The written materials in this power-point presentation are for restricted internal circulation and shall be only used for intended teaching and classroom discussion for China Agricultural University/ICB Luton Program, and their full or partial reproduction by any means by any unauthorized persons are strictly prohibited.
Important notice:
Dr Othman Busu
CAU – ICB University of Luton
Human Resource Management Chapter 9
* Human resource management is the responsibility of all those who manage people as well as the HR specialists.
* It is that part of management that involves:
1. Planning for human resource needs, including recruitment selection, training and development, promotion and transfer, redundancy and retirement.
2. Providing welfare and safety, wage and salary administration, collective bargaining and dealing with most aspects of industrial relations.
3. Maintaining ways in which organizations establish, manage, and develop relationships internally with other departments through HR policies and practices
Chapter 9
Page 359
The systems approach to management
What is Human Resource Management?
All activities used to attract and retain employees, and
一切用于吸引和保留员工，
To ensure the employees perform at the highest level possible in meeting organizational goals.
用于保证员工在实现组织目标过程中发挥最佳水平
The process function: Acquiring, training, appraising, and compensating employees and attending to their labor relations, health and safety, and fairness concerns.
（索取，培训，评价，补偿员工以及注重劳动力关系，健康，公平）
KEY AREAS IN HUMAN RESOURCE MANAGEMENT
MANPOWER PLANNING
RECRUITMENT
JOB DESIGN
SELECTION AND EMPLOYMENT
TRAINING AND DEVELOPMENT
PERFORMANCE APPRAISAL
PROMOTION AND TRANSFER
WAGE AND SALARY ADMINISTRATION
WELFARE AND HEALTH SERVICES
HEALTH AND SAFETY AT WORK
INDUSTRIAL RELATIONS
Note: Only areas from 1 ~ 8 will be discussed in details, and these are formed as 5 components of a HRM system, with industrial relations, welfare, employee services, health and safety included as part of the system.
Components of a HRM System
人力资源管理系统组成
Recruitment
& Selection
招聘
Training &
Development
培训和发展
Performance
Appraisal &
Feedback
业绩评估和回馈
Pay &
Rewards
薪酬和奖励
Manpower
Planning 人力资源规划
Health & Safety at Work
Industrial
Relations
Welfare & Employee Services
HRM is the Responsibility of all Managers.
Effects of Poor HR Management!
（低级管理的结果）
The wrong person
High turnover
Poor results
Useless interviews
Legal actions
Safety issues
Salary inequalities
Poor training
Unfair labor practices
Who is Responsible for HRM?
谁对人力资源管理负责
HR
Professionals
人力资源专业人员
Line
Managers
基层管理者
HR Professionals’ Responsibilities
人力资源专业人员的职责
Establish HRM procedures
建立人力资源管理程序
Develop/choose HRM methods
开发/选择人力资源管理方法
Monitor/evaluate HRM practices
监督/评价人力资源管理实务
Advise/assist managers on HRM-related activities
建议/协助管理者与人力资源管理有关的活动
Line Managers’ Responsibilities
基层管理者的职责
Implement HRM practices
实施人力资源实务
Provide input for HRM practices
对人力资源实务的投入
MANPOWER PLANNING
Human resource (manpower) planning 人力资源规划
“process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions in the future”
识别和反映公司需求将新的方针、系统和计划制成图表保证在变化的情况下有效的人力资源管理的过程
getting the right people
at the right place
at the right time
在适当的时间、适当的地点获得适当的人员
Human Resource Planning
人力资源规划
Demand
需求
Supply
供应
Gap?
HR Needs
间断
人力资源需求
Planning for Human Resources
人力资源规划
All activities of forecasting current and future HR manpower needs. 所有对当前和未来人力资源需求预测的活动
Demand forecasts: 需求预测
Estimate the number of people & qualifications the firm will need.
评估公司所需人员的数目和条件
Supply forecasts: 供应预测
Estimate the availability and qualifications of current workers and those in the labor market.
评估在职人员和劳动力市场上人员的可用性及其条件
Demand Forecasting
需求预测
Statistical approaches
统计方法
Trend analysis 趋势分析
Ratio analysis 比率分析
Regression analysis 回归分析
Judgmental methods
判断办法
Group brainstorming
群组脑筋激荡法
Sales force estimates
销售人员预估法
Trend Analysis
趋势分析
Sales 12000 14500 13200 19100 22000
销售
No. of Emps. 300 393 342 511 650
员工数
2000 2001 2002 2003 2004
If your sales forecast will be 30000 next year, how many employees you’ll be needed in 2005? =
Ratio Analysis
比率分析
# patients 病人 = 100
# nurses 护士 = 25
patient 病人/nurse 护士 ratio比率 = 4/1
If there are 315 patients,
how many nurses are needed?
如果有315个病人，需要多少护士？
315
4
= 79 nurses
Regression Analysis
回归分析
# Employees
雇员数
# Customers
顾客数
50 100 150
75
50
25
0
If your company expects the customers will be increased to 200 next year, what will be your manpower forecast?
Steps to Supply Forecasting
步入供给预测
Group positions by title, function, and level of responsibility
用职称、职能和责任水平进行职位编组
Estimate within each job group how many of current employees remain, move to another position, or leave the organization
预估在每个工作组中的现有员工中多少个保留、移向其他位置或离开公司
Forecasting Labor Supply
预测劳动力供给
Beginning Inventory 125
开始清单
- Quits 辞职 5
- Retirements 退休 2
- Demotions Out 降级离去 1
Total 总计 117
+ Transfers In 调入 3
+ Promotions In 晋升 2
Forecasted Internal Supply 122
内部供给预测
Dealing with an Oversupply of Personnel
人员供给过剩处理
Freeze hiring
冻结雇佣
Restrict overtime
限制超时
Retrain/redeploy
重新培训/调动
Switch to part-time employees
转成兼职员工
Use unpaid vacations
采用无薪休假
Use a shorter workweek
采用缩短的工作周
Use pay reductions
采用减少工资
Use sabbaticals
采用周期性休息
Encourage early retirements
鼓励提前退休
Dealing with an Undersupply of Personnel
人员供给不足处理
Hire additional workers
雇佣另外的工人
Improve productivity through training
通过培训提高生产力
Use overtime
采用超时
Add additional shifts
增加另外的班次
Reassign jobs
重新分配工作
Use temporary workers
使用短期工人
Improve retention
改善留置率
Recruitment & Selection
招聘和甄选
Manpower Planning
人力资源规划
Job Analysis
工作分析
Determine Recruitment
& Selection Needs
确定招聘和筛选需要
The procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it.
