HRM.docx

1、HRM2010-2011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)Chapter 1 The Strategic Role of Human Resource Management1. KEY TERMS1) human resource management P4The policies and practices involved in carrying out the “people” or human resource aspects of a mana

2、gement position including recruiting , screening , training , rewarding , and appraising .2) human capital P12The knowledge , education , training , skills , and expertise of a firms workers3) HR Scorecard P16Measures the HR functions effectiveness and efficiency in producing employee behaviors need

3、ed to achieve the companys strategic goals. 4) strategic human resource management P80 Formulating and executing HR systems HR policies and activities that produce the employee competencies and behaviors the company needs to achieve its strategic aims .2. 1) Job analysis P42) recruitment and placeme

4、nt3) training and development4) compensation5) appraising performance6) employee relations3. DISCUSSION QUESTIONS P241.Explain what HR management is and how it relates to the management process HR management is a part of every managers responsibilities . These responsibilities include placing the ri

5、ght person in the right job , and then orienting , training , and compensating to improve his or her job performance .Chapter 2 Strategic Human Resource Management and the HR Scorecard4. KEY TERMS1)strategic management P73The process of identifying and executing the organizations mission by matching

6、 its capabilities with the demands of its environment .2)strategic human resource management P803)HR Scorecard P87Measures the HR functions effectiveness and efficiency in producing employee behaviors needed to achieve the companys strategic goals .5. The Strategic Management Process P73step 1:Defin

7、e the Business and Its Missionstep 2:Perform External and Internal Auditsstep 3:Translate the Mission Into Strategic Goalsstep 4:Formulate a Strategy to Achieve the Strategic Goalsstep 5:Implement the Strategystep 6:Evaluate Performance6. DISCUSSION QUESTIONS P981.Explain how HR can be instrumental

8、in helping a company create a competitive advantage . Human Resources is regarded in a growing number of organizations as a source of competitive advantage, through recruiting, selecting, retaining and developing human capital that enables organizations to compete on a number of different levels to

9、be flexible, capable, and responsive, demonstrating creativity and innovation in order to produce products and services of high quality.Chapter 4 Job Analysis7. KEY TERMS1) job analysis P112The procedure for determining the duties and skill requirement of a job and the kind of person who should be h

10、ired for it 2) job description P112A list of a jobs duties , relationships working conditions and supervisory responsibilities one product of a job analysis3) job specifications P112A list of a jobs “human requirement,” that is , the requisite education , skills , personality , and so on another pro

11、duct of a job analysis .4)以上三种的区别及关系8. Steps in Job Analysis P113step 1:Decide how youll use the information , since this will determine the date you collect and how you collect them.step 2:Review relevant background information such as organization charts , process charts , and job descriptions .st

12、ep 3:Select representative positionsstep 4:Actually analyze the jobstep 5:Verify the job analysis information with the worker performing the job and with his or her immediate supervisor .step 6:Develop a job description and job specification9. METHODS OF COLLECTING JOB ANALYSIS INFORMATION P1141) Th

13、e Interview2) Questionnaires3) Observation4) Participant Diary/Logs5) Quantitative Job Analysis Techniques10. WRITING JOB DESCRIPTIONS P1251) Job identification2) Job summary3) Responsibilities and duties4) Authority of incumbent5) Standards of performance6) Working conditions7) Job specifications11

14、. Responsibilities and Duties P129Duty: Accurately Posting Accounts Payable1) Post all invoices received within the same working day2) Route all invoices to proper department managers for approval no later than the day following receipt3) An average of no more than three posting errors per monthDuty

15、: Meeting Daily Production Schedule1)Work group produces no less than 426 units per working day2)Next work station rejects no more than an average of 2% of units3)Weekly overtime does not exceed an average of 5%12. WRITING JOB SPECIFICATION P1321) Specifications for Trained Versus Untrained Personne

16、l2) Specifications Based on Judgment3) Specifications Based on Statistical Analysis13. DISCUSSION QUESTIONS P1451.What items are typically included in the job description? What items are typically not shown?6.Do you think companies can really do without detailed job descriptions? Why or why not?Chap

