人力資源管理（中英文雙語版）【絕版經(jīng)典，學(xué)習(xí)人力資源專業(yè)英語的好ppt】

1、Human Resource Management,Proverb,Man proposes, God disposes. -----T.A.kempis.謀事在人,成事在天. ------肯比斯,Learning tasks學(xué)習(xí)任務(wù),Definition of the term human resource manage

2、ment定義 The strategic importance of HRM 策略重要性 Activities of HRM 人力資源管理活動(dòng) The role that managers play in performing HRM activities 主管在人管活動(dòng)中的角色,Definition of HRM,Human Resource Management is the function performed in

3、 organizations that facilitates the most effective use of people (employees) to achieve organizational and individual goals.人力資源管理是促使組織人力有效運(yùn)用的一種管理功能，其目的在于達(dá)成組織與個(gè)人的目標(biāo)。,Tasks,Go to the library and find a book about HRM

4、.Find what HRM concern about and what activities it has發(fā)現(xiàn)人力資源管理是關(guān)于什么的，它都有哪些活動(dòng)Think hard about HRM give your opinion about it 思考并給出你的人力資源管理的理解,Human Resource Activities,Human Resource Planning人力資源規(guī)劃Job Analysis工作分析

5、 Employee Recruitment, Selection, Motivation, and Orientation員工招募、甄選、激勵(lì)、崗位培訓(xùn) Performance Evaluation and Reward績(jī)效評(píng)估與報(bào)償Training and Development培訓(xùn)與發(fā)展Labor Relations勞資關(guān)系Safety, Health, and Wellness員工安全與保健,Classification

6、 of HRM (I),S.A.R.D.四分法:Selection 招選Appraisal評(píng)核Reward報(bào)酬Development培訓(xùn)發(fā)展,Classification of HRM (II)（5Ps Model of HRM）,5批,識(shí)人,留人,PERSERVATION,育人,PROFESSIONAL,選人,PICK,用人,PLACEMENT,PERCEPTION,The Role of HRM in the Organ

7、ization,Helping to reach the organization’s aim;Making use of employees’ skills effectively;Providing well-trained employees with high work will;Promoting employees’ work satisfaction;,The Role of HRM in the Organizat

8、ion,Explaining the HRM policies of the company;Insuring the policies of the company to conform to the ethics and to take the social responsibility;Playing a supporting role to the change measures of the company,In A W

9、ord,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. 建立一家你喜歡的公司，你在人力資源

10、部工作。注意設(shè)置適當(dāng)?shù)慕M織和人員。,Learning tasks,The historical development of human resource management.人力資源管理的歷史發(fā)展The difference between “personnel management” and “human resource management”.人事管理和人力資源管理的區(qū)別,Personnel Management an

11、d HRM 人事管理和人力資源管理,PM is that part of management concerned with people at work and with their relationships with an enterprise.關(guān)注工作中的人和他們與企業(yè)的關(guān)系,,,Personnel Management and HRM人事管理與人力資源管理,HR is the further developme

12、nt of PM： Application of modern management theory. Updating of the content and instruction of the PM:1.Employee ----Not the Cost but the Resource.員工不是花費(fèi)而是資源2.The development of the corporate is closely related wit

13、h the employee.企業(yè)的發(fā)展與員工密切相關(guān)。,Limitation of Traditional Personnel Management,1.Taking Affair as the center, not Person;2. Maintaining the existence of the organization only can not ensure the continuous development of

14、the organization;3.Ignoring the function of person and causing the lack of invigorative激勵(lì)的 factors.,The manager of HRM should :,（tasks）1. Know the company strategy and the business management planning;2. Know the prof

15、ession;3. Support the need of business of the company;,Tasks(continued),4. Get often in touch with the other departments; 5. Feel the pulsation(跳動(dòng), 有節(jié)奏地跳動(dòng), 震動(dòng))of the company in person.,A brief history of HRM,同業(yè)工會(huì)(工會(huì)的前

16、身)Guilds To Improve Work Conditions工業(yè)革命時(shí)期 (Industrial Revolution)Great changes of work condition and social function科學(xué)管理(Scientific Management)Attention to work efficiency,,人群關(guān)系運(yùn)動(dòng) (Human Relations Movement) Attenti

17、on to human nature and the difference of the employees提高至策略層次(Strategic HRM)competitive importancelinks to the bottom-line,The Development of HRM(I),A brief history of HRM1890’s: Independent personnel department comi

