人力资源管理英文论文.docx

1、人力资源管理英文论文Table of ContentsIntroduction 11. Job Analysis 12. The manager position skills 12.1 Technical skills 12.2 Conceptual skills 22.3 Effectiveness skills 22.4 Communication skills 22.5 Interpersonal skills 23. Experience and performance management 33.1 Ask for assistance from human resources 3

2、3.2 Read books and other resource materials 33.3 Attend training programs 43.4 Link with or join professional organizations 44. Performance evaluation 44.1 Alternation Ranking Method 54.2 Behaviorally Anchored Rating Scale (BARS) 54.3 Graphic Rating Scale 64.4 Paired Comparison Method 65. Tow measur

3、ing performance 75.1 Behaviorally Anchored Rating Scale (BARS) 75.2 Management by Objectives (MBO) 8Conclusion 10References 11IntroductionAs a manager, its must some question in managing the company and one of your major tasks is to spearhead your staffs professional development and solve the questi

4、on. But you also have a responsibility to yourself. An effective manager continually hones his managerial skills.We examine the relation between managerial ability and earnings quality. We find that earnings quality is positively associated with managerial ability. Specifically, more able managers a

5、re associated with fewer subsequent restatements, higher earnings and accruals persistence, lower errors in the bad debt provision, and higher quality accrual estimations. The results are consistent with the premise that managers can and do impact the quality of the judgments and estimates used to f

6、orm earnings.1. Job AnalysisAs a manager you also should know these，first, that the relationship between HRM and performance is dependent upon the business strategy the hotel is pursuing; second, that hotels pursuing an HRM approach coupled with a quality focus within their business strategy perform

7、 best; and, finally, that HRM is more likely to contribute to competitive success where it is introduced as an integrated and coherent package, or bundle of practices.2. The manager position skillsThere are five working skills required of Tisch have in managing the company and we can learn that thes

8、e five working skills are very important to affect the companys performance management.2.1 Technical skills This refers to both the technical knowledge of your companys products or services and how the company works as a business. It knows how to utilize and manage the companys tools and resources t

9、o meet and exceed the companys goals. 2.2 Conceptual skillsGood managers are problem solvers and decision makers who can think outside the box. For example, Tisch think that two big benefits he derived are rapport with employees and respect for them.2.3 Effectiveness skillsSome effectiveness skills

10、are time management, project management, negotiating skills, operations review, improvement implementation and priority setting. One of managements responsibilities is to give employees the proper tools to do the work, such as the cotton uniforms that replaced the polyester ones at Loews hotels. Ano

11、ther is to reinforce the importance of your staff to the company2.4 Communication skillsThe ability to effectively impart ideas, thoughts, words and actions both orally and in written communication is critical. Presentation skills are also required. Employee roundtables often follow, so Loews person

12、nel can share and evaluate experiences. The communication helps everyone recognize whats required in the day-to-day running of a hotel.2.5 Interpersonal skillsCoaching and mentoring staff is an important skill for managers to master. A manager should be able to work with a diverse group of employees

13、. He should know how to deal with different personalities to draw out the best in each individual. A good manager is someone who can bring individuals together to work as a team. “When you are in the hotel business,” Tisch says, “you have to create partnerships with employees and guests.” The compan

14、y fosters partnerships with employees partly by giving everyday recognition. One example is the housekeeping staffs morning break-out session, which varies from hotel to hotel but follows the same approach.3. Experience and performance managementBeing a successful manager is not simply ensuring that

15、 your companys profits are soaring or that your staff are happy. To become a good manager is to continually hone your managerial skills. Just because you have been a manager for 5 years does not guarantee that you are a good one. The skills required of managers 10, 15, or 20 years ago are not totall

16、y the same as the skills required of managers now. Continually look for ways to update your managerial skills so you can be a true role model for your staff and your peers. Skills staff must possess are different from skills managers must display. As manager, it is your duty to find ways to improve

17、your own managerial skills. You are the role model and as such should display managerial ethics and skills to be effective. The managers experience can affect the companys performance management. Here are some ways to further your managerial career and improve the companys performance management.3.1

18、 Ask for assistance from human resourcesTechnically, the Human Resource department should have training programs lined up for all job positions in the company each year. Find out from HR what training programs are available for the position of manager. The training programs should be a mix of course

19、s aimed at honing the different skills required of the position. 3.2 Read books and other resource materialsThere are many books on managing in general and books that address more specific managerial skills. For example; there are books on time management, organizational development, conducting perf

20、ormance appraisals, project management techniques and others. Take the initiative to explore these resources on your own. 3.3 Attend training programsFind outside training programs that can help you become a better manager. If you know that your presentation skills are weak, find consultants that of

21、fer this type of program. Use the internet to find the best training programs that can address your areas for improvement. Make sure to read reviews by those who have attended these courses already to see if the program is right for you. 3.4 Link with or join professional organizationsThere are prof

22、essional organizations for managers depending on their field of expertise. By joining an organization or two, you can share information, ask questions and seek guidance from those who have been successful managers for many years. 4. Performance evaluation A study of general managers of 389 United St

23、ates hotels found that 87 percent of the respondents conducted regular performance appraisals for all of their employees. This percentage is similar to that found in other industries. The most frequent interval for performance appraisals by lodging managers is once per year, also echoing the finding

24、s for other industries. Most managers used more than one type of appraisal and used their appraisals for more than one purpose. Nearly half used a management-by-objectives approach for their appraisals (49 percent), followed by behaviorally anchored rating scales (41 percent), narrative essays (37 p

25、ercent), and graphic rating scales (28 percent). One negative note is that nearly 15 percent of the managers do not follow their appraisals with feedback sessions to review those appraisals. The most frequent application of performance appraisals was for compensation decisions (86 percent), followed

26、 by assessing whether objectives had been met (78 percent), establishing training needs (73 percent), and determining promotions (65 percent). Three-fifths of the sample reported that performance appraisals were important to the success of their operation. These are some several kinds of performance

27、 evaluation that I think might suit the hotel industry. 4.1 Alternation Ranking MethodRanking employees from best to worst on a particular traitAdvantages of rankingDisadvantages of ranking Simple. “Alternation” method ranks “highest” then “lowest,” then next “highest,” then next “lowest”. “Paired c

28、omparisons” method picks highest out of each pair Fast Most commonly used Comparisons can be problematic depending on number and complexity of jobs May appear arbitrary to employees Rank judgments are subjective. Can be legally challenged Unreliable Difficult to administer as the number of jobs incr

29、eases4.2 Behaviorally Anchored Rating Scale (BARS)An appraisal method that aims at combining the benefits of narrative and quantified ratings by anchoring a quantified scale with specific narrative examples of good and poor performance.Ranking employees from best to worst on a particular traitAdvant

30、ages of the rating scalesDisadvantages of the rating scales Graphic rating scales are less time consuming to develop. They also allow for quantitative comparison. Different supervisors will use the same graphic scales in slightly different ways. One way to get around the ambiguity inherent in graphi

31、c rating scales is to use behavior based scales, in which specific work related behaviors are assessed. More validity comparing workers ratings from a single supervisor than comparing two workers who were rated by different supervisors.4.3 Graphic Rating ScaleA scale that lists a number of traits an

32、d a range of performance for each. The employee is then rated by identifying the score that best describes his or her performance for each trait. Rating scales can include 5 elements as follows: Unsatisfactory Fair Satisfactory Good OutstandingGraphic Rating ScaleAdvantages of the rating scalesDisadvantages of the rating scales Graphic rating scales are less time consuming to develop. They also allow for quantitative comparison. Different supervisors will use the same graph