商务英语 Unit 3.docx

商务英语 Unit 3.docx

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商务英语Unit3

Unit3HUMANRESOURCEMANAGEMENT

THEORIESRELATEDTOHRMANAGEMENT

HierarchyofNeeds

Aneedisalackofsomethingessential,desirable,oruseful.Theneedstheorystatesthatpeopleacttosatisfytheirneeds.Maslowproposedahierarchyofneedsconsistingoffivelevels.

●PhysiologicalNeeds-----needsforfood,shelter,andclothing.Theseneedsarethemostbasicandthereforeatthebottomofthehierarchy,buttheyaretheonesthatmotivateapersontofindajobandearnmoneytoprovidefood,shelter,andclothingforthemselvesandtheirfamilies.

●Safety/securityNeeds-----needstofeelsecure,tobeprotected,andtoavoidtheunexpected.Theyaregenerallyforjobsecurityandprotectionfromworkhazards.Someofthemeansforsatisfyingtheseneedsareseniorityprovisionsinlaboragreements,healthandsafetylegislation,andinsurance.

●SocialNeeds-----needsforbelonging（acceptedbyothers）andforgivingandreceivingfriendshipandlove.Informalsocialgroupsonthejob/offthejobhelppeoplesatisfytheseneeds.Evenformalworkgroupscanhelpmeetworkers’socialneeds.

●EsteemNeeds-----needsfortherespectfromothersandforasenseofaccomplishmentandachievement.Satisfactionoftheseneedsisreflectedinfeelingsofself-worth.Havingajobisoftenveryimportantinsatisfyingesteemneeds.Praiseandrecognitionfrommanagersandothersinthefirmcontributetothesenseofself-worth.

●Self-ActualizationNeeds-----needsforfulfillment,forlivinguptoone’spotential,andforusingone’sabilitiestotheutmost.TheArmyrecruitingslogan“BeAllThatYouCanBe”isaimedattheseneeds.Inothercases,amanagerwhodevelopsandmaintainsaneffectivedepartmentmightalsofeelself-actualized.

TheoryX

DouglasMcGregor,oneofMaslow’sstudents,assumedthatingeneralpeopledonotliketowork---andthatworkisanaturalactivity.Fromtheseassumptions,hedevisedtwotheoriesofwhatmotivatesworkersandwhatmanagementstylesareappropriate.

TheoryXassumesthefollowing:

●Theaveragepersondislikesworkandwillavoiditifpossible.

●Becausepeopledon’tliketowork,theymustbecontrolled,directed,orthreatenedwithpunishmenttogetthemworkbetter.

●Theaveragepersonpreferstobedirected,avoidsresponsibility,isrelativelynotambitious,andwantssecurityaboveall.

Thisviewofpeoplesuggeststhatmanagersmustconstantlyprodworkerstoperformandmustcloselycontroltheiron-the-jobbehavior.Byassumingthatemployeesarelazy,unmotivated,andinneedofstrictcontrol,managersreinforcetheconditionsthatmaketheemployeesthatwayinthefirstplace.Butmanagerswhothinkworkersarelazyandirresponsiblemayloseorfrustratethebestones.

TheoryY

Incontrast,TheoryYisbasedonthefollowingassumptions:

●Workisasnaturalasplayorrest.

●Thethreatofpunishmentisnottheonlywaytogetpeopletowork.

●Workerscanbepositivelymotivated.Theywilltrytoaccomplishorganizationalgoalsiftheybelievetheywillberewardedfordoingso.

●Underproperconditions,theaveragepersonlearnsnotonlytoacceptresponsibilitybutalsotoseekit.

●Mostworkershavearelativelyhighdegreeofimaginationandcreativityandarewillingtohelpsolveproblems.

TheoryZ

TheoryZisoffered/developed/devised/proposedbyWilliamOuchi,amanagementscholarattheUniversityofCalifornia,LosAngeles.ThistheorycombinestheUSandJapanesebusinesspracticesandemphasizes:

●Long-termemployment

●Slowcareerdevelopment

●Moderatespecialization

●Groupdecisionmaking

●Individualresponsibility

●Relativelyinformalcontrolovertheemployees

●Concernforworkers

TheoryZhasbeenwellreceived,butthereisnotyetmuchevidencetosupportit.However,manyU.S.firms---amongthemDeltaAirlines,IBM,andP&G---douseelement（s）ofTheoryZ.

AssumptionpresumptionSuppose

Corporate/business/organizationCulture

Basically,organizationalcultureisthepersonalityoftheorganization.Cultureiscomprisedoftheassumptions,values,normsandintangiblesignsoforganizationmembersandtheirbehaviors.CorporateculturecanbelookedatasasystemandisgreatlyinfluencedbytopmanagementandcanchangewhenanewCEOtakescommand.

Corporateculturediffersjustastypesofpersonalitydo.ResearcherJeffreySonnenfieldidentifiedfourtypesofcultures.Theyareacademy,baseballteam,club,andfortress.

Inanacademyculture,employeesarehighlyskilledandtendtostayintheorganizationandworktheirwayuptheranks.Thisculturestresseslong-termcareerdevelopmentandprovidesastableenvironmentinwhichemployeescandevelopandexercisetheirskills.Newemployeesattractedbythisculturearetypicallycollegegraduates.Theorganizationexamplesareuniversities,hospitals,largecorporationslikeIBM,etc.

