hr外语.pptx
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hr外语.pptx
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2012PearsonEducationSouthAsia.Allrightsreserved.,22,人力资源管理(亚洲版第2版),第1章人力资源管理概述加里德斯勒陈水华著,2009PearsonEducationSouthAsia.Allrightsreserved.,13,Afterstudyingthischapter,youshouldbeableto:
ExplainwhatHRMisandhowitrelatestothemanagementprocess.DiscusshowmanagerscanuseHRconcepts.ComparetheHRresponsibilitiesoflineandstaffmanagers.ExplainthechangingroleofHRmanagers.,2009PearsonEducationSouthAsia.Allrightsreserved.,14,Afterstudyingthischapter,youshouldbeableto:
DiscussthechangingenvironmentofHRM.DiscussHRMasaprofession.ExplainhowHRpracticesareinfluencedbyculturalandreligiousvalues.Knowtheplanofthisbook.,15,通过本章的学习,你将能够:
1.解释人力资源管理的概念及其与管理流程的关系;2.理解管理者如何应用人力资源管理概念;3.比较直线管理人员与职能管理人员的人力资源管理职责;4.解释人力资源经理角色的变化;5.讨论变化中的人力资源管理环境;6.将人力资源管理作为一种职业来探讨;7.解释人力资源实践如何受到文化和宗教价值观的影响;8.了解本书的结构框架。
2009PearsonEducationSouthAsia.Allrightsreserved.,16,TheManagersHumanResourceManagementJobs,ManagementprocessThefivebasicfunctionsofplanning,organizing,staffing,leading,andcontrolling.,17,人力资源管理者的职能与活动,管理流程中管理者计划、组织、人事、领导和控制等五个基本职能,2009PearsonEducationSouthAsia.Allrightsreserved.,18,TheManagersHumanResourceManagementJobs,Humanresourcemanagement(HRM)Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementposition,includingrecruiting,training,appraisingandrewarding.,19,人力资源管理(HRM)的定义:
管理工作中涉及“人”或人事方面任务所需的理念及实践活动,包括招聘、培训、评价和薪酬等。
人力资源管理者的职能与活动,2009PearsonEducationSouthAsia.Allrightsreserved.,110,HRAspectsOfAManagersJob,Conductingjobanalyses(determiningthenatureofeachemployeesjob)PlanningmanpowerneedsandrecruitingjobcandidatesSelectingjobcandidatesOrientingandtrainingnewemployees,2009PearsonEducationSouthAsia.Allrightsreserved.,111,HRAspectsOfAManagersJob,Managingwagesandsalaries(compensatingemployees)ProvidingincentivesandbenefitsAppraisingperformanceCommunicating(interviewing,counseling,disciplining)Buildingemployeecommitment,2009PearsonEducationSouthAsia.Allrightsreserved.,112,HRAspectsOfAManagersJob,UnderstandingemploymentlawsKnowingemployeehealthandsafetyissuesHandleemploymentrelations,113,人力资源管理者的主要工作,进行工作分析(定义每位员工工作的本质)制定人力需求计划、招聘和甄选求职者对新员工进行入职培训管理薪资、激励和福利评估绩效与员工面谈,指导和规范员工建立员工承诺了解有关雇佣的法律法规洞悉员工的健康和满意度情况处理员工申诉与劳资关系,2009PearsonEducationSouthAsia.Allrightsreserved.,114,PersonnelMistakes,HirethewrongpersonforthejobExperiencehighturnoverYourpeoplenotdoingtheirbestWastetimewithuselessinterviewsHaveyourcompanysuedfordiscriminatoryactions,2009PearsonEducationSouthAsia.Allrightsreserved.,115,PersonnelMistakes,HaveyourcompanyfinedforunsafepracticesSomeemployeesthinktheirsalariesareunfairandinequitablerelativetoothersintheorganizationAllowalackoftrainingtoundermineyourdepartmentseffectivenessCommitanyunfairemploymentpractices,116,与人事相关的失误,招募到与岗位要求不符的员工出现过高的员工流失率下属工作不尽力无效的面谈浪费时间因歧视行为而使公司遭到起诉因为发生安全事故而使公司遭受法律制裁让有些员工感觉他们的薪酬待遇比其他人低、不公平缺乏培训从而影响到公司绩效存在不公平的劳资关系行为,2009PearsonEducationSouthAsia.Allrightsreserved.,117,BasicHRConcepts,GettingresultsThebottomlineofmanagingHRcreatesvaluebyengaginginactivitiesthatproducetheemployeebehaviorsthecompanyneedstoachieveitsstrategicgoals.,118,人力资源的基本概念,获取结果管理的底线人力资源管理者可以通过促使员工产生实现企业目标所需的员工行为的活动来创造价值,2009PearsonEducationSouthAsia.Allrightsreserved.,119,LineandStaffAspectsofHRM,AuthorityTherighttomakedecisions,directotherswork,andgiveorders.Staffauthority(Advisory)TheauthoritygivesrighttotheHRmanagertoadviseothermanagersoremployees.Lineauthority(Superior-Subordinate)Theauthorityofmanagerstodirectpeopleinhisorherowndepartment.,120,人力资源管理中的直线管理和职能管理,职权是指进行决策、指挥他人工作或者下命令的权力职能职权(建议)人力资源管理者给其他的管理者和员工提供建议的权力直线职权(上下级)直接管理本部门中员工的权力,2009PearsonEducationSouthAsia.Allrightsreserved.,121,LineandStaffAspectsofHRM,Linemanager(LineAuthority)Amanagerwhoisauthorizedtodirecttheworkofsubordinatesandisresponsibleforaccomplishingtheorganizationstasks.直线经理(直线职权)直线经理被授权指导下属开展工作,并对完成组织目标负责Staffmanager(StaffAuthority)Amanagerwhoassistsandadviseslinemanagers.职能经理(职能职权)帮助和建议直线经理,2009PearsonEducationSouthAsia.Allrightsreserved.,122,LineManagersHRMResponsibilities,PlacetherightpersonontherightjobOrientatenewemployeesTrainemployeesforjobsnewtothemImprovethejobperformanceofeachpersonGaincreativecooperationanddevelopingsmoothworkingrelationships,2009PearsonEducationSouthAsia.Allrightsreserved.,123,LineManagersHRMResponsibilities,InterpretthecompanyspoliciesandproceduresControlcostsDeveloptheabilitiesofeachpersonMaintainmoralemrl士气、斗志Protectemployeeshealthandphysicalcondition,124,直线经理的人力资源职责,把合适的员工配置到适合的岗位上新员工入职引导培训员工适应新的工作岗位改善每个员工的工作绩效发展员工间和谐的工作关系解释公司的决策和程序控制成本开发每个员工的潜能保持员工的士气保护员工的健康和物质条件,2009PearsonEducationSouthAsia.Allrightsreserved.,125,Carriesout3distinctfunctions:
-LinefunctionCoordinationfunctionStafffunction,FunctionsoftheHRManager,2009PearsonEducationSouthAsia.Allrightsreserved.,126,AlinefunctionTheHRmanagerdirectstheactivitiesofthepeopleinhisorherowndepartmentandinrelatedserviceareas(liketheplantcafeteria).指挥自身部门和相关服务场所(例如食堂)的人员活动,FunctionsoftheHRManager,2009PearsonEducationSouthAsia.Allrightsreserved.,127,AcoordinativefunctionHRmanagersalsocoordinatepersonnelactivities,adutyoftenreferredtoasfunctionalcontrol.协调人力资源活动和人力资源相关的事务(例如健康和安全实践),FunctionsoftheHRManager,2009PearsonEducationSouthAsia.Allrightsreserved.,128,Staff(assistandadvise)functionsAssistingandadvisinglinemanagersistheheartoftheHRmanagersjob.建议和协助CEO和其他管理者了解人事方面的问题(比如雇佣员工,服从安全条例),FunctionsoftheHRManager,129,人力资源管理者履行以下三种不同的职能:
直线功能、协调功能、职能功能,人力资源管理者的职责,2009PearsonEducationSouthAsia.Allrightsreserved.,130,SizeofHRDepartment,DependsoncompanysizeSmallCompany:
OnlyafewpersonnelLargeCompany:
FullrangeofHRspecialistforeachdifferentfunction,131,人力资源部门的规模,人力资源部门的大小取决于企业的规模小公司:
人力资源部门可能只包括几个员工大公司:
人力资源部门包括履行各个人力资源职能的专业人员,2009PearsonEducationSouthAsia.Allrightsreserved.,132,SizeofHRDepartment,ExampleofHRdepartmentinasmallcompany:
133,人力资源部门的规模,某小公司人力资源部门情况:
2009PearsonEducationSouthAsia.Allrightsreserved.,134,SizeofHRDepartment,ExampleofHRdepartmentinalargecompany:
135,某大公司人力资源部门情况:
