人力资源管理英文论文.docx

人力资源管理英文论文.docx

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人力资源管理英文论文

TableofContents

Introduction1

1.JobAnalysis1

2.Themanagerpositionskills1

2.1Technicalskills1

2.2Conceptualskills2

2.3Effectivenessskills2

2.4Communicationskills2

2.5Interpersonalskills2

3.Experienceandperformancemanagement3

3.1Askforassistancefromhumanresources3

3.2Readbooksandotherresourcematerials3

3.3Attendtrainingprograms4

3.4Linkwithorjoinprofessionalorganizations4

4.Performanceevaluation4

4.1AlternationRankingMethod5

4.2BehaviorallyAnchoredRatingScale（BARS）5

4.3GraphicRatingScale6

4.4PairedComparisonMethod6

5.Towmeasuringperformance7

5.1BehaviorallyAnchoredRatingScale（BARS）7

5.2ManagementbyObjectives（MBO）8

Conclusion10

References11

Introduction

Asamanager,itsmustsomequestioninmanagingthecompanyandoneofyourmajortasksistospearheadyourstaff’sprofessionaldevelopmentandsolvethequestion.Butyoualsohavearesponsibilitytoyourself.Aneffectivemanagercontinuallyhoneshismanagerialskills.

Weexaminetherelationbetweenmanagerialabilityandearningsquality.Wefindthatearningsqualityispositivelyassociatedwithmanagerialability.Specifically,moreablemanagersareassociatedwithfewersubsequentrestatements,higherearningsandaccrualspersistence,lowererrorsinthebaddebtprovision,andhigherqualityaccrualestimations.Theresultsareconsistentwiththepremisethatmanagerscananddoimpactthequalityofthejudgmentsandestimatesusedtoformearnings.

1.JobAnalysis

Asamanageryoualsoshouldknowthese，first,thattherelationshipbetweenHRMandperformanceisdependentuponthebusinessstrategythehotelispursuing;second,thathotelspursuinganHRMapproachcoupledwithaqualityfocuswithintheirbusinessstrategyperformbest;and,finally,thatHRMismorelikelytocontributetocompetitivesuccesswhereitisintroducedasanintegratedandcoherentpackage,orbundleofpractices.

2.Themanagerpositionskills

TherearefiveworkingskillsrequiredofTischhaveinmanagingthecompanyandwecanlearnthatthesefiveworkingskillsareveryimportanttoaffectthecompany’sperformancemanagement.

2.1Technicalskills

Thisreferstoboththetechnicalknowledgeofyourcompany’sproductsorservicesandhowthecompanyworksasabusiness.Itknowshowtoutilizeandmanagethecompany’stoolsandresourcestomeetandexceedthecompany’sgoals.

2.2Conceptualskills

Goodmanagersareproblemsolversanddecisionmakerswhocanthinkoutsidethebox.Forexample,Tischthinkthattwobigbenefitshederivedarerapportwithemployeesandrespectforthem.

2.3Effectivenessskills

Someeffectivenessskillsaretimemanagement,projectmanagement,negotiatingskills,operationsreview,improvementimplementationandprioritysetting.Oneofmanagement’sresponsibilitiesistogiveemployeesthepropertoolstodothework,suchasthecottonuniformsthatreplacedthepolyesteronesatLoewshotels.Anotheristoreinforcetheimportanceofyourstafftothecompany

2.4Communicationskills

Theabilitytoeffectivelyimpartideas,thoughts,wordsandactionsbothorallyandinwrittencommunicationiscritical.Presentationskillsarealsorequired.Employeeroundtablesoftenfollow,soLoewspersonnelcanshareandevaluateexperiences.Thecommunicationhelpseveryonerecognizewhat’srequiredintheday-to-dayrunningofahotel.

2.5Interpersonalskills

Coachingandmentoringstaffisanimportantskillformanagerstomaster.Amanagershouldbeabletoworkwithadiversegroupofemployees.Heshouldknowhowtodealwithdifferentpersonalitiestodrawoutthebestineachindividual.Agoodmanagerissomeonewhocanbringindividualstogethertoworkasateam.“Whenyouareinthehotelbusiness,”Tischsays,“youhavetocreatepartnershipswithemployeesandguests.”Thecompanyfosterspartnershipswithemployeespartlybygivingeverydayrecognition.Oneexampleisthehousekeepingstaff’smorningbreak-outsession,whichvariesfromhoteltohotelbutfollowsthesameapproach.

3.Experienceandperformancemanagement

Beingasuccessfulmanagerisnotsimplyensuringthatyourcompany’sprofitsaresoaringorthatyourstaffarehappy.Tobecomeagoodmanageristocontinuallyhoneyourmanagerialskills.Justbecauseyouhavebeenamanagerfor5yearsdoesnotguaranteethatyouareagoodone.Theskillsrequiredofmanagers10,15,or20yearsagoarenottotallythesameastheskillsrequiredofmanagersnow.Continuallylookforwaystoupdateyourmanagerialskillssoyoucanbeatruerolemodelforyourstaffandyourpeers.Skillsstaffmustpossessaredifferentfromskillsmanagersmustdisplay.Asmanager,itisyourdutytofindwaystoimproveyourownmanagerialskills.Youaretherolemodelandassuchshoulddisplaymanagerialethicsandskillstobeeffective.Themanager’sexperiencecanaffectthecompany’sperformancemanagement.Herearesomewaystofurtheryourmanagerialcareerandimprovethecompany’sperformancemanagement.