17、ter 5 Personnel Planning and Recruiting14. KEY TERMS1)trend analysis P153Study of a firms past employment needs over a period of years to predict future needs2)ratio analysis P154A forecasting technique for determining future staff needs by using ratios between , for example , sales volume and numbe

18、r of employees needed.3)scatter plot P154A graphical method used to help identify and relationship between two variables4)recruiting yield pyramid P161The historical arithmetic relationships between recruitment leads and invitees , invitees and interviews , interviews and offers made , and offers ma

19、de and offers accepted,5)succession planning P163The ongoing process of systematically identifying , assessing . and developing organizational leadership to enhance performance 6)application form P181The form that provides information on education , prior work record , and skill15. Employment or per

20、sonnel planning P152The process of deciding what positions the firm will have to fill and how to fill them16. Steps in Recruitment and Selection Process P15217. Forecasting Personnel Needs P1531)Trend Analysis2)Ratio Analysis3)The Scatter Plot4)Using Computer to Forecast Personnel Requirements18. IN

21、TERNAL SOURCES OF CANDIDATES P1621)Finding Internal Candidates2)Rehiring3)Succession Planning19. OUTSIDE SOURCES OF CANDIDATES P1631)Advertising2)Employment Agencies3)Temp Agencies and Alternative Staffing4)Offshoring /Outsourcing White-Collar and Other Jobs5)Executive Recruiters6)On Demand Recruiti

22、ng Services (ODRS)7)College Recruiting8)Referrals and Walk-Ins9)Recruiting via the Internet20. DISCUSSION QUESTIONS P1861.What are the pros and cons of five sources of job candidates ?1)promotion from within benefits:a. theres really no substitute for knowing a candidates strengths and weaknesses .b

23、. Inside candidates may also be more committed to companyc. Inside candidates may also require less orientation and training than outsiders.backfirea. Employees who apply for jobs and dont get them may become discontented b. Requiring the person to interview a stream of unsuspecting inside candidate

24、s can be a waste of time for all concerned.2)advertising 3)employment agencies4)executive recruitersprosa. They have many contacts and are especially adept at contacting qualified , currently employed candidates who arent actively looking to change jobs.b. They can also keep your firms name confiden

25、tial until late into the search processc. The recruiter can save top managements time by advertising for the position and screening what could turn out to be hundreds of applicants.d. The recruiters fee might actually turn out to be insignificant compared with the cost of the executive time savedcon

26、sa. it is essential for you to explain completely what sort of candidate is required-and why.b. Some recruiters are also more salespeople than professionalsc. They may be more interested in persuading you to hire a candidate than in finding one who will really do the job .d. Recruiters also claim th

27、at what their clients say they want is often not really what the clients want 5)college recruiting6)the Internet7)referrals and walk-ins)Chapter 6 Employee Testing and Selection21. KEY TERMS1)reliability P195The consistency of scores obtained by the same person when retested with the identical tests

28、 or with alternate forms of the same test2)test validity P196The accuracy with which a test , interview , and so on measures what it purports to measure or fulfills the function it was designed to fill3)criterion validity P196A type of validity based on showing that scores on the test are related to

29、 job performance 4)content validity P196A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for job in question5)management assessment P209A simulation in which management candidates are asked to perform realistic tasks in hypothetical situations a

30、nd are scored on their performance . It usually also involves testing and the use of management games22. How to Validate a Test P197step 1:Analyze the Jobstep 2:Choose the Testsstep 3:Administer the Teststep 4:Relate Your Test Scores and Criteriastep 5:Cross-Validate and Revalidate23. TYPES OF TESTS

31、 P2041)Test of Cognitive Abilities2)Test of Motor and Physical Abilities3)Measuring Personality and Interests4)Achievement Tests24. Management Assessment Centers P209 (是否详细看?)Typical simulated exercises include:1) The in-basket2)Leaderless group discussion3)Management games4)Individual presentations a. Objective tests b. The interview25. BACKGROUND INVESTIGATIONS AND OTHER SELECTION METHODS (是否有划?)1)Background Investigations and Reference Checks2)Using Preemployment Information Services3)The Polygraph and Honesty Testing4)Graphology5)Physical Examination6)Substance Abuse Screening7)Complying