人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx

人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx

《人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx》由会员分享，可在线阅读，更多相关《人力资源管理第十版英文版第三章笔记CHAPTER 3 Individuals Jobs and Effective HR Management.docx（48页珍藏版）》请在冰豆网上搜索。

人力资源管理第十版英文版第三章笔记CHAPTER3IndividualsJobsandEffectiveHRManagement

CHAPTER3Individuals,Jobs,andEffectiveHRManagement

Afteryouhavereadthischapter,youshouldbeableto:

●IdentifythreeareaswhereHRdepartmentsshouldset

performancegoals.

●Describeyourcurrentjobusingthejobcharacteristics

model.

●Discussadvantagesanddisadvantagesofworkteams.

●Compareandcontrastwaysofdealingwithturnoverand

absenteeism.

●EnumeratewaystocollectdataforevaluatingHR

performance.

●SummarizetheprocessofevaluatingHRperformance.

HRTRANSITIONS

EffectiveHR:

LinkingIndividuals

andJobsSuccessfully

“Asuccessfulcompanycan’tbeatwarwithits

ownemployees.”

ThekindsofHumanResourcessystemsandpracticesthatorganizations

developdiffertosomeextent.They

evolveinresponsetodifferentcircumstances,butitisbecomingclearthatHRmanagementdoesaffectanorganization’seffectivenessandabilitytocompete.Threeexamplesaregivenheretoshowhowtherelationshipsamongindividuals,jobs,andeffectiveHRmanagementcanaffectanorganization.

PlasticsLumberCompany:

InAkron,Ohio,AlanRobbinsstartedasmallfactorythatconvertsoldmilkandsodabottlestofakelumberusedinpicnictables,fences,etc.Hismajorproblemshavebeenwithhisemployees.Heintentionallyputhisfactoryinadowntownlocationandhiredlocalresidents.Whenhebegan,hewaslaxandfriendly—hewouldbreakoutcoldbeersforeveryoneattheendofashift,orgrantemployeespersonalloans.AturningpointcamewhenMr.Robbinshadtofiretwoworkersforfightingontheworkfloor.

Onewasroamingthefactorylookingfortheotherwithanironbarinhishand.Bothmenfiledforunemploymentcompensation,andfiledracialdiscriminationcomplaints.Mr.Robbinsrealizedhislaissez-faireapproachtoHRwasnotgoingtowork.Othertoughissuesinvolvingalcoholanddrugsatworkalsoemerged.Inonemonth,hehadtofirefourofhis50employeesforcocaineandothersubstanceabuseproblems.Absenteeismisaconstantproblem.Soisthethreatoflawsuitsandinjuryclaims,aswellasdiscriminationandunemploymentclaims.InresponseMr.RobbinshasbuiltelaborateHRdefensesagainstsuchproblemsandsayshenolongertrustshisemployeesasmuchasheoncedid.HissolutionisanHRsystembuiltaroundathickemploymentmanualoutliningwhatwillbetoleratedandwhatwillnot.

NorthwestAirlines:

Northwest’scustomerserviceandlaborproblemshavegonefrombadtotheworstamongmajorairlines.Northwesthadthehighestnumberofcustomercomplaints,themostdelayedflights,andsecondworstperformanceonmishandledbags.Theairlinerecognizedtheproblems,butthesituationworsenedasGeneralMotorsandChryslerannouncedtheywereshiftingsomeoftheirbusinesstraveltoaNorthwestrival.Theautomakerswereunhappywithhighfares,delays,andcancellationsbyNorthwest.TheFAAisinvestigatinganunusuallyhighnumberofmechanicalproblems,andunionemployeeshadastrike.InlookingatNorthwestAirlines,theCEOofContinentalAirlinesobserved,“Theyknowtheyhavesomeserviceissues.”Hefurthernoted,“Asuccessfulcompanycan’tbeatwarwithitsownemployees.”

ChryslerCorporation’sWindsorVanPlant:

When33-year-oldJamesBoniniwasnamedmanagerofthebigvanplantinWindsor,Ontario,virtuallyeveryonewassurprised.Hewasyoungandinexperiencedforthebigjobinoneoftheleast-automatedplants—withhundredsofmanualjobs.HewasselectedbecausehisbosswantedtoshakeupChrysler’smanufacturingplants,wheremanagersthoughttheyweredrillsergeants,workersweredissatisfied,andqualityproblemswereabundant.

Mr.Boninimademistakesandwasmetwithskepticism.Buthiscommonsensemanagementapproachfinallysucceededinchangingthecultureoftheplantandattitudesofmanyemployees.Enroutetothatoutcome,hetookactionsthathadnotbeenusedbefore—andthatpaidoff.Hemetwithalltheworkersinsmallgroups;interestingly,manyworkershadneverevenmetaplantmanager.

Boniniandhisstaffredesignedabout70%oftheassemblyoperationsandredesignedjobstoimproveergonomics,cost,andquality.Hisconcernforhispeopleshowedupinincidentsasminorasdealingwithworkercomplaintsaboutrestroomstochangingtelephonepolicyafteraworkerdidnotgetacallintimetogettohisdyingwife’sbedside.Boniniandhismanagersusedworkerteamstohelpdraftstandardoperatingprocedures,andthoseteamsmademeaningfulchangesinthewayworkersdidtheirjobseachday.

