2021年人力资源管理基本知识点.pdf

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1、1/10 1.人力资源的含义：是指在一定范围内能为社会创造物质财富或精神财富的、具有一定劳动能力的人口的总和。具体内容：以体能和智力为基础，包括体质、智力、知识、技能、特质等。特征：资本性（投入收益风险），时效性，生物性，主观能动性，内耗型，持续性，再生性。2.人力资本：是指劳动者受到教育、培训、实践经验、保健等方面的投资而获得的知识和技能的积累。舒尔茨创立人力资本理论。以人为载体，可用货币计量的价值要素。人力资本理论是现代人力资源管理的理论基础。人力资源经济活动及其收益的核算是基于人力资本理论进行的。3.组织人力资源管理：组织为实现其战略目标，运用各种管理技术与方法，以影响员工的行为、能力和

2、态度，从而改善其工作绩效而进行的一系列管理实践，包括为之建立的管理制度、政策以及实施的活动过程。人与事的匹配。做到事得其才，人尽其用，有效使用。人与人的协调合作。工作与工作的协调合作。人的需求与工作报酬的匹配。使得酬适其需，人尽其力，最大奉献。4.人力资源管理者的角色定位：战略伙伴，行政管理专家，员工激励者，变革推动者，文化管理者，政策制定者。5.人力资源管理思想的战略转变：以成本为导向的传统人力资源管理转向以顾客服务为导向的战略人力资源管理。6.人力资源战略的含义：是根据企业战略而制定的人力资源管理与开发的纲领性的长远规划，并通过人力资源管理活动来实现企业精品w o r d 可编辑资料-第

3、1 页，共 10 页-2/10 的目标。人力资源管理的战略职能：人力资源战略要和企业战略相匹配，并服务于企业战略；人力资源战略推动人力资源的职能转变，从日常行政事务管理为主逐步过度到战略合作伙伴。人力资源管理原则：任人唯贤，注重实绩原则，激励原则，竞争原则，精干原则，民主监督原则。人力资源管理的基本功能：获取功能，整合功能，奖酬功能（激励和凝聚），调控功能7.人力资源规划的内涵：是指根据企业的发展战略、经营目标和企业内外部环境和条件的变化，运用科学的方法对企业人力资源需求和供给进行预测，并制定相应的政策和措施，从而使企业人力资源供给和需求达到平衡的过程8.人力资源规划的程序包括：预测人力资源需

4、求；分析现有人力资源供给；设计并评价平衡人力资源供给和需求的各种方案。9.德尔菲法是归纳专家对影响组织发展的某一问题的一致意见的程序化方法。10.岗位评价的含义：是在工作分析基础上，对各项工作按照一定的客观标准，从工作职责、难易度大小、责任大小以及任职资格等条件出发，对岗位进行系统衡量、评比和估价的过程。11.岗位评价指标是根据岗位评价的要求，对影响岗位业绩的各个方面或各个要素具体为可以测定的评价因素，这种评价因素就是岗位评价指标。12.评分法（点数法）：是在选定岗位主要影响因素的基础上，采用一定的分值（点数）表示每一因素，并按预先规定的衡量标准，对精品w o r d 可编辑资料-第 2 页，

5、共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C

6、8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y

7、9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C

8、8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y

9、9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C

10、8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y

11、9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z73/10 现有岗位的各个因素逐一评比、估价，求得分值，然后将岗位每项因素的分值加总，最后得到各岗位的总分值，并作为判定不同工作相对价值大小的依据。13.职务分析：也叫工作分析，是对组织中某个特定工作职务的目的、任务或职责、权力、隶属关系、工作条件、任职资格（即从事该工作的工作人员所应具备的条件）等相关信息进行调查、收集与分析，以便对该职务的工作

12、做出明确的规定，然后加以系统、科学的描述和规定的活动。职务分析的结果是形成工作描述与任职说明及相关文件。14.工作描述：工作描述用来具体说明某项工作的物质特点和环境特点。具体包括职务名称、工作活动和工作程序、工作条件和物理环境、社会环境、聘用条件等。15.任职说明书：任职说明书用来说明从事某项工作的人员必须具备的生理要求和心理要求。具体包括：一般要求包括年龄、性别、学历、工作经验等，生理要求包括健康状况、力量和体力、运动的灵活性、感觉器官的灵敏度等，心理要求包括观察能力、集中能力、记忆能力、理解能力、学习能力、解决问题能力、创造性、语言表达能力、数学能力、决策能力、气质、性格，及兴趣爱好等等。

13、16.职务分析又叫工作分析、岗位分析、职位说明。工作分析内容：组织结构优化，流程再造，岗位再设计17.职务分析的结果：是形成工作描述与任职说明及相关文件，以便精品w o r d 可编辑资料-第 3 页，共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6

14、Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5

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17、C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6

18、Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5

19、C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z74/10 管理人员使用，其本身也构成人力资源管理信息库的主要内容。它既是人力资源开发与管理中必不可少的环节，又是其前提。18.工作分析的步骤包括

20、：确定信息的用处，以及收集资料的方法；对已有的相关资料进行收集、积累和分析；选择将要被分析的工作中有代表性的进行分析；对选定的工作进行实际分析；针对第四步完成的工作分析，对该工作的任职者和有关人员（如直接管理上司）进行访问进行修正；进行工作描述的最后说明。工作分析的方法包括：以考察工作为中心的工作分析方法：有功能性工作分析、管理工作描述问卷、工作面谈法、方法分析和任务清单法。19.以考察员工为中心的工作分析方法：有工作分析问卷、生理素质分析、关键事件技术、扩展关键事件技术和指导定向工作分析20.职能分解的基本要求：业务活动的独立性，可操作性，避免重复和脱节21.组织结构框架优化专业细分，组织形

