Human Resource
Management
Proverb
Man proposes, God disposes.
.
谋事在人,成事在天.
------肯比斯
Learning tasks学习任务
Definition of the term human resource management定义
The strategic importance of HRM 策略重要性
Activities of HRM 人力资源管理活动
The role that managers play in performing HRM activities 主管在人管活动中的角色
Definition of HRM
Human Resource Management is
the function performed in
organizations that facilitates the
most effective use of people
(employees) to achieve
organizational and individual goals.
人力资源管理是促使组织人力有效运用的一种管理功能，其目的在于达成组织与个人的目标。
Tasks
Go to the library and find a book about HRM.
Find what HRM concern about and what activities it has
发现人力资源管理是关于什么的，它都有哪些活动
Think hard about HRM give your opinion about it
思考并给出你的人力资源管理的理解
Human Resource Activities
Human Resource Planning人力资源规划
Job Analysis工作分析
Employee Recruitment, Selection, Motivation, and Orientation员工招募、甄选、激励、岗位培训
Performance Evaluation and Reward绩效评估与报偿
Training and Development培训与发展
Labor Relations劳资关系
Safety, Health, and Wellness员工安全与保健
Classification of HRM (I)
.四分法:
Selection 招选
Appraisal评核
Reward报酬
Development培训发展
Classification of HRM (II)
（5Ps Model of HRM）
5批
识人
留人
PERSERVATION
育人
PROFESSIONAL
选人
PICK
用人
PLACEMENT
PERCEPTION
The Role of HRM in the Organization
Helping to reach the organization’s aim;
Making use of employees’ skills effectively;
Providing well-trained employees with high work will;
Promoting employees’ work satisfaction;
The Role of HRM in the Organization
Explaining the HRM policies of the company;
Insuring the policies of the company to conform to the ethics and to take the social responsibility;
Playing a supporting role to the change measures of the company
In A Word
Put the right person in the right place at the right time.
Tasks
Establish one company you like. Suppose you work in human resource department. Try to create proper organization and human resource.
建立一家你喜欢的公司，你在人力资源部工作。注意设置适当的组织和人员。
Learning tasks
The historical development of human resource management.
人力资源管理的历史发展
The difference between “personnel management” and “human resource management”.
人事管理和人力资源管理的区别
Personnel Management and HRM
PM is that part of management concerned with people at work and with their relationships with an enterprise.
关注工作中的人和他们与企业的关系
Personnel Management and HRM
人事管理与人力资源管理
HR is the further development of PM：
Application of modern management theory. Updating of the content and instruction of the PM:
----Not the Cost but the Resource.
员工不是花费而是资源
development of the corporate is closely related with the employee.
企业的发展与员工密切相关。
Limitation of Traditional Personnel Management
Affair as the center, not Person;
2. Maintaining the existence of the organization only can not ensure the continuous development of the organization;
the function of person and causing the lack of invigorative激励的 factors.
The manager of HRM should :
（tasks）
1. Know the company strategy and the business management planning;
2. Know the profession;
3. Support the need of business of the company;
Tasks (continued)
4. Get often in touch with the other departments;
5. Feel the pulsation of the company in person.
A brief history of HRM
同业工会(工会的前身)
Guilds To Improve Work Conditions
工業革命時期 (Industrial Revolution)
Great changes of work condition and social function
科學管理(Scientific Management)
Attention to work efficiency
人群关系运动 (Human Relations Movement)
Attention to human nature and the difference of the employees
提高至策略层次(Strategic HRM)
competitive importance
links to the bottom-line
The Development of HRM(I)
A brief history of HRM
1890’s: Independent personnel department coming into being (industrialization, urbanization, welfare workers, working conditions and circumstances)
The Development of HRM(II)
1950’s-1960’s : Many studies on humanized management emerging (Argyris, 1957; Maslow, 1954; McGregor, 1960), Mayo’s梅奥 human relations’ approach (a focus on people rather than mechanics or economics)
1965: Miles differed human relations from human resources
’s泰勒 ：scientific management(科学管理) (proper, specialized standard after the boom of industrial revolution);
法约尔 & ’s韦伯：classical organization theory 古典组织理论
(structured, unity of direction, discipline, bureaucratic
井然有序 ）
The Development of HRM Model (I)
Traditional传统: tight supervision严密的监视
Relationship人际关系: feeling of utility and importance人力的有用性和重要性
HRM人力资源: making full use of employees to facilitate their self-decision and self-management skills
The Development of HRM Model
Classical Management古典管理
Employee----Tool
Scientific Management科学管理
Employee----Economical Person
Management Science管理科学
Employee----Social Person
Self-study (reference to textbook page 14-17 )
Review:
the difference between Personnel Management and HRM?
2. What are the tasks for HRM?
3. Present briefly the history of HRM?
Proverb
Plans are nothing; planning is everything.
凡事预则立,不预则废.
Learning tasks
The tasks of human resource planning
The need for human resource planning and the connection with the strategy planning of the corporate
The process of human resource planning
Case Study
五金制品公司的人力资源规划
冯如生几天前才调到五金制品公司的人力资源部当助理，就接受了一项紧迫的任务，要求他在10天内提交一份本公司5年的人力资源规划。虽然老冯从事人力资源管理工作已经多年，但面对桌上那一大堆文件、报表，不免一筹莫展。经过几天的整理和苦思，他觉得要编制好这个规划，必须考虑下列各项关键因素：
首先是本公司现状。它共有生产与维修工人825人，行政和文秘性白领职员143人，基层与中层管理干部79人，工作技术人员38人，销售员23人。其次，据统计，近五年来职工的平均离职率为4%，没理由预计会有什么改变。不过，不同类别的职工的离职率并不一样，生产工人离职率高达8%，而技术人员和管理干部则只有3%。再者，按照既定的扩产计划，白领职员和销售员要新增10%-15%，工程技术人员要增5%-6%，中、基层干部不增也不减，而生产与维修的蓝领工人要增加5%。
有一点特殊情况要考虑：最近本地政府颁布了一项政策，要求当地企业招收新职工时，要优先照顾妇女和下岗职工。本公司一直未曾有意排斥妇女或下岗职工，只要他们来申请，就会按同一种标准进行选拔，并无歧视，但也未予特殊照顾。如今的事实却是，销售员除一人是女的外全是男的；中、基层管理干部除两人是妇女外，其余也都是男的；工程师里只有三个是妇女；蓝领工人中约有11%妇女或下岗职工，而且都集中在最低层的劳动岗位上。
冯如生还有5天就得交出计划，其中包括各类干部和职工的人数、从外界招收的各类人员的人数以及如何贯彻市政府关于照顾妇女与下岗人员政策的计划。此外，五金制品公司刚开发出几种有吸引力的新产品，所以预计公司销售额五年内会翻一番，冯如生还得提出一项应变计划以备应付这类快速增长。
思考题：
1、 老冯在编制人力资源规划时要考虑哪些情况和因素？
2、 他该制订一项什么样的招工方案？
*
Definition of HR Planning
HRP is the process of determining the human resource needs of an organization and ensuring that the organization has the right number of qualified people in the right jobs at the right time.
人力资源规划是决定组织对人力资源的需要，并确保有适当数目的适任人员适时地担任适当工作的一个过程。
The tasks of HRP
Reducing the cost of manpower
Allotting manpower reasonably
Adapting the organization’s development
Meeting the employees’ requirements
减低用人成本
合理分配人力
适应组织发展
满足员工需求
Why is HRM necessary?
