfiveminutesThecontentoftheinterviewThevalidityoftheinterviewStructuredversusunstructuredinterviewsCopyright©2003Prentice-Hall,Inc.SelectionDevices(cont’d)WrittenTestsRenewedemployerinterestintestingapplicantsfor:Intelligence:trainabletodothejob?Aptitude:coulddojob?Ability:candothejob?Interest(attitude):would/willdothejob?Integrity:trusttodothejob?Testsmustbeshowvalidatedconnectiontojob-relatedperformancerequirements.Copyright©2003Prentice-Hall,Inc.SelectionDevices(cont’d)Performance-SimulationTestsBasedonjob-relatedperformancerequirementsYieldvalidities(correlationwithjobperformance)superiortowrittenaptitudeandpersonalitytests.Copyright©2003Prentice-Hall,Inc.Well-MatchedApplicantsRealisticExpectationsIncreasedCommitmentRealisticJobPreviewsCopyright©2003Prentice-Hall,Inc.Orientation,Training,andDevelopmentOrientation(引導-新生訓練):Theintroductionofanewemployeetothejobandtheorganization.對新進員工提供公司的基本資訊，使員工能早一點進入工作狀況Orientation的技術舉辦座談會，雙向溝通樹立良好企業文化和組織氣候培養直線主管與新進員工的關係，建立師徒制即早回饋新進員工的績效表現Training:提供新進員工或現職員工工作所需的技能Development:長期性培養，訓練現在的管理者與未來的管理者，解決組織問題之觀念性能力Copyright©2003Prentice-Hall,Inc.EmployeeOrientationSmoothInsider-OutsiderTransitionImproveWorkPerformanceMinimizeResignationsCopyright©2003Prentice-Hall,Inc.LearningtheRopesRealisticOrientationProgramsfornewEmployees’Stress(ROPES)WarnaboutdisappointmentsHowtocopeiskeySupervisorsshouldmonitornewcomersCopyright©2003Prentice-Hall,Inc.Training101Teachingnewemployeesthebasicsk