21、状，权力分配，部门设置22.流程再造：强调以业务流程为改造对象和中心、以关心客户的需求和满意度为目标，来对现行的业务流程进行根本的再思考和彻底地再设计，并且利用先进的制造技术、信息技术以及现代化的管理手段，最大限度地实现技术上的功能集成和管理上的职能集成，从而实现企业经营在成本、质量、服务和速度等方面的巨大改善。23.：关键因素驱动力，目标，主要人任务，改造对象精品w o r d 可编辑资料-第 4 页，共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V

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24、1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5

25、ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V

26、1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5

27、ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V

28、1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z75/10 24.业务流程再造的基本方法：清除；简化；整合；自动化25.标杆基准法的操作流程：详细了解企业关键业务流程与管理策略；选择与研究行业中几家领先企业的业绩；收集资料和数据；将标杆企业的业绩与实践与本企业的业绩进行比较与分析，找出及效水平上的差距，以及在管理实践上的差异；沟通与交流；采取行动；将标杆法作为一个持续的循环过程；将标杆基准融入企业日常管理工作之中。26.岗位再设计的基本原则：因事设岗，整分合原则，最少岗位数量原则，规范化原则，一般性原则，利于个人职业发展原则27.个性化的岗位再设计方法：员工授权，员工参与小组，自主

29、性工作团队，工作生活质量，远程办公，紧缩工作周，弹性办公28.招聘：是指组织通过采用一些方法寻找、吸引那些有能力、又有兴趣到本组织来任职的人员，并从中选出合适人员予以聘用的过程。包括：招募，选拔，聘用。人员招聘原则：双向选择原则，效率优先原则，遵守法律原则，能职匹配原则。29.员工招聘包括制定招聘计划、发布招聘信息、接待和甄别应聘人员、发出录用通知书、评价招聘效益。30.招聘的操作程序：招聘的两个前提及依据制订人力资源规划；工作分析（工作说明书）基本流程：招募甄选录用评估31.人员招募的方法：内部招募（平行调动或提升/公开竞聘）；外部招募（广告/推荐/人才市场/校园招聘/猎头公司/网络招聘/校

30、园招聘）精品w o r d 可编辑资料-第 5 页，共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

31、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

32、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

33、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

34、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

35、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

36、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z76/10 32.人员甄选的含义：是指企业根据用人条件和用人标准，运用适当的方法和手段，对应聘者进行审查鉴别和选择的过程。是招聘工作中最为关键、技术性最强的环节。人员甄选的方法：-资格审查与初审笔试心里测验行为测验情商测试笔迹测验面试评价中心技术33.人员录用：录用决策签订劳动合同员工试用员工正

37、式录用34.招聘评估：成本效益评估；人员录用评估；35.员工招聘的步骤包括：制定招聘计划确定招聘策略建立招聘水池对应聘者进行筛选决定录用合格的应聘者对招聘录用工作进行评估。招聘的途径有：内部招聘，招聘广告；员工推荐；校园招聘；公共就业机构；私人就业机构；临时招聘。指出各种招聘方法的优缺点。36.人力的素质包括：心理素质、品德素质、能力素质、文化素质、身体素质。素质测评的指标体系包括：测评要素；测评标志；测评标度。37.培训的工作流程包括：培训需求分析；培训设计和实施阶段；培训评估阶段。常用的培训方法有：授课；学徒制；论会；工作轮换；录像；?工作模拟；案例；局域网；远程教育；自学。38.绩效概念

38、：是员工在一定时期内以个人知识、技能等投入，通过某种方式、方法实现某种管理目标的过程。一个完整的管理过程，侧重信息沟通与绩效提高，伴随管理活动全过程，实现的沟通与承诺。精品w o r d 可编辑资料-第 6 页，共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

39、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

40、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

41、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

42、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H

43、5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO

44、2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z77/10 39.绩效管理：一个协调工作活动的过程，以便能有效率和有效果地与别人一起或者通过别人实现组织的目标。40.绩效评估：管理者通

45、过系统、规范的程序或方法来测量、评定员工的工作行为和工作效果，以确定其工作成绩的管理方法，是对员工的工作完成情况进行定性和定量考核和评价的过程。管理局部环节和手段，特定时期，事后评价，侧重判断与评估。评估要素：工作业绩/工作能力/工作态度。绩效评估原则：公开原则，客观公正原则，多层次多渠道全方位原则，经常化制度化原则。41.绩效计划：由管理者与员工根据既定的绩效标准，共同制定或修正绩效目标以及实现目标的方案，是主管和员工共同沟通，对员工的工作标准和目标达成一致的意见，并形成协议的过程。绩效计划是管理者与员工双向沟通的过程；绩效计划是关于工作目标与标准的契约；绩效计划是全员参与的过程42.绩效评

46、估四环节：确立评价目的,选择评估对象；建立评估的参照系统,确立评估主体、评估指标、评估标准与评估方法；收集相关信息；形成价值判断。六个要素：评估目标，评估对象，评估主体，评估指标，评估标准，评估方法。六个流程：制定评估计划，技术准备，收集信息资料，分析评估，绩效评估反馈，申诉与审核。43.绩效反馈：就是管理者通过绩效沟通的形式使员工了解自身绩效水平的各种管理手段。是考核公正的基础；是绩效改进的保证；是传递组织期望的手段。绩效反馈原则：1）具体原则 2）互动原精品w o r d 可编辑资料-第 7 页，共 10 页-文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7

47、文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5

48、E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7

49、文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5

50、E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7文档编码:CO2V1A5C8P7 HP5E4I8M9H5 ZT6Y9C1D7Z7