16单元HRM专业英语课后答案.docx

16单元HRM专业英语课后答案.docx

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16单元HRM专业英语课后答案

1-6单元HRM专业英语课后答案

Unit1AnOverviewofHumanResourceManagement

KEYTOEXERCISES（I）

1.ThesuccessofSouthwestAirlinescomesfrommanagingpeopleeffectively,acombinationofanumberofimportantbutlessvisibleaspectsofoperations.

2.Inthetraditional,the“HumanResourceManagement”werecalled“personnel”.

3.Someemployeesattemptedtostartunionsforstrikeforimprovedconditionsbefore1900.

4.Theimportanceofcollectivebargainingandunion/managementrelationsfollowingthelaborunions’risetopowerinthe1940sand1950sexpandedtheresponsibilitiesofthepersonnelareainmanyorganizations,especiallythoseinmanufacturing,utilities,andtransportation.

5.Theyare“organizationalrestructuring”and“workforcediversity”.

6.MuchoftheresponsibilityforsafetyhadbeensubcontractedtoBoeing,andNASA’ssafetyculturehadbecome‘reactive,complacentanddominatedbyunjustifiedoptimism,displayingnointerestinunderstandingaproblemanditsimplications’.Besides,theenormouscostmaybethegreatestculprits.

7.Self-servicereferstogivingemployeescontrolofHRtransactions.

Self-servicealsofitswiththechangingpsychologicalcontract—employeesareexpectedtotakegreaterresponsibilityfortheirowncareers.Self-serviceisbeingusedforawiderangeofHRservicesincludingtrainingcoursecatalogsandcourseenrollment,benefitsenrollmentandinquiries,andattitudesurveys.

8.Thesedutiesinclude:

1）Respectingpersonsandnotusingthemsolelyasmeanstoone’sownends

2）Notdoinganyharm

3）Tellingthetruth

4）Keepingpromises

5）Treatingpeoplefairlyandnotwithoutdiscrimination

6）Notdeprivingpeopleofbasicrights

9.“Badapple”tellsaboutthatsomeindividualsaresimplypredisposedtobehaveunethicallyandshouldbeweededoutbytheselectionprocess.

10.HRbenchmarkingistheprocessofcomparingone’sHRpracticeswiththoseofanotherfirm,particularlyacompetitor,asawaytooutperformthecompetition.

Unit2StrategicHumanResourceManagement

KEYTOEXERCISES（I）

1.IttakesthenotionofHRMasastrategic,integratedandcoherentapproachanddevelopsthatinlinewiththeconceptofstrategicmanagement.

2.Strategy:

Thedeterminationofthelong-termgoalsandobjectivesofandenterprise,andtheadoptionifcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthosegoals.

Characteristics:

First,itisforwardlooking.

Thesecondcharacteristicisthattheorganizationalcapabilityofafirmdependsonitsresourcecapacity.

Thethirdcharacteristicofstrategyisstrategicfit-theneedwhendevelopingHR.

3.Theformulationofcorporatestrategyisbestdescribedasaprocessfordevelopingasenseofdirection,makingthebestuseofresourcesandensuringstrategicfit.Ithasoftenbeendescribedasalogical,step-by-stepaffair,theoutcomeofwhichisaformalwrittenstatementthatprovidesadefinitiveguidetotheorganization’sintentions.

4.Theriseandfallofstrategicplanning.

5.ThefundamentalaimofstrategicHRMistogenerateorganizationalcapabilitybyensuringthattheorganizationhasskilled,engaged,committedandwell-motivatedemployeesitneedstoachievesustainedcompetitiveadvantage.

6.StrategicHRMisbasedontwokeyconcepts,namely,theresource-basedviewandstrategicfit.

7.Toaverylargeextent,thephilosophyandapproachestostrategicHRMareunderpinnedbytheresource-basedview.Thisstatesthatitistherangeofresourcesinanorganization,includingitshumanresources,thatproducesitsuniquecharacterandcreatescompetitiveadvantage.

8.Valuable,rare,imperfectlyimitableandnon-substitutable.

9.First,vertically,itentailsthelinkingofhumanresourcemanagementpracticeswiththestrategicmanagementprocessoftheorganization.Second,horizontally,itemphasizesthecoordinationorcongruenceamongthevarioushumanresourcemanagementpractices.

10.1.employmentsecurity;

2.selectivehiring;

3.self-managedteams;

4.highcompensationscontingentonperformance;

5.trainingtoprovideaskilledandmotivatedworkforce;

6.reductionofstatusdifferentials;

7.sharinginformation.

11.Thereareexamplesinvirtuallyeveryindustryoffirmsthathaveverydistinctivemanagementpractices...Distinctivehumanresourcepracticesshapethecorecompetenciesthatdeterminehowfirmscompete.

12.Thebestapproachisinlinewithcontingencytheory.ItemphasizesthatHRstrategiesshouldbecongruentwiththecontextandcircumstancesoftheorganization.

13.“Bundling”isthedevelopmentandimplementationofseveralHRpracticestogethersothattheyareinterrelatedandthereforecomplementandreinforceeachother.

14.Theproblemwiththebundlingapproachisthatofdecidingwhatisthebestwaytorelatedifferentpracticestogether.

