HumanResourceManagement期末复习总结.docx
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HumanResourceManagement期末复习总结.docx
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HumanResourceManagement期末复习总结
HumanResourceManagement
人力资源管理复习
Amigo
Chapter2StrategicHumanResourcePlanning
Strategichumanresourcemanagement(SHRM):
thepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenableanorganizationtoachieveitsgoals.
CharacteristicsofSHRM:
a.Explicitrecognitionoftheexternalenvironment.(认清外部环境)
b.Alongrangefocus(3-5years)(长期)
c.Focusesontheissuesofchoiceanddecisionmaking(集中于选择问题和决定)
d.Considersallpersonnel,notjusthourlyoroperationalemployees(考虑全部员工)
e.Integratedwithoverallcorporateandfunctionalstrategies(综合整个企业和职能战略)
f.CustomerSatisfaction(顾客满意)
GenericCorporateStrategies:
a.StabilityStrategies:
Strategiesemphasizingmarketshareoroperatingcost.Withthistype,acompanyisattemptingtofocusonwhatitdoesbestwithinitsestablishedmarkets.(注重市场份额和运行成本,在已有市场内做到最好)
b.GrowthStrategies(Internal):
Strategiesfocusingonmarketdevelopment,productdevelopment,innovation,orjointventures.Companieswiththistypearechannelingtheirresourcestobuildinguponexistingstrengths.(注重市场发展,产品发展和创新,或联合资产,引导资源建设已有优势)
c.GrowthStrategies(Acquisitions,External):
Attemptingtointegratevertically(水平)orhorizontally(垂直)ortodiversify(多样),usuallythroughmergersoracquisitions.Thistypeattemptstoexpandacompany’sresourcesortostrengthenitsmarketpositionthroughacquiringorcreatingnewbusinesses.(试图水平,垂直或多样整合,通过兼并或收购,拓展公司资源或通过收购或增加新的业务争抢市场地位)
d.Retrenchment/Turnaround:
“divestment”,ordownsizing,strategyisonemadeupofretrenchment,divestitures,orliquidation.(减少投资,缩减规模,裁员,减资,清算)
HRChallenges:
?
a.ChangeManagement
b.Staffing
c.EmployeeCommunication
NewRoleforSenior/LineManagements
a.Communicatetotheorthat“softstuff”matters
b.Definethe“deliverables”(成果)fromHRandmakeitaccountable
c.InvestininnovativeHRpractices投资改革HR实践
d.UpgradethequalityofHRprofessionals.提升HR专业素养
StrategiesforEnhancingHR’sCredibility
a.HaveHRstaffviewtheirrolesasprovidingsupporttotheline.角色是给予一线支持
b.DefineHRresponsibilitiesinrelationtotheline.HR职责与一线有关
c.HaveHRandthelineworktogethertoformpersonnelpolicies.一起合作制定员工政策
d.EnsurethatHRstaffshavefirsthandexperiencewithlineoperations.保证HR员工对一线运行有一手经验
Chapter3ThelegalEnvironment:
EqualEmploymentOpportunityandSafety(EEO)
EEOOverview
a.EEOhasbeenmodifiedsincepassageoftheCivilRightsAct1964.人权法案
b.Congresshaspassedotherlegislation国会
c.MajorSupremeCourtdecisions最高法院决定interpreting解释theprovisions规定werehandeddown.
d.ExecutiveOrderweresignedintolaw:
行政命令签署成为法律
Presidentialexecutiveorders11246(thepresidentcanissueexecutiveorders,whichsometimesregulatetheactivitiesoforgthathavecontractswiththefederalgovernment.LyndonJohnsonrequiredallfederalcontractorsandsubcontractorstoengageinaffirmativeactionprogramsdesignedtohireandpromotewomenandminoritieswithintheirorgs.约翰逊要求所有联邦承包商和分包商进行扶持行动,促进本国招聘妇女和少数民族)and11375(11478)
EqualEmploymentOpportunity(EEO):
thegovernment’sattempttoensurethatallindividualshaveanequalchanceforemployment,regardlessofrace,color,religion,sex,ornationalorigin.Toaccomplishthis,thefederalgovernmenthasusedconstitutionalamendments,legislation,andexecutiveorders,aswellasthecourtdecisionsthatinterprettheselaws.要做到这一点,联邦政府已使用的宪法修正案,法律和行政命令,以及法院的决定,解释这些法律。
IllegalDiscrimination:
A.DisparateTreatment:
existswhenindividualsinsimilarsituationsaretreateddifferentlyandthedifferenttreatmentsbasedontheindividual’srace,color,religion,sex,nationalorigin,age,ordisabilitystatus.
a.directdiscrimination
b.unequaltreatment
c.decisionruleswitharacial/sexualpremiseorcause
d.intentionaldiscrimination
e.prejudicedactions
f.differentstandardsfordifferentgroups
B.AdverseImpact:
Itoccurswhenafaciallyneutralemploymentpracticedisproportionatelyexcludesaprotectedgroupfromemploymentopportunities.Afaciallyneutralemploymentpracticeisonethatlacksobviousdiscriminatorycontentyetaffectsonegrouptoagreaterextentthanothergroups,suchasanemploymenttest.
a.indirectdiscrimination
b.unequalconsequencesorresults
c.decisionruleswithracial/sexualconsequencesorresults
d.unintentionaldiscrimination
e.neutralactions
f.samestandards,butdifferentconsequencesfordifferentgroups
EqualPayAct1963:
menandwomeninthesameorgwhoaredoingequalworkmustbepaidequally.Equal:
intermsofskill,effort,responsibilities,andworkingconditions.