18、ng into being (industrialization, urbanization, welfare workers, working conditions and circumstances),The Development of HRM(II),1950’s-1960’s : Many studies on humanized management emerging (Argyris, 1957; Maslow, 195

19、4; McGregor, 1960), Mayo’s梅奧 human relations’ approach (a focus on people rather than mechanics or economics)1965: Miles differed human relations from human resources,,F.W.Talor’s泰勒 ：scientific management(科學(xué)管理) (proper

20、, specialized standard after the boom of industrial revolution);H.Fayol法約爾 & M.Weber’s韋伯：classical organization theory 古典組織理論(structured, unity of direction, discipline, bureaucratic 井然有序 ）,The Development of HRM

21、 Model (I),Traditional傳統(tǒng): tight supervision嚴(yán)密的監(jiān)視Relationship人際關(guān)系: feeling of utility and importance人力的有用性和重要性HRM人力資源: making full use of employees to facilitate their self-decision and self-management skills,The D

22、evelopment of HRM Model,Classical Management古典管理 Employee----ToolScientific Management科學(xué)管理 Employee----Economical PersonManagement Science管理科學(xué) Employee----Social Person,,,,,Self-study (referen

23、ce to textbook page 14-17 )Review: 1.What the difference between Personnel Management and HRM?2. What are the tasks for HRM?3. Present briefly the history of HRM?,Proverb,Plans are nothing; planning is everything.

24、 凡事預(yù)則立,不預(yù)則廢.,Learning tasks,The tasks of human resource planningThe need for human resource planning and the connection with the strategy planning of the corporate The process of human resource planning,Case Stud

25、y,五金制品公司的人力資源規(guī)劃馮如生幾天前才調(diào)到五金制品公司的人力資源部當(dāng)助理，就接受了一項(xiàng)緊迫的任務(wù)，要求他在10天內(nèi)提交一份本公司5年的人力資源規(guī)劃。雖然老馮從事人力資源管理工作已經(jīng)多年，但面對(duì)桌上那一大堆文件、報(bào)表，不免一籌莫展。經(jīng)過幾天的整理和苦思，他覺得要編制好這個(gè)規(guī)劃，必須考慮下列各項(xiàng)關(guān)鍵因素：首先是本公司現(xiàn)狀。它共有生產(chǎn)與維修工人825人，行政和文秘性白領(lǐng)職員143人，基層與中層管理干部79人，工作技術(shù)人員38人，銷售

26、員23人。其次，據(jù)統(tǒng)計(jì)，近五年來職工的平均離職率為4%，沒理由預(yù)計(jì)會(huì)有什么改變。不過，不同類別的職工的離職率并不一樣，生產(chǎn)工人離職率高達(dá)8%，而技術(shù)人員和管理干部則只有3%。再者，按照既定的擴(kuò)產(chǎn)計(jì)劃，白領(lǐng)職員和銷售員要新增10%-15%，工程技術(shù)人員要增5%-6%，中、基層干部不增也不減，而生產(chǎn)與維修的藍(lán)領(lǐng)工人要增加5%。,,有一點(diǎn)特殊情況要考慮：最近本地政府頒布了一項(xiàng)政策，要求當(dāng)?shù)仄髽I(yè)招收新職工時(shí)，要優(yōu)先照顧婦女和下崗職工。本公司一直

27、未曾有意排斥婦女或下崗職工，只要他們來申請(qǐng)，就會(huì)按同一種標(biāo)準(zhǔn)進(jìn)行選拔，并無歧視，但也未予特殊照顧。如今的事實(shí)卻是，銷售員除一人是女的外全是男的；中、基層管理干部除兩人是婦女外，其余也都是男的；工程師里只有三個(gè)是婦女；藍(lán)領(lǐng)工人中約有11%婦女或下崗職工，而且都集中在最低層的勞動(dòng)崗位上。馮如生還有5天就得交出計(jì)劃，其中包括各類干部和職工的人數(shù)、從外界招收的各類人員的人數(shù)以及如何貫徹市政府關(guān)于照顧婦女與下崗人員政策的計(jì)劃。此外，五金制品公司

28、剛開發(fā)出幾種有吸引力的新產(chǎn)品，所以預(yù)計(jì)公司銷售額五年內(nèi)會(huì)翻一番，馮如生還得提出一項(xiàng)應(yīng)變計(jì)劃以備應(yīng)付這類快速增長(zhǎng)。思考題：1、 老馮在編制人力資源規(guī)劃時(shí)要考慮哪些情況和因素？2、 他該制訂一項(xiàng)什么樣的招工方案？,30,,Definition of HR Planning,HRP is the process of determining the human resource needs of an organization and

