管理学教材罗宾斯英文原版指南12.docx

管理学教材罗宾斯英文原版指南12.docx

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管理学教材罗宾斯英文原版指南12

CHAPTER

TWELVE

Human

Resource

Management

12

LectureOutline

Introduction

WhyHumanResourceManagementIsImportant

TheHumanResourceManagementProcess

HumanResourcePlanning

CurrentAssessment

MeetingFutureHumanResourceNeeds

RecruitmentandDecruitment

Recruitment

Decruitment

Selection

WhatIsSelection?

ValidityandReliability

TypesofSelectionDevices

TheApplicationForm

WrittenTests

Performance-SimulationTests

TheInterview

BackgroundInvestigations

PhysicalExamination

WhatWorksBestandWhen?

Orientation

EmployeeTraining

SkillCategories

TrainingMethods

EmployeePerformanceManagement

PerformanceAppraisalMethods

WrittenEssays

CriticalIncidents

GraphicRatingScales

BehaviorallyAnchoredRatingScales

MultipersonComparisons

ManagementbyGroupOrderRanking

ManagementbyIndividualRanking

ManagementbyPairedComparison

Objectives

360DegreeFeedback

CompensationandBenefits

CareerDevelopment

TheWayItWas

YouandYourCareerToday

Manyorganizationsarewellawareoftheimportanceofhavingstronghumanresourcemanagementpoliciesandpractices.EricPerbos-Brinck,founderofB,seeshimselfasaglobalisticthinker.However,hisviewoftheworldisquitedifferentfromthetraditionalEuropeanmentalityaboutimmigration.Inordertomeettheneedsofhisfast-growingorganization,Perbos-Brinckhashiredmanyhighlyskilledworkers,whoalsohappentobefromdifferentcountriesandcultures.AsPerbos-Brinckcontinuestobringsuchemployeesonboard,heneedsaneffectiveemployeeorientationprogramtohelpthemassimilatetothiscompanyaswellastheFrenchculture.Whatshouldthisorientationprograminclude?

Thischapterexploresthenecessarycomponentsofaneffectiveandefficienthumanresourcemanagementsystem.

CurrentIssuesinHumanResourceManagement

ManagingWorkforceDiversity

Recruitment

Selection

OrientationandTraining

SexualHarassment

Work-LifeBalance

ManyPowerPointSlides,includingbothoriginaltextartandnewlycreatedimages,havebeendevelopedandareavailableforyoutocoordinatewithChapter12materialspresentation.

ANNOTATEDOUTLINE

1.INTRODUCTION.

Thequalityofanorganizationis,toalargedegree,merelythesummationofthequalityofthepeopleithiresandkeeps.Thischapteraddressestheissuesassociatedwithhumanresourcemanagement.

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2.WHYHUMANRESOURCEMANAGEMENTISIMPORTANT.

Variousstudieshaveconcludedthatanorganization’shumanresourcescanbeasignificantsourceofcompetitiveadvantage.

A.Whetherornotanorganizationhasahumanresourcedepartment,everymanagerisinvolvedwithhumanresourcemanagementactivities.

B.StudiesthathavelookedatthelinkbetweenHRMpoliciesandpracticesandorganizationalperformancehavefoundthatcertainoneshaveapositiveimpactonperformance.

1.Thesehigh-performanceworkpracticesarehumanresourcepoliciesandpracticesthatleadtohighlevelsofperformance.

2.Examplesofhigh-performanceworkpracticesareshowninExhibit12.1onp.307.

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3.THEHUMANRESOURCEMANAGEMENTPROCESS.

A.Thehumanresourcemanagementprocessisdefinedastheeightactivitiesnecessaryforstaffingtheorganizationandsustaininghighemployeeperformance.

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B.ThereareeightstepsintheprocessasshowninExhibit12.2onp.307.

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C.ImportantEnvironmentalConsiderations.

Therearenumerousenvironmentalforcesthatintrudeonhumanresourcemanagementactivities.ThetwofactorsthatmostdirectlyinfluencetheHRMprocessareemployeelaborunionsandgovernmentallawsandregulations.

1.Unionizationcanaffectacompany’shumanresourcemanagementactivities.

a.Alaborunionisanorganizationthatrepresentsworkersandseekstoprotecttheirintereststhroughcollectivebargaining.

b.Goodlabor-managementrelations,theformalinteractionsbetweenunionsandanorganization’smanagement,areimportant.

c.Althoughonlyabout13.9percentoftheworkforceintheUnitedStatesisunionized,thatpercentageishigherinothercountries.

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2.Federallawsandregulationshavebeengreatlyexpandedsincethe1960s.（SeeExhibit12.3onp.309forexamples.）

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a.Exceptionstofederallawsandregulationscanoccuronlythroughbonafideoccupationalqualifications（BFOQ）,whicharecriteriasuchassex,age,ornationaloriginthatmaybeusedasabasisforhiringifitcanbeclearlydemonstratedtobejobrelated.