决定工作职责和工作技能要求及应
雇佣何 类型人员来担当此工作
Steps in Recruitment and Selection Process招聘和甄选程序
Applicants complete application form申请者填写申请表格
Selection tools like tests screen out most applicants利用考试等手段淘汰大部分申请者
Managers and others interview final candidates to make final choice主管和其他人员对剩余后选者面试并做最终的选择
Manpower planning and forecasting招聘计划和预测
Recruiting builds pool of candidates招募候选人
Job analysis, job description or job specification
The three terms have different meanings.
1. Job analysis records the facts, . all the elements involved in performing a job
2. Job description outlines the facts compiled from the job analysis, concisely identifying and describing the contents of a job
3. Job specification refers to the personal characteristics required to do a job, . skill, experience, special aptitudes.
The purpose of these statements of facts of a job guide management in the selection, promotion, transfer, establishing salary grades, and training.
FIGURE 3-2 The Recruitment Flow 招聘流程
VACANT POSITION
空位
JOB DESCRIPTOIN
What is the job?
职位描述
什么样的工作
JOB SPECIFICATION
Who is to do it?
职位详述
需要什么样的人
RECRUIT 招聘
PUBLICIZE 宣传
SELECT 筛选
INTERNAL
SUPPLY/SOURCE
内部补充/来源
EXTERNAL
SUPPLY/SOURCE
外部补充/来源
FIGURE
Recruiting Sources
（招聘的资源）
INTERNAL
SUPPLY/SOURCE
内部补充/来源
EXTERNAL
SUPPLY/SOURCE
外部补充/来源
Finding Internal Candidates
（发现内部应征者）
Succession planning: ensuring a suitable supply of successors for future senior jobs
（成功的计划：为将来更高级的职位确保适合的继任者供给）
Planning includes:（计划包括：）
Determine projected need（决定项目需求）
Audit current talent（审计当前的人才）
Planning career paths（计划职业生涯）
Career counseling（职业咨询）
Accelerated promotions（快速提升）
Performance related training（执行相关的培训）
Planned strategic recruitment（计划战略招聘）
Filling（填充）
Outside Sources of Candidates
（应征者外部资源）
Advertising – the advertising media and ad content（广告）
Select the best media – local paper, WSJ, TV, or internet depending on the position（根据职位选择最好的媒介－本地报纸，WSJ,TV,网络）
Use the AIDA guide (attention, interest, desire, and action) to construct ads
Be creative - use of ad agencies might help develop and promote a companies image
Ad Construction
（广告的结构）
Employment Agencies
（职业代理处）
Types of agencies:
Public agencies and non profit（公众代理处和非盈利机构）
Private agencies
（私营代理处）
Executive Recruiters
（招聘的执行者）
Special employment agencies used to seek out top management and technical talent（特殊的代理处主要挑选高层管理者和技术高手)
Internet databases have shortened time required to find talent(因特网数据库可以为发现人才缩短时间）
Online executive recruiting firm（在线进行招聘公司)
futurestep
Headhunters （猎头）
Outside Hiring
（外部的雇用）
College recruiting goals are:（大学招聘的目的：
Attract good candidates（吸引优秀的应征者）
Cull candidates for further consideration（为将来考虑精选应征者）
Onsite visits（现场走访）
Internships（实习期）
Referrals and walk-ins
（推选者和未经预约者）
Name of person interviewed
Applying for position
Department
Qualifications
Communication
Education
Related Experience
Interpersonal Skills
Problem Solving Skills
Adaptable to change
Comments by: Completed by:
Excellent Satisfactory Poor
Campus Interview Report 大学面试报告
Recruiting on the Net
Many companies are turning to the Internet as a recruiting tool
Corporate and employment web pages are one approach
Internet recruiting is cost effective and timely
careerbuilder
Selection Methods
甄选方式
Background
investigations
背景调查
Employment
interviews
雇佣面试
Reference checks
推荐信查证
Employment tests
雇佣测试
Assessment centers
评估中心
Application blanks
申请书表格
Selecting Applicants
甄选申请者
Job Qualifications
工作资格
Job-specific 工作特性
Universal 普遍性
How to Achieve Selection Validity 如何实现甄选效度
Use job analysis to determine job qualifications.
使用工作分析决定工作资格
Use selection methods that reliably and accurately measure the needed qualifications.
使用可靠准确的衡量所需资格的甄选方法
Application Blanks
申请书表格
Name
姓名： ____________________
Education
教育： ____________________
Work Experience
工作经验：
____________________
Work Skills
工作技能:
_____________________
References
参考:
_____________________
__________________
Background Investigations
背景调查
Primarily used for screening applicants for positions of trust or for “special duty of care” positions
主要用于筛选信托单位职位或“特殊保安”职位的申请人
Must avoid violating legal rights of applicants (Federal Credit Reporting Act)
必须避免侵犯申请人的合法权利（公平信用调查法案）
Reference Checks
推荐信查证
Verify information provided by applicants
查证申请人提供的信息
Get additional information about applicants which may be predictive of future job performance
获得可能预测申请人未来工作绩效的额外信息
Four Types of Employment Interview Information
四种雇佣面试信息
Technical knowledge
技术知识
Self-evaluative information
自我评估信息
Situational information
职位信息
Behavior description information
行为描述信息
Employment Tests
雇佣测试
Mental ability tests
心智能力测试
Personality tests
性格测试
Work-sample tests
工作实务测试
Assessment centers
评估中心
If your can read
this you have
really good
vision.
如果你能读则
你的视力很好
Mental Ability Tests
心智能力测试
Measure intelligence or aptitude
衡量智慧或天赋
Entry-level jobs
入门工作
Jobs with no specific required skills
无须特殊技巧的工作
Trainability
可培训性
Valid for many jobs
对许多工作有效
May affect EEO goals
可能会影响公平就业机会目标
Types of Tests
测试类型
Cognitive认知力
Intelligence quotient 智商
Specific cognitive abilities or aptitude
特殊认知能力
Smoothest ride?
A, B, or C?
