HRM.docx

HRM.docx

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HRM

2010-2011学年第一学期人力资源管理复习提纲（教师:

邹艳春）

题型：

1.选择（1*10）2.填空（2*10）3.名词解释（5*5）4.论述（10*3）5.Discussion（15）

Chapter1TheStrategicRoleofHumanResourceManagement

1.KEYTERMS

1）humanresourcemanagementP4

Thepoliciesandpracticesinvolvedincarryingoutthe“people”orhumanresourceaspectsofamanagementpositionincludingrecruiting,screening,training,rewarding,andappraising.

2）humancapitalP12

Theknowledge,education,training,skills,andexpertiseofafirm’sworkers

3）HRScorecardP16

MeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.

4）strategichumanresourcemanagementP80

FormulatingandexecutingHRsystems–HRpoliciesandactivities–thatproducetheemployeecompetenciesandbehaviorsthecompanyneedstoachieveitsstrategicaims.

2.1）JobanalysisP4

2）recruitmentandplacement

3）traininganddevelopment

4）compensation

5）appraisingperformance

6）employeerelations

3.DISCUSSIONQUESTIONSP24

1.ExplainwhatHRmanagementisandhowitrelatestothemanagementprocess

HRmanagementisapartofeverymanager’sresponsibilities.Theseresponsibilitiesincludeplacingtherightpersonintherightjob,andthenorienting,training,andcompensatingtoimprovehisorherjobperformance.

Chapter2StrategicHumanResourceManagementandtheHRScorecard

4.KEYTERMS

1）strategicmanagementP73

Theprocessofidentifyingandexecutingtheorganization’smissionbymatchingitscapabilitieswiththedemandsofitsenvironment.

2）strategichumanresourcemanagementP80

3）HRScorecardP87

MeasurestheHRfunction’seffectivenessandefficiencyinproducingemployeebehaviorsneededtoachievethecompany’sstrategicgoals.

5.TheStrategicManagementProcessP73

step1:

DefinetheBusinessandItsMission

step2:

PerformExternalandInternalAudits

step3:

TranslatetheMissionIntoStrategicGoals

step4:

FormulateaStrategytoAchievetheStrategicGoals

step5:

ImplementtheStrategy

step6:

EvaluatePerformance

6.DISCUSSIONQUESTIONSP98

1.ExplainhowHRcanbeinstrumentalinhelpingacompanycreateacompetitiveadvantage.

HumanResourcesisregardedinagrowingnumberoforganizationsasasourceofcompetitiveadvantage,throughrecruiting,selecting,retaininganddevelopinghumancapitalthatenablesorganizationstocompeteonanumberofdifferentlevelstobeflexible,capable,andresponsive,demonstratingcreativityandinnovationinordertoproduceproductsandservicesofhighquality.

Chapter4JobAnalysis

7.KEYTERMS

1）jobanalysisP112

Theprocedurefordeterminingthedutiesandskillrequirementofajobandthekindofpersonwhoshouldbehiredforit

2）jobdescriptionP112

Alistofajob’sduties,relationshipsworkingconditionsandsupervisoryresponsibilities–oneproductofajobanalysis

3）jobspecificationsP112

Alistofajob’s“humanrequirement,”thatis,therequisiteeducation,skills,personality,andsoon–anotherproductofajobanalysis.

4）以上三种的区别及关系

8.StepsinJobAnalysisP113

step1:

Decidehowyou’llusetheinformation,sincethiswilldeterminethedateyoucollectandhowyoucollectthem.

step2:

Reviewrelevantbackgroundinformationsuchasorganizationcharts,processcharts,andjobdescriptions.

step3:

Selectrepresentativepositions

step4:

Actuallyanalyzethejob

step5:

Verifythejobanalysisinformationwiththeworkerperformingthejobandwithhisorherimmediatesupervisor.

step6:

Developajobdescriptionandjobspecification

9.METHODSOFCOLLECTINGJOBANALYSISINFORMATIONP114

1）TheInterview

2）Questionnaires

3）Observation

4）ParticipantDiary/Logs

5）QuantitativeJobAnalysisTechniques

10.WRITINGJOBDESCRIPTIONSP125

1）Jobidentification

2）Jobsummary

3）Responsibilitiesandduties

4）Authorityofincumbent

5）Standardsofperformance

6）Workingconditions

7）Jobspecifications

11.ResponsibilitiesandDutiesP129

Duty:

AccuratelyPostingAccountsPayable

1）Postallinvoicesreceivedwithinthesameworkingday

2）Routeallinvoicestoproperdepartmentmanagersforapprovalnolaterthanthedayfollowingreceipt

3）Anaverageofnomorethanthreepostingerrorspermonth

Duty:

MeetingDailyProductionSchedule

1）Workgroupproducesnolessthan426unitsperworkingday

2）Nextworkstationrejectsnomorethananaverageof2%ofunits

3）Weeklyovertimedoesnotexceedanaverageof5%

12.WRITINGJOBSPECIFICATIONP132

1）SpecificationsforTrainedVersusUntrainedPersonnel

2）SpecificationsBasedonJudgment

3）SpecificationsBasedonStatisticalAnalysis

13.DISCUSSIONQUESTIONSP145

1.Whatitemsaretypicallyincludedinthejobdescription?

Whatitemsaretypicallynotshown?

6.Doyouthinkcompaniescanreallydowithoutdetailedjobdescriptions?

Whyorwhynot?