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b.Affirmativeactionprogramsarealsobeingusedbymanyorganizations.Theseareprogramstoensurethatdecisionsandpracticesenhancetheorganizationalstatusofmembersofprotectedgroups.

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c.Theimplicationisthatmanagersaren’tcompletelyfreetochoosewhomtheyhire,promote,orlayoff;norcantheyoperatetheirworkplaceanywaytheychoose.

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4.HUMANRESOURCEPLANNING.

Humanresourceplanningistheprocessbywhichmanagersensurethattheyhavetherightnumbersandkindsofpeopleintherightplacesandattherighttimeswhoarecapableofeffectivelyandefficientlyperformingassignedtaskstoassurethattheorganizationreachesitsobjectives.

A.CurrentAssessment.

Managersbeginwithacurrentassessmentoftheorganization’shumanresourcesandreviewingtheirstatus.

1.Thisistypicallydonethroughahumanresourceinventory.

2.Anotherpartofthecurrentassessmentisthejobanalysis,whichisanassessmentthatdefinesjobsandthebehaviorsnecessarytoperformthem.

3.Fromthisinformation,managementcandrawupajobdescription,whichisawrittenstatementofwhatajobholderdoes,howitisdone,andwhyitisdone.

4.Also,managementcandevelopajobspecification,whichisastatementoftheminimumacceptablequalificationsthatapersonmustpossesstoperformagivenjobsuccessfully.

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B.MeetingFutureHumanResourceNeeds.

Futureassessmentinvolvesadeterminationoffuturehumanresourceneedsbylookingattheorganization’sgoalsandstrategies.

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1.Developingafutureprograminvolvesmatchingestimatesofshortages—bothinnumberandintype—andtohighlightareasinwhichtheorganizationwillbeoverstaffed.

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5.RECRUITMENTANDDECRUITMENT.

A.Recruitmentistheprocessoflocating,identifying,andattractingcapableapplicants.

B.Sourcesforrecruitmentarevariedandshouldreflect:

1.Locallabormarket

2.Typeorlevelofposition

3.Sizeoftheorganization

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C.Themajorsourcesforrecruitmentincludeinternalsearch,advertisements,employeereferrals,publicemploymentagencies,privateemploymentagencies,schoolplacementoffices,temporaryhelpservices,employeeleasingandindependentcontractors,andWeb-basedadvertising.TheadvantagesanddisadvantagesofeachofthesesourcesareshowninExhibit12.4onp.311.

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D.Decruitmentinvolvestechniquesforreducingthelaborsupplywithinanorganization.Decruitmentoptionsincludefiring,layoffs,attrition,transfers,reducedworkweeks,earlyretirements,andjobsharing.（SeeExhibit12.5onp.312.）

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6.SELECTION.

Theselectionprocessisscreeningjobapplicantstoensurethatthemostappropriatecandidatesarehired.

A.Whatisselection?

It’sanexerciseinprediction.

1.Predictionisimportantbecauseanyselectiondecisioncanresultinfourpossibleoutcomes.（SeeExhibit12.6onp.313.）

2.Themajorthrustofanyselectionactivityshouldbetoreducetheprobabilityofmakingrejecterrorsoraccepterrorswhileincreasingtheprobabilityofmakingcorrectdecisions.

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B.ValidityandReliability.

1.Validitydescribestheprovenrelationshipthatexistsbetweenaselectiondeviceandsomerelevantcriterion.

2.Reliabilityistheabilityofaselectiondevicetomeasurethesamethingconsistently.

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C.TypesofSelectionDevices.

Therearenumerousandvariedselectiondevicestochoosefrom.Exhibit12.7onp. 314liststhestrengthsandweaknessesofeachofthesedevices.

1.Theapplicationformisusedbyalmostallorganizationsforjobcandidates.

?

ThinkingCriticallyAboutEthics

Probablymost,ifnotall,ofyourstudentswillhavehadsomeexperiencewithpreparingaresume.Ifnot,theysoonwillhavetofacethetask.So,thiscriticalthinkingexercisewillbeveryinterestingtostudentsbecauseitissomethingtheycanrelateto.Thisexerciseasksstudentstodecidewhetherinformationprovidedonapplicationsbyjobapplicantsmustbeabsolutelytruthful,orifinformationcanbeembellished.

Inadditiontodiscussingthequestionsposed,youmightwanttoindividuallydiscusseachoftheexamplescited.

2.Writtentestscanincludetestsofintelligence,aptitude,ability,andinterest.

3.Performance-simulationtestsinvolvehavingjobapplicantssimulatejobactivities.Twowell-knownonesare:

a.Worksamplingisaselectiondeviceinwhichjobapplicantsarepresentedwithaminiaturemodelofajobandaskedtoperformataskorsetoftasksthatarecentra