2000-1 王青 - 管理学院 - 上海交通大学 4-1 4 4 human resource management 1 concept of ob...

2000-1 王青 - 管理学院 - 上海交通大学 4-1

44Human Resource ManagementHuman Resource Management

1 Concept of OB

2 Concept of HR

3 Process of HRM

4 develop your management career


Organizational Behavior (OB)

• Concept of Org. Behavior :The study of the actions of people at work.

• Focus of OB• Challenge of Understanding OB• Goal of OB


Focus of OB

• Individual behavior:include such topic as• Attitude , Personality, Perception ,

Learning, Motivation

• Group behavior • Norms, roles, team building , conflict


Challenge of ob


Goal of OB

• Goals of OB are to explain and to predict behavior

• By study their employee`s behavior ,the manager is able to explain why employees engage in some behaviors rather than others and to explain how employees will respond to various action the manager might take.


Norms

• Acceptable standards shared by a group`s members.


Roles

• A set of behavior patterns expected of someone occupying a given position in a social unit.

• Individual play multiple roles , adjusting their roles to the group which they belonging at that time.-----role conflict


Attitude

• Concept: evaluative statements concerning objects ,people, events

• Job-related Attitude• Cognitive Dissonance Theory


Job-related Attitude

• Job Satisfaction:A person`s general attitude toward his or her job.

• Job Involvement :The degree to which an employee identifies with his job.

• Org.Commitment:A employee`s loyalty to his job.


Personality

• A combination of psychological traits that classifies a person quiet, passive, ambitious.

• Locus of Control:• Internal • External


Perception

• The process of organizing and interpreting sensory impressions in order to give meaning to the environment.

• Refers to how a person sees the world.


Perception chart


Learning

• Any relatively permanent change in behavior that occurs as a result of experience.

• Social learning:learn by observation and direct experience. (Model study )


2 Human Resource Management

• Human Resource Management: • Includes all activities used to attract & retain

employees and to ensure they perform at a high level in meeting organizational goals.

• Legal Environment of HRM


HRM Legal EnvironmentHRM Legal Environment

• Management of HR is a complex area. There are many federal, state and local regulations.

• Equal Employment Opportunity (EEO): ensures all citizens have equal opportunity for employment without regard to sex, age, race, origin, religion, or disabilities.

• Equal Employment Opportunity Commission (EEOC) enforces laws.

• Managers must take steps to ensure discrimination does not occur.


人力资源管理过程


3 Process of HRM

• Human Resource Planning• Recruitment & Decruitment • Selection & Orientation • Training &Development• Performance Appraisal & Feedback• Pay & Reward• Labor Relation


Human Resource PlanningHuman Resource Planning• HR Planning includes all activities managers do to forecast current and future HR needs.:

Supply forecasts estimate the availability and qualifications of current workers and those in the labor market

• Including :• Job Analysis• Job Design


Job AnalysisJob Analysis

• Job analysis determines the tasks, duties and responsibilities of the job.

• A job analysis should be done for each job in the organization.

• Job analysis can be done by:• Current trends are toward flexible jobs where

duties are not easily defined in advance.


Job DesignJob Design• Job Design: group tasks into specific jobs.

• Job simplification: reduction of the tasks each worker performs.

• Job enlargement: increase tasks for a given job to reduce boredom.

• Job enrichment: increases the degree of responsibility a worker has over a job.


Recruitment & SelectionRecruitment & Selection

Human ResourcesHuman ResourcesPlanningPlanning

Human ResourcesHuman ResourcesPlanningPlanning Job AnalysisJob AnalysisJob AnalysisJob Analysis

Determine recruitmentDetermine recruitment& selection needs& selection needs

Determine recruitmentDetermine recruitment& selection needs& selection needs

Figure 10.2


Recruitment Recruitment

• Develop a pool of qualified applicants.• External Recruiting: managers look outside the firm for people who have not worked at the firm before.

• Internal Recruiting: positions filled within the firm.

P134


External Recruiting Way• Referrals from current employees• Newspaper advertisement • Private employment agency• Public employment agency• Education institution • On the Internet.

• External recruitment is difficult since many new jobs have specific skill needs.

P134


Outsourcing Trend

• Outsourcing: managers can decide to contract with outside workers rather than hiring them.

• Outsource problems: managers lose control over output.

• Unions typically are against outsourcing that has potential to eliminate member’s jobs.


Internal Recruiting Way

• Internal recruiting has several benefits:• Workers know the firm’s culture, may not

have new ideas.• Managers likely already know the

candidates.• Internal advancement can motivate

employees.


option description

Firing Permanent involuntary termination

Layoffs Temporary involuntary termination; may last only a few days or extend to years

attrition Not filling openings created by voluntary resignations or normal retirements

Transfers Moving employees either laterally or down ward;usually does not reduce costs but can reduce intra-organizational supply-demand imbalances

Reduced workweeks

Moving employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis

Early retirements

Providing incentives to older and more senior employees for retiring before their normal retirement date


Selection ToolsSelection Tools

1 BackgroundInformation

1 BackgroundInformation

3 Interviews3 Interviews 4 References4 References

2 Paper tests2 Paper tests

6 PhysicalAbility tests

6 PhysicalAbility tests

5 Performance tests

5 Performance tests

SelectionSelection

P134

•Determine relative qualifications & potential for a job.


Reliability & ValidityReliability & Validity

• Selection tools must be reliable and valid.

• Reliability: the degree to which the tool measures the same thing each time it is used.

• Validity: Does the test measure what it is supposed to measure?

• Managers have an ethical and legal duty to develop good selection tools.