人力资源部门的规模,2009PearsonEducationSouthAsia.Allrightsreserved.,136,DutiesofHRSpecialists,TrainingSpecialistPlan,organizeanddirecttrainingAdvisemanagersontrainingJobAnalystCollectinformationaboutjobsPreparejobdescription,2009PearsonEducationSouthAsia.Allrightsreserved.,137,DutiesofHRSpecialists,RecruiterCollectinformationaboutjobsInterviewandrecommendsuitablecandidatesEEO(EqualEmploymentOpportunity)CoordinatorInvestigateEEOgrievancesgrivns不满、不公、申诉ExamineHRpracticesforpotentialviolations,2009PearsonEducationSouthAsia.Allrightsreserved.,138,DutiesofHRSpecialists,CompensationManagerDevelopcompensationplansHandleemployeebenefitsprogramEmploymentrelationsspecialistAdvisemanagersonemploymentrelationsissuesNegotiatewithunions,139,人力资源专家的职责,培训专员计划、组织与直接培训在培训方面对管理者提供建议工作分析收集岗位信息准备工作说明书招募专员收集岗位信息面试和推荐合适的候选人,140,公平就业机会(EEO)协调人调查有关EEO的申诉检查潜在违规的人力资源实践薪酬管理人员拟定薪酬计划管理员工福利项目劳资关系专家在劳资关系方面为管理者提供建议与工会协调,人力资源专家的职责,2009PearsonEducationSouthAsia.Allrightsreserved.,141,CooperativeLineandStaffHRManagement,DifferentiatingHRdutiestobecarriedoutbylinemanagersandHRmanagers:
Nostandardruleforallorganizations区分哪种职责属于直线管理人员,哪种职责又属于人力资源管理人员:
并不存在一个可以适用于所有组织的划分标准,142,直线与职能人力资源管理功能的协调,区分哪种职责属于直线管理人员,哪种职责又属于人力资源管理人员:
并不存在一个可以适用于所有组织的划分标准,2009PearsonEducationSouthAsia.Allrightsreserved.,143,CooperativeLineandStaffHRManagement,Somecommonpractices:
144,直线与职能型人力资源管理功能的协调,一些常见的实践活动:
2009PearsonEducationSouthAsia.Allrightsreserved.,145,TheChangingEnvironmentOfHRManagement,HRmanagersmustbeabletorespondtochangesthatarehappeningeverydayMajorchangesortrendsasfollows:
GlobalizationTechnologicaladvancesChangesinnatureofworkChangesinworkforcedemographics,146,变化中的人力资源管理环境,人力资源管理者必须能够应对每天所发生的这些变化主要的变化或趋势包括:
全球化技术进步工作性质的变化劳动人口结构的变化,2009PearsonEducationSouthAsia.Allrightsreserved.,147,TheChangingEnvironmentOfHRManagement,GlobalizationTendencyofcompaniestoextendsales,ownership,orproductiontoothercountriesMorecompetitionmorepressuretobe“worldclass”LowercostsandtoincreaseproductivityofemployeesE.g.ToyotaproducescarsinChina,Thailandandmanyothercountries.,148,变化中的人力资源管理环境,全球化企业把销售、所有权或者生产向其他国家的新市场进行扩张的趋势更激烈的竞争成为“世界级”面临的更大压力更低的成本、使员工有更高的生产率进一步提升比如,丰田在中国、泰国以及其他国家生产汽车,2009PearsonEducationSouthAsia.Allrightsreserved.,149,TheChangingEnvironmentOfHRManagement,TechnologicalAdvancesUseofinternetandinformationcommunicationtechnology(ICT)toincreasecompetitivenessinbusinessEnabledbusinessestooutsourcetheirnon-coreactivitiestoothercountrieswherecostsarelowerCauseschangesinnatureofwork,150,技术进步网络和信息交流技术(ICT)使企业在全球市场上更加有竞争力使企业能把一些非核心业务外包给其他更低成本的国家改变着工作的性质,变化中的人力资源管理环境,2009PearsonEducationSouthAsia.Allrightsreserved.,151,TheChangingEnvironmentOfHRManagement,ChangesinnatureofworkCausedbytechnologicaladvancesaswellFrommanufacturingjobstoservicejobsUsageof“non-traditional”workersstaffholdingmultiplejobs,orpart-timestaff技术的进步同样改变着工作的性质生产性的工作已经向服务性的工作转化使用“非传统”的员工那些有大量兼职的工人和非全日工人,152,工作性质的改变技术的进步同样改变着工作的性质生产性的工作已经向服务性的工作转化使用“非传统”的员工那些有大量兼职的工人和非全日工人,变化中的人力资源管理环境,2009PearsonEducationSouthAsia.Allrightsreserved.,153,TheChangingEnvironmentOfHRManagement,ChangesinworkforcedemographicsDiversifiedworkforcestaffemployedareofdifferentrace,religion,nationality,gender,ageandcultureChallengeforHRmanagersE.g.WorkersfromBangladesh,China,India,Indonesia,PakistanandThailandinSingaporesconstruction
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