Which shape has
the greatest area?
Motor and physical ability
Dexterity 灵敏度
Personality and interests
个性特点及兴趣
Interest inventories
Achievement
Personality Tests: The Big 5
个性测试：大5
Extroversion
外向程度
Emotional stability
情绪稳定性
Agreeableness
亲和力
Conscientiousness
认真性
Openness to experience
对经验的开放度
Work Sample Tests
工作实务测试
Perform some of actual job duties
完成一些实际的工作职责
Manual skills
人工技巧
Clerical skills
行政技巧
Managerial skills
管理技巧
Assessment Centers
评估中心
Leaderless group discussion
领导者小组讨论
Management games
管理游戏
In-basket
篮中演练匣
A Management Assessment Center is a two to three-day simulation in which 10 to 12 candidates perform realistic management tasks (. making presentations) under the observation of experts who appraise each candidate’s leadership potential
An interview is a procedure designed to obtain information from a person through oral responses to oral inquiries
面试是通过口头问答来获取个人信息的一种程序
A selection interview is a selection procedure designed to predict future job performance on the basis of applicants’ oral responses to oral inquiries
甄选面试是一个甄选过程，是基于申请者的口头回答提问来预测未来工作绩效
Definition
Interviewing Candidates
面试应聘人员
How Interviews Are Structured面试的组构
Interview contents
面试内容
Are Interviews Useful? 面试是否成功？
Interviews are a good predictor of performance
Interviews should be structured and situational
Be careful what types of traits you try to assess
Situational情景
Behavioral
行为
Stress
压力
Job related
相关工作
5 Steps in Interview Design
面试设计五步
Job Analysis
工作分析
Rate the Job Duties
估价工作职责
Create Interview
Questions
提出面试问题
Create Benchmark
Answers
设计基准答案
Appoint Panel &
Conduct Interviews
指定面试小组成员&指导面试
How to Structure and Conduct Your Interview
怎样组织与实施面试
Base questions on actual job duties
基于招聘岗位职责设计一些基本问题
Use knowledge, situational questions and objective criteria to evaluate
运用知识，情景问题和客观标准进行评估
Train interviewers
培训面试考官
Use same questions
运用同样的问题
Rating scales to rate answers
分等级标准来评估面试者的答案
Use panel interviews
采用专门小组会谈
Use a structured interview form
采取有组织性的面试
Control the interview
调控面试
How to Be a Good Interviewee
怎样成为一个优秀的面试考官
+ Be prepared by learning about the company, the job and the recruiters对公司，招聘岗位和招聘人员有足够了解
+ Uncover the interviewer’s real needs and relate to those needs
清楚应聘者的真实需要及相关需求
+ Pause, think, then speak 停顿，思考，再发表意见
+ Nonverbal behavior important 非言语行为的重要性
+ Make a good 1st impression, be enthusiastic
热情大方给应聘者一个良好的第一印象
+ SMILE
Employment Contract
A formal contract is an agreement prepared between an employee and management regarding his employment terms and conditions of service with the company. Such a contract usually states:
Period of employment, place of employment, capacity.
Hours, salary, increments payable, illness arrangements, expenses and other benefits.
Whether inventions belong to employer; provision for arbitration in disputes.
Salespeople may have additional points in their contracts:
Calculation of salary, . commission on sales plus expenses. Agreement to work exclusively for employer.
Whether to charge commission on bad debts.
Not to compete within a certain radius after termination of their contract;
not to solicit employer's customers.
A medical examination may be regarded as essential in some jobs.
Physical Exams生理测试
Once hired, a physical examination is the next step in the selection process 一经雇佣，甄选过程的下一步是身体检查
Many employers use drug testing although it is not always reliable and can be ‘fooled’ 很多雇主采用毒品测试尽管这种测试有时并不可信甚至会被愚弄
Used to verify applicant meets physical demands of the job检查申请者的身体 状况是否符合工作需求
Establish a baseline for future insurance claims建立未来保险责任基线
Reduce absenteeism and accidents 减少矿工和突发事件
Must be careful not to violate ADA (Disabilities Act) laws 避免违反 ADA法律
Screening for Dysfunctional Behavior 过滤失调性行为
Applicant drug abuse
申请人毒瘾陋习
Applicant honesty
申请人诚实度
Equal opportunities and discrimination
Discrimination against various groups in an organization has been made unlawful and legislation designed to avoid discrimination includes:
The Sex Discrimination Act 1975
The Race Relations Act 1976
Disabled Persons (Employment) Acts
Rehabilitation of Offenders Act 1974
Contracts of employment: Equal Pay Act 1970
Chapter 9 Page 370
Fig Aspects of job design
Job rotation
Relief from boredom
Job becomes more interesting
Job enlargement
Extension of work
Additional tasks
Job enrichment
Increased responsibility
Wider range of duties are added
Autonomous work groups
Areas of responsibility are delegated to group
Freedom to work as long
as targets met
Wider participation
Job Design
What is Training? 什么是培训？
Teaching new employees the basic skills they need to perform their jobs, and
使员工掌握必要的岗位知识技能
To improve their productivity
提高生产力
Training and Developing Employees
培训和发展员工
Training vs. Development
培训和发展的比较
Training
培训
Development
发展
Current Jobs
目前的工作
Future Jobs
将来的工作
Why Training is so Important?