A growing awareness of the need to look into the future 公司发展需要
A desire to exercise control over as many variables as possible which influence business success or failure 对影响公司成败变的量实行控制因素
The development of techniques which make such planning possible 科技的发展使得这种规划成为可能(reference to textbook page 53)
The Process of HRP
Situational analysis
or environmental
Scanning环境侦查
Forecasting demand
of human Resources
需求预测
Analysis of the
supply of
human resources
供給分析
Development
of plans for action
发展行动方案
HR PLANNING
PROCESS
搜集准备有关信息资料
人力资源需求预测
人力资源供给预测
确定人员净需求
确定人力资源目标
制定具体计划
对人力资源计划的审核与评估
人力资源规划的过程
Situational analysis
人力资源需求的影响因素表
企业外部环境 企业内部条件 人力资源自身状况
社会 战略目标规划 退休
政治 生产和销售预测 辞职
经济 企业预算 合同到期止
法律 新建部门或扩张 辞退
技术 劳动定额的合理程度 休假
竞争者 死亡
Situational Analysis (External)
政府(Government Laws
and Regulation)
工会(Union Procedures
and Requirements)
劳动力(Labor Force
Composition)
国内外经济 Economic Conditions
(International and Domestic)
地理位置(Geographic
Location)
竞争力(Company
Competitiveness)
Situational Analysis (Internal)
Business HR Implications
What business are we in? What people do we need?
Culture and value system How do we change?
--appropriate not appropriate
Strategic direction Who will we need in future?
New businesses What systems and procedures might
New markets be developed?
Strengths How far related to existing use of HR?
Weaknesses (. skills base )
Opportunities Demand and supply in the labor market?
Threats
Critical关键的 success factors How far do these depend on employees,
rather than other factors?
Organizational tasks
Staff utilization
Labor costs
Environmental factors (trends in technology and markets, threats or opportunities)
Staff turnover人员流动
Production levels
Demand
Factors in Forecasting demand
Demand
Methods of Forecasting Demand
Expert Estimate: demand estimates based on experience
Delphi Technique德而菲法
Trend Projections: exploring single factor relationships
Work-study Methods: break down分解 and measure the elements of a given task to define the standard number of staff hours per unit of output (P64)
BOTTOM UP
TOP DOWN
TOP DOWN
Delphi Technique
A method experts estimate, avoiding disadvantages of group discussion. At first, choose experts from each aspect in the company, ask for opinions by corresponding or contacting alone; Then carry on feedback opinions, study all kinds of different opinions for the further opinions, at last get the estimate result.
德尔菲法是采取专家预测而避免小组讨论各种弊端的方法。首先在企业中广泛的选择各个方面专家，通过通信或单独联系的方式征求意见；然后将意见进行反馈，将各种不同意见进行探讨征求更进一步的意见，最后得出预测结果。
德尔菲法
美国兰德公司在40年代末提出。
方法：邀请专家（一线经理、高层经理、外部人员等）并宣布问题
专家各自独立提出自己的意见
收集、汇总专家意见
将汇总结果返回给专家，进行再次分析
重复上述步骤3-5次，专家意见将趋于一致
德尔菲法的原则
给专家充分信息，使其能作出判断
所问的问题应是专家能答复的问题（如不问绝对数而问相对数，侧重关键雇员）
不要求精确
使过程尽可能简化，不要问没有必要的问题
保证所有专家能从同一角度理解雇员分类和其他定义
Forecasting Supply
Considering the following factors:
(a)The existing workforce 现有工作队伍
(skill base, potential trainability, current and potential productivity level )
(b)The structure of the existing workforce 现有工作队伍的结构
(age distribution, skills, hours of work, rates of pay)
Forecasting Supply
（c）The likelihood of changes变化的可能性 (productivity, size and structure)
wastage(浪费), promotion （提升）and transfers,（迁移） absenteeism（缺席）,
this will require information on:
age structure，labour turnover，promotion potential
(d)The external labor market 外部的劳动力市场
(skill availability, competitor activity, demographic changes, wage and salary rates in the market for particular jobs)
Background
你是红星洗衣粉厂的人力资源部经理Jack，刚接受了董事长的一项紧迫任务－－编制一份本公司中期人力资源计划，你分配手下小C负责这件事。他考虑了一下，觉得要编制好这个规划，必须考虑下列各项关键因素:
首先，本公司现状：共有1500人，职员150人，管理人员80人，技术人员40人，销售30人。
其次 ， 据统计，近5年员工的平均离职率为5％，预计不会有太大改变，但生产工人离职率达9％，技术工人2%.
再者，按照扩产计划，职员和销售员要新增20％－30％，技术人员要增加10％－15％，中层干部不变，而工人要增加50％。小C交出的规划包括各类员工的人数，从外部招收各类员工的人数等。
你评论一下小C的考虑是否适当，规划是否合理？
Role and responsibilities of
line manager部门经理的作用和责任
Proverb
A good general makes good men.
强将手下无弱兵
Role and responsibilities of
Line manager
Line manager(直线经理) :manager of operating department
All managers ,regardless of their functional area, their position in the hierarchy , and the size of the firm for which they work, must deal effectively with HR issues because these issues are at the heart of being a good manager.
所有的经理，不论他们的职能范围、职务、服务公司的规模，他们都必须有效处理人力资源问题，因为这些问题是成为一个好经理的核心要素。
Role and responsibilities of
Line manager
Have both the right and duty to be concerned with the effective operation of their own department ,including the management and well-being of their staff.
直线经理既有权力也有责任来有效管理他们的部门，包括员工的管理和福利。
Case study案例分析
23岁的张薇毕业进入一家外资公司做人事助理，心里美滋滋的。她似乎已经看见自己一路升职做到人力资源经理时的无限风光。做人事有一点好处就是可以知道公司人员的变动消息。快到年底，公司会裁掉一批人，并且主要集中在某部门。张薇马上把这个消息告诉了她的同学萧萧，因为萧萧在这个部门。很快，公司里谣言四起，骨干员工接连离职。公司终于开始觉察并着手调查，发现了事情真相。请你作为人力资源经理来处理这件事。
Recruitment
Proverb:
Every man has the defects of his own virtues
每个人都有与优点相对应的缺点.
Learning Objectives
The tasks of recruitment
The process of recruitment
The methods of recruitment
公开辩论赛
普斯顿化学有限公司是一家跨国公司，以研制、生产、销售药品等为主。随着生产业务的扩大，为了对生产部门的人力资源进行更为有效的管理、开发，他们希望在生产部建立一个处理人事事务的职位，其工作内容主要是生产部与人力资源部的协调。经过初步筛选，人力资源经理看中了一个外部员工赵安，生产部经理看中了内部员工钱力，两人均有企业管理的硕士学位，工作经验也不相上下。于是两人来到总经理办公室要求定夺，总经理要求两人进行一场辩论，看谁的理由充分再做决定。
What Is Recruitment ?
It is the part of human resourcing process concerned with finding the applicants: It is a positive action by management,going into the labor market and communicating opportunities and encouraging applications from suitable candidates.
招募：一个组织用以寻找或吸引求职者来填补一个职
位的过程。
Tasks of Recruitment
1) Getting cost-effectiveness
2) Attracting high qualified candidates
3) Ensuring the employees maintain in the company
4) Implementing the social duty
5) Setting up the company image
达到成本效率
吸引高度合格的候选人
确保那些被雇佣的个人留在公司
履行社会义务
树立企业形象
Principles of Recruitment
Public recruitment
Fair competition
Complete investigation
Excellent acceptance
(6R:Right time,Right source,Right cost,Right people,Right job and Retention 保持rate)
公开招聘
公平竞争
全面调查
择优录取
Recruitment Procedures
Draw up the recruitment plan
Decide the recruitment strategy
Recruitment propaganda and
the application of applicants
Screening
Engagement and probation
Recruitment evaluation
制定招募计划
确定招募策略
招募宣传与应聘者申请
筛选
聘用与试用
招募评估
Recruitment Methods: Internal
Job posting and bidding 职缺公布
Bulletin boards，Internal publications ，Computerized
Internal promotion or transfer 内部晋升或调动
Inside moonlighting 现员工兼职
Recommendations from supervisors 领导推荐
Employee referrals 现职员工介绍
Formal succession , promotion and transfer planning
正式的接替、提升和调动规划
Job Posting and Bidding
职缺公布
An internal method of recruitment in which notices of available jobs are posted in central locations throughout the organization and employees are given a specified length of time to apply for the available 在公司内部发布职位空缺的通知，员工可以在规定时间内去申请。
Normally the job notice specifies the job title, rate of pay, and necessary qualifications.通知会说明工作岗位，工资和所需要的资格。
The Following Procedures
1. All applications to be sent to the HR department for an initial review;
2. An interview by the prospective(准) manager;
3. A decision is made based on qualifications, performance, length of service, and other pertinent有关的criteria.
Advantages and Disadvantages of Internal Recruitment
Advantages:
The company knows the candidates very much公司了解应聘者
The candidates know the company’s rules very much应聘者了解公司的规定
It can encourage employees‘ morale鼓舞士气
The investment for employees’ training can be got back.公司对员工的培训获得回报
Advantages and Disadvantages of Internal Recruitment
Disadvantages:
People might be promoted to the point where they are unable to perform adequately.可能被提升者不能胜任工作
Colleagues competition affects the morale
同事之间的竞争影响团结
Nepotism makes the company lack of creative ability近亲繁殖使公司缺乏创新性
Recr
External Recruitment t Methods: External
Media advertisements: ., help want ads
College recruiting
Employee referrals
walk-ins/write-ins毛遂自荐
Cooperation program建教合作
Steal
Third party (.)