29、ensuring that the organization has the right number of qualified people in the right jobs at the right time.人力資源規(guī)劃是決定組織對(duì)人力資源的需要，并確保有適當(dāng)數(shù)目的適任人員適時(shí)地?fù)?dān)任適當(dāng)工作的一個(gè)過程。,The tasks of HRP,Reducing the cost of manpowerAllotting manpo

30、wer reasonablyAdapting the organization’s developmentMeeting the employees’ requirements減低用人成本合理分配人力適應(yīng)組織發(fā)展?jié)M足員工需求,Why is HRM necessary?,A growing awareness of the need to look into the future 公司發(fā)展需要A desire to exer

31、cise control over as many variables as possible which influence business success or failure 對(duì)影響公司成敗變的量實(shí)行控制因素The development of techniques which make such planning possible 科技的發(fā)展使得這種規(guī)劃成為可能(reference to textbook page 53)

32、,The Process of HRP,,Situational analysis or environmental Scanning環(huán)境偵查,Forecasting demand of human Resources需求預(yù)測(cè),Analysis of the supply of human resources供給分析,Developmentof plans for action發(fā)展行動(dòng)方案,HR PLANNING

33、 PROCESS,人力資源規(guī)劃的過程,Situational analysis 人力資源需求的影響因素表,企業(yè)外部環(huán)境 企業(yè)內(nèi)部條件 人力資源自身狀況 社會(huì) 戰(zhàn)略目標(biāo)規(guī)劃 退休 政治 生產(chǎn)和銷售預(yù)測(cè)

34、 辭職 經(jīng)濟(jì) 企業(yè)預(yù)算 合同到期止 法律 新建部門或擴(kuò)張 辭退 技術(shù) 勞動(dòng)定額的合理程度 休假 競(jìng)爭(zhēng)者

35、 死亡,,,,,,,,Situational Analysis (External),政府(Government Lawsand Regulation),工會(huì)(Union Proceduresand Requirements),勞動(dòng)力(Labor ForceComposition),國(guó)內(nèi)外經(jīng)濟(jì) Economi

36、c Conditions(International and Domestic),地理位置(GeographicLocation),競(jìng)爭(zhēng)力(CompanyCompetitiveness),,,Situational Analysis (Internal),Business HR ImplicationsWhat business are we in?

37、 What people do we need?Culture and value system How do we change?--appropriate not appropriateStrategic direction Who will we n

38、eed in future?New businesses What systems and procedures mightNew markets be developed?Strengths Ho

39、w far related to existing use of HR?Weaknesses (e.g. skills base )Opportunities Demand and supply in the labor market?ThreatsCritical關(guān)鍵的 success f

40、actors How far do these depend on employees, rather than other factors?,,,,,,,,,Organizational tasksStaff utilizationLabor costsEnvironmental factors

41、(trends in technology and markets, threats or opportunities)Staff turnover人員流動(dòng)Production levels,DemandFactors in Forecasting demand,DemandMethods of Forecasting Demand,Expert Estimate: demand estimates based on exper

42、ienceDelphi Technique德而菲法Trend Projections: exploring single factor relationshipsWork-study Methods: break down分解 and measure the elements of a given task to define the standard number of staff hours per unit of out

43、put (P64),BOTTOM UP,TOP DOWN,TOP DOWN,,,,Delphi Technique,A method experts estimate, avoiding disadvantages of group discussion. At first, choose experts from each aspect in the company, ask for opinions by correspondin

44、g or contacting alone; Then carry on feedback opinions, study all kinds of different opinions for the further opinions, at last get the estimate result. 德爾菲法是采取專家預(yù)測(cè)而避免小組討論各種弊端的方法。首先在企業(yè)中廣泛的選擇各個(gè)方面專家，通過通信或單獨(dú)聯(lián)系的方式征求意