Theplant’sapproachtoindividualsandtheirjobswaschanged—afeatacknowledgedpositivelybyeventhemosthard-bittenskeptics.Workersandmanagersbothhadchangedthewaytheyviewedanddidtheirjobs.

TheperceptionusedtobethatHumanResourcesthoughtaboutthehappinessofemployees....Nowwerealizetheoverridingconcernistheyieldfromemployees.”JEANCOYLE

Thischapterfocusesonindividuals:

theirrelationshipwiththeiremployersandtheirmotivation.ItalsolooksatthejobstheydoandthewaysofmeasuringtheeffectivenessofHRmanagementindealingwithindividualsandtheirjobs.

Throughoutthechapter,importantHRoutputvariablesareconsidered:

productivity,quality,service,satisfaction,andturnoverandabsenteeism.

Individualsarebothvaluableandperversecommoditiesforthemanagerswhorelyonthemtoaccomplishwork.Insomeorganizationsthepeopleandtheinnovativeideastheygeneratearereallythe“product”thatthefirmproduces.Inothers,dependingonthejobdesign,peoplemaybeanecessarybutmuchsmallerpartoftheoveralleffort,becausemachinesdomostofthework.

Whatistheactualmonetaryvalueofanindividualtoanorganization?

Employerswhocompeteonthebasisoftheiremployees’capabilitiesknowtheimportanceofpeopletothesuccessoftheorganization.However,theexactmonetaryvalueofaskilledworkforcemaybedifficulttoidentify.Anorganizationmayhavecreatedaworkforcethatworksharderorsmarterthancompetitors;oronethatgeneratesmanynewideasandiscontinuallylearningnewwaysandfindingbettermethods.Theremaybenoformulatoputaprecisedollaramountonsuchfavorablevaluesandactivities,butwhenacompanyissold,suchattributesoftheworkforcebringapremiumprice.2

Justasthequalityoftheworkforcecanbeacompetitiveadvantage,itcanalsobealiability.Whenveryfewemployeesknowhowtodotheirjobs,whenpeopleareconstantlyleavingtheorganization,andwhenthoseworkerswhoremainrefusetochangeorworkmoreeffectively,thehumanresourcesareacompetitiveproblemthatputstheorganizationatadisadvantage.Simplyhavinganeffectivestrategyandgoodproductsorservicesdoesnotguaranteesuccessforanorganizationiftheindividualemployeesdonotimplementthatstrategyorproduceorganizationalproductsorservicesefficiently.3

IndividualEmployeePerformance

Manyfactorscanaffecttheperformanceofindividualemployees—theirabilities,motivations,thesupporttheyreceive,thenatureoftheworktheyaredoing,andtheirrelationshipwiththeorganization.TheHumanResourcesunitinanorganizationexistsinparttoanalyzeandhelpcorrectproblemsintheseareas.4ExactlywhattheroleoftheHRunitinanorganization“shouldbe”dependsuponwhatuppermanagementexpects.Aswithanymanagementfunction,HRmanagementactivitiesshouldbeevaluatedandreengineeredasnecessarysothattheycancontributetothecompetitiveperformanceoftheorganizationandindividualsatwork.

Inmanyorganizationstheperformancedependslargelyontheperformanceofindividualemployees.Therearemanywaystothinkaboutthekindofperformancerequiredofemployeesfortheorganizationtobesuccessful;buthere,wewillconsiderthreekeyelements:

productivity,quality,andservice.

Productivity

Themoreproductiveanorganization,thebetteritscompetitiveadvantage,becauseitscoststoproduceaunitofoutputarelower.Betterproductivitydoesnotnecessarilymeanmoreisproduced;perhapsfewerpeople（orlessmoneyortime）wereusedtoproducethesameamount.Ausefulwaytomeasuretheproductivityofaworkforceisthetotalcostofpeopleperunitofoutput.Initsmostbasicsense,productivityisameasureofthequantityandqualityofworkdone,consideringthecostoftheresourcesittooktodothework.Itisalsousefultoviewproductivityasaratiobetweeninputandoutput.Thisratioindicatesthevalueaddedbyanorganizationorinaneconomy.

GLOBALCOMPETITIVENESSANDPRODUCTIVITYAtthenationallevel,productivityisofconcernforseveralreasons.First,highproductivityleadstohigherstandardsofliving,asshownbythegreaterabilityofacountrytopayforwhatitscitizenswant.Next,increasesinnationalwagelevels（thecostofpayingemployees）withoutincreasesinnationalproductivityleadtoinflation,whichresultsinanincreaseincostsandadecreaseinpurchasingpower.Finally,lowerratesofproductivitymakeforhigherlaborcostsandalesscompetitivepositionforanation’sproductsintheworldmarketplace.

ORGANIZATIONSANDPRODUCTIVITYProductivityattheorganizationlevelultimatelyaffectsprofitabilityandcompetitivenessinafor-profitorganizationandtotalcostsinanot-for-profitorganization.Decisionsmadeaboutthevalueofanorganizationoftenarebasedontheproductivityofwhichitiscapable.5

Perhapsnoneoftheresourcesusedforproductivityinorganizationsaresocloselyscrutinizedashumanresources.ManyoftheactivitiesundertakeninanHRsystemdealwithindividualororganizationalproductivity.Pay,appraisalsystems,training,selection,jobdesign,andc