HND人力资源管理导论Word文档下载推荐.docx

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到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。

在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。

不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。

同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。

一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。

同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。

所有的管理队伍都同意引进更系统的管理方法。

总经理已经表达了愿望：

希望公司能用更战略的方法来招聘，培训和发展员工，从而保证留住这些为公司创造成功和利益的人力资源。

ThehumanresourcemanagementforEscapetotheWild

Introduction:

ThisreportisanadvantagereportforEscapetotheWild,init,wewilltalkaboutitshumanresourcemanagementandhowtomanageitmorebetter.Wewillalsogivesomeadvantagestoitslinemanager.Itwillalsotalkaboutthejoyfulinfluenceforthiscompany.

1.

Thehumanresourcemanagementcanbedefinedasastrategicandcoherentapproachtothemanagementofanorganization’smostvaluedassets:

thepeopleworkingtherewhoindividuallyandcollectivelycontributetotheachievementofitsobjectives.

Therangeofhumanresourcemanagementactivitiesarehumanresourceplanning,recruitmentandselection,jobanalysisanddesign,traininganddevelopment,employeerelations,payandreward,employeewelfare,performancemanagementandappraisal,ensuringfairemploymentpractice.

Inthisreport,Iwilltalkaboutfouractivities:

humanresourceplanning,recruitmentandselection,jobanalysisanddesignandtraininganddevelopment.

（1）Humanresourceplanning

Thehumanresourceplanning’sfunctionandpurpose:

●Toensurethatfirmhasrightnumberofpeople,intherightplace,withtherightskillsattherighttime.

●Tosupportfirms’expansionstrategy.

●ToensuringHRresourcesupplementshumaneresourcedemands.

●Tosethumanresourceobjectivesanddecidinghowtomeetthem.

Dohumanresourceplanningneedtoemployeesneedforacompany,itincludeinsideandoutsidepredict.Theprocessofhumanresourceplanningincludesthreesteps:

●Howmanyemployeeswillweneed

Theexpecteddemandforcompany’sproductofserviceismostimportantwhenforecastingpersonnelneeds.

●Howmanycandidateswillbesuppliedinsideoforganization

Aqualificationsinventorycanfacilitateforecastingthesupplyofinternalcandidates.

●Forecastingthesupplyofoutsidecandidates.

Iftherearenotenoughqualifiedinsidecandidatestofillanticipatedopenings,employersfocusnextonprojectingsuppliesofoutsidecandidates.Thismayrequireforecastinggeneraleconomicconditions,locallabormarketconditions,andoccupationsmarketconditions.

Thisactivityisveryusefulforthiscompany,becauseitcanenablethattheemployeemovementsinto,within,andoutoforganizationaresmooth/lessdisruptiveandsoundHRMdecisionmaking.Throughtheseparts,theycaneffectonmanypartsinthecompany,atlast,itcanbecomethecompetitiveadvantage.

EscapetotheWildislakeofhumanresourceplanningthroughitsdevelopment,iftheydoitwell,thenthecompanywillhasitsowncompetitiveadvantage.

（2）Jobanalysis

Jobanalysisistheprocedurethroughwhichyoudeterminethedutiesofthesejobsandthecharacteristicsofthepeoplewhoshouldbehiredforthem.Itincludestwoparts:

jobdescriptionandpersonspecifications.Itspurposeistoproduceinformationonthejob’sactivitiesandrequirements.Ithasthreeprocesseslikenext:

●Collectingjobanalysisinformation.

Tocarryoutjobanalysisneedcomprehensiveinformationaboutcertainjob.

●Writingjobdescription.

Ajobdescriptionisawrittenstatementofwhatthejobholderdoes,howheorshedoesit,andunderwhatconditionsthejobispreferment.

●Writingpersonspecifications.

Personspecificationshowsdetailsofthepersonalqualitiesanindividualwillneedtoperformaparticularjob.Apersonspecificationsetsouttheskills,characteristicsandattributesthatapersonneedstodoaparticularjob.

Itcanenablethatcompetent,motivatedemployeeswithpositivejobattitudes,job-relatedHRMandminimizedHRM-relatedlawsuits.

Inthiscase,throughitsdevelopmentthecompanyisbeguntodoit,becauseofthis,thecompanyisdevelopingfastandbecomebiggerthanbefore.Thejobanalysisletsomecompetitiveadvantagestothiscompany.

（3）Recruitmentandselection

Recruitmentistheprocessofidentifyingtheneedforanewemployee,definingthejobattractingcandidatesandselectingthosebestsuitedforthejob.

Selectionistheprocessofchoosingwhichpersontoappointfromthosethatapplyforajobvacancy.

Recruitmentandselectionareusuallyconsideredasoneprocess.However,wewillmakethedistinctionherebetweentheinitialactionsandconsiderationswhenplanningstaffrecruitmentandtheprocessofselectinganindividualfromapoolofapplicants.