Baseballteamcultureseeksouttalentsofallagesandexperiences.Theemphasisofthecultureisonshort-termresultsratherthanlong-termcommitment.Employeesworkinginthiscultureareusually"freeagents",muchlikeprofessionalathletes.Theyhavehighlyprizedskillsandarerewardedonthebasisofwhattheyproduce.Theyareinhighdemandandcanrathereasilygetjobselsewhere.Thistypeofcultureexistsinfast-paced,high-riskorganizations,suchasinvestmentbanking,advertising,accounting,lawfirms,andsoftwaredevelopmentcompanies,etc.

Tofitintothegroupisthemostimportantrequirementforemployeesinaclubculture.Commitmenttothecompany,doingthingsforthegoodofthegroup,isemphasizedoverpersonalachievement.Usuallyemployeesstartatthebottomandstaywiththeorganization.Theorganizationpromotesfromwithinandhighlyvaluedseniority.Examplesarethemilitary,somelawfirms,etc.

Commitsuicide.

Palace/castle/fortress

Companieswithfortressculturearethosethatarestrugglingtokeepafloat.Manyareacademies,clubs,orbaseballteamsthathavefailedandaretryingtocomeback.Others,includingretailingandnatural-resourcecompanies,arealwaysinaboom-or-bustcycle.Fortressescannotpromisejobsecurityorrewardemployeesonthebasisofhowwelltheyperform.Employeesdon'tknowifthey'llbelaidoffornot.Theseorganizationsoftenundergomassivereorganization.Examplesaresavingsandloans,largecarcompanies,etc.

Ofcourse,manycompaniescan’tbeneatlyclassifiedinanyoneway.Manyhaveablendofcorporatecultures.GE’saerospacedivisionoperatesmorelikeaclub;theelectronicsdivisionisanacademy;thehome-applianceunitisfortress.Beforeyoutakeyourfirstjobaftergraduation,carefullyconsiderthecultureofpotentialemployers.Ifyouarearisktaker,youwillprobablythriveatabaseballteamcompanybutnotperformaswellatanacademy.Ontheotherhand,ifyouareateamplayerwholovessecurity,youwon’tbehappywithabaseball-teamcompany.

THEHUMANRESOURCEFUNCTION

Human-resourcemanagementistheprocessofplanning,hiring,developing,motivating,andevaluatingpeopleinordertoachieveorganizationalgoals.

HRPlanning

Human-resourcemanagersaretheoneswhomustdeterminefuturehuman-resourceneeds.Thentheyassesstheskillsofthefirm’sexistingemployeestoseeifnewpeoplemustbehiredorexistingonesmustberetrained.Creatingastrategyformeetingfuturehuman-resourceneedsiscalledhuman-resourceplanning.

JobAnalysisandDesign

Jobanalysisanddesignisoneoftheessentialpartsofhumanresourceplanning.Human-resourceplannersmustknowwhatdifferentjobsrequire.Thisinformationistypicallyassembledthroughajobanalysis,astudyofthetasksrequiredtodoajobwell.Thisinformationisusedtospecifytheessentialskills,knowledge,andabilities.

Thetasksandresponsibilitiesofajobarelistedinajobdescription.Theskills,knowledge,andabilitiesapersonmusthavetofillajobarespelledoutinajobspecification.Thesetwodocumentshelphuman-resourceplannersfindtherightpeopleforspecificjobs.WhenGeneralMotorsbuiltitsSaturnassemblyplant,itdecidednottodothingsinthesameoldway.GMhuman-resourcespecialistsspentthousandsofhoursrethinkingoldjobdesigns.Jobdesignmeansspecifyingthecontentofajob,thematerialsandequipmenttobeusedindoingit,anditsconnectiontootherjobs.Jobdesignhelpsensurethatallnecessarytasksareperformedbysomeoneandthattheyareperformedefficiently.

EMPLOYEERECRUITMENTANDSELECTION

Whenafirmcreatesanewpositionoranexistingonebecomesvacant,thefirmstartslookingforpeoplewiththeneededqualifications.Thetwosourcesofjobapplicantsaretheinternalandexternallabormarkets.Theinternallabormarketismadeupofcurrentemployees;theexternallabormarketisthepoolofpotentialapplicantsoutsidethefirm.

Mostcompaniestrytofillpositionsbeyondentrylevelfromwithinthecompany.Theinternalsearchforjobapplicantsusuallyresultsinsomekindofreassignment.Peoplecanbepromoted（upwardmovement）,transferred（movementatthesamelevel）,ordemoted（downwardmovement）.

Ifqualifiedcandidatescannotbefoundinsidethecompany,theexternallabormarketmustbetapped.Theexternalsearchprocessinvolvesfindingpotentialapplicants,providinginformationaboutjobopenings,andtryingtoattractqualifiedprospectstothefirm.

TheEmployeeSelectionProcess

Afterpeoplehavebeenattractedtothefirmandappliedforajob,employmentspecialistsbegintheselectionprocess.

Thefirsttwostagesintheselectionprocess—thepreliminaryinterviewandtheemploymentapplicationform---makeuptheinitialscreening.Thepreliminaryinterviewtendstoberathershort,oftenlessthanfifteenminutes