HRM专业英语教程-上海交大MPA.ppt

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1、上海交通大学MPA上海交通大学上海交通大学MPA专业英语专业英语(OB与与HRM方向方向)上海交通大学MPAPreface 课程方式课程方式l相关领域经典文献阅读l时下讨论激烈的问题相关文献阅读l课堂互动式讨论l案例讨论Management education new model-service-learning:at its core,service-learning is about creating opportunities for students to apply theory they learn in the classroom to real-world problems a

2、nd real-world needs.上海交通大学MPAp熟悉相关领域的专业术语表达和内涵p基本看懂相关领域的专业文献p适当可以用英语进行相关专业表述p了解国际上相关领域的“最佳”实践p了解国际上相关领域的研究焦点Maybe still confused,but at a higher level at the end of this course.Preface:课程目标课程目标上海交通大学MPA课堂出勤 （10%）课堂参与 （30%）作业与分析报告 （30%）课程考试（大作业）（30%）缺课三分之一以上者不可以进入本次考试，需要加入下届重修Preface:考核方式考核方式上海交通大学MP

3、APreface:基本规范基本规范为营造良好的学习氛围，l请将通讯工具（手机或BP机）设置成振动状态；l如果确实有不得不接听的重要电话或信息的，请主动到教室外进行；l请课堂上不要阅览与课程内容无关的报刊或杂志；l积极、主动参与课堂讨论,并高质量地、及时完成作业任务上海交通大学MPAPreface:课程基本结构课程基本结构l公共人事管理与组织管理领域，包括现状、人事规划、招聘与选拔、绩效管理、薪酬管理、培训与开发、激励管理、能力管理、劳动关系管理、应急管理以及高绩效组织建设等方面的文献选读（11个专题的12篇文献）。l每个专题：关键术语与专业表达介绍相关背景介绍文献构架介绍讨论问题上海交通大学M

4、PAPreface:课程进度安排课程进度安排l共12次课程（第7周到第18周，每周一次）l每次课程计划完成对一篇文献的提示、阅读和讨论l课程间会有三次课程讨论与报告l一次大作业（考试）（在最后一次课程后提交）上海交通大学MPASyllabusIntroductionStrategic PlanningSelection/RecruitingPerformance ManagementCompensation ManagementTraining&Developing上海交通大学MPASyllabusMotivation ManagementCompetency Management in Pu

5、blic SectorsEmployment Relationship ManagementEmergency ManagementCreating High-Performance Organization in Public Sector上海交通大学MPAContentsChapter1 IntroductionlFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryChapter2 Strategic PlanninglThe implem

6、entation of workforce and succession planning in the public sectorChapter3 Selecting/RecruitinglRecruitment and selection of public workers:an international compendium of modern trends and practicesChapter4 Performance ManagementlPerformance management model:A system-based approach to public service

7、 qualityChapter5 Compensation ManagementlHow much should federal employees be paid?The problems with using a market philosophy in a broadband system上海交通大学MPAChapter6 Training&DevelopinglTraining and Development:Best Practices Chapter7 Motivation ManagementlFactors affecting the context for motivatio

8、n in public organizationsChapter8 Competency Management in Public SectorslDeveloping competency models to promote integrated human resource practiceslCompetency management in the Flemish and Dutch civil serviceChapter9 Employment Relationship ManagementlThe employment relationship in the UK Public s

9、ector:A psychological contract perspectiveChapter10 Emergency ManagementlPreparing for the unthinkable:managers,terrorism and the HRM functionChapter11 Creating high-performance organizations in public sectorslCreating high-performance organizations in public sectorsContents上海交通大学MPASyllabusChapter1

10、 IntroductionChapter2 Strategic PlanningChapter3 Selection/RecruitingChapter4 Performance ManagementChapter5 Compensation ManagementChapter6 Training&DevelopingChapter7 Motivation ManagementChapter8 Competency Management in Public SectorsChapter9 Employment Relationship ManagementChapter10 Emergency

