山东工商学院原文HRMChapter 6pptConvertor.docx

山东工商学院原文HRMChapter 6pptConvertor.docx

《山东工商学院原文HRMChapter 6pptConvertor.docx》由会员分享，可在线阅读，更多相关《山东工商学院原文HRMChapter 6pptConvertor.docx（17页珍藏版）》请在冰豆网上搜索。

山东工商学院原文HRMChapter6pptConvertor

HumanResourceManagement:

GainingaCompetitiveAdvantage

Chapter6

EmployeeDevelopment

Copyright©2010bytheMcGraw-HillCompanies,Inc.Allrightsreserved.

McGraw-Hill/Irwin

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-1

Employeedevelopmentandcareermanagementarekeycontributorstoacompany’scompetitiveadvantagebyhelpingemployeesunderstandtheirstrengths,weaknesses,andinterestsandbyshowingthemhownewjobs,expandedjobresponsibilities,andcareerpathsareavailabletothemtomeettheirpersonalgrowthneeds.Thishelpsretainvaluableemployeeswhomightotherwiseleavetojoinclientsorcompetitors.Employeedevelopmentisanecessarycomponentofacompany’seffortstocompeteintheneweconomy,tomeetthechallengesofglobalcompetitionandsocialchange,andtoincorporatetechnologicaladvancesandchangesinworkdesign.Employeedevelopmentiskeytoensuringthatemployeeshavethecompetenciesnecessarytoservecustomersandcreatenewproductsandcustomersolutions.

Employeedevelopmentisalsoimportanttoensurethatcompanieshavethemanagerialtalentneededtosuccessfullyexecuteagrowthstrategyandtoretaintalentedemployees.Alsobecausecompanies

（andtheiremployees）mustconstantlylearnandchangetomeetcustomerneedsandcompeteinnewmarkets,theemphasisplacedonbothtraininganddevelopmenthasincreased.

Chapter9discussestherelationshipbetweendevelopment,training,andcareerslooksatdevelopmentapproaches,includingformaleducation,assessment,jobexperiences,andinterpersonalrelationshipsandemphasizesthetypesofskills,knowledge,andbehaviorsthatarestrengthenedbyeachdevelopmentmethod.describesthestepsofthedevelopmentplanningprocess.Employeeandcompanyresponsibilitiesateachstepoftheprocessareemphasized.Specialissuesinemployeedevelopment,includingsuccessionplanning,dealingwithdysfunctionalmanagers,andusingdevelopmenttohelpwomenandminoritiesmoveintoupper-levelmanagementpositions（referredtoas“meltingtheglassceiling”arealsodiscussed.

LearningObjectives

Explainhowemployeedevelopmentcontributestoemployeeretention,developingintellectualcapitalandbusinessgrowthstrategies.

Discusscurrenttrendsinusingformaleducationfordevelopment.

Relatehowassessmentofpersonalitytype,workbehaviorsandjobperformancecanbeusedforemployeedevelopment.

Explainhowjobexperiencecanbeusedforskilldevelopment.

9-2

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-2

LearningObjectives:

Explainhowemployeedevelopmentcontributestoemployeeretention,developingintellectualcapitalandbusinessgrowthstrategies.

Discusscurrenttrendsinusingformaleducationfordevelopment.

Relatehowassessmentofpersonalitytype,workbehaviorsandjobperformancecanbeusedforemployeedevelopment.

Explainhowjobexperiencecanbeusedforskilldevelopment.

LearningObjectives

Developsuccessfulmentoringprograms.

Describehowtotrainmanagerstocoachemployees.

Discussthedevelopmentplanningprocesssteps.

Explainemployees’andcompany’sresponsibilities

inplanningdevelopment.

Discusswhatcompaniesaredoingformanagementdevelopmentissuesincludingsuccessionplanning,theglassceilinganddysfunctionalmanagers.

9-3

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-3

Learningobjectives,continued

Developsuccessfulmentoringprograms.

Describehowtotrainmanagerstocoachemployees.

Discussthedevelopmentplanningprocesssteps.

Explainemployees’andcompany’sresponsibilitiesinplanningdevelopment.

Discusswhatcompaniesaredoingformanagementdevelopmentissuesincludingsuccessionplanning,theglassceilinganddysfunctionalmanagers.

TrainingandDevelopmentComparison

Focus

Useofwork

experience

Goal

Participation

Training

Current

Low

Preparationfor

currentjob

Required

Development

Future

High

Preparationfor

changes

Voluntary

9-4

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-4

Developmentreferstoformaleducation,jobexperiences,relationships,andassessmentofpersonalityandabilitiesthathelpemployeesprepareforthefuture.Showsthedifferencesbetweentraininganddevelopment.Traditionally,trainingfocusesonhelpingemployees’performanceintheircurrentjobs.Developmentpreparesthemforotherpositionsinthecompanyandincreasestheirabilitytomoveintojobsthatmaynotyetexist.Developmentalsohelpsemployeesprepareforchangesintheircurrentjobsthatmayresultfromnewtechnology,workdesigns,newcustomers,ornewproductmarkets.Developmentisespeciallycriticalfortalentmanagement,particularlyforseniormanagersandemployeeswithleadershippotential

DevelopmentandCareers

Development-formaleducation,jobexperiences,relationships

andassessmentofpersonalityandabilitiesthathelpemployeesprepareforthefuture.