Unit3HumanResourcePlanning

KEYTOEXERCISES（I）

1.HRplanningistheprocessofanalyzingandidentifyingtheneedforandavailabilityofhumanresourcessothattheorganizationcanmeetitsobjectives.

2.TypicalHRPlanningResponsibilities.

HRUnit:

Participatesinstrategicplanningprocessforoverallorganization;IdentifiesHRstrategic;DesignsHRplanningdatasystemsmanagersonstaffingneeds;ImplementsHRplanasapprovedbytopmanagement.

Managers:

Identifysupply-and-demandneedsforeachdivision/department;Review/discussHRplanninginformationwithHRspecialists;MonitorHRplanwithdepartmentalplans;IntegrateHRplanwithdepartmentalplans;MonitorHRplantoidentifychangesneeded;ReviewemployeesuccessionplansassociatedwithHRplan.

3.OnefactoroftenaffectingtheplanningofHRactivitiesinsmallfirmsisfamilyconsiderations.

ThekeytoasuccessfultransitionofabusinessfromonegenerationtoanotherishavingaclearlyidentifiedHRplan.

4.ThestepsintheHRplanningprocessareshowninFigure3.2.NoticethattheHRplanningprocessbeginswithconsideringtheorganizational

Objectivesandstrategies.ThenbothexternalandinternalassessmentsofHRneedsandsupplysourcesmustbedoneandforecastsdeveloped.

5.Factorstoconsiderincludethecurrentlevelofemployeeknowledge,skills,andabilitiesinanorganizationandtheexpectedvacanciesresultingfromretirement,promotion,transfer,sickleave,ordischarge.

6.①Uppermanagementhasabetterviewofthehumanresourcedimensionsofbusinessdecisions.②HRcostsmaybelowerbecausemanagementcananticipateimbalancesbeforetheybecomeunmanageableandexpensive.③Moretimeisavailabletolocatetalentbecauseneedsareanticipatedandbeforetheactualstaffingisrequired.④Betteropportunitiesexisttoincludewomenandminoritygroupsinfuturegrowthplans.⑤Developmentofmanagerscanbebetterplanned.

7.Attheheartofstrategicplanningistheknowledgegainedfromscanningtheexternalenvironmentforchanges.

8.WorkforceCompositionandWorkPatterns;GovernmentInfluences;GeographicandCompetitiveConditions;EconomicConditions.

9.AnalyzingthejobsthatwillneedtobedoneandtheskillsofpeoplecurrentlyavailabletodothemisthenextpartofHRplanning.

10.①Individualemployeedemographics;②Individualcareerprogression;③Individualperformancedate.

Unit4JobAnalysisandDesign

KEYTOEXERCISES（I）

1.Jobdesignreceivesattentionforthreemajorreasons:

1）jobdesigncaninfluenceperformanceincertainjobs,especiallythosewhereemployeemotivationcanmakeasubstantialdifference.

2）Jobdesigncanaffectjobsatisfaction.

3）Jobdesigncanimpactbothphysicalandmentalhealth.

2.Theyarefivetypesofworksthatonefirminclude,andtheyare:

1）Full-timeemployees

2）Part-timeemployees

3）Independentcontractors

4）Temporaryworkers

5）Contingentworkers

3.Oneapproachfordesigningorredesigningjobsistosimplifythejobtasksandresponsibilities.Severalotherapproachesalsohavebeenusedaspartofjobdesign.Thereare:

jobenlargementandjobenrichment;jobrotation;jobsharing.

4.Thereareseveraladvantagestojobrotationwithonebeingthatitdevelopsanemployee’scapabilitiesfordoingseveraldifferentjobs.

5.Whilejobdesignattemptstodevelopjobsthatfiteffectivelyintotheflowoftheorganizationwork,themorenarrowfocusofjobanalysiscentersonusingaformalsystemtogatherdateaboutwhatpeopledointheirjobs.

6.Thepurposesofjobanalysisareasfollowing:

1）Workactivitiesandbehaviors

2）Interactionswithothers

3）Performancestandards

4）Financialandbudgetingimpact

5）Machinesandequipmentused

6）Workingcondition

7）Supervisiongivenandreceived

8）Knowledge,skills,andabilitiesneeded

7.Thejobanalysisresponsibilitiesareincludetwotypicaldivisions,theyare:

HRUNIT

1）Coordinatesjobanalysis

2）Writesjobdescriptionsandspecificationsforreviewbymanagers

3）Periodicallyreviewsjobdescriptionsandspecifications

4）Reviewsmanagerialinputtoensureaccuracy

5）Mayseekassistancefromoutsideexpertsfordifficultorunusualanalyses

8.1）Task-basedjobanalysisisthemostcommonformandfocusesonthetasks,duties,andresponsibilitiesperformedinajob.

Competenciesareindividualcapabilitiesthatcanbelinkedtoperformancebyindividualsorteams.

2）Unlikethetraditionaltask-basedapproachtoanalyzingjobs,thecompetencyapproachconsidershowknowledgeandskillsareused.

Unlikethetraditionaltask-basedjobanalysis,onepurposeofthecompetencyapproachistoinfluenceindividualandorganizationalbehaviorsinthefuture.

Thecompetencyapproachmaybebroadlyfocusedonbehaviors,ratherthanjustontask,duties,andre