11、 ManagementChapter11 Creating High-Performance Organization in Public Sector上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslHuman capital crisis 人力资本危机lPublic sector 公共部门lPresident

12、ial agendas 总统议程lPublic policy 公共政策lUpcoming retirement 即将退休lEarly retirement提前退休lDownsizing 裁员lPublic service/Civil service 公共服务lHuman resource(HR)crisis 人力资源危机lHuman resource management(HRM)人力资源管理上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sec

13、tor in the twenty-first centuryKey Terms&Professional ExpressionslGovernment agency 政府机构lPublic confidence 公众信心,公众信任lBureaucratic bashing 官僚冲击lNational commission of Public Service 公共服务国家委员会lQuiet crisis 寂静的危机lImminent catastrophe 即将到来的灾难lGeneral Accounting Office(GAO)总审计署（美国)lOrganizational capabil

14、ity 组织能力lCivil service reform 公共服务改革上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslWorkforce demographics 劳动力(人员)人口统计特征lGovernment institutions 政府机构lOffice of Personnel Management

15、(OPM)人事管理局(美国)lMerit System Protection Board(MSPB)绩效系统保护委员会(美国)lFederal agency 联邦机构lPresidential priority总统特权lOversight agency 督察机构lPublic sector think tank 公共服务智囊机构(班子)lClinton and Bush Administrations 克林顿/布什政府(当局)lGovernment Performance and Results Act(GPRA)政府绩效和效果法案(美国)上海交通大学MPAChapter 1:Introduc

16、tionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslOrganizational culture 组织文化lPolicymaker 政策制定者lPerformance management 绩效管理lSenate Subcommittee on Governmental Affairs(美国)参议院政府事务小组委员会lShared vision 共同愿景lAging

17、of supervisory and managerial personnel 主管和管理人员老龄化lEligible 合格的,符合条件的lPipeline problem 人员输送(选拔)问题lSavvy workforce 老练员工/精明员工上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslDepartmen

18、t of Homeland Security 国土安全部(美国)lTransportation Security Administration 交通安全局(美国)lPublic administration 公共管理/行政管理lJob vacancy 工作职位空缺lJob announcement 招工告示lNational Aeronautics and Space Administration(NASA)(美国)航空航天局lFiscal year 财政年度lWorkforce planning 人员规划lRevamping 翻新/改进lHigh-quality service 高质量服务l

19、Mass exodus 大批人员离去上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslSpan of control 控制幅度lLeadership competency model 领导能力模型lFederal Aviation Administration(FAA)联邦航空管理局lOffice of Mana

20、gement and Budgeting(OMB)(美国)管理与预算局lHuman capital strategy 人力资本战略lSenior Executive Service(SES)高级行政管理人员机构lManagerial competency 管理胜任力lE-government 电子政府lStrategic Human Capital Management 战略人力资本管理lCore competency 核心能力上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges

21、for the public sector in the twenty-first centuryKey Terms&Professional ExpressionslMyriad 无数的,极大数量的lHuman resource planning 人力资源规划lNew public service 新公共服务lFlexible organization 柔性组织lUS Department of Agriculture(USDA)美国农业部lLeadership development 领导力开发lCenter for Creative Leadership 创造性领导中心lPerforma

22、nce management 绩效管理lDiverse workforce 多元人员组成lNational Association of Schools of Public Affairs and Administration(NASPAA)公共事务与管理学会全国委员会上海交通大学MPAChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first centuryKey Terms&Professional Expressio

23、nslPerfunctorily 敷衍了事地,马马虎虎地lRisk averse 风险规避lPublic service ethic 公共服务伦理lUtilitarian incentives 功利性激励lPolicy windows 政策窗上海交通大学MPABackgroundslReforming in public sector organizations:efficiency and effectivenesslStatus quo in public sector organizations:Public-service motivationReputation?stability?

