16单元HRM专业英语课后答案.docx
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16单元HRM专业英语课后答案.docx
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16单元HRM专业英语课后答案
1-6单元HRM专业英语课后答案
Unit1AnOverviewofHumanResourceManagement
KEYTOEXERCISES(I)
1.ThesuccessofSouthwestAirlinescomesfrommanagingpeopleeffectively,acombinationofanumberofimportantbutlessvisibleaspectsofoperations.
2.Inthetraditional,the“HumanResourceManagement”werecalled“personnel”.
3.Someemployeesattemptedtostartunionsforstrikeforimprovedconditionsbefore1900.
4.Theimportanceofcollectivebargainingandunion/managementrelationsfollowingthelaborunions’risetopowerinthe1940sand1950sexpandedtheresponsibilitiesofthepersonnelareainmanyorganizations,especiallythoseinmanufacturing,utilities,andtransportation.
5.Theyare“organizationalrestructuring”and“workforcediversity”.
6.MuchoftheresponsibilityforsafetyhadbeensubcontractedtoBoeing,andNASA’ssafetyculturehadbecome‘reactive,complacentanddominatedbyunjustifiedoptimism,displayingnointerestinunderstandingaproblemanditsimplications’.Besides,theenormouscostmaybethegreatestculprits.
7.Self-servicereferstogivingemployeescontrolofHRtransactions.
Self-servicealsofitswiththechangingpsychologicalcontract—employeesareexpectedtotakegreaterresponsibilityfortheirowncareers.Self-serviceisbeingusedforawiderangeofHRservicesincludingtrainingcoursecatalogsandcourseenrollment,benefitsenrollmentandinquiries,andattitudesurveys.
8.Thesedutiesinclude:
1)Respectingpersonsandnotusingthemsolelyasmeanstoone’sownends
2)Notdoinganyharm
3)Tellingthetruth
4)Keepingpromises
5)Treatingpeoplefairlyandnotwithoutdiscrimination
6)Notdeprivingpeopleofbasicrights
9.“Badapple”tellsaboutthatsomeindividualsaresimplypredisposedtobehaveunethicallyandshouldbeweededoutbytheselectionprocess.
10.HRbenchmarkingistheprocessofcomparingone’sHRpracticeswiththoseofanotherfirm,particularlyacompetitor,asawaytooutperformthecompetition.
Unit2StrategicHumanResourceManagement
KEYTOEXERCISES(I)
1.IttakesthenotionofHRMasastrategic,integratedandcoherentapproachanddevelopsthatinlinewiththeconceptofstrategicmanagement.
2.Strategy:
Thedeterminationofthelong-termgoalsandobjectivesofandenterprise,andtheadoptionifcoursesofactionandtheallocationofresourcesnecessaryforcarryingoutthosegoals.
Characteristics:
First,itisforwardlooking.
Thesecondcharacteristicisthattheorganizationalcapabilityofafirmdependsonitsresourcecapacity.
Thethirdcharacteristicofstrategyisstrategicfit-theneedwhendevelopingHR.
3.Theformulationofcorporatestrategyisbestdescribedasaprocessfordevelopingasenseofdirection,makingthebestuseofresourcesandensuringstrategicfit.Ithasoftenbeendescribedasalogical,step-by-stepaffair,theoutcomeofwhichisaformalwrittenstatementthatprovidesadefinitiveguidetotheorganization’sintentions.
4.Theriseandfallofstrategicplanning.
5.ThefundamentalaimofstrategicHRMistogenerateorganizationalcapabilitybyensuringthattheorganizationhasskilled,engaged,committedandwell-motivatedemployeesitneedstoachievesustainedcompetitiveadvantage.
6.StrategicHRMisbasedontwokeyconcepts,namely,theresource-basedviewandstrategicfit.
7.Toaverylargeextent,thephilosophyandapproachestostrategicHRMareunderpinnedbytheresource-basedview.Thisstatesthatitistherangeofresourcesinanorganization,includingitshumanresources,thatproducesitsuniquecharacterandcreatescompetitiveadvantage.
8.Valuable,rare,imperfectlyimitableandnon-substitutable.
9.First,vertically,itentailsthelinkingofhumanresourcemanagementpracticeswiththestrategicmanagementprocessoftheorganization.Second,horizontally,itemphasizesthecoordinationorcongruenceamongthevarioushumanresourcemanagementpractices.
10.1.employmentsecurity;
2.selectivehiring;
3.self-managedteams;
4.highcompensationscontingentonperformance;
5.trainingtoprovideaskilledandmotivatedworkforce;
6.reductionofstatusdifferentials;
7.sharinginformation.
11.Thereareexamplesinvirtuallyeveryindustryoffirmsthathaveverydistinctivemanagementpractices...Distinctivehumanresourcepracticesshapethecorecompetenciesthatdeterminehowfirmscompete.
12.Thebestapproachisinlinewithcontingencytheory.ItemphasizesthatHRstrategiesshouldbecongruentwiththecontextandcircumstancesoftheorganization.
13.“Bundling”isthedevelopmentandimplementationofseveralHRpracticestogethersothattheyareinterrelatedandthereforecomplementandreinforceeachother.
14.Theproblemwiththebundlingapproachisthatofdecidingwhatisthebestwaytorelatedifferentpracticestogether.