Chapter5PersonnelPlanningandRecruiting

14.KEYTERMS

1）trendanalysisP153

Studyofafirm’spastemploymentneedsoveraperiodofyearstopredictfutureneeds

2）ratioanalysisP154

Aforecastingtechniquefordeterminingfuturestaffneedsbyusingratiosbetween,forexample,salesvolumeandnumberofemployeesneeded.

3）scatterplotP154

Agraphicalmethodusedtohelpidentifyandrelationshipbetweentwovariables

4）recruitingyieldpyramidP161

Thehistoricalarithmeticrelationshipsbetweenrecruitmentleadsandinvitees,inviteesandinterviews,interviewsandoffersmade,andoffersmadeandoffersaccepted,

5）successionplanningP163

Theongoingprocessofsystematicallyidentifying,assessing.anddevelopingorganizationalleadershiptoenhanceperformance

6）applicationformP181

Theformthatprovidesinformationoneducation,priorworkrecord,andskill

15.EmploymentorpersonnelplanningP152

Theprocessofdecidingwhatpositionsthefirmwillhavetofillandhowtofillthem

16.StepsinRecruitmentandSelectionProcessP152

17.ForecastingPersonnelNeedsP153

1）TrendAnalysis

2）RatioAnalysis

3）TheScatterPlot

4）UsingComputertoForecastPersonnelRequirements

18.INTERNALSOURCESOFCANDIDATESP162

1）FindingInternalCandidates

2）Rehiring

3）SuccessionPlanning

19.OUTSIDESOURCESOFCANDIDATESP163

1）Advertising

2）EmploymentAgencies

3）TempAgenciesandAlternativeStaffing

4）Offshoring/OutsourcingWhite-CollarandOtherJobs

5）ExecutiveRecruiters

6）OnDemandRecruitingServices（ODRS）

7）CollegeRecruiting

8）ReferralsandWalk-Ins

9）RecruitingviatheInternet

20.DISCUSSIONQUESTIONSP186

1.Whataretheprosandconsoffivesourcesofjobcandidates?

1）promotionfromwithin

benefits:

a.there’sreallynosubstituteforknowingacandidate’sstrengthsandweaknesses.

b.Insidecandidatesmayalsobemorecommittedtocompany

c.Insidecandidatesmayalsorequirelessorientationandtrainingthanoutsiders.

backfire

a.Employeeswhoapplyforjobsanddon’tgetthemmaybecomediscontented

b.Requiringthepersontointerviewastreamofunsuspectinginsidecandidatescanbeawasteoftimeforallconcerned.

2）advertising

3）employmentagencies

4）executiverecruiters

pros

a.Theyhavemanycontactsandareespeciallyadeptatcontactingqualified,currentlyemployedcandidateswhoaren’tactivelylookingtochangejobs.

b.Theycanalsokeepyourfirm’snameconfidentialuntillateintothesearchprocess

c.Therecruitercansavetopmanagement’stimebyadvertisingforthepositionandscreeningwhatcouldturnouttobehundredsofapplicants.

d.Therecruiter’sfeemightactuallyturnouttobeinsignificantcomparedwiththecostoftheexecutivetimesaved

cons

a.itisessentialforyoutoexplaincompletelywhatsortofcandidateisrequired-andwhy.

b.Somerecruitersarealsomoresalespeoplethanprofessionals

c.Theymaybemoreinterestedinpersuadingyoutohireacandidatethaninfindingonewhowillreallydothejob.

d.Recruitersalsoclaimthatwhattheirclientssaytheywantisoftennotreallywhattheclientswant

5）collegerecruiting

6）theInternet

7）referralsandwalk-ins）

Chapter6EmployeeTestingandSelection

21.KEYTERMS

1）reliabilityP195

Theconsistencyofscoresobtainedbythesamepersonwhenretestedwiththeidenticaltestsorwithalternateformsofthesametest

2）testvalidityP196

Theaccuracywithwhichatest,interview,andsoonmeasureswhatitpurportstomeasureorfulfillsthefunctionitwasdesignedtofill

3）criterionvalidityP196

Atypeofvaliditybasedonshowingthatscoresonthetestarerelatedtojobperformance

4）contentvalidityP196

Atestthatiscontentvalidisonethatcontainsafairsampleofthetasksandskillsactuallyneededforjobinquestion

5）managementassessmentP209

Asimulationinwhichmanagementcandidatesareaskedtoperformrealistictasksinhypotheticalsituationsandarescoredontheirperformance.Itusuallyalsoinvolvestestingandtheuseofmanagementgames

22.HowtoValidateaTestP197

step1:

AnalyzetheJob

step2:

ChoosetheTests

step3:

AdministertheTest

step4:

RelateYourTestScoresandCriteria

step5:

Cross-ValidateandRevalidate

23.TYPESOFTESTSP204

1）TestofCognitiveAbilities

2）TestofMotorandPhysicalAbilities

3）MeasuringPersonalityandInterests

4）AchievementTests

24.ManagementAssessmentCentersP209（是否详细看?

）

Typicalsimulatedexercisesinclude:

1）Thein-basket

2）Leaderlessgroupdiscussion

3）Managementgames

4）Individualpresentationsa.Objectivetestsb.Theinterview

25.BACKGROUNDINVESTIGATIONSANDOTHERSELECTIONMETHODS（是否有划?

）

1）BackgroundInvestigationsandReferenceChecks

2）UsingPreemploymentInformationServices

3）ThePolygraphandHonestyTesting

4）Graphology

5）PhysicalExamination

6）SubstanceAbuseScreening

7）Complying