24、Compensations level?Power?lTight labor market in public sector organizations(for example in USA)lAttracting,retaining and motivating job applicants.lStrategic view to human resource issues:Connecting people?Chapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sec

25、tor in the twenty-first century上海交通大学MPAOutlineslIntroductionlThe nature of human resource crisis and its causesLack of recognition of the importance of human capitalRetirementThe pipeline problemDownsizingRecruitment and hiringChapter 1:IntroductionFrom crisis to opportunity:human resource challeng

26、es for the public sector in the twenty-first century上海交通大学MPACapacity problem and skill gapSupervisory and leadership issueslTurning crisis into opportunityStrategic human capital managementGreater emphasis on HR PlanningUnderstanding new public serviceDeveloping executive and supervisory talentImpr

27、oved skills in diverse workforceImprove HRM PracticesReestablishing public service ethiclConclusionsChapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first century上海交通大学MPADiscussions Crisis in human resource encountered by public sector?A

28、nd the reasons behind them.Difficulties and challenges in human resource management in your organization.Chapter 1:IntroductionFrom crisis to opportunity:human resource challenges for the public sector in the twenty-first century上海交通大学MPASyllabusChapter1 IntroductionChapter2 Strategic PlanningChapte

29、r3 Selection/RecruitingChapter4 Performance ManagementChapter5 Compensation ManagementChapter6 Training&DevelopingChapter7 Motivation ManagementChapter8 Competency Management in Public SectorsChapter9 Employment Relationship ManagementChapter10 Emergency ManagementChapter11 Creating High-Performance

30、 Organization in Public Sector上海交通大学MPAChapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sectorKey Terms&Professional ExpressionslWorkforce/Succession planning(WFSP)人员/继任计划lPublic sector 公共部门lHuman resource(HR)人力资源lState government/local government 国家（

31、州）政府/地方政府lPublic organization/agency 公共组织/机构lLayoff 下岗lJob cuts 裁员lRow office 街道办公室lReservist 预备役军人上海交通大学MPAKey Terms&Professional ExpressionslStrategic planning 战略规划lHuman resource planning 人力资源规划lNational Academy of Public Administration(NAPA)公共管理国家协会lHRM strategy 人力资源管理战略lHuman resource requireme

32、nt 人力资源需求lLine manager 直线经理lCompetency gap 能力缺口lAttrition rate 损耗率；人员流失率lHuman capital 人力资本lAction plan 行动计划Chapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPAKey Terms&Professional ExpressionslFixing accountability 固定责任lTop management 高层

33、管理(者)lImpending retirement 即将退休lIncumbent employee 在职人员lDemand forecast 需求预测lEmployee development 员工开发lInformation technology(IT)信息技术lRetirement annuity 退休年金lD organization 网络公司lNonprofit organization 非赢利组织Chapter 2:Strategic PlanningThe implementation of workforce and succession planning in the pub

34、lic sector上海交通大学MPAKey Terms&Professional ExpressionslJob analysis 工作分析lJob specification 工作说明书lKeep abreast of 与.并进(Keep abreast of the times/与时俱进)lData inventory 数据库lSick leave 病假lHuman resource information system(HRIS)人力资源信息系统lFunctional requirement 职能需求lSuccession analysis 继任分析lGap analysis 缺口分析

35、lJob classification 工作分类lTaskforce 任务组（人员组）Chapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPAKey Terms&Professional ExpressionslFocus group 焦点小组lFirst-level supervisor 一线管理人员lStakeholders 利益相关者lCareer path 职业轨迹lUnion member 工会成员lManageri

36、al and executive development 管理人员开发lProblem-solving skills 问题解决技能lInterpersonal skills 人际技能lFederal Highway Administration(FHWA)联邦高速公路管理局（美国）lProfessional development 专业开发Chapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPAKey Terms&Profes

37、sional ExpressionslContinuous learning 持续学习lIPMA-HR（International Public Management Association for Human Resources）国际公共人力资源管理协会 lNuts and bolts 工作细节（部件）（美口语）lOrganizational change 组织变革lInterdepartmental cooperation 部门间合作lReward system 奖励制度lTurnover 离职Chapter 2:Strategic PlanningThe implementation o