Nepotism
Summer internships实习生
Advantages and Disadvantages of External Recruitment
Advantages:
• “ New blood” makes the company widen its eyeshot加入“新鲜血液”使公司扩大视野
Compared with training professionals, it is cheaper and faster，节省工作技能培训投资，快捷.
• There are no “historical package”in the company没有历史包袱
Advantages and Disadvantages of External Recruitment
Disadvantages:
Not easy to contact and evaluate persons outside the company 对应聘人员不容易理解和评价
Long time to adapt适应期较长
Hit the morale of the existing employees
内部员工积极性受挫
Advertisement 广告
Contents:广告应包括的内容：
岗位内容；
工作条件；
企业位置；
企业的声望以及报酬
Advertisement 广告
印刷媒体：报纸、杂志、电话簿
报纸广告的三种类型：
i 分类广告
ii 分类展示广告
iii 不分类展示广告
非印刷媒体：广播、电视、因特网
New Recruitment Approach:
Internet
Reducing the recruitment cost
Responding to the budget and the post properties, there are various choices.根据预算与职位性质，有多种选择
General ()
Professional ()
Company ()
New Recruitment Approach:
Internet
Advantage:
1广告制作效果好；
2信息容量大，传递速度快；
3及时更新信息，传递范围广；
Disadvantage:
1信息过多容易被忽略；
2有些人不具备上网条件；
3对材料和不容易验证
Campus Recruiting
Campus recruiting activities are usually coordinated 调整 by the university or college placement , organizations send one or more recruiters to the campus for initial interviews. The most promising recruits are then invited to visit the office or plant before a final employment decision is made.
举办校园招聘会
康佳集团连续4年位居中国电子百强企业第四位，并曾入选首届中国大学生心目中最佳内资企业。你是该集团人力资源部经理。华南理工大学就业处邀请你参加11月份的校园招聘，你准备前往。你准备怎样组织这场招聘会呢？
举办校园招聘会（continued）
建议内容：
1参加招聘的人员要清楚校园招聘的优缺点；
2 制定招聘计划，包括招聘人数、招聘基准、经费预算；
3制定行动计划，包括时间、地点、信息发布等。
注意事项：
1选派能力强的工作人员，因为代表着公司形象；
2态度积极，及时回答申请人的问题；
3顾及大学生的特点，做到公平、诚实。
The Contents of Resume
Name、address、telephone、personal data
Job objective应聘的工作
Education
Skills
Employment经验
Miscellaneous其他
References推荐人
Remember: More positive and active words
College Recruiting Flaws
Lack of interest in the application
Lack of enthusiasm
Interviews too stressful or too personal
Time allocation by recruiters
Job Fair
校园招聘的优势与不足
优势：1易于寻找特定领域的专门人才；
2具有创新意识，容易适应，对薪金要求低；
3节省宣传广告费用；
4具有良好的社会效应。
不足：1大学生没有工作经验；
2实践动手能力不足；
3离职率较高；
Selection
Selection
Proverb:
Do as you would be done by,
己所不欲,勿施于人.
Learning Objectives
The selection process
A range of selection methods
Definition of Selection
To choose the individual who can successfully perform the job from the pool of qualified candidates.
从众多应征者中，选出最合适的人员去担任某项工作的过程.
The Selection Process
Completion and Screening
of the Application Form
检查申请表和简历
Preliminary Interview
初次面试
Employment Testing
测试
Second/Follow-up Interview再次面试
Reference Checking
材料验证
Final Decision
最终决定
Physical Examination:体检
Required only for individual who is offered the position.
Reference to textbook P112
Application Form申请表
Completing an application form is normally the first step in most selection procedures. The application provides basic employment information for use in later steps of the selection process and can be used to screen out unqualified applicants. 申请表是选拔程序中的第一步
Validate确认 questions by showing job-relatedness
Application Form(cont’d)
Some questions should be eliminated or carefully reviewed to ensure their use is job-related , nondiscriminatory and lawful.
(country has different law provisions .
Race,种族 color肤色, national origin国籍, and religion宗教
Arrest and conviction records犯罪记录
Credit rating信用度
Marriage and family plans婚姻状况
Reference to textbook P115
Fear of “negligent
referrals” claims介绍人
疏忽之责
Weighing
the legal risks
法律风险衡量
Fear of right to privacy or
defamation claims隐私权与
破坏名誉的顾虑
Reference Checking
A range of selection methods
analysis
2. Interviews
methods
selection methods
(reference to textbook P118)
脸谱效应
脸谱效应：戏曲中有些角色脸上画着各种图案，用来表现表现人物的性格和善恶特征。
这个效应告诉领导者在选拔和任用员工的过程中，不仅要看员工的表面业绩，更要看重他们的潜在能力。避免以貌取人、以才取人、以德取人或以某一言行取人。
帕金森定律
美国学者通过长期调查研究，写出一本书叫《帕金森定律》。书中阐述了机构人员膨胀的原因及后果：一个不称职的官员，可能有三条出路，一是申请退职，把位子让给能干的人；二是让一位能干的人来协助自己工作；三是任用两个水平比自己更低的人当助手。这位官员会选择哪种方法，你会选择那种方法？
面试案例分析
梁同学在求职之初，屡试屡败。他自我反思失误所在。1在农业银行的面试中他过于紧张，说话没有条理；2在光大集团面试中他没有说好为什么要加盟光大；3在信息产业部的面试中，他没有回答好业余爱好是什么（他回答的是喜欢和朋友们喝酒聊天）。在反思以前面试中的不当之处后，他准备下一个面试时，除了专业知识的准备，还要做到：事前自己以正常说话口吻简短的两分钟自我介绍；对简历中的每一方面的内容，都要做到心中有数；对所应聘的公司要做到大致了解，并且一定要想“我为什么要来，我来了能做什么”这样的问题；面试时注意说话的语速和音调，以保证让面试官听清楚。一周后，他参加了人民保险公司的面试，在11位主考官面前，神态自若，回答流利，有理有据，得到了面试官的一致好评。又一个星期后，他被人保录取了。
请你作为一个面试者评价他的面试成功与失败之处；
实景模拟
Selection Methods
Guidelines for Interview
Prepare the planning预作规划
Check the application form and the resume before the interview面试之前检查申请表和简历
Appropriate room arrangements房间的适当安排
Harmonious atmosphere营造和谐气氛
put the applicant at ease使申请者放松
When the interview begins
Structured questions to be asked询问构思严密的问题
More open questions (5WH)多一些开放性问题
Less yes/no questions少一些yes/no问题
Selection Methods
Guidelines for Interview
When the interview comes to an end
leave time to the applicant to ask questions给申请者留下时间提问
end the interview in a positive way以积极的方式结束面试
make the public relations work conveniently
做好公共关系
In the interview process
record the facts obtained in the interview immediately
记录信息
evaluate the effectiveness of the interview process
评估面试过程的有效性
Selection Methods
Limitations of interview
Limited scope and relevance有限的范围和相关性
Errors of judgment by interviewers:面试官判断的错误：
The halo effect晕轮效应
Contagious bias偏见
Stereotype刻板印象
Lack of skill and experience interviewers.