45、見；然后將意見進(jìn)行反饋，將各種不同意見進(jìn)行探討征求更進(jìn)一步的意見，最后得出預(yù)測(cè)結(jié)果。,德爾菲法,美國(guó)蘭德公司在40年代末提出。方法：邀請(qǐng)專家（一線經(jīng)理、高層經(jīng)理、外部人員等）并宣布問題專家各自獨(dú)立提出自己的意見收集、匯總專家意見將匯總結(jié)果返回給專家，進(jìn)行再次分析重復(fù)上述步驟3-5次，專家意見將趨于一致,德爾菲法的原則,給專家充分信息，使其能作出判斷所問的問題應(yīng)是專家能答復(fù)的問題（如不問絕對(duì)數(shù)而問相對(duì)數(shù)，側(cè)重關(guān)鍵雇員）不要求

46、精確使過程盡可能簡(jiǎn)化，不要問沒有必要的問題保證所有專家能從同一角度理解雇員分類和其他定義,Forecasting Supply,Considering the following factors:(a)The existing workforce 現(xiàn)有工作隊(duì)伍(skill base, potential trainability, current and potential productivity level ) (b)

47、The structure of the existing workforce 現(xiàn)有工作隊(duì)伍的結(jié)構(gòu)(age distribution, skills, hours of work, rates of pay),Forecasting Supply,（c）The likelihood of changes變化的可能性 (productivity, size and structure)wastage(浪費(fèi)), prom

48、otion （提升）and transfers,（遷移） absenteeism（缺席）, this will require information on:age structure，labour turnover，promotion potential (d)The external labor market 外部的勞動(dòng)力市場(chǎng)(skill availability, competitor activity,

49、 demographic changes, wage and salary rates in the market for particular jobs),Background,你是紅星洗衣粉廠的人力資源部經(jīng)理Jack，剛接受了董事長(zhǎng)的一項(xiàng)緊迫任務(wù)－－編制一份本公司中期人力資源計(jì)劃，你分配手下小C負(fù)責(zé)這件事。他考慮了一下，覺得要編制好這個(gè)規(guī)劃，必須考慮下列各項(xiàng)關(guān)鍵因素: 首先，本公司現(xiàn)狀：共有1500人，職員150人，管理人員8

50、0人，技術(shù)人員40人，銷售30人。 其次 ， 據(jù)統(tǒng)計(jì)，近5年員工的平均離職率為5％，預(yù)計(jì)不會(huì)有太大改變，但生產(chǎn)工人離職率達(dá)9％，技術(shù)工人2%. 再者，按照擴(kuò)產(chǎn)計(jì)劃，職員和銷售員要新增20％－30％，技術(shù)人員要增加10％－15％，中層干部不變，而工人要增加50％。小C交出的規(guī)劃包括各類員工的人數(shù)，從外部招收各類員工的人數(shù)等。你評(píng)論一下小C的考慮是否適當(dāng)，規(guī)劃是否合理？,Role and responsibilities

51、ofline manager部門經(jīng)理的作用和責(zé)任,ProverbA good general makes good men.強(qiáng)將手下無弱兵,Role and responsibilities ofLine manager,Line manager(直線經(jīng)理) :manager of operating

52、 department All managers ,regardless of their functional area, their position in the hierarchy , and the size of the firm for which they work, must deal effectively with HR issues because these issues are at the

53、 heart of being a good manager. 所有的經(jīng)理，不論他們的職能范圍、職務(wù)、服務(wù)公司的規(guī)模，他們都必須有效處理人力資源問題，因?yàn)檫@些問題是成為一個(gè)好經(jīng)理的核心要素。,Role and responsibilities ofLine manager,Have both the right and duty to be concerned with the effective operation of the

54、ir own department ,including the management and well-being of their staff.直線經(jīng)理既有權(quán)力也有責(zé)任來有效管理他們的部門，包括員工的管理和福利。,Case study案例分析,23歲的張薇畢業(yè)進(jìn)入一家外資公司做人事助理，心里美滋滋的。她似乎已經(jīng)看見自己一路升職做到人力資源經(jīng)理時(shí)的無限風(fēng)光。做人事有一點(diǎn)好處就是可以知道公司人員的變動(dòng)消息?？斓侥甑?，公司會(huì)裁掉一批人，

55、并且主要集中在某部門。張薇馬上把這個(gè)消息告訴了她的同學(xué)蕭蕭，因?yàn)槭捠捲谶@個(gè)部門。很快，公司里謠言四起，骨干員工接連離職。公司終于開始覺察并著手調(diào)查，發(fā)現(xiàn)了事情真相。請(qǐng)你作為人力資源經(jīng)理來處理這件事。,Recruitment,Proverb:Every man has the defects of his own virtues每個(gè)人都有與優(yōu)點(diǎn)相對(duì)應(yīng)的缺點(diǎn).,Learning Objectives,The tasksof recrui