为何培训工作如此重要？
Upgrading of technical skills, as well as enhancing human skills such as,
培训工作可以提高员工的专业技能和自身素质，如
Team building 团队构建
Decision making 决策制定
Communication 沟通能力
Customer service 客户服务
Technology and computer skills 专业技能和运用计算机能力
Training helps management meet strategic goals
培训工作可以帮助管理层达到战略目标
Orientation Day (Employee Induction)
引导
Employee orientation provides new employees with basic background information
(员工引导为员工提供基本的背景信息)
Programs may range from brief, informal introductions to lengthy, formal courses (方案可能会从简单非正式的介绍到正式的相对较长的课程)
Sample orientation day checklist
Why Orientation Is Important
为何引导工作如此重要
Orientation explains basics – often provided in an employee handbook
引导解释了基本情况-在员工手册中提供
Rules and policies are often discussed
规则和政策可被经常性讨论
Makes new employee feel at ease
新员工可消除紧张心理
Describes the organization – the big picture
描述组织
Defines expected work behavior
规定预期工作表现
Socializes new employee in company’s ways
是新员工融入到公司中
5 Step Training and Development Process
培训和发展过程的五个步骤
Needs analysis
需求分析
Instructional
Design
教育设计
Validation
确认
Implement
执行
Evaluation &
follow-up
评估和后继工作
Training Needs
培训需求
Job behavior inappropriate or
工作表现不合适，或
Knowledge or skill level inadequate， and
知识或技巧水平不足， 和
Problems can be corrected through training
通过培训可以纠正问题
Analyzing Training Needs
分析培训需求
Determine required training
New employees 新员工
Current employees现有员工
Task analysis and performance analysis are the two main ways to identify training needs
鉴定培训两种主要
方式是任务分析
和绩效分析
需要
Feedback
反馈
Positive: for correct task performance
积极的：纠正任务绩效
Corrective: what is wrong and how it can be corrected
纠正的：错在哪，如何被改正
Choosing Appropriate Instructional Methods 选择适合的介绍方法
On-the-job training
工作岗位培训
Job instruction training
工作介绍培训
Lecture
讲座
Case method
案例
Role playing
角色扮演
Behavior modeling
行为模式
Computer-based
以计算机为基础的
Video training
录象培训
On-the-job Training
工作岗位培训
Learn by doing – 4 steps to success
Step 1 Prepare准备阶段
Put the learner at ease—relieve the tension.
Explain why he or she is being taught.
Create interest, find out what the learner knows.
Explain the whole job and relate it to a known job.
Place close to the normal working positions.
Familiarize with equipment, materials, & tools.
Step 2 Present介绍
Explain quantity and quality requirements.
解释要求的质量和数量
Go through the job at the normal work pace.
Go through the job several times, giving each step.
Repeat slowly again.
Have the learner explain the steps as you go through.
Step 3 Tryout
Have the learner go through the job several times.
Run the job at the normal pace.
Learner does the job, building up skill and speed.
Let the work begin – stick around for a while.
Step 4 Follow-up
Designate to whom the learner should go for help.
Gradually decrease supervision, monitor quality.
Correct faulty work before it becomes a habit.
Compliment good work; goal is to achieve quality.
Job Instruction Training
工作介绍培训
List each step in order with key steps
Start
Motor
开动机器
Set cut
distance
Read scale
Carefully
仔细阅读标准
Place paper
on cutting table
Verify paper
is even
确定纸张平滑
Push paper
to cutter
Verify paper
is tight
确定纸张紧崩
Grasp release
with left hand
Don’t release to
Prevent Injury
预防受伤
Grasp release
with right hand
Don’t release to
Prevent Injury
预防受伤
Pull cutter &
safety releases
Keep both
hands in place
两手防在适当的位置
Wait for cut
To finish
Maintain
Grip
保持紧握
Retract
paper
Verify
cutter
is done
Shut off
Motor
关闭机器
Other Traditional Training Techniques
其他传统的培训方法
Apprenticeship Training
新人培训
Informal learning or daily interaction
非正式学习或日常交往
Audiovisual tools
音像手段
Simulated training
模拟训练
Electronic Training
电子培训
Computers and the Internet have revolutionized training
计算机和因特网革新了培训
CBT or CD-ROM
Electronic Performance Support Systems
Distance and Internet based
Tele-training 电视培训
Videoconferencing视频会议
Internet training因特网培训
Learning portals学习入门
Tele-training
电视培训
Tele-training: A trainer in a central location teaches groups of employees at remote locations via television hookups. (电视培训：培训者通过电视转播来培训远距离员工)
Videoconferencing
视频会议
Videoconferencing allows for distance teaching or training
视频会议使得远程教育或培训成为现实
Many PC’s currently can participate in remote training with programs like
当今很多个人电脑可以参加远程培训计划
Instructors might need to change some teaching habits
教师可能需要改变一些教学习惯
Training For Special Purposes
特殊目标培训
Global business training samples include:
全球商业培训包括：
Executive etiquette for global transactions
处理全球事务的行政礼节
Cross-cultural technology transfer
跨文化技术转让
International protocol and presentation
国际协议和介绍
Business basics for the foreign executive
国外经理管理人员所需掌握的商业要素
Language training
语言培训
Transfer of Training
培训的转换
From Classroom
从教室
To Job
到工作
Managerial Development
管理发展
Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company itself
管理发展是提高管理绩效的一种尝试，通过更新知识，转变态度，或有目的性的增强技能来促进公司未来绩效的提高
Definition
Developing a succession planning program
开发一个人员继承计划
Timing and content of instructional program
教学计划的时机和内容
Instructional methods
教学方式
Steps in Appraising Performance
绩效评估步骤
Define the Job
Appraise
Performance
Provide
Feedback
Make sure all
agree on duties
就职责达成一致
Compare
performance
to the standard
将业绩与标准做比较
Discuss
progress &
make plans
探讨发展&制定计划
Appraising Employee Job Performance 评估员工工作绩效
Types of Rating Systems
评估系统的种类
Employee comparison systems
员工比较系统
Graphic rating scales
图解式评估量表
Behaviorally anchored rating scales
定锚式行为评估量表
Behavior observation scales
行为观察量表
Management-by-objectives
目标管理法
Critical Incident
Forced distribution
Alternation ranking
Paired comparison
Critical incident
Employee Comparison Systems
员工比较系统
1. Mike Winkle
2. Robert King
3. Sally Morris
4. Fred Taft
Robert Sally Fred
Mike
Robert
Sally
Fred
Simple Ranking
简单等级
Paired Comparison
配对比较法
Low Average High
低 中 高
10% 80% 10%
Forced Distribution
强迫分布法
Graphic Rating Scale
图解式评估量表
Unsatisfactory Satisfactory Outstanding
不满意 满意 最佳
Quantity of work
工作质量
Quality of work
工作质量
Dependability
可靠的
Behavioral Observation Scale
行为观察量表
almost never almost always
几乎不 几乎经常
1 2 3 4 5
___1. Sets clear priorities for multiple goals.
为多种目标设立先后顺序
___2. Coaches subordinates effectively.
有效地教导下属
___3. Breaks projects into doable components.
把计划分成可做的部分
___4. Develops subordinates’ knowledge and skills.
发展下属的知识和技巧
___5. Listens to employees’ concerns.
倾听员工关心的
___6. Seeks decision input from subordinates.
从下属处寻求决策输入
Determine the Appropriate Timing of Appraisals
步骤4:确定适当的评估时机
Monthly
月
semi-
annually
半年
Quarterly
季度
Annually
一年
Ensuring Appraisal Fairness 步骤5: 保证评估公正
Upper-level management review
上层管理回顾
Appeals system
上诉系统
COMPENSATION
Determining Pay and Benefits 确定工资和利益
Establishing Pay Plans
建立薪酬计划
The 5 step process:
五步程序：
The salary survey
薪酬调查
Job evaluation
工作评介
Pay grade grouping
薪酬等级
Price pay grade-
wage curves
定价薪酬上浮曲线
Fine tune pay rates
制定合理薪酬率
The Salary Survey
薪酬调查
The salary survey is a survey aimed at determining prevailing wage rates which include: 薪酬调查是以确定现行薪酬率为目的的调查，包括：
Formal 正式的
Informal 非正式的
Definition
Employee Compensation
员工薪酬
Direct or Indirect compensation is given based on:直接或非直接性的薪酬基于
Increments of time 工作时间增加
Hourly 小时
Salaried
Performance 绩效
Piecework 计件工作
Commission 佣金
Total Compensation
Base pay:基本报酬
+add-ons附加
+merit pay待遇
+incentives奖励
+benefits利益
(cash & non-cash)
Money and Motivation
金钱和动机
Salary alone doesn’t motivate
薪酬本身并无激励性
Incentives and benefits motivate workers
奖励和利益可以激励员工
Develop a fair day’s work
发展公平
Create a job evaluation system based on equity
基于公平性建立工作评介系统
Performance and Pay
绩效和薪酬
Competition, shareholder value, and turbulence 竞争，股东价值，和动荡
Businesses need an edge
Question: What do you think that edge is?
Attention on pay 关注薪酬
Types of Incentive Plans
奖励计划类型
Individual
个人
Group
组织
Profit sharing
利益分配
Employee group
员工组织
Variable pay
多样性薪酬
The Annual Bonus
年奖金
A bonus is aimed at motivating short term performance with three issues to consider when awarding them:奖金是以激励短期绩效为目的分配时需考虑三方面：
Eligibility – based on job level and salary
合理性- 基于工作等级和薪酬
Fund size – use a formula
金额- 采用公式计算
Individual awards – based on performance
个人奖励- 基于绩效
Salespeople compensation – Salaries & Incentives
销售人员薪酬——工资和奖金
Sales compensation can be salaried,
commission-based or mixed
销售人员薪酬可以是工资，佣金或是二者的混合
1. Salaries make sense when job is primarily prospecting
or servicing clients
当工作主要是客户服务时采用工资制
Useful when relocating to new territories
Can de-motivate very productive workers
不能有效激励员工
2. Pay only for results (base + commission + incentives)
以业绩付酬
Easy to understand and compute易于明白和计算
Focus only on high volume items 仅关注大量项目
May ignore non-selling aspects 容易忽视非销售方面
Performance is a product of ability绩效是能力的产物
Benefits Classifications
利益分类
Pay for time not worked ~ vacation leave, sickness, etc 休假，生病补助
Insurance benefits: 保险Hospitalization, Health, and Disability Insurance
医疗保险，健康保险和残废保险
Retirement benefits
退休金
Services
服务金
Workers’ Compensation 工作辅助
Life Insurance 人寿保险
Pension Plans 养老金计划
Unemployment Compensation 失业辅助
Social Security 社会安全
Job Services工作服务
Subsidized child care with either an in-house facility or cost defrayed
用内部设施或成本支付来补助儿童保育
Elder care 老人看护
Other benefits 其他收益
Transportation 交通补助
Food services 餐补
Education subsidies 教育津贴
Recreation activities 娱乐活动
Others 其他
Hire the wrong person for the job
Experience high turnover
Find your people not doing their best
Waste time with useless interviews
Have your company taken to court because of discriminatory actions
Have your company cited under federal occupational safety laws for unsafe practices
Have some employees think their salaries are unfair and inequitable relative to others in the organization
Allow a lack of training to undermine your department’s effectiveness
Commit any unfair labor practices
1. Decide what positions you’ll have to fill, by engaging in personnel planning and forecasting.
2. Build a pool of candidates for theses jobs by recruiting internal or external candidates.
3. Have applicants complete application forms and perhaps undergo an initial screening interview.
4. Use selection techniques like tests, background investigations, and physical exams to identify viable candidates.
5. Finally, decide who to make an offer to, by having the supervisor and (perhaps) others on the team interview the final candidates.
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Succession planning typically includes activities like these:
Determining the projected need for managers and professionals by company level, function, and skill
Auditing current executive talent to project the likely future supply from internal sources
Planning individual career paths based on objective estimates of future needs and assessments of potential
Career counseling in the context of the future needs of the firm, as well as those of the individual
Accelerated promotions, with development to prepare individuals for future roles as well as current responsibilities
Performance-related training and development to prepare individuals for future roles as well as current responsibilities
Planned strategic recruitment to fill short-term needs and to provide people to meet future needs
Actually filling the recruiters, promotion from within, and so on.
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Instructor’s Note: Ask students -
Why turn to an agency?
Reasons include:
1. Your firm doesn’t have its own HR department and is not geared to doing recruiting
and screening.
2. Your firm has found it difficult in the past to generate a pool of qualified applicants.
3. You must fill a particular opening quickly.
4. There is a perceived need to attract a greater number of minority or female applicants.
5. You want to reach currently employed individuals, who might feel more comfortable
dealing with agencies than with competing companies.
6. You want to cut down on the time you’re devoting to interviewing.
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Recruiters
They fill jobs in the $60,000-and-up category, although $80,000 is often the lower limit. The percentage of your firm’s positions filled by these services might be small. However, these jobs would include crucial executive and technical positions. For executive positions, headhunters may be your only source of candidates. The employer always pays their fees.
Two and changing the executive search business. Most recruiting firms are therefore establishing Internet-linked computerized databases the aim of which, according to one senior recruiter, is “to create a long list by pushing a button.
Executive recruiters are also becoming more specialized, and the large ones are creating new businesses aimed specifically at specialized functions or industries.