面试官的能力和经验缺乏
Selection Methods
Employment/Formal Testing
Many types of commercial tests are available to organizations for use in the selection process. Many of these tests have undergone validation and reliability studies.
The following sections examine five categories of tests:
1. Aptitude能力倾向测试
Selection Methods
Employment/Formal Testing
3. Interests兴趣
4. Personality个性
In addition, the use of polygraphs, graphology, and drug and AIDS(Acquired Immure Deficiency Syndrome获得性免疫功能丧失综合症) testing is discussed.
A multiple selection method for managers’ social skills, intellectual skills and attitudes, including:
Role-play情景表演
Work samples/ case studies工作实例
In-tray / In-basket exercises公文筐测验
Paper and pencil tests笔试
Leaderless discussion groups无领导小组讨论
Selection Methods
Group Selection Methods 小组选拔/Assessment Centers评估中心
Aptitude tests能力倾向测试
measure a person’s capacity or potential ability to learn and perform a job.
Testing Methods
Aptitude Tests
Aptitude tests能力倾向测试
continued
To measure
verbal ability,语言能力
numerical ability, 数字能力
perceptual speed, 感知能力
spatial ability, 空间能力
and reasoning ability.推理能力
Testing Methods
Job Knowledge and Proficiency Tests
工作知识与熟练度测试
Job knowledge tests measure the job-related knowledge possessed by a job applicant. 测试求职者掌握的与工作相关的知识
Proficiency tests measure how well the applicant can do a sample of the work to be performed.测试求职者操作工作样本的情况。
Testing Methods
Interests Tests 兴趣测试
Interests tests are designed to determine how a person’s interests compare with the interests of successful people in a specific job.设计用来测试一个人的兴趣与从事具体工作取得成就的人们的兴趣比较程度
The basic assumption in the use of interests tests is that people are more likely to be successful in jobs they like.基于一个假设：人们在从事自己喜欢的工作时最容易取得成功
R岛：自然原始的岛屿，岛屿上保留有热带的原始植物森林，自然生态保育很好，也有相当规模的动物园，植物园，水族馆。岛上居民以手工见长，自己种植花果蔬菜，修葺房屋，打造器物，制作工具。
I岛：深思冥想的岛屿。岛上有很多处天文馆，科博馆，以及科学图案书馆等。岛上居民喜好沉思，追求真知，喜欢和来自各地的哲学家，科学家，心理学家等交换心得。
A岛：美丽浪漫的岛屿。岛上充满了美术馆，音乐厅，街头雕塑和街边艺人，弥漫着浓厚的艺术文化气息。同时，当地的居民还保留了传统的舞蹈，音乐与绘画，许多文艺界的朋友都喜欢来这里找灵感。
C岛：现代，秩序井然的岛屿。岛上建筑十分现代化，是进步的都市形态，以完善的户政管理，地政管理，金融管理见长。岛民个性冷静保守，处事有条不紊，善于组织规划。
S岛：温暖友善的岛屿，岛上居民个性温和，十分友善，乐于助人，社区均自成一个密切互动的服务网络，人们多互助合作，重视教育，弦歌不缀，充满人文气息。
E岛：显赫富庶的岛屿。岛上的居民善于企业经营和贸易，能言善道。岛上的经济高度发展，处处是高级饭店，俱乐部，高尔夫球场。来往者多是企业家，经理人，政治家，律师等。
霍兰德（Holland）的类型说
Testing Methods
Personality Tests个性测试
Personality tests attempt to measure personality characteristics试图用来测试个性特征.
Validity tied to the match between test and situation 效度有赖情境的配合程度
--MBTI 性格测试 MBTI模型源自荣格(瑞士)与Myers-Briggs(美国)
ttp://
Testing Methods
价值观测评——斯普兰格六类型
理想信念主义者，工作与生活中以自己的信仰与理想为准则
宗教型
热衷于个人权利、影响力和声望，在政治以外的领域中也希望通过竞争、奋斗而获取名誉和地位
政治型
利他与仁慈，在实际生活中表现出宽容、富有同情心和无私等品德
社会型
总是从形式与和谐中寻找最高价值，以文雅、优美、对称和恰当的标准去判断每一种经验
审美型
强调事物的实用性，凡事以有效与实惠为尺度
经济型
乐于发现真理，凭借观察和推理发现事物之间的一致性和差异性，具有实验的、批判的和理性的爱好
理论型
表现
类型
Testing Methods
希波克拉特气质类型
Hippocrates theory of temperament types
孤僻、行动迟缓、善于观察细小事物、情感发生较慢但持续很久、体验深刻、具有内倾性
抑郁质
安静、稳重、反应缓慢、沉默寡言、情绪不易外露、注意力稳定难于转移、善于忍耐、具有内倾性
黏液质
活泼、好动、敏感、反映迅速、喜欢与人交往、注意力容易发生转移、兴趣容易变换、具有外倾性
多血质
直率、热情、精力旺盛、情绪易于冲动、心境变化剧烈、具有外倾性
胆汁质
特征
气质类型
Testing Methods
Graphology Tests笔迹学测试
Graphology Tests/Handwriting analysis involves using an analyst to examine the lines线, loops圈, strokes笔划, curves曲线 and flourishes花边 in a person’s handwriting to assess the person’s personality, performance, emotional problems, and honesty.
Reward systems
Rewards Systems
LEARNING OBJECTIVES
The process and methods of job evaluation
the main factors determining pay
Payment and incentive systems
Pay structure
Reward systems
The system of pay and benefits used by the firm to reward workers.
公司运用薪资和福利来酬谢员工的体系。
Money not the only method but the important method.
Fringe benefits.附加福利
Flexibility at work.工作的灵活性
Holidays, etc.假期
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Reward Policies:
Criteria for Effectiveness效能准则
Adequate恰当
Equitable公平
Balanced平衡
Cost-effective成本效率
Secure安全
Incentive-providing提供奖励
Acceptable to the employee员工接受
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Job Evaluation
Formal process for determining the relative worth of various jobs工作评价是判断不同工作的相对价值的正式过程(参见教材165)
Essential steps:
Gather information on the jobs being evaluated
收集所评价工作的信息
Choose suitable compensable factors in determining the worth of different jobs决定不同工作价值时要选择适当的报偿因素
Develop and implement the plan 制定和实施计划
(参考教材p172)
Job analysis
Job Specification
工作规范
Job description工作说明
predictors指标
criteria of job success成功准则
validity效度
Job Analysis and Validity
case
在小公司人事,最近单位的总务部少一个帮厨的,因为公司所能给的工资很低,所以一直招不到人,从缺人到现在差不多有20来天了吧. 这20多天里,总务部负责人一天能上我这儿催好几遍要人,而我从招聘会,到大街贴招聘广告,到询问内部员工有没有适合人选,所有的招数我都用过了,得到的结果都是嫌工资低没人来干,后来去跟总务部负责人商量是不是上调一下工资标准,协商后我去找总经理商谈,总经理认为这个标准可以接收,然后我就按上调后的标准招来了一个人.结果领到总务去之后,人家总务说不用这么高的工资她们自己也能找到人,还说什么工资高了,保洁也会攀比打辞职,让我自己看着办. 靠,自己能找到低标准的人,你还一天到晚跑我这儿那么多趟要人干嘛?现在嫌定的标准高了,当初我可是找她商量完了,她一口同意才上调到这个标准的,以为我上老总那儿要求给这个那个涨工资那么容易呀?
