对组织内人力资源的管理(ppt 76)(4.27MB)4845.pptx

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1、Human Resource Management Part 3:Training and DevelopmentPower Point byCheng-Chiang(Johnnie)ChenDa-Yeh UniversityChapter 5Training and Developing EmployeesHuman resource management(HRM):The management function that is concerned with getting,training,motivating,and keeping competent employees.對組織內人力資

2、源的管理，一般指企業內所有人力資源的取得，運用和維護等過程。Managers and the Human Resource Management ProcessPersonnel management VS.Human resource management人事管理被動、消極偏重日常事務的執行、缺乏規劃滿足組織利益與工作要求為目標獨立於其他企業功能一般人事流程的管理訓練以工作技能為主將人士支出視為不可避免的費用 人力資源管理主動、積極具有長期導向之規劃尋求組織與員工工作均衡與企業功能緊密結合兼具組織發展(OD)的功能強調人力資源發展將人力資源視為企業的長期投資Human Resource Ma

3、nagement ProcessHumanResourcePlanningRecruitmentor DownsizingSelectionof EmployeesOrientationTraining andDevelopmentPerformanceAppraisalsSafety andHealthCompensation and BenefitsCompetent High-Performing WorkersThe Strategic HRM ProcessSafety and healthCompensation and benefitsPerformance appraisals

4、Identification and selection of competent employeesAdapted and competent employees with up-to-date skills,knowledge,and abilitiesCompetent and high-performing employees who are capable of sustaining high performance over the long termTraining and developmentStrategic human resource planningRecruitme

5、nt and downsizingSelectionOrientationUnionsReengineeringGlobalizationDiversityEnvironmentDownsizingRestructuringLegislation人力資源管理程序 圖6-1 The Legal Environment of HRMAffirmative ActionEmploymentEmploymentTrainingTrainingRetentionRetentionHuman ResourcePlanningMaking a FutureAssessmentMaking a Current

6、AssessmentDesigning a FutureProgramEmployment planning Human resource inventory report:A report listing the name,education,training,prior employer,languages spoken,and the like of each employee in the organization.Job analysis:An assessment of the kinds of skills,knowledge,and abilities needed to su

7、ccessfully perform each job in an organization-決定工作職責與性質決定工作職責與性質.Job description(工作說明書):A written statement of what a job holder does,how it is done,and why it is done-說明工作內容及方法說明工作內容及方法.Job specification(工作規範):A statement of the minimum acceptable qualifications that an incumbent must possess to p

8、erform a give job successfully-說明擔說明擔任此工作的人所需要的資格與條件任此工作的人所需要的資格與條件 Popular Job Analysis MethodsTraditionalRecruitingSourcesInternalInternalSearchesSearchesEmployeeEmployeeReferralsReferralsEmployeeEmployeeLeasingLeasingTempTempServicesServicesEmploymentEmploymentAgenciesAgenciesAdvertisementsAdvert

9、isementsSchoolSchoolPlacementPlacementRecruitment and selectionRecruitment:The process of locating,identifying,and attracting capable applicants.Selection process:The process of screening job applicants to ensure that the most appropriate candidates are hired.Reliability:The degree to which a select

10、ion device measures the same thing consistently.Validity:The proven relationship between a selection device and some relevant criterion.Performance-simulation tests:Selection devices that are based on actual job behaviors;work sampling and assessment centers.RejectRejectErrorErrorCorrectCorrectDecis

11、ionDecisionAcceptAcceptErrorErrorCorrectCorrectDecisionDecisionSelection DecisionAcceptRejectSuccessfulUnsuccessfulLater Job PerformanceSelection Decision OutcomesSelectionDevicesPerformanceSimulationsWrittenTestsFiringLayoffsand AttritionTransfersReducedWorkweeksJobSharingEarlyRetirementsDownsizing

12、 OptionsThe Effectiveness of InterviewsPrior knowledge about an applicantAttitude of the interviewerThe order of the interviewNegative informationThe first five minutesThe content of the interviewThe validity of the interviewStructured versus unstructured interviewsSelection Devices(contd)Written Te

13、stsRenewed employer interest in testing applicants for:Intelligence:trainable to do the job?Aptitude:could do job?Ability:can do the job?Interest(attitude):would/will do the job?Integrity:trust to do the job?Tests must be show validated connection to job-related performance requirements.Selection De

14、vices(contd)Performance-Simulation TestsBased on job-related performance requirementsYield validities(correlation with job performance)superior to written aptitude and personality tests.Well-MatchedWell-MatchedApplicantsApplicantsRealisticRealisticExpectationsExpectationsIncreasedIncreasedCommitment

15、CommitmentRealisticJob PreviewsOrientation,Training,and DevelopmentOrientation(引導-新生訓練):The introduction of a new employee to the job and the organization.對新進員工提供公司的基本資訊，使員工能早一點進入工作狀況Orientation 的技術舉辦座談會，雙向溝通 樹立良好企業文化和組織氣候 培養直線主管與新進員工的關係，建立師徒制即早回饋新進員工的績效表現Training:提供新進員工或現職員工工作所需的技能 Development:長期性培

16、養，訓練現在的管理者與未來的管理者，解決組織問題之觀念性能力 Employee OrientationSmooth Insider-Outsider TransitionSmooth Insider-Outsider TransitionImprove Work PerformanceImprove Work PerformanceMinimize ResignationsMinimize ResignationsLearning the RopesRealistic Orientation Programs for new Employees Stress(ROPES)Warn about

17、disappointments How to cope is keySupervisors should monitor newcomersTraining 101Teaching new employees the basic skills they need to perform their jobsThe hallmark of a good managerLack of productivityDefinitionWhy Training Is BoomingNOT just technical training any more over$19 billion spent last