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College Recruiting Goals
The campus recruiter has two main goals. The main one is determining whether a candidate is worthy of further consideration. The other aim is to attract good candidates. A sincere and informal attitude, respect for the applicant as an individual, and prompt follow-up letters can help sell the employer to the interviewee.
There are two main problems with on-campus recruiting. First, it is expensive and time consuming. Second, as mentioned earlier, recruiters themselves are sometimes ineffective, or worse.
On-Site Visits Employers generally invite good candidates to the employer’s office or plant for an on-site visit. The invitation letter should be warm and friendly but businesslike, and should give the person a choice of dates to visit the company. Assign someone to meet the applicant, preferably at the airport or at his or her hotel, and to act as host. A package describing the applicant’s schedule as well as other information regarding the as annual reports and employee be waiting.
Internships
Internships can be win win situations for both students and employers. For students, it may mean being able to hone business skills, check out potential employers, and learn more about their likes (and dislikes) when it comes to choosing careers. And employers, of course, can use the interns to make useful contributions while evaluating them as possible full-time employees.
Referrals and Walk-Ins
The firm posts announcements of openings and requests for referrals in its bulletin and on its wallboards and intranet; prizes or cash rewards are offered for referrals that culminate in hirings. Employee referrals have been the source of almost half of all hires at AmeriCredit since the firm kicked off its “you’ve got friends, we want to meet them” employee referrals program.
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A large and fast-growing proportion of employers use the Internet as a recruiting tool. The percentage of Fortune 500 companies recruiting via the Internet jumped from 10% in 1997 to 75% in 2000.
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interest inventory A personal development and selection device that compares the person’s current interests with those of others now in various occupations so as to determine the preferred occupation for the individual.
Research Insight An interesting question is whether it’s personality or intelligence (or both) that drives career success. It would seem the answer is both. Researchers in one study defined career success in terms of intrinsic success (job satisfaction)
and extrinsic success (income and occupational status). Their studies suggest that hard work certainly seems to pay off: Conscientiousness positively predicted both intrinsic and extrinsic career success. Neuroticism negatively predicted extrinsic
success. General mental ability positively predicted extrinsic career success.
Intelligence Tests Intelligence (IQ) tests are tests of general intellectual abilities. They measure not a single trait but rather a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability. Originally, IQ (intelligence quotient) was literally a quotient. The procedure was to divide a child’s mental age (as measured by the intelligence test) by his or her chronological age, and then multiply the results by 100.
Specific Cognitive Abilities There are measures of specific mental abilities, such as inductive and deductive reasoning, verbal comprehension, memory, and numerical ability. Psychologists often call such tests aptitude tests, since they purport to measure
aptitude for the job in question.
Tests of Motor and Physical Abilities You might also want to measure motor abilities, such as finger dexterity, manual
dexterity, and reaction time.
Tests of physical abilities may also be required. These include static strength (such as lifting weights), dynamic strength (like pull-ups), body coordination (as in jumping rope), and stamina.
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Structured Versus Unstructured Interviews
In unstructured or nondirective interviews, there is generally no set format to follow, so the interview can take various directions. The lack of structure allows the interviewer to ask follow-up questions and pursue points of interest as they develop. Interviewees for the same job may or may not get the same or similar questions.
On the other hand, in structured or directive interviews, the questions and acceptable responses are specified in advance and the responses are rated for appropriateness of McMurray’s patterned interview was one early example. The interviewer followed a printed form to ask a series of questions,
Instructor’s Note: You may wish to go to the hyperlink for the six slides showing a formal Applicant Interview Guide and discuss the questions shown there. You may wish to ask students for their best answers to the questions.
Another alternative is to split the class in to small groups and assign the role of interviewer, interviewee and observer(s) to various students then conduct a debriefing of the results. You can click on the link shown and you will automatically be returned to this slide show at the end of the interview guide (click on the link shown).
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Step 1. Job Analysis Write a job description with a list of job duties, required knowledge, skills, abilities, and other worker qualifications.
Step 2. Rate the Job’s Duties Identify the job’s main duties. To do so, rate each job duty, based on its importance to job success and on the time required to perform it compared to other tasks.
Step 3. Create Interview Questions Create interview questions that are based on actual job duties, with more questions for the important duties.
Step 4. Create Benchmark Answers Next, develop answers and a five point rating scale for each, with ideal answers for good (a 5 rating), marginal (a 3 rating), and poor (a 1 rating). Consider the preceding situational
Step 5. Appoint the Interview Panel and Conduct Interviews Companies generally conduct structured situational interviews using a panel, rather than sequentially. The panel usually consists of three to six members, preferably the same employees who wrote the questions and answers. It may also include the job’s supervisor and/or incumbent, and an HR representative.
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1. Base questions on actual job duties. This will minimize irrelevant questions based on beliefs about the job’s requirements. It may also reduce the likelihood of bias, because there’s less opportunity to “read” things into the answer.
2. Use job knowledge, situational, or behaviorally oriented questions and objective criteria to evaluate the interviewee’s responses. Questions that simply ask for opinions and attitudes, goals and aspirations, and self-descriptions and self-evaluations allow candidates to present themselves in an overly favorable manner or avoid revealing weaknesses. Structured interview questions can reduce subjectivity and therefore the chance for inaccurate conclusions, and bias.
3. Train interviewers. For example, review EEO laws with prospective interviewers and train them to avoid irrelevant or potentially discriminatory questions and to avoid stereotyping minority candidates. Also train them to base their questions on job-related information.
4. Use the same questions with all candidates.
Chapter 6 Appendix
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Once the person is hired, a medical exam is often the next step in the selection process (although it may also take place after the new employee starts work). There are several reasons for preemployment medical exams. One is to verify that the applicant meets the physical requirements of the position, and discover any medical limitations you should take into account in placing the applicant. The exam will also establish a record and baseline of the applicant’s health for future insurance or compensation claims.
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Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training might mean showing a new Webdesigner the intricacies of your site, a new salesperson how to sell your firm’s product, or a new supervisor how to interview and evaluate employees.
Without training employees might improvise or become unproductive as they do not have the skills they need.
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“Training” is more inclusive than it used to be. Training used to focus mostly on teaching technical skills, such as training assemblers to solder wires or teachers to write lesson plans. Today, such technical training is no longer enough.
Employers today have to adapt to technological change, improve product and service quality, and boost productivity to stay competitive.
As one trainer puts it: “we don’t just concentrate on the traditional training objectives anymore . . . We sit down with management and help them identify strategic goals and objectives and the skills and knowledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they don’t, that’s when we discuss training needs.”
Trends like these help explain why training is booming. In one survey, about 84% of employees reportedly received some type of formal training while with their current employers.
Training helps management meet their strategic goals by giving workers the skill they need to achieve them.
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Employee orientation provides new employees with the basic background information required to perform their jobs satisfactorily, such as information about company rules. Programs may range from brief, informal introductions to lengthy, formal courses.
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At a minimum, new employees usually receive either printed or Internet-based employee handbooks. These explain things like working hours, performance reviews, getting on the payroll, and vacations. Under certain conditions, the courts may find that your employee handbook’s contents represent legally binding
Don’t underestimate orientation’s importance. Without basic information on things like rules and policies, new employees may make time-consuming or even dangerous errors. Their performance—and the firm’s—will suffer. Furthermore, orientation is not just about rules. It’s also about making the new person feel welcome and at home and part of the team, all potentially important if you want him or her to be productive.
A successful orientation should accomplish four main things: The new employee should feel welcome and at ease; he or she should understand the organization in a broad sense (its past, present, culture, and vision of the future), as well as key facts such as policies and procedures; the employee should be clear about what is expected in terms or work and behavior; and the person should have begun the process of becoming socialized into the firm’s ways of acting and doing things.
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Training programs consist of five steps. The first, or needs analysis step, identifies the specific job performance skills needed, analyzes the skills and needs of the prospective trainees, and develops specific, measurable knowledge and performance
objectives. In the second step, instructional design, you decide on, compile, and produce the training program content, including workbooks, exercises, and activities; here, you’ll probably use techniques like those discussed in this chapter, such as on-the-job training and computer-assisted learning. There may be a third, validation step, in which the bugs are worked out of the training program by presenting it to a small representative audience. The fourth step is to implement the program, by actually training the targeted employee group. Fifth is an evaluation and follow-up step, in which management assesses the program’s successes or
failures.
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On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to company president, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.
The most familiar type of on-the-job training is the coaching or understudy method. Here, an experienced worker or the trainee’s supervisor trains the employee. At lower levels, trainees may acquire skills by observing the supervisor. But this technique is widely used at top-management levels, too.
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Instructor's note:
You may wish to have a brainstorming session for students to determine the proper steps. If done in teams, the team with the winning score could earn extra credit points.
Job Instruction Training
Many job consist of a logical sequence of steps and are best taught step-by-step. This step-by-step process is
called job instruction training (JIT). To begin, list all necessary steps in the job, each in its proper sequence. Alongside each step also list a corresponding “key point” (if any). The steps show what is to be done, and the key points show how it’s to be done—and why.
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Instructor’s note:
Visit the web site above for apprenticeship training information.
Informal learning might take the form of colleagues discussing something on a white board.
Audiovisual tools is instruction using any of the following formats: PowerPoint presentations (visit the Microsoft PowerPoint homepage above), audio tapes or video tapes.
Simulated training is often used when on-the-job training might be dangerous or expensive. Examples here include flight training, police officer gun training range, nuclear power plant training.
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Computer-Based Training
With computer-based training, the trainee uses computer-based and/or CD-ROM systems to interactively increase his or her knowledge or skills. For example, one employer uses computer-based training (CBT) to train interviewers to conduct
correct and legally defensible interviews. Instead of sending new rental sales agents to weeklong classroom-based training courses, Value Rent-a-Car now provides them with interactive, multimedia-based training programs utilizing CD-ROMs. These help them learn the car rental process by walking them through various procedures, such as operating the rental computer system.
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Videoconferencing allows for distance teaching or training
Many PC currently can do remote training with programs like Windows NetMeeting.
Instructors might need to change some teaching habits to take better advantage of features like video, file, application & whiteboard sharing
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Many firms opt for prepackaged training programs. A sampling helps illustrate the wide range of programs available, as well as what global training programs actually involve.
Executive Etiquette for Global Transactions: The program prepares managers for conducting business globally by training them in business etiquette in other cultures.
Cross-Cultural Technology Transfer: This program shows how cultural values affect perceptions of technology and technical learnings.
International Protocol and Presentation: This program shows the correct way to handle people with tact and diplomacy in countries around the world.
Business Basics for the Foreign Executive: This program covers negotiating cross-culturally, working with . clients, making presentations, writing for . business, and using the phone in the United States.
Language training: Language training delivered by certified instructors, usually determined by the learner’s needs rather than by the requirements of a predetermined curriculum or textbook.
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General management development process consists of assessing the company’s strategic needs appraising the managers’ performance developing the managers
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The performance appraisal process contains three steps: define the job, appraise performance, and provide feedback. Defining the job means making sure that you and your subordinate agree on his or her duties and job standards. Appraising performance
means comparing your subordinate’s actual performance to the standards that have been set; this usually involves some type of rating form. Third, performance appraisal usually requires one or more feedback sessions. Here the two of you discuss the subordinate’s performance and progress, and make plans for any development required.
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Step 1. The Salary Survey
It’s difficult to set pay rates if you don’t know what others are paying, so salary surveys play a big role in pricing jobs. Virtually every employer conducts at least an informal telephone, newspaper, or Internet salary survey. Employers use these surveys in three ways. First, they use survey data to price benchmark jobs, around which the firm then slots its other jobs, based on their relative worth to the firm. (Job evaluation, explained next, helps determine the relative worth of each job.) Second, employers typically price 20% or more of their positions directly in the marketplace (rather than relative to the firm’s benchmark jobs), based on a formal or informal survey of what comparable firms are paying for comparable jobs. (A dot-com firm might do this for jobs
Step 2. Job Evaluation
Job evaluation is aimed at determining a job’s relative worth. It is a formal and systematic comparison of jobs to determine the worth of one job relative to another and eventually results in a wage or salary hierarchy. The basic principle is this: Jobs that require greater qualifications, more responsibilities, and more complex job duties should be paid more highly than jobs with lesser
Step 3. Group Similar Jobs into Pay Grades
Once it’s used job evaluation to determine the relative worth of each job, the committee can turn to the task of assigning pay rates to each job; however, it will usually want to first group jobs into pay grades. If the committee used the ranking, point, or factor comparison methods, it could of course just assign pay rates to each individual But for a large employer, such a plan would be difficult to administer, since there might be different pay rates for hundreds or even thousands of jobs. And even in smaller organizations, there’s a tendency to try to simplify wage and salary structures as much as possible. Therefore, the committee will probably group similar jobs (in terms of their ranking or number of points, for instance) into grades for pay purposes. Instead of having to deal with hundreds of pay rates, it might only have to focus on, say, 10 or 12.