Question:
案例里涨工资规范么？
Frequently used methods:
岗位评价常用方法伟263周162
Job Ranking职位排序法
Job Classification/Grading 职位分类法
Point System计点法
Factor Comparison因素比较法
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Job ranking
The simplest、the oldest、the rarely used method
Ranking jobs from the simplest to the most difficult对工作的重要程度进行排序，并安排相应工资。
Advantages: simple/saving time/convenient
Disadvantages: clear to the order only, not clear to the value differentiation
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Job Ranking (sample)
1350
Assistant nurse助理护士
1600
Cook 厨师
1750
Nurse 护士
1900
File controller
档案管理员
2750
Charge nurse
护士长
2800
Clinic manager诊所经理
Salaries
Grades
*
*
Classification or grading systems
职位分类法
Classes or grades defined on the differences in duties, responsibilities, skills, working conditions,etc.
Worth of a job determined by an appropriate class
Advantages: simplicity/lasting for years/suitable for governments or large organizations
Disadvantages: not specific/precise, evaluating the job as a whole
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*
Classification/Grading (sample)
分类
等级
管理类
技术类
操作类
A级
6000
5000
3000
B级
4000
3350
2000
C级
2600
2250
1350
D级
1800
1500
900
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*
Point Method
A quantitative point scale量化计点表
is developed for the jobs being evaluated.
The steps are:
Selection of key jobs选择工作岗位
Selecting compensable factors选择报酬因素
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Point Method
Assigning weights to factors确定权重
Assigning points to specific jobs确定具体工作的点数
Deriving point values for key jobs评分
Adding the total number of points加总
*
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Point Method (cont’d)
Advantages: detailed/specific/easy to be accepted/easy to keep current as jobs change/easy to assign monetary values to jobs
Disadvantages: time-consuming and costly to develop/significant interaction and decision
Example
子因素
搬运工
机械工程师
等级
点数
等级
点数
教育程度
经验
知识
1
2
1
15
30
10
5
4
5
75
60
50
心理要求
身理要求
5
1
20
25
2
4
40
10
对设备和过程的责任
对产品和材料的责任
对他人安全的责任
对他人工作的责任
2
3
1
1
10
15
10
10
5
4
2
2
25
20
20
20
工作场所条件
危险性
4
4
40
20
3
3
30
15
总分
195
365
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*
Factor Comparison Method
Similar to the point method except that it involves a monetary scale instead of a point scale, that there are no subfactors and degrees and that each compensable factor is ranked according to its importance in each key job.
把与岗位有关的因素来作为制定工资的基础，这些因素通常是心理素质、生理状态、工作条件、精力消耗。
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Factor Comparison Method
Advantages: detailed/specific/easy to develop
Disadvantages: difficult to explain/not easy to adapted to changes in the jobs
Reward System薪酬制度
薪酬：企业对员工给企业所做的贡献，包 括他们实现的绩效，付出的努力、实践、学识、技能、经验与创造所给付的相应的回报或答谢。根据薪酬涵盖的内容的不同，可分别称为广义薪酬和狭义薪酬。
1 广义薪酬：包括经济性支付和非经济性支付。
经济性支付（1）直接性货币支付，如基本工资、佣金、特殊奖励和分红等；（2）间接性货币支付，如保险、养老金、培训以及公司付酬的假日和员工休假等；非经济性支付：主要包括晋升、能力提升、认可、荣誉、文化等。
2 狭义薪酬：主要指个人获得以工资、奖金以及实物形式支付的劳动回报。
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Direct financial compensation
Indirect financial compensation
Non-financial compensation
非财务报偿
Reward
SYSTEM薪酬制度
Praise称赞
Self-esteem自尊
Recognition认可
Benefits福利
Services服务
Insurance 保险
Wages工资
Salaries薪资
Bonuses
奖金; 额外津贴
Commissions佣金
Payment structure薪酬composition
广义薪酬主要包括：基本薪资、奖励薪资、附加薪资、员工福利。
1基本薪资（basic pay）:是员工完成定额内劳动就应该得到的报酬，是基本现金报酬。根据员工的劳动熟练程度、工作的复杂程度以及劳动强度为基准，按员工完成定额任务的实际劳动消耗而计付的薪资。
工资（wages）和薪水(salaries)的区别
Reward System薪酬制度
wages
Blue collar workers
Historically on short terms
Paid weekly or hourly
Paid on time or output
Hours of work strictly controlled
Comparatively low status
salaries
White-collar workers
Historically with greater security tenure
Paid monthly
Paid for age, seniority, performances
Hours of work less strictly controlled
Comparatively high status
Reward System薪酬制度
奖励薪资（incentive Compensation）：又称奖金，根据员工超额完成任务以及优异的工作成绩而支付的薪资。是对员工工作行为和所取得的成绩的奖励，是在基本工资基础上的增加，它主要取决于员工的绩效水平。
附加薪资（allowance）：又称津贴，为了补偿和鼓励员工在恶劣工作环境下的劳动而支付的薪资。
员工福利（welfare）：通过建立集体生活设施、提供劳务和实行补贴制度等方式，解决员工在物质与精神生活上的普遍需求和特殊困难而举办的公益事业，包括养老金、医疗费、运动场等
薪酬制定的基本过程
确定本企业的付酬原则与策略
职务设计与职务分析
职务评价
工资结构设计
企业文化及策略等文件
组织结构设计，职务说明书
确定付酬因素选择评价方法
确定并绘出工资结构线
工资状况调查及数据收集
工资分级与定薪
工资制度的执行控制与调整
行业及地区调查
工资范围及数值的确定
竞争力与成本控制生产指数调整等
Three approaches to reward
三种支付方法
1 Pay by time: The amount is paid at intervals of a week or month, and reflects ‘hours of work’: the amount of time spend at the workplace or on the job.周或月付酬，反应工作的小时数，花在工作场所或工作上的时间
2 Payment by results: Either all or part of the employee’s pay is directly linked to the quantity of the output produced by the individual(or team).员工工资的部分或全部报酬是于个人（团队）产出量直接联系的。
Reward System薪酬制度
3 Performance-related pay(PRP):relates monetary bonuses and /or the rate and extent of pay progression to the performance of individuals, assessed according to defined criteria.