Aproteancareerisbasedonself-directionwith

thegoalofpsychologicalsuccessinone’swork.

Apsychologicalcontract-expectationsthatemployersandemployeeshaveabouteachother.

Psychologicalsuccess-feelingofprideandaccomplishmentthatcomesfromachievinglifegoals.

CareerManagementSystem-retainandmotivateemployeesbyidentifyingandmeetingdevelopmentneeds（alsocalleddevelopmentplanningsystems）.

9-5

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-5

Developmentreferstoformaleducation,jobexperiences,relationshipsandassessmentofpersonalityandabilitiesthathelpemployeesprepareforthefuture.Careershavebeendescribedasthesequenceofpositionsheldwithinanoccupation.

Aproteancareerisbasedonself-directionwiththegoalofpsychologicalsuccessinone’swork.

Apsychologicalcontract-expectationsthatemployersandemployeeshaveabouteachother.

Psychologicalsuccess-feelingofprideandaccomplishmentthatcomesfromachievinglifegoals.

CareerManagementSystem-retainandmotivateemployeesbyidentifyingandmeetingdevelopmentneeds（alsocalleddevelopmentplanningsystems）.

AssessmentCenters

Atanassessmentcenter,usuallyoff-site,multipleraters

orevaluatorsevaluateemployees’performanceonnumerousexercises.

4TypesofassessmentExercises:

Leaderlessgroupdiscussion

Interviews

In-baskets

Roleplays

9-6

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-6

Assessmentinvolvescollectinginformationandprovidingfeedbacktoemployeesabouttheirbehavior,communicationstyle,orskills.

From6to12employeesusuallyparticipateatonetime,andtheassessmentcenterisusuallyheldatanoff‑sitelocation.

Theevaluatorsarenormallymanagersfromtheorganizationwhohavebeentrainedtoidentifybehaviorsrelatedtotheskillsassessed.

Aleaderlessgroupdiscussionisaprocessinwhichateamoffivetosevenemployeessolveanassignedproblemtogetherwithinacertaintimeperiod.

Aninterviewreferstowhenemployeesarequestionedabouttheirworkandpersonalexperiences,skills,andcareerplans.

In-basketisasimulationoftheadministrativetasksofamanager’sjob.

Role-playsrefertoaparticipanttakingthepartorroleofamanagerorotheremployee.

Assessmentcenterexercisesaredesignedtomeasureemployees’administrativeandinterpersonalskills.Skillstypicallymeasuredincludeleadership,oralandwritten

communication,judgment,organizationalability,andstresstolerance.Asillustratedintable9.5,ExamplesofSkillsMeasuredbyAssessmentCentersinclude:

Leadership（Dominance,coaching,influence,resourcefulness）

Problemsolving（Judgment）

Interpersonal（Sensitivity,conflictresolution,cooperation,oralcommunication）

Administrative（Organizing,planning,writtencommunications）

Personal（Stresstolerance,confidence）

EmployeeDevelopmentApproaches

FormalEducation

Assessments

Myers-Briggstest

Assessmentcenter

Benchmarks

Performanceappraisals

Upwardfeedback

360-DegreeFeedbackSystems

JobExperiences

InterpersonalRelationships

9-7

MultimediaLectureSupportPackagetoAccompanyBasicMarketing

LectureScript6-7

Formaleducationprogramsincludeoff‑siteandon‑siteprogramsdesignedspecificallyforthecompany'semployees,shortcoursesofferedbyconsultantsoruniversities,executiveMBAprograms,anduniversityprogramsinwhichparticipantsactuallyliveattheuniversitywhiletakingclasses.

MBTI,themostpopularpsychologicaltestforemployeedevelopment,consistsofmorethan100questionsabouthowthepersonfeelsorpreferstobehaveindifferentsituations.

Theassessmentcenterisaprocessinwhichmultipleratersevaluateemployees'performanceonanumberofexercises.

Benchmarksisaninstrumentdesignedtomeasurethefactorsthatareimportanttobeingasuccessfulmanager.

Performanceappraisalsistheprocessthroughwhichanorganizationgetsinformationonhowwellanemployeeisdoinghisorherjob.

Upwardfeedbackreferstoappraisalthatinvolvescollectingsubordinates’evaluationsofmanagers’behaviorsorskills.

The360‑degreefeedbacksystemisaperformanceappraisalsystemformanagersthatincludesevaluationsfromawiderangeofpersonswhointeractwiththemanager.

JobExperiencesaretherelationships,problems,demands,tasks,andotherfeaturesthatemployeesfaceintheirjobs

Employeescanalsodevelopskillsandincreasetheirknowledgeaboutthecompany

anditscustomersbyinteractingwithamoreexperiencedorganizationmember.

Mentoringandcoachingaretwotypesofinterpersonalrelationshipsthatareusedtodevelopemp