1、第四章 人力资源管理者 和管理部门,Chp4 The Manager and Department of HR,HR管理者和部门承担的活动,人力资源规划、招募和选择 进行工作分析以确定组织内的特定工作具体要求 预测组织为实现其目标对所需人力资源的要求 制定和实施满足这些要求的计划 招募组织为实现其目标所需要的人力资源 选择和雇佣填补组织内具体职位的人力资源,HR管理者和部门承担的活动,HR planning ,Recruitment and Selection,Conducting job analyses to establish the specific requirements of i
2、ndividual jobs within the organization Forecasting the human resource requirements the organization needs to achieve its objectives Developing and implementing a plan to meet these requirements Recruiting the human resource the organization requires to achieve its objective Selecting and hiring huma
3、n resource to fill specific jobs within the organization,人力资源开发 员工上岗引导和培训 设计和实施管理及组织成长方案 在组织内部建立有效的工作团队 设计员工个人绩效评估系统 帮助员工制定职业生涯规划,Human resource development Orienting and training employees Designing and implement management and organizational development programs Building effective teams within the
4、 organization structure Designing systems for appraising the performance of individual employees Assisting employees in developing career plans,报酬和福利 设计和实施针对所有员工的报偿和福利制度 确保报偿和福利公正、一致. 劳资关系 在组织和工会之间起到调解人的作用 设计惩罚和抱怨处理系统,Compensation and benefits Designing and implementing compensation and benefit syst
5、ems for all employees Ensuring that compensation and benefits are fair and consistent. Employee and labor relations Serving as an intermediary between the organization and its union Designing discipline and grievance handling systems.,安全和健康 设计和实施确保员工安全和健康的方案 对自身存在影响工作绩效问题的员工提供帮助. 人力资源研究 建立人力资源信息库 设计
6、和实施员工沟通系统,Safety and health Designing and implementing programs to ensure employee health and safety Providing assistance to employees with personal problems that influence their work performance. Human resource research Providing a human resource information base Designing and implementing employee
7、 communication system,P.Wright, G. Mcmahan的研究成果：,人力资源管理者和部门的工作层次变化,人力资源管理者和部门的角色,Dave Ulrich,Strategic partner,Innovationist,Professional,Motivator,the trivial round/ operation,Future/strategy,Process,Personnel,人力资源管理的责任,所有的管理者都要承担人力资源管理的责任。 HR管理者与非HR管理者的责任有区别，体现在三个对应关系上： 制度制定与制度执行的关系 监控审核与执行申报的关系 需
8、求提出和服务提供的关系,人力资源管理部门的绩效,评价人力资源管理部门本身的工作 Cost per Hire (Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits) Number of Hires 雇佣成本（广告代理费用员工申请者的交通成本场地布置成本招聘人员的工资） 雇佣的人数,Absence Rate(Number of days absent in month) (Average
9、 number of employees during mo.) (number of workdays) 100 缺勤率一个月内的缺勤天数一个月内平均员工人数工作日数100,Training Investment Factor Total training cost Headcount Turnover Costs Cost to terminate + Cost per hire + Vacancy Cost + Learning curve loss Turnover Rate Number of separations during month Average number of em
10、ployees during month 100,HR部门对企业整体的贡献,工作描述指数法 job descriptive indexThe JDI is one of the most popular and widely used measures of job satisfaction. The JDI measures five factors of employee satisfaction Satisfaction with work:Satisfaction with payOpportunities for promotion SupervisionCo-worker,明尼苏达
11、满意度问卷法 Minnesota satisfaction Questionnaire,The MSQ is a 100-item, self-report instrument. The MSQ measures job satisfaction across 20 different dimensions, with five questions on each dimension. Those dimensions in which job satisfaction is measured are as follows : ability utilization the chance t
12、o use ones abilities achievement feelings of accomplishment activity being able to stay busy on the job advancement the opportunity to advance,authority the chance to direct others company satisfaction with company policies compensation pay for the work done co-workers relationships with co-workers
13、creativity the chance to try own work methods independence the opportunity to work alone moral values not having violate conscience at work recognition praise received from work done responsibility freedom to use own judgment security steady employment of the job social service the chance to do thin
14、gs for others social status the opportunity to be “somebody” supervision (HR) way the boss handles employees supervision (technical) competence of supervisor variety the chance to do different things occasionally working conditions all facets of the work environment,案例讨论,容器商店优秀的人力资源管理可以采取不同 的形式 结合已学过的HRM领域，针对每个领域，总结容器商店是如何开展有关活动的 对于上面提到的每项职能，HR管理部门在其中扮演了什么角色？该公司的直线管理者在其中扮演了什么角色？ 把这些任务中的多数分配给HR部门或分配给直线管理者，各有什么好处？你认为这些优势在大型公司和小型公司中是否会有所不同？,