将报酬的奖金或进展的比率与程度与个人的绩效联系起来。绩效是一个综合的概念，不仅包括产品数量和质量，还包括员工对企业的其他贡献。
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Trends of Pay System
薪酬制度的新 趋势
Reduction of the number of job levels工作层级减少
Reduction of pay grades and increase of worker flexibility薪级减少、员工调动弹性增加
Dividing all the jobs of the company into only several salary ranges,
Covering with each other, the difference rate may reach 130% in one range,but commonly 50% 同级薪幅高低差距可达130%
Basing salary increases on performance加薪看绩效
DELAYERING
去层级化
BROADBANDING
宽频制度
Reward System薪酬制度
case study
F公司是一家生产电信产品的公司，在创业初期，只有几个志同道合的朋友打拼，几年之后，人多了，企业大了，收入增加了。但领导明显感觉到，大家工作积极性正在降低。总裁黄明研究了有关成功企业经营管理的案例，很青睐“高薪资、高效率”的理念。于是大幅提高了员工的工资。效果立竿见影，大家热情高，工作卖力，但这种好势头不到两个月，大家又回到懒洋洋的状态，这是怎么啦？你认为症结在哪里呢？
the main factors determining pay
决定报酬的主要因素
Equity公平 :pay must be perceived and felt to match the level of work, and the capacity of individual to do it: it must be felt-fair.报酬必须与工作水平及个人工作能力相匹配。
Individual performance个人绩效
Market rates of pay市场的薪资水平
Labor Markets劳动力市场
Labor Unions工会
Government policy政府政策
(参考教材p173-174)
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Influences on the policy: Influences on the policy: Labor Markets
DOMESTIC ISSUE国内议题
Situation of different supply-need causes differential pay levels供需情况导致薪资水平差异Increasing diversity劳力多元化程度提高
INTERNATIONAL ISSUES国际议题
Global wage differentials全球各地工资悬殊
working abroad海外工作问题
employing foreigners外国劳工聘用问题
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Pacesetters determining requirements of salaries and benefits先导者设定薪资、福利的要求
Influence to non-unionized employees对非工会会员的影响
Collective bargaining agreements团体协约效力大
Tend to support seniority倾向对年资有利
Influences on the policy: Labor Unions
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Influences on the policy: Government
To close the earnings gap between men and women. Except for:
Merit功绩
Seniority年资
Quality or quantity of production
Or any other factors other than sex
Earnings gap reduction收入差距拉近
Three fourths of the gap has been eliminated
Comparable worth比较价值观念获提倡
EQUAL PAY ACT OF 1963美国平等给付法
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Influences on the policy: Government
Wage and Hour Regulations:
Minimum wage最低工资
Overtime加班费
Salaried or exempt被免除的 (from
overtime pay) employees
Hourly or nonexempt
employees
我国的劳动法
Child Labor
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Pay and Motivation
NEEDS THEORISTS需求理论
Motivation stems滋生 from needs
Pay servesto satisfy some of those needs
HERZBERG’S TWO-FACTOR THEORY双因子理论
Two kinds of factors affecting job behaviors:
Hygiene factors保健因素
-- pay, benefits, working conditions, and supervision管理
Motivators激励因素
-- include achievement, recognition, responsibility, advancement, growth, & the work itself
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马斯洛需求层次理论
----温饱感
----可靠感
----情谊感
----地位感
----成就感
动机理论的比较
自我实现
尊 重
归属感、亲 情
安 全
生 存
马斯洛
自我实现
成就认可
人际关系
工作安全
工作条件与待遇
赫兹伯格
成长
和谐
生存
奥尔德弗
成 就
权 力
归 属
麦克雷兰
高级需要
基本需要
激励因素
保健因素
Problems
1 都只论及了关于人 类需要和激励方面的因素， 未涉及如何进行激励的过程；
2 人类有时候会存在着两个同等重要的需要，保健因素也会产生有效的激励作用，因此这两个理论都过于绝对化了；
3 未能把个人的需要与组织目标的完成联系起来。
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Social
Comparison
社会比较理论
Motivation depends on the expectation that effort leads to desired performance and rewards
Pay and Motivation (cont’d)
Reinforcement
增强理论
Expectancy
期望理论
Degree of perceived fairness (equity) serves to motivate
Motivation depends on the extent to which behavior is rewarded or punished
*
*
Pay and Satisfaction
公平的感受
预防作用
满足感的预测:期望与实际的差距
Perceived fairness (equity) of rewards for efforts
Pay simply prevents workers from being demotivated
Pay versus desired pay
Feelings of entitlement权力
Relative deprivation剥夺
公平理论或社会比较理论
亚当斯提出的这种理论， 是一种激励过程理论。
比较公式：自己工作成果的报酬/自己工作付出得 代价＝别人工作成果得报酬/别人工作付出的代价。
权衡比较会出现三种情况：
1认为自己的报酬与别人比是公平的，……。
2发现自己的报酬太低，与别人比太不公平， ……。
3觉得自己的报酬太高，与别人比不合理， ……。
管理者在进行激励时，要使每个员工都得到公平合理的报酬与待遇，自由这样，才能调动员工积极性。
期望理论
佛鲁姆的期望理论属于激励过程理论。
员工对三种关系的认识：
1主观努力与工作成绩的关系；
2工作成绩与个人获得报酬之间的关系；
3可能获得的报酬或成果对自己的吸引力之间的关系。
管理者必须注意：
1根据组织的目标和工作任务的需要，并结合不同员工的不同需要，有针对性地分配任务，并提出具有吸引力的报酬，以增大员工选择行动成果的强度。
2 管理者许诺的报酬一定要兑现，并为员工的成功创造一切条件，以提高员工的期望概率。
马蝇效应
再懒惰的马，只要身上有马蝇叮咬，它也会精神抖擞，飞快奔跑。
这个效应告诉领导者对于公司的员工，应该采用正确的刺激，使其按照公司所希望的方向发展。（卓越人力管理217）
Performance
case study
你是一个部门经理，按照公司政策，年底可以给手下的4名员工奖励，以激励他们的工作热情，但人力资源负责人提醒你，加薪总额不得超过1400元,可以以各种形式支出由你制定计划。四名员工的表现如下：
谭明，不算出色，但家庭困难，特需要加薪。
陈全，能干，但岳父富有，不缺钱，举止傲慢，对加薪提级无所谓。
韩光，是个花钱能手，印象中此人工作只是过得去而已，但同事对其工作评价较高。
贾丽，出色，绩效给人印象较深，但人际关系不好，听说她评优，大家都很惊讶。
Monitoring Performance
LEARNING OBJECTIVES
Purposes of Performance Appraisal
Various performance appraisal techniques
Various types of rating errors that can occur
Reference to textbook,p141-159
索尼公司前常务董事天外伺朗的一篇《绩效主义毁了索尼》，曾一度引起轩然大波，人力资源管理界一些同仁经过检讨和反思之后，最后得出一个怪论“谁动绩效，谁先死。” 天外伺朗将“激情集团”、“挑战精神”、“团队精神”在索尼公司的集体消失，归罪于“绩效主义”，其实索尼公司的绩效管理走入了“绩效主义”的误区：将“绩效管理”等同于“考核主义”。 绩效考核有它的必要性和价值。绩效考核指标能将组织目标进行分解，便于员工明确自身的目标和任务所在，从而产生达成目标的动机和意愿。员工会对目标和任务更加聚焦，也便于员工进行时间管理。 “考”就是出题，就是设定绩效指标：“核”就是结果与指标之间对照与审定。设定绩效指标是绩效管理的前期工作，绩效结果与指标之间的对照与审定是绩效管理工作的后期工作。如果只关注“考”与“核”，中间阶段缺失了，其后果是严重的，毁的不仅仅是索尼，而是一切奉行“考核主义”的企业。
What Is Performance?
Performance refers to the degree of accomplishment of the tasks that make up an employee’s job. It refers how well an employee is filling the requirements of a job.
绩效是指完成员工职位任务的程度,它反映了员工能在多大程度上实现职位要求.
What is Performance Appraisal?
Performance Appraisal is the process of determining and communicating to an employee how he /she is performing on the job and, establishing a plan of
improvement.
绩效评估: 对员工在工作上表现如何的一个评定与沟通并制定改进计划的过程.
What is Performance Appraisal?
收集、分析、评价和传递有关某一个人在其工作岗位上的工作行为表现和工作结果方面的信息情况的过程。
Why do we do Performance Appraisal?
Increase the job performance
提高工作绩效
Make the correct employment decision
作正确的雇佣决策
Put the work dissatisfaction and the turnover rate to the least
把工作不满意和流失率减到最低程度
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Purposes of Performance Appraisal
Development
员工发展
Motivation
激励员工
HRM
Research
Communications
员工与主管的沟通
Legal
Compliance遵守法令(纪律表现)
Employment
Planning
任用规划
tasksof Performance Appraisal
tasksof Performance Appraisal(cont’d)
Performance Appraisal Methods (cont’d)
Graphic rating scale图表等级法
Critical incident technique关键事件法
Checklists(Weighted Checklists)核对表格法
Behaviorally anchored rating scales (BARS) 行为锚定等级法
Individual 个人情境
图表等级法(Graphical Rating Scales, GRS)
两个因素
考核项目
评定分等
一、工作量
( ) ( ) ( ) ( ) ( )
不符最低标准 勉強 滿意 很勤奋 生产记录优异
二、可靠程度
( ) ( ) ( ) ( ) ( )
需严加监督 有时需催促 合理监督下 不大需要 自动自发
能完成工作 监督
三、工作知识
( ) ( ) ( ) ( ) ( )
知识缺乏 某些方面知 能回答大部 了解各方面 对工作各方面
识仍缺乏 部份问题 工作的问题 都熟练
四、出勤状况
………………………………..