3.1Askforassistancefromhumanresources

Technically,theHumanResourcedepartmentshouldhavetrainingprogramslinedupforalljobpositionsinthecompanyeachyear.FindoutfromHRwhattrainingprogramsareavailableforthepositionofmanager.Thetrainingprogramsshouldbeamixofcoursesaimedathoningthedifferentskillsrequiredoftheposition.

3.2Readbooksandotherresourcematerials

Therearemanybooksonmanagingingeneralandbooksthataddressmorespecificmanagerialskills.Forexample;therearebooksontimemanagement,organizationaldevelopment,conductingperformanceappraisals,projectmanagementtechniquesandothers.Taketheinitiativetoexploretheseresourcesonyourown.

3.3Attendtrainingprograms

Findoutsidetrainingprogramsthatcanhelpyoubecomeabettermanager.Ifyouknowthatyourpresentationskillsareweak,findconsultantsthatofferthistypeofprogram.Usetheinternettofindthebesttrainingprogramsthatcanaddressyourareasforimprovement.Makesuretoreadreviewsbythosewhohaveattendedthesecoursesalreadytoseeiftheprogramisrightforyou.

3.4Linkwithorjoinprofessionalorganizations

Thereareprofessionalorganizationsformanagersdependingontheirfieldofexpertise.Byjoininganorganizationortwo,youcanshareinformation,askquestionsandseekguidancefromthosewhohavebeensuccessfulmanagersformanyyears.

4.Performanceevaluation

Astudyofgeneralmanagersof389UnitedStateshotelsfoundthat87percentoftherespondentsconductedregularperformanceappraisalsforalloftheiremployees.Thispercentageissimilartothatfoundinotherindustries.Themostfrequentintervalforperformanceappraisalsbylodgingmanagersisonceperyear,alsoechoingthefindingsforotherindustries.Mostmanagersusedmorethanonetypeofappraisalandusedtheirappraisalsformorethanonepurpose.Nearlyhalfusedamanagement-by-objectivesapproachfortheirappraisals（49percent）,followedbybehaviorallyanchoredratingscales（41percent）,narrativeessays（37percent）,andgraphicratingscales（28percent）.Onenegativenoteisthatnearly15percentofthemanagersdonotfollowtheirappraisalswithfeedbacksessionstoreviewthoseappraisals.Themostfrequentapplicationofperformanceappraisalswasforcompensationdecisions（86percent）,followedbyassessingwhetherobjectiveshadbeenmet（78percent）,establishingtrainingneeds（73percent）,anddeterminingpromotions（65percent）.Three-fifthsofthesamplereportedthatperformanceappraisalswereimportanttothesuccessoftheiroperation.ThesearesomeseveralkindsofperformanceevaluationthatIthinkmightsuitthehotelindustry.

4.1AlternationRankingMethod

Rankingemployeesfrombesttoworstonaparticulartrait

Advantagesofranking

Disadvantagesofranking

•Simple.“Alternation”methodranks“highest”then“lowest,”thennext“highest,”thennext“lowest”.“Pairedcomparisons”methodpickshighestoutofeachpair

•Fast

•Mostcommonlyused

•Comparisonscanbeproblematicdependingonnumberandcomplexityofjobs

•Mayappeararbitrarytoemployees

•Rankjudgmentsaresubjective.

•Canbelegallychallenged

•Unreliable

•Difficulttoadministerasthenumberofjobsincreases

4.2BehaviorallyAnchoredRatingScale（BARS）

Anappraisalmethodthataimsatcombiningthebenefitsofnarrativeandquantifiedratingsbyanchoringaquantifiedscalewithspecificnarrativeexamplesofgoodandpoorperformance.

Rankingemployeesfrombesttoworstonaparticulartrait

Advantagesoftheratingscales

Disadvantagesoftheratingscales

•Graphicratingscalesarelesstimeconsumingtodevelop.

•Theyalsoallowforquantitativecomparison.

•Differentsupervisorswillusethesamegraphicscalesinslightlydifferentways.

•Onewaytogetaroundtheambiguityinherentingraphicratingscalesistousebehaviorbasedscales,inwhichspecificworkrelatedbehaviorsareassessed.

•Morevaliditycomparingworkersratingsfromasinglesupervisorthancomparingtwoworkerswhowereratedbydifferentsupervisors.

4.3GraphicRatingScale

Ascalethatlistsanumberoftraitsandarangeofperformanceforeach.Theemployeeisthenratedbyidentifyingthescorethatbestdescribeshisorherperformanceforeachtrait.Ratingscalescaninclude5elementsasfollows:

•Unsatisfactory

•Fair

•Satisfactory

•Good

•Outstanding

GraphicRatingScale

Advantagesoftheratingscales

Disadvantagesoftheratingscales

•Graphicratingscalesarelesstimeconsumingtodevelop.

•Theyalsoallowforquantitativecomparison.

•Differentsupervisorswillusethesamegraph