Unit3HumanResourcePlanning
KEYTOEXERCISES(I)
1.HRplanningistheprocessofanalyzingandidentifyingtheneedforandavailabilityofhumanresourcessothattheorganizationcanmeetitsobjectives.
2.TypicalHRPlanningResponsibilities.
HRUnit:
Participatesinstrategicplanningprocessforoverallorganization;IdentifiesHRstrategic;DesignsHRplanningdatasystemsmanagersonstaffingneeds;ImplementsHRplanasapprovedbytopmanagement.
Managers:
Identifysupply-and-demandneedsforeachdivision/department;Review/discussHRplanninginformationwithHRspecialists;MonitorHRplanwithdepartmentalplans;IntegrateHRplanwithdepartmentalplans;MonitorHRplantoidentifychangesneeded;ReviewemployeesuccessionplansassociatedwithHRplan.
3.OnefactoroftenaffectingtheplanningofHRactivitiesinsmallfirmsisfamilyconsiderations.
ThekeytoasuccessfultransitionofabusinessfromonegenerationtoanotherishavingaclearlyidentifiedHRplan.
4.ThestepsintheHRplanningprocessareshowninFigure3.2.NoticethattheHRplanningprocessbeginswithconsideringtheorganizational
Objectivesandstrategies.ThenbothexternalandinternalassessmentsofHRneedsandsupplysourcesmustbedoneandforecastsdeveloped.
5.Factorstoconsiderincludethecurrentlevelofemployeeknowledge,skills,andabilitiesinanorganizationandtheexpectedvacanciesresultingfromretirement,promotion,transfer,sickleave,ordischarge.
6.①Uppermanagementhasabetterviewofthehumanresourcedimensionsofbusinessdecisions.②HRcostsmaybelowerbecausemanagementcananticipateimbalancesbeforetheybecomeunmanageableandexpensive.③Moretimeisavailabletolocatetalentbecauseneedsareanticipatedandbeforetheactualstaffingisrequired.④Betteropportunitiesexisttoincludewomenandminoritygroupsinfuturegrowthplans.⑤Developmentofmanagerscanbebetterplanned.
7.Attheheartofstrategicplanningistheknowledgegainedfromscanningtheexternalenvironmentforchanges.
8.WorkforceCompositionandWorkPatterns;GovernmentInfluences;GeographicandCompetitiveConditions;EconomicConditions.
9.AnalyzingthejobsthatwillneedtobedoneandtheskillsofpeoplecurrentlyavailabletodothemisthenextpartofHRplanning.
10.①Individualemployeedemographics;②Individualcareerprogression;③Individualperformancedate.
Unit4JobAnalysisandDesign
KEYTOEXERCISES(I)
1.Jobdesignreceivesattentionforthreemajorreasons:
1)jobdesigncaninfluenceperformanceincertainjobs,especiallythosewhereemployeemotivationcanmakeasubstantialdifference.
2)Jobdesigncanaffectjobsatisfaction.
3)Jobdesigncanimpactbothphysicalandmentalhealth.
2.Theyarefivetypesofworksthatonefirminclude,andtheyare:
1)Full-timeemployees
2)Part-timeemployees
3)Independentcontractors
4)Temporaryworkers
5)Contingentworkers
3.Oneapproachfordesigningorredesigningjobsistosimplifythejobtasksandresponsibilities.Severalotherapproachesalsohavebeenusedaspartofjobdesign.Thereare:
jobenlargementandjobenrichment;jobrotation;jobsharing.
4.Thereareseveraladvantagestojobrotationwithonebeingthatitdevelopsanemployee’scapabilitiesfordoingseveraldifferentjobs.
5.Whilejobdesignattemptstodevelopjobsthatfiteffectivelyintotheflowoftheorganizationwork,themorenarrowfocusofjobanalysiscentersonusingaformalsystemtogatherdateaboutwhatpeopledointheirjobs.
6.Thepurposesofjobanalysisareasfollowing:
1)Workactivitiesandbehaviors
2)Interactionswithothers
3)Performancestandards
4)Financialandbudgetingimpact
5)Machinesandequipmentused
6)Workingcondition
7)Supervisiongivenandreceived
8)Knowledge,skills,andabilitiesneeded
7.Thejobanalysisresponsibilitiesareincludetwotypicaldivisions,theyare:
HRUNIT
1)Coordinatesjobanalysis
2)Writesjobdescriptionsandspecificationsforreviewbymanagers
3)Periodicallyreviewsjobdescriptionsandspecifications
4)Reviewsmanagerialinputtoensureaccuracy
5)Mayseekassistancefromoutsideexpertsfordifficultorunusualanalyses
8.1)Task-basedjobanalysisisthemostcommonformandfocusesonthetasks,duties,andresponsibilitiesperformedinajob.
Competenciesareindividualcapabilitiesthatcanbelinkedtoperformancebyindividualsorteams.
2)Unlikethetraditionaltask-basedapproachtoanalyzingjobs,thecompetencyapproachconsidershowknowledgeandskillsareused.
Unlikethetraditionaltask-basedjobanalysis,onepurposeofthecompetencyapproachistoinfluenceindividualandorganizationalbehaviorsinthefuture.
Thecompetencyapproachmaybebroadlyfocusedonbehaviors,ratherthanjustontask,duties,andre
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