TitleVII,CivilRightsActof1964
(MartinLutherKingCivilRightsMovement)
Providesprotectionbasedon:
Nationalorigin,gender(性别),race,religion,color
Appliesto:
government,education,mostprivateemployers(15ormoreemployeeswhowork20ormoreweeks/year),laborunions,employmentagencies.
CivilRightsActof1991:
theadditionofcompensatoryandpunitivedamages(补偿和惩罚性赔偿)incasesofdiscriminationunderTitleVII.
AffirmativeActionPrograms(APPs):
Purpose:
toeliminatediscriminationintheworkplace,manyorgshaveAPPstoincreaseminorityrepresentation.Affirmativeactionwasoriginallyconceivedasawayoftakingextraefforttoattractandretainminorityemployees.
BasicSteps:
a.utilizationanalysis
b.goalsandtimetables
c.actionplans
ManagerialImplications:
PreventingProblemswithHRLegalIssues
a.Providetraining
b.Establishacomplaintresolutionprocess
c.Documentdecisions
d.Behonest
e.Askonlyforinformationyouneedtoknow
WhyaretheSupremeCourtcaseGriggsv.DukePowerCo.(1971)importanttounderstandingdiscriminationinemployment?
DukePowerinstitutedanewsystemformakingselectionandpromotiondecisions.Thesystemrequiredeitherahighschooldiplomaorapassingscoreontwoprofessionallydevelopedtests.Apassingsorewassetsothatitwouldbeequaltothenationalmedian(国家中位数)forhighschoolgraduateswhohadtakenthetests.
Theplaintiffsmettheirprimafacieburdenshowingthatboththehighschooldiplomarequirementandthetestbatteryhadadverseimpactonblacks.Theco.hadnotstudiedtherelationshipbetweentheseemploymentpracticesandtheemployees’abilitytoperformthejob.Employeesalreadyonthejobwhodidnothavehighschooldiplomasandhadnevertakenthetestswereperformingsatisfactorily.DPlostthecase.
Thecourtrecognizedthattheco.hadnotintendedtodiscriminate,mentionthattheco.wasmakingspecialeffortstohelpundereducatedemployeesthroughfinancing2/3ofthecostoftuitionforhighschooltraining.Thisillustratestheimportanceoftheconsequences,asopposedtothemotivations;indeterminediscriminationunderthedisparateimpacttheory.
EEOC,OFCCP,OSHA
Chapter4HRPlanning
Jobanalysis:
abasicHRtool
Theprocessofgettingdetailedinformationaboutjobs.
Job/position/analysis/description/specification
Reasonsforconductingjobanalysis
a.Newjobsarebeingcreatedandoldjobsarebeingredesigned.
b.Jobanalysisaddressesthefact(thatchangeistakingplace).
Typesofanalysisinformation
Machines,tools,equipment,workaids,standards.?
Jobanalysismethods
a.Questionnaires:
broadest,mostwell-researchedinstrumentforJA.(informationinput,mentalprocess,workoutput,relationshipswithotherpersons,jobcontext,othercharacters)
b.Observation
c.Interviews
d.Employeerecording?
e.ParticipantDiary/logs?
f.Combinationofmethods
Conductingjobanalysis
a.gatheringdataregardingwhatisinvolvedinperformanceaparticularjob
b.peoplewhoparticipateinjobanalysisshouldinclude,ataminimumtheemployeeandtheemployee’simmediatesupervisor.
Jobdescriptionisalistofthetasks,duties,andresponsibilities(TDRs)thatthejobentails.
Jobdescriptioncomponents
a.jobidentification
b.dateofjobanalysis
c.jobsummary
d.dutiesperformed
Jobspecification:
Isalistoftheknowledge,skills,abilities,andothercharacteristics(KSAOs)thatanindividualmusthavetoperformthejob.
Adocumentcontainingtheminimumacceptablequalifications,including:
a.Educationalrequirements
b.Experience
c.Personalitytraits人格特质
d.Physicalability
Reasonfortheexpandedjobdescription
a.Jobsarechanging
b.Jobsaregettingbiggerandmorecomplex
c.ComplexjobschangethewayvirtuallyeveryHRfunctionisperformed
Jobdesignv.jobanalysis:
Jobanalysis:
istheprocessofgettingdetailedinformationaboutjobs.
Jobdesign:
dealswithmakingdecisionsaboutwhattasksshouldbegroupedintoaparticularjob.
JobanalysishasfocusedonanalyzingexistingjobstogatherinformationforotherHRmanagementpracticessuchasselection,training,performanceappraisalandcompensation.
Jobdesignhasfocusedonredesigningexistingjobstomakethemmoreefficientormoremotivatingtojobholders.Thus,jobdesignhashadamoreproactiveorientationtowardchangingthejob,whereasjobanalysishashadapassive,informationgatheringorientation.
Jobdesignalternatives
a.Jobenrichment:
addingmoredecision-makingauthoritytojobs
b.Jobenlargement:
broadeningthetypesoftasksperformed
c.Empowerment:
Whyisitimportantforamanagertobeabletoconductjobanalysis?
Tolinemanagers:
a.Managersmusthavedetailedinformationaboutallthejobsintheirworkgrouptounderstandthework-flowprocess.
b.Managersneedtounderstandthejobrequirementstomakeintelligenthiringdecisions.
c.Amanagerisresponsibleforensuringthateachindividualisperforminghisjobsatisfactorily.
ToHRmanagers:
AlmosteveryHRprogramrequiressometypeofinformationthatisgleanedfromjobanalysis:
selection,performanceapp
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