56、tment The process of recruitmentThe methods of recruitment,公開辯論賽,普斯頓化學(xué)有限公司是一家跨國(guó)公司，以研制、生產(chǎn)、銷售藥品等為主。隨著生產(chǎn)業(yè)務(wù)的擴(kuò)大，為了對(duì)生產(chǎn)部門的人力資源進(jìn)行更為有效的管理、開發(fā)，他們希望在生產(chǎn)部建立一個(gè)處理人事事務(wù)的職位，其工作內(nèi)容主要是生產(chǎn)部與人力資源部的協(xié)調(diào)。經(jīng)過初步篩選，人力資源經(jīng)理看中了一個(gè)外部員工趙安，生產(chǎn)部經(jīng)理看中了內(nèi)部員工錢力，兩

57、人均有企業(yè)管理的碩士學(xué)位，工作經(jīng)驗(yàn)也不相上下。于是兩人來到總經(jīng)理辦公室要求定奪，總經(jīng)理要求兩人進(jìn)行一場(chǎng)辯論，看誰的理由充分再做決定。,What Is Recruitment ?,It is the part of human resourcing process concerned with finding the applicants: It is a positive action by management,going into

58、the labor market and communicating opportunities and encouraging applications from suitable candidates. 招募：一個(gè)組織用以尋找或吸引求職者來填補(bǔ)一個(gè)職 位的過程。,tasksof Recruitment,1) Getting cost-effectiveness2) Attracting high qualifie

59、d candidates3) Ensuring the employees maintain in the company4) Implementing the social duty5) Setting up the company image達(dá)到成本效率吸引高度合格的候選人確保那些被雇傭的個(gè)人留在公司履行社會(huì)義務(wù)樹立企業(yè)形象,Principles of Recruitment,Public recruitment

60、Fair competitionComplete investigationExcellent acceptance(6R:Right time,Right source,Right cost,Right people,Right job and Retention 保持rate)公開招聘公平競(jìng)爭(zhēng)全面調(diào)查擇優(yōu)錄取,Recruitment Procedures,Draw up the recruitment planDec

61、ide the recruitment strategyRecruitment propaganda and the application of applicantsScreeningEngagement and probationRecruitment evaluation,制定招募計(jì)劃 確定招募策略招募宣傳與應(yīng)聘者申請(qǐng)篩選聘用與試用招募評(píng)估,Recruitment Methods: I

62、nternal,Job posting and bidding 職缺公布Bulletin boards，Internal publications ，ComputerizedInternal promotion or transfer 內(nèi)部晉升或調(diào)動(dòng)Inside moonlighting 現(xiàn)員工兼職Recommendations from supervisors 領(lǐng)導(dǎo)推薦Employee refer

63、rals 現(xiàn)職員工介紹Formal succession , promotion and transfer planning正式的接替、提升和調(diào)動(dòng)規(guī)劃,Job Posting and Bidding 職缺公布,An internal method of recruitment in which notices of available jobs are posted in central locations throu

64、ghout the organization and employees are given a specified length of time to apply for the available jobs.I在公司內(nèi)部發(fā)布職位空缺的通知，員工可以在規(guī)定時(shí)間內(nèi)去申請(qǐng)。Normally the job notice specifies the job title, rate of pay, and necessary qualif

65、ications.通知會(huì)說明工作崗位，工資和所需要的資格。,The Following Procedures,1. All applications to be sent to the HR department for an initial review;2. An interview by the prospective(準(zhǔn)) manager;3. A decision is made based on qualificatio

66、ns, performance, length of service, and other pertinent有關(guān)的criteria.,Advantages and Disadvantages of Internal Recruitment,Advantages:The company knows the candidates very much公司了解應(yīng)聘者The candidates know the company’s r

67、ules very much應(yīng)聘者了解公司的規(guī)定It can encourage employees‘ morale鼓舞士氣The investment for employees’ training can be got back.公司對(duì)員工的培訓(xùn)獲得回報(bào),Advantages and Disadvantages of Internal Recruitment,Disadvantages:People might be p

68、romoted to the point where they are unable to perform adequately.可能被提升者不能勝任工作Colleagues competition affects the morale同事之間的競(jìng)爭(zhēng)影響團(tuán)結(jié)Nepotism makes the company lack of creative ability近親繁殖使公司缺乏創(chuàng)新性,Recr External Recrui