Thepurposeofrecruitmentandselectionisthat.Recruitmentinvolvesattractingtherightstandardofapplicantstoapplyforvacancies.Selectioninvolveschoosingthemostsuitablepeoplefromthosethatapplyforavacancy;

thisensuresthatthoseselectedforinterviewhavethebestfitwitthejobrequirements.

Theprocessofrecruitmentandselectionislikenext:

●Vacancyreview

●Applyingtofillavacancy

●Preparationofjobdescriptionandpersonspecification

●Preparingarecruitmentadvertisement

●Placingtheadvertisement

●Receiptofapplications

●Arrangeselectioninterviewsandotherselectionactivities

●Writetosuccessfulandunsuccessfulcandidatesatvariousstagesoftheprocess

●Evaluationoftherecruitmentandselectionprocess

Itcouldensurerecruithigh-qualityapplicants,ifacompanyhashigh-qualityemployees,thenproductiveemployeescanincreaseoverallproductivityandimprovedchancesofselectingbestqualifiedandtrainingneedsandcostsareminimized,throughthesebestpartsandcombinewiththiscompany’ssituation,ifitcanhavehigh-qualityemployeesandtakelowcostfortheemployeestraining.Thosearehelpingthecompanydevelopingwell.

（4）Traininganddevelopment

Traininganddevelopmentreferstoa“plannedeffortbyanorganizationtofacilitatethelearningofjob-relatedbehavioronthepartofitsemployees”.Traininganddevelopmentisalsoameanstoprovideemployeeswithrelevantskillssoastoimprovetheefficiencyoftheirorganization.

Thegoalsandfunctionoftraininganddevelopingarelikenext:

●Toimproveanindividual’slevelofself-awareness

●Toimproveanindividual’sskillinoneormoreareasofexpertise

●Toincreaseanindividual’smotivationtoperformhisorherjob

●Togrowitsownmanagersandpromotefromwithin

●Tohelpretaingoodqualityemployees

TheprocessesofT&

Darelikenext:

●Identifyingtrainingneeds

●ProducingT&

Dplanning

●ImplementingT&

●Evaluatingtheprogram

ThroughgoodT&

D,thecompanycouldimproveemployeecompetence,permanentchangeinKSAsofnewemployeesandpermanentchangeinKSAsofcurrentemployees.

Inaword,EscapetotheWildcanthroughthesepartsinitsowncompanytoimprovehisproduceandhisquicklydevelopmentintheworld.

2.

（1）

Throughthecasecompany,wecanseethatthemanagementstructureisn’twonderfulforthiscompany.Inthiscompany,ithas300staffs,butitsstructureofthehumanresourcemanagementfunctionisn’thavingfullfunctioninthisfirm,soweneedtoimproveittohelpthecompanydevelopingbetter.Iwilltakesomeadvantagestoit.

Fromnextpicture,thecompanydidn’thavethelastdepartmentinitsstructurethatisHRdirector,thisdepartmentisthiscasecompanyarebuildingnow.

Becauseof300staffsinthisform,insomeoperations,theratioofHRdepartmentstafftothenumberofemployeesisoneforevery100employeesoroneforevery200employees,soitsuitableto1:

100managementsituation,soweonlyneedtoaddtwoorthreeHRdirector’smember,sothenewstructurepictureislikenext,ithasfivedepartmentsandtheHRdirectoristhenewone.

ThepositionsofHRdepartmentarealwaysincludingthese:

●Directorofhumanresources

●Laborrelationsspecialist（directoroflaborrelations）

●Employmentmanager

●Payrolladministrator

●Benefitsadministrator

●Directoroftraining/trainingmanager

Throughthefactofthiscompanyandthetheory,sowecanseethenextstructureismuchmoresuitableforthecompany.

ManagingDirector

MarketingAdvisorPersonalAssistant

FinanceDirectorOnlineandMailOrderRetailOutletsPurchaseandHRDirector

SalesDirectorDirectorDistributionDirector

1accountant2IT/webspecialists10store1warehousemanager1training

2finance1mail-ordermanagers1buyingmanagermanager

supervisorsmanager20assistant3distribution1HRrecruiter

8finance1assistantmail-storemanagerssupervisors

assistantsordermanager150full-time/5buyers

2secretarial3salesteamleaderspart-time/casual15dispatch/

supportstaff30full-time/part-timeretailstaffwarehousestaff

customerservicestaff4secretarial/4secretarial/

4secretarial/adminadminstaffadminstaff

staff

TheHRdirectorguidesandmanagementtheoverallprovisionofhumanresourceservices,policies,andprogramsfortheentirecompany.HeoriginatesandleadsHRpracticesandobjectivesthatwillprovideanemployee-oriented,highperformanceculture.The