P136


Selection Process

After a pool of applicants are identified,

qualifications related to the job requirements are determined.


Background InformationBackground Information

• Includes education, prior employment, college major, etc.


Interview

• almost all firms use one of two types:• Structured interview: managers ask each person

the same job-related questions.• Unstructured interview: held like a normal

conversation. • Usually structured interviews preferred; bias is

possible.


Physical Ability Test

• measure strength & endurance.• Good for physically demanding jobs.


Paper & Pencil Test

Either an ability and personality test.• Ability test: assess if applicant has right skills for

the job.• Personality test: seek traits relevant to job

performance.

• Be sure test is a good predictor of job performance.


Performance Test

Measure job performance.• Work Sampling ： Typing speed test is one

example.• Assessment Center: candidates assessed on

job-related activities over a period of a few days.


ReferencesReferences

Outside people provide candid information about candidate. • Can be hard to get accurate information.


Orientation

• The introduction of a new employee into his or her job and the organization.

• Reduce the initial anxiety • Familiarize new employees with the job, work

unit,and the organization.• Facilitate the outsider-insider transition


Types of TrainingTypes of Training

TrainingTraining DevelopmentDevelopment

Apprentice-ships

Apprentice-ships

On-the-jobTrainingTraining

On-the-jobTrainingTraining

ClassroomInstructionInstruction

ClassroomInstructionInstruction

On-the-jobOn-the-jobTrainingTraining

On-the-jobOn-the-jobTrainingTraining

ClassroomClassroomInstructionInstruction

ClassroomClassroomInstructionInstruction

FormalEducationEducation

FormalEducationEducation

Variedwork

experiences

Variedwork

experiences

Needs Needs Assessment

Needs Needs Assessment

Figure 10.4


Training Training

• Training: Ongoing process to develop worker’s abilities and skills , and to teach organizational members how to perform current jobs.

• Training used more often at lower levels of firm.

P134


Assessment

• A Needs Assessment should be taken first to determine who needs which program and what topics should be stressed.


Classroom InstructionClassroom Instruction

• Workers acquire skills in classroom. Includes use of videos, role-playing, simulations.


On-the-Job Training

• Learning occurs in the work setting as worker does the job.

• Training given by co-workers and can be done continuously.


Apprenticeships

• Worker contracts with a master worker to learn a skill.


Development

• Development is common with managers. • Development : build worker’s skills to enable them to take on new duties.


Varied Work ExperiencesVaried Work Experiences

• Top managers must build expertise in many areas.

• Whatever training and development efforts used, results must be transferred to the workplace.


Formal Education

• Tuition is common for managers taking classes for MBA or similar.

• Long-distance learning can also be used to reduce travel.


Performance Appraisal

• Provides information about how to train, motivate, and reward workers.

• Managers can evaluate and then give feedback to enhance worker performance.


Appraisal styles Appraisal styles

• Trait Appraisals: evaluate on traits (skills, abilities) related to the job.• Behavior Appraisals: how a worker does the job.• Results appraisals: what a worker accomplishes.• Objective appraisals: based on facts (sales figures)• Subjective appraisals: based on a manager’s perceptions of traits, behavior, or results.


Appraises Performance

• Formal appraisals: conducted at set times of the year

• Informal appraisals: manager provides frequent feedback informally.


使用目的比例 %

报酬 85.6

绩效反馈 65.1

培训 64.3

提升 45.3

人事规划 43.1

留住或解雇 30.3

人事研究 17.2


Who Appraises Performance?Who Appraises Performance?

SupervisorsSupervisorsSupervisorsSupervisors

PeersPeersPeersPeers Customers &Customers &ClientsClients

Customers &Customers &ClientsClients

SubordinatesSubordinatesSubordinatesSubordinatesSelfSelfSelfSelf

Sources of Sources of performanceperformance

appraisalsappraisals

Sources of Sources of performanceperformance

appraisalsappraisals

Figure 10.6


Feedback: Feedback:• Effective feedback: appraisals must provide feedback:1. Be specific and focus on correctable behavior. Provide a

suggested improvement.

2. Focus on problem-solving and improvement, not criticism.

3. Express confidence in worker’s ability to improve.

4. Use formal and informal feedback.

5. Treat subordinates with respect and praise achievements.

6. Set a timetable for agreed changes.


Pay and RewardPay and Reward• Pay level: how the firm’s pay incentives compare to other firms in the industry.

• High performing employees should be rewarded with raises, bonuses.

• Increased pay provides additional incentive.

• Reward: Some are required as social security, health insurance, day care are provided at the employers option.


Labor RelationsLabor Relations

• Managers need an effective relationship with labor unions that represent workers.

• Unions help establish pay, and working conditions.


Acts about labor

• Fair Labor Standards Act (1938) prohibits child labor, sets a minimum wage and maximum working hours.

• Equal Pay Act (1963) men and women doing equal work will get equal pay.

• Work Place Safety (1970) mandates procedures for safe working conditions.


UnionsUnionsUnions represent worker’s interests in

organizations.

• Managers usually have more power over an individual worker. Workers join together in unions to try and prevent this.

• Unions are permitted by the National Labor Relations Act (1935) which also created the NLRB to oversee unions.

• Collective bargaining: process unions and management go through to negotiate work agreements.


Key to successful management career• Select your first job • Do good work• Present the right image• Learn the power structure • Gain control of organizational resources• Stay visible• Do not stay too long at the first job• Find a mentor • Support your boss• Stay mobile• Think laterally

2000-1 王青 - 管理学院 - 上海交通大学 4-1 4 4 human resource management 1 concept of ob...

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