Step 4. Price Each Pay Grade—Wage Curves
The next step is to assign pay rates to your pay grades. (Of course, if you chose not to slot jobs into pay grades, you would have to assign individual pay rates to each individual job.) You’ll typically use a wage curve to help assign pay rates to each pay grade (or to each job).
Step 5. Fine-Tune Pay Rates
Fine-tuning involves developing pay ranges and correcting out-of-line rates.
Instructor’s note:
In the film clip, the owner and manager did many things improperly. Ask students what they saw.
Answers will vary but should include:
They did not have data to present to the employee regarding her request.
The employee focused on her needs, not business reasons for her request for an adjustment.
The owner and manager needed to listen, take notes, commit to nothing except to get back with the employee at a later time when they had conducted more research.
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Salary survey
A survey aimed at determining prevailing wage rates. A good salary survey provides specific wage rates for specific jobs.
Formal written questionnaire surveys are the most comprehensive, but telephone surveys and newspaper ads are also sources of
information.
Benchmark job
A job that is used to anchor the employer’s pay scale and around which other jobs are arranged in order of relative worth.
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There are basically two ways to make direct financial payments to employees: on increments of time and on performance. Time-based pay is still most popular: Blue-collar workers get hourly or daily wages, for instance, and others, like managers or Web designers, tend to be salaried and paid by the week, month, or year. The second option is to pay for performance. Piecework is an example; it ties compensation to the amount of production (or number of “pieces”) the worker produces, and is popular as an incentive plan. For instance, you divide a worker’s hourly wage by the standard number of units he or she is to produce in one hour. Then for each unit produced over and above this standard, pay the worker an incentive. Sales commissions are another example of performance-based (in this case, sales-based) compensation. In this chapter, we explain how to formulate plans for paying employees a time-based wage or salary; subsequent
chapters cover performance-based financial incentives and bonuses, and employee benefits.
Several basic factors influence the design of any pay plan: legal, union, company
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Fair day’s work Frederick Taylor’s observation that haphazard setting of piecework requirements and wages by supervisors was not sufficient, and that careful study was needed to define acceptable production quotas for each job.
Scientific management The careful, scientific study of the job for the purpose of boosting productivity and job satisfaction.
enough to cause the firm to cut the piece rate.
One of Taylor’s great insights was in seeing the need for a standardized, acceptable view of a fair day’s work. As he saw it, this fair day’s work should depend not on vague supervisory estimates, but on a careful, formal, scientific process of inspection and observation. This need to evaluate each job scientifically led to the scientific management movement. Then, in the depression-plagued 1930s, scientific management gave way to the human relations movement and its focus on satisfying workers’ social—not just financial—needs. For many years, incentive plans declined in popularity.
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Competition, shareholder value, and turbulence characterize business today.
Businesses need an edge and motivated employees are that edge in intensely competitive markets.
Pay attention - one study showed that business turbulence was offset onto managers by using variable pay.
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As you probably know from your own experience, incentive plans can be classified in several ways. They can, for example, be classified by level. Individual incentive plans provide income over and above base salary to individual employees who meet specific individual performance standards. Group incentive programs pay all members when the group or team collectively meets its performance standard. 8 Profit sharing plans are generally organization-wide, and provide all or most employees with a share of
the company’s profits in a specified period. Plans can also be classified by employee group—such as plans for operating employees, sales employees, or managers.
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Eligibility Most firms opt for broad eligibility—they include both top- and lower-level managers—and mainly decide who’s eligible in one of two ways. Based on one survey, about 25% of companies decide eligibility based on job level or job title. About 54% decide eligibility based on a combination of factors, including job level/title, base salary level, and discretionary considerations (such as identifying key jobs that have a measurable impact on profitability). Base salary level alone is the sole determinant in less than 3% of the companies polled.
Fund size formula
Some use a nondeductible formula. They use a straight percentage (usually of the company’s net income) to create the short-term incentive fund. Others use a deductible formula, on the assumption that the fund should start to accumulate only after the firm has met a specified level of earnings. Some firms don’t use a formula at all, but make that decision on a totally discretionary basis.
Other formulas used for determining the executive bonus fund are as follows:
1. Ten percent of net income after deducting 5% of average capital invested in business.
2. Twelve and one-half percent of the amount by which net income exceeds 6% of stockholders’ equity.
3. Twelve percent of net earnings after deducting 6% of net capital.
Individual Awards The third task is deciding the actual individual awards. Typically, a target bonus (as well as maximum amount, perhaps double the target bonus) is set for each eligible position, and the actual award reflects the person’s performance. The firm computes performance ratings for each manager, computes preliminary total bonus estimates, and compares the total amount of money required with the bonus fund available. If necessary, it then adjusts the individual bonus estimates.
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Salary Plan
Some firms pay some of their salespeople fixed salaries (perhaps with occasional incentives in the form of bonuses, sales contest prizes, and the like). Straight salaries make particular sense when the main job involves prospecting (finding new clients), or when it mostly involves account servicing, such as developing and executing product training programs for a customer’s sales force or participating in national and local trade shows.
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Job-Related Services
Job-related services like child care make it easier for employees to perform their jobs.
Subsidized Child Care Today, over 50% of all . women with children under six years old are in the workplace, and a Commerce Department survey reported there were almost 10 million children younger than age five requiring child care. Child care is thus an increasingly desirable benefit.
Elder Care With an aging population, elder care has become more of an issue for many employees. Elder care benefits are important for much the same reasons as are child care benefits: The responsibility for caring for an aging relative can affect the
employee’s performance at work.
Other Job-Related Benefits Some employers provide subsidized employee transportation. Educational subsidies such as tuition refunds have long been popular benefits for employees seeking to continue or complete their educations.
Educational subsidies such as tuition refunds have long been popular benefits for employees seeking to continue or complete their educations.