----Graphic rating scale图表等级法(
Sample 1)
1．工作所需要的知识
请根据下表评价员工在当前岗位上的绩效。在你认为最合适等级上画勾（）。同时你可以自由地进行相应的评价。
对其工作的各个阶段及有关知识的理解
需要指导
具备自己工作及相关的知识
有比自己工作及相关情况更多的知识
评价：在汽油发动机方面特别在行。
2．首创性
创造新想法及推动工作进展的能力
缺乏想象力
可达到基本要求
通常很有创见
评价：问到的时候，一般有好想法；不问的话就不说。有时有点缺乏自信。
3．操作
关注工作，能够操作
浪费时间
需要认真监督
稳定、愿意工作
特别能干
评价：布置工作都能完成。
4．工作质量
工作的完整性、整洁和正确
需要改进
通常能达到要求
一直高质量
评价：他做的工作总是质量最高的。
5．工作量
完成工作的数量
应该增加
通常能达到要求
一直高产出
评价：如果不是总检查来检查去的话，工作量可以更高。
---Graphic rating scale图表等级法(
Sample )
优点
考核内容全面
打分档次较多
缺点
受主观因素影响
没有加权
----Critical-Incident Appraisal关键事件评价法
The Critical-Incident Appraisal requires the evaluator to keep a written record of incidents as they occur. The incidents recorded should involve job behaviors that illustrate both satisfactory and dissatisfactory performance of the employee being rated.
要求评价者对发生的事件作出书面记录.所记录的事件应该是有关说明被评价员工令人满意和令人不满意绩效的工作行为.
按照反映绩效的关键事件进行评分
在基本分的基础上进行加分和减分
----Critical-Incident Appraisal
关键事件评价法
负有的职责
目标
关键事件(加分、减分项目)
安排工厂的生产计划
充分利用工厂中的人员和机器；及时发布各种指令
为工厂建立了新的生产计划系统；上个月的指令延误率降低了10%；上个月提高机器利用率20%
监督原材料采购和库存控制
在保证充足的原材料供应前提下，使原材料的库存成本降低到最小
上个月使原材料库存成本上升了15%，“A”部件和“B”部件的定购富余了20%；而“C”部件的定购却短缺了30%
监督机器的维修保养
不出现因机器故障而造成的停产
为工厂建立了一套新的机器维护和保养系统；由于及时发现机器故障而阻止了机器的损坏
----Critical-Incident Appraisal
关键事件评价法
关键事件记录的注意事项
考核记录并非一种标准，而是收集员工工作上的重要事迹。
收集的事实需要以能协助员工了解工作需要、兼顾发展员工潜能为原则。
所收集的事件资料，都是明确易观察且对绩效好坏有直接关联的。
必须能全面考虑每一个事实。
对关键事件的记录时间极为重要。
----Critical-Incident Appraisal
关键事件评价法
优点
努力排除主观因素的影响
考核结果建立在行为和结果基础之上
可根据考核结果明确改进方向
缺点
工作量大
加减分项目及幅度确定较难
----Checklist核对表格法
In the Checklist method, the evaluator makes yes-or-no responses to a series of questions concerning the employee’s behavior.
The checklist can have varying weights assigned to each question.
The evaluator is generally not aware of the weights associated with each question. The HR department keeps the score key.
----Checklist (Sample )
YES NO
1. Does the employee lose his or
her temper in public? ─ ─
2. Does the employee play favorites偏心? ─ ─
3. Does the employee praise employees in
public when they have done a good job? ─ ─
4. Does the employee volunteer to do special
job? ─ ─
5…… ─ ─
----BARS行为锚定等级法
The behaviorally anchored rating scale (BARS) is designed to assess behaviors required to successfully perform a job.
用来评价成功地完成某项工作所要求的行为绩效.
The focus of BARS and, to some extent, is not on performance outcomes绩效结果 but on functional behaviors demonstrated on the job.
The assumption is that these functional behaviors will result in effective job performance.
----BARS ( A Sample of Planning)
Scale Values分值 Anchors 锚定
7 [ ] Excellent 发展完整计划, 制成所需文件, 设法得到上级 批准, 分到各有关单位
6 [ ] Very good 按时做规划、沟通,每周检查,使工作堆积减至最低, 虽有工作不顺,但已做沟通
5[ ] Good 妥善安排工作细节, 尽力按进度执行, 注意到 时间。相当重视交货期。很少超出时间、成本等
4 [ ] Average 设置控制期,随时修正或加入突发事件.常听顾客抱怨。计划不错，但欠缺追踪
3[ ] Below average 规划不清楚，不切实际。就算做计划，
也不能提早几天，以致准备通常不足
2 [ ] Very poor 沒有任何计划，对工作分配很马虎
1 [ ] Unacceptable 不但沒有工作计划，也不关心，工作常常不
能完成，也不谋求改善
----BARS行为锚定等级法
优点
使考核结果比较客观、公正
使被考核者看到明确的改进目标
缺点
考核方法的设计成本非常高
可参照行为的有限性
Role Play
在一个企业里面，张三和李四都实现了企业下达的目标，而王五没有完成预定目标。？ 通过对三个人业绩的详细了解，我们会看到另外一个完全不同的结果：张三处在一个高速发展的市场，他几乎不费吹灰之力就完成的目标，事实上，他应该完成的更好，因为竞争对手的市场增长率要比他的高很多；相对来说，李四完成的就比较辛苦，由于其所在的市场遭到突如其来疫情的无情打击，市场全面萎缩，他还是竭尽全力完成了销售指标，只不过他的业绩完成是暗中鼓励经销商低价倾销、大力冲货而实现的。而作为一个唯一没有完成业绩的王五来说，他的市场是一个最难啃的骨头，当地市场已经区域饱和，竞争高度激烈，王五通过对市场进行精耕，加强对经销商的服务，以及几个卓有成效的促销活动，避免了公司销售额的持续下滑状态，相比来说，竞争对手的业绩是直线下滑。
作为这家企业的人力资源总监，你准备如何实施对这三人的绩效考核。并实施情境表演。
Performance Appraisal Methods
Uses multiple appraisers(above, below, inside, outside and anywhere in between)多重评估
直接上级
平级同事
下属
顾客
本人
外界专家
360-Degree Feedback/Multi-Rater Assessment
360反馈法/多方评价者评价法
Subordinates
Peers
Supervisors
Self-appraisal
360°考核的建议-1
360°考核不用在决策上，而只用在开发上
并将这一点情况告诉雇员
帮助雇员解释这些评价并做出行动计划
360°考核的建议-2
不要把所有考核结果都告诉雇员
不要让所有评价者都评价所有方面
在评价中包含目标设定
有规律地执行360°考核
评价360°考核系统自身的有效性
Performance Appraisal Methods
MBO is more commonly used with professional and managerial employees, including management by results, performance management, results management, and work planning and review program.
Management by tasks(MBO)
目标管理法
The Steps of MBO
Establishing clear tasksfor the work to be done.
设定清楚的工作目标.
Developing an action plan indicating how and when.
发展行动方案.
Allowing the employee to implement the action plan.
给员工自主空间.
Measuring tasksachievement.
衡量目标达成度.
Providing feedback and taking corrective action.
提供反馈并采取纠正行动.
Establishing new tasksfor the future.
拟定新目标.
几种评估方法的比较
好
不好
不好
非常好
目标评价法
好
一般
好
好
行为锚定法
一般
好
一般
一般
等级鉴定法
一般
好
不好或一般
不好
排序和强制分布法
避免评价错误
最小化成本
分配奖金和机会
提供反馈和指导
评价技术
评估后的四种员工
骨干型
Backbone
僵化型
Deadwood
核心型
Core
问题型
Question
低 变化发展的潜力 高
高 工作绩效
A Performance Appraisal System
Purpose of Appraisal
Job analysis
Corporate plan
Job requirements
Criteria
Report
Interview
Agreed
follow-up
Employee
performance
What should be mainly considered before the PA?
What purpose?
Which methods/tools?
How about the manager’s appraisal ability?
Whether critical factors need considering(pay burden、union’s pressure、turnover rate、time limitation….)?
What should be mainly considered before the PA?
The rater’s评价者attitude?
Whether to publish the appraisal results?
What key elements to be evaluated?