38、f workforce and succession planning in the public sector上海交通大学MPABackgroundslStrategic decision making needslTight labor market in public sector(especially in north America and Europe)lImpending retirement/turnoverlLoss of workforce skills and knowledgelCompetency out of timelRecruiting,selecting an

39、d allocating the right people on the right job positions in the right timelWhile effective and flexible HR planning is not easy implementedChapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPAOutlineslDefinition and process of WFSPlHuman re

40、source planninglImplementing the WFSPlTraininglCareer developmentlManagerial and executive developmentlProblems and implications of WFSPlThe changing role of HRMlConclusionsChapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPADiscussions FM

41、ain processes in aligning WFSP with organizational missions.FIn your opinion,what are advantages when implementing WFSP.FHow to identify the gap between current staff status quo and future demands in your organization.FRecommend“Training and Developing as a integral part of WFSP”.FMain obstacles dur

42、ing implementing WFSP in your organization,for example,the latest human resource planning in your“Eleventh five-year plan”.Chapter 2:Strategic PlanningThe implementation of workforce and succession planning in the public sector上海交通大学MPASyllabusChapter1 IntroductionChapter2 Strategic PlanningChapter3

43、 Selection/RecruitingChapter4 Performance ManagementChapter5 Compensation ManagementChapter6 Training&DevelopingChapter7 Motivation ManagementChapter8 Competency Management in Public SectorsChapter9 Employment Relationship ManagementChapter10 Emergency ManagementChapter11 Creating High-Performance O

44、rganization in Public Sector上海交通大学MPAChapter 3:Selecting&RecruitingRecruitment and selection of public workers:an international compendium of modern trends and practicesKey Terms&Professional ExpressionslUnprecedented staffing challenge 史无前例的人员变革lLuring talent 吸引人才lSelection and recruitment 选拔与招聘lEc

45、onomic,social and organizational pressures 经济、社会和组织压力lAttract and Retain 吸引和保留lDeveloped countries 发达国家lLess Developed Countries(LDCs)欠发达国家lBest practices 最佳实践lCompetent cadre 有能力的干部lCivil servant/public servant 公务员上海交通大学MPAKey Terms&Professional ExpressionslInternational community 国际社会lPolitical sy

46、stem 政治制度lSocial structure 社会结构lSocial and political upheavals 社会与政治大变动lGlobal war for talent 全球人才战lHuman resource management(HRM)人力资源管理lIndigenous civil service 本土化公共服务lAging 老龄化lHigh turnover 高离职率lLeadership bench 领导层Chapter 3:Selecting&RecruitingRecruitment and selection of public workers:an inte

47、rnational compendium of modern trends and practices上海交通大学MPAKey Terms&Professional ExpressionslTroubled waters 混乱状态（Fish in troubled waters/混水摸鱼）lPublic image(government bashing)公共印象 lEmployee loyalty 员工忠诚lPrivatization and outsourcing of government jobs 政府工作私有化和外包lJob security 工作保障lBenefit package

48、福利包lAccountability 责任lHarkens back to 倾听lClassical management/Scientific management/Taylorism 古典管理学派/科学管理学派/泰勒主义学派lIntrinsic satisfaction 内在满意Chapter 3:Selecting&RecruitingRecruitment and selection of public workers:an international compendium of modern trends and practices上海交通大学MPAKey Terms&Profess

49、ional ExpressionslHyperbole 夸张法lRecruitment crisis 招聘危机lStaffing decision 人员配备决策lPublic personnel system 公共人事制度lCompetitive wage 富有竞争力的工资水平lJob market 劳动力市场lPublic service ethic 公共服务道德lCivic-minded people公民心目中的人lJob applicant 申请工作者lBureaucratic recruitment process 官僚式的招聘流程Chapter 3:Selecting&Recruit

50、ingRecruitment and selection of public workers:an international compendium of modern trends and practices上海交通大学MPAKey Terms&Professional ExpressionslJob description 工作描述lLine management 直线管理者lCircumvent 智胜，包围lNew public management 新公共管理（主义）lCentral authority 中央权力机构lModern bureaucracy 现代官僚lColonial r