18、year on outside trainingTeam buildingDecision makingCommunicationCustomer serviceTechnology and computer skills Training helps management meet strategic goals5 Step Training and Development ProcessNeeds analysis InstructionaldesignValidationImplement Evaluation&follow-upDetermining if training is ne

19、ededWhat deficiencies,if any,do job holders have in terms of skills,knowledge,or abilities required to exhibit the essential and necessary job behaviors?What behaviors are necessary for each job holder to complete his or her job duties?What are the organizations strategic goals?What tasks must be co

20、mpleted to achieve organizational goals?Is there a need for training?Training and Development ProgramsTypes ofTypes ofTrainingTrainingBasic LiteracyBasic LiteracyTechnical SkillsTechnical SkillsInterpersonal SkillsInterpersonal SkillsProblem SolvingProblem SolvingIndividualizing Formal Training to F

21、it the Employees Learning StyleParticipation andExperientialExercisesReadingsLecturesVisual AidsLearningLearningMethodsMethodsEmployee TrainingDetermine strategic goalsIdentify essential tasksDetermine critical behaviorsAssess deficiencies in skills,knowledge,and abilitiesTrainingMethodsJobJobRotati

22、onRotationSimulationSimulationExercisesExercisesClassroomClassroomLecturesLecturesUnderstudyUnderstudyAssignmentsAssignmentsVestibuleVestibuleTrainingTrainingFilms Films and Videosand VideosTypical training methodsSample On-the-Job Training Methods(OJT)-在職訓練在職訓練Job rotation Lateral transfers allowin

23、g employees to work at different jobs.Provides good exposure to a variety of tasks.Understudy Provides support and encouragement from an experiencedassignments worker.In the trades industry this may also be an apprenticeship.Sample Off-the-Job Training MethodsClassroom lectures Lectures designed to

24、convey specific technical,interpersonal,or problem-solving skills.Films and videos Using the media to explicitly demonstrate technical skills that are not easily presented by other training methods.Simulation exercises Learning a job by actually performing the work(or its simulation).May include cas

25、e analyses,experiential exercises,role playing,and group interaction.Vestibule training Learning tasks on the same equipment that one actually will use on the job but in a simulated work environment.典型的訓練方法 表6-7 Traditional Training MethodsOn-the-job trainingApprenticeship trainingInformal learningJ

26、ob instruction trainingLecturesProgrammed learningAudiovisual toolsSimulated training On-the-job Training Learn by doing 4 steps to successStep 1 Prepare1.Put the learner at easerelieve the tension.2.Explain why he or she is being taught.3.Create interest,find out what the learner knows.4.Explain th

27、e whole job and relate it to a known job.5.Place close to the normal working positions.6.Familiarize with equipment,materials,&tools.Step 2 Present1.Explain quantity and quality requirements.2.Go through the job at the normal work pace.3.Go through the job several times,giving each step.4.Repeat slo

28、wly again.5.Have the learner explain the steps as you go through.Step 3 Tryout1.Have the learner go through the job several times.2.Run the job at the normal pace.3.Learner does the job,building up skill and speed.4.Let the work begin stick around for a while.Step 4 Follow-up1.Designate to whom the

29、learner should go for help.2.Gradually decrease supervision,monitor quality.3.Correct faulty work before it becomes a habit.4.Compliment good work;goal is to achieve quality.Job Instruction TrainingList each step in order with key stepsStart motorSet cutdistanceRead scalecarefullyPlace paperon cutti

30、ng tableVerify paperis evenPush paperto cutterVerify paperis tightGrasp releasewith left handDont releaseto preventinjuryGrasp releasewith right handDont releaseto preventinjuryPull cutter&safety releasesKeep bothhands in placeWait for cutTo finishMaintaingripRetractpaperVerifycutteris doneShut off

31、motorLecturesGive listeners signalsKeep conclusions shortMaintain eye contactControl your handsBreak long talk into shorter seriesPractice makes perfectDont begin on wrong footBe alert to your audienceMake sure all can hearSpeak from notes not scriptProgrammed Learning Programmed learning(or program

32、med instruction)is a step-by-step self-learning method that consists of three parts:PresentingRespondingFeedback Apprenticeship TrainingInformal learning or daily interactionAudiovisual toolsSimulated trainingOther Traditional Training TechniquesElectronic TrainingComputers and the Internet have rev

33、olutionized trainingCBT or CD-ROMElectronic Performance Support SystemsDistance and Internet basedTele-trainingVideoconferencingInternet trainingLearning portalsElectronic Training(Cont.)Job AidsElectronic performance support system(EPSS)Tele-trainingTeletraining:A trainer in a central location teac

34、hes groups of employees at remote locations via television hookups.VideoconferencingVideoconferencing allows for distance teaching or trainingMany PCs currently can participate in remote training with programs like wInstructors might need to change some teaching habitsLearning Portals InsightCorpora

35、te web pages or enterprise information portals focus learning on company specificsSome are highly specialized portals likeTraining For Special PurposesLiteracy training techniques50%of workers may read below 8th grade levelAIDS education One million workers may be infected;this can cause anxiety in

36、othersTraining For Special PurposesGlobal business training samples include:Executive etiquette for global transactionsCross-cultural technology transferInternational protocol and presentationBusiness basics for the foreign executiveLanguage trainingTraining For Special PurposesDiversity trainingBet

37、ter cross-cultural sensitivityResults examples:Improving technical skillsSocializationU.S.work ethicTraining For Special PurposesCustomer service trainingAlmost two-thirds of U.S.workers are in service jobsTraining For Special PurposesTeamwork trainingOutward Bound“Recipes for Success”Lifelong Learn

38、ingLifelong learning provides continuing training from basic remedial skills to