. Bank: 业务量、敏捷性、业务态度
Manufacturer: 作业知识、速度、安全
Department store: 仪态、商品知识、顾客应付力
Appraisal Interview
Guidelines in conducting the interview:
The manager must know the employee’s job description
The appraisal must be based on the employee’s performance and not on his /her personality.
The manager must be positive and build on the the employee’s strengths.
Appraisal Interview
Guidelines in conducting the interview:
The manager must be candid率直 and specific.
The manager must listen to the employee as well as presenting her/his own views.
The manager must elicit引出 employee feedback on how to improve performance.
考核面谈：怎么谈？
该做的
不该做的
考核面谈：选什么地方？
办公室：严肃、重要
家中：亲切、平等
路上、室外：随便
公园、林荫路：平等、非正式
考核面谈：坐多远？
——人的空间距离
近：地中海国家、法国、南美人；文化低；地位低；外向；愉快的人；女人（同性间）
远：北欧、英国、北美人；文化高；地位高；内向；不愉快的人；男人（同性间）
女性间：84cm
男性间：106cm
女性在陌生男性面前：134cm
男性在女性面前：88cm
绩效考核可能失败的10个原因
管理者缺乏雇员实际绩效的相关信息
评价雇员绩效的标准不明确
管理者不严肃地执行考核
考核系统未经管理者与员工讨论
管理者在考核过程中的不诚实
管理者缺乏考核技能
雇员没有得到及时的考核反馈
没有奖励优秀绩效的资源
对雇员发展考虑很少
管理者在评价过程中用模糊的语言
Overcoming Errors in Performance Appraisals
1 Making refinements in the design of appraisal methods.
精确设计评估方法
2 Anchored rating scales are designed to reduce halo行为锚定等级法是设计用来减少晕轮效应
3Improving the skills of raters
提高评估者的技巧。
4The specific training to the raters
对评估者进行特别的培训
Case Study
Evaluate the objectives, practice, methods, effects, advantages and disadvantages in the cases.
请对案例中绩效评估的目标、实施、方法、效果及优缺点进行评价
Employee Exit
Refer to textbook p230-247
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LEARNING OBJECTIVES
Termination ways
Exit procedures
The selection criteria used for redundancy
The need for effective management of employee dismissal
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Termination of Employment
Employee Exit
By performance
基于绩效
2. By mutual agreement
基于相互协商
3. By notice
基于通知
4. Breach of contract
违反合同
5. Frustration 失效
1. Retirement
2. Resignation by the employee
3. Dismissal of the employee
4. Redundancy
5. Having Irreconcilable differences
Methods
Cases
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Forms of Employee Exit
Voluntary and involuntary
Retirement退休
Resignation辞职
Dismissal辞退
Redundancy 冗员
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Retirement
Two basic approaches:
Flexible retirement灵活的退休
A minimum age最低年龄
The actual retirement age is not fixed
实际退休年龄没有固定
Fixed retirement固定退休
The retirement age is fixed 退休的年龄是限定的 Refer to textbook p232-234
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Resignation
Resignation is the process by which an employee gives notice of his of her intention to terminate the employment contract.
辞职就是一个员工通知他/她要终止雇佣合同的过程。
(Refer to textbook p234-235)
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Resignation
Many reasons for resignation: relocation; dissatisfactory work condition; clash of culture/values…辞职 的原因有许多，重新安置，不满工作条件，文化价值观冲突等
real resignation reasons should be found 找到辞职的真正原因：
To provide the feedback on the firm’s policies and practices给公司提供反馈
To ensure that there is no legal requirements of the leaving employee 确保离去员工没有合法理由
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Dismissal
Dismissal is the termination of an employee’s contract by his/her employer with or without notice, including the ending of a fixed term contract without renewal on the same time.
Refer to textbook p235-240
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Dismissal辞退
1. Dismissal by notice通知辞退
2. Dismissal without notice没有通知辞退
Summary dismissal:立即免（撤）职
3. Wrongful dismissal错误的辞退
Employees have been dismissed without notice and without a reasonable cause.员工没有被通知而辞退或没有适当的理由。
4. Unfair dismissal不公平的辞退
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Remedies to Unfair Dismissal
Re-instatement复职---- old job back
Re-engagement重聘----same kind of old job
Compensation补偿----
A basic award (the same scale as redundancy pay)
A compensation (for additional loss)
A punitive additional award
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Procedures for Exit
Arranging the exit interview安排离开面试
Setting the period of notice (the statutory minimum notice period : 1 week)确定通知期限
Ensuring the departure checklist (wage, pension fund…) completed
确保离开的核对事项的完成
(supervisor) Completing a leaving report form to the leaver’s future employer
为离开者将来的雇主完成离职报告
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Activity
Mark is a van-driver for a carrier firm. After a number of driving infringements违章驾驶 in his own car and in his own time– is not on the job– Mark has lost his driving license. The carrier firm dismisses him.
Is this dismissal fair or unfair?
Mark是一家搬运公司的司机，在工作外自己的时间内因为几次违章失去了他的驾照。公司辞退了他，请问，辞退是否公平？
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Role play
信达空调有限公司是一家中外合资公司。外籍总经理希尔先生性格豪爽，有魄力。市场部经理李平年轻有为，但总部开会常迟到。最近对新产品3615空调市场开拓不太顺利。这天，由希尔主持的关于新产品销售策略的会上李平又迟到了，希尔不太高兴，问“怎么又迟到了？”“堵车，”李平不在乎地解释到。希尔先生终于发火“你不愿意干就走！”李平顿时离座，拂袖而去，并动员他手下地员工集体写抗议书，要求总经理收回对李平的免职决定，否则，全部辞职。总经理要求你这个人力资源经理来解决这场纠纷。你准备采取什么方式来妥善解决？
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Redundancy冗员
Redundancy is defined by reason that (selection criteria used for redundancy):冗员的标准
1. The employer has ceased to carry on the business
雇主已经停止开展业务
2. The employer has ceased the business in the place where the employee was employed雇主已经停止雇员所雇从事的业务
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Redundancy
3. The requirements of the business for employees have ceased
不再需要雇员的业务
4. The reason is not related to the
individual , but collective redundancy
原因不在于个人，而在于集体冗员
（by the Employment Protection Legislation）
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Redundancy Procedures
1. Consultation 协商
2. Employee rights雇员权利
Reasonable time off with pay for another job or training
为另外一份工作和培训提供适当的时间(with salary)
Alternative work offered by the employer
雇主提供替代性的工作
3. Softening the blow舒缓打击
Helps like training, out placement, unemployment services, etc.
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Approaches to Selection for Redundancy
Enforced or early retirement
要求退休或提前退休
Seeking volunteers
寻找志愿者
Value to the organization, or retention by merit 择优保留
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Role play
信达空调有限公司是一家中外合资公司。外籍总经理希尔先生性格豪爽，有魄力。市场部经理李平年轻有为，但总部开会常迟到。最近对新产品3615空调市场开拓不太顺利。这天，由希尔主持的关于新产品销售策略的会上李平又迟到了，希尔不太高兴，问“怎么又迟到了？”“堵车，”李平不在乎地解释到。希尔先生终于发火“你不愿意干就走！”李平顿时离座，拂袖而去，并动员他手下地员工集体写抗议书，要求总经理收回对李平的免职决定，否则，全部辞职。总经理要求你这个人力资源经理来解决这场纠纷。你准备采取什么方式来妥善解决？
Logion
A year has passed-another has commenced. These solemn division of time influences our feelings as they recur. Yet there is nothing in
it, for every day in the year closes a twelve
month as well as 31st of December.
—Sir Walter Scott
一年过去,新的一年开始,这些庄严的时间划分反复出现,影响了我们的情感,但这其实没什么,因为年中每一天同12月31日的那一天一样,都意味着十二个月的结束.
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See P16
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See P28-31
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See P3-21
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See P12
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See P28
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See P51
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On page 50
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See P53
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See pages 56-59
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On page 52
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To see more details on P112
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See P165---173
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Factor Comparison (sample) ----See P167 Points Rating (sample)---- See P169--170
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See P173
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More details on P142
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See Table 6-1
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See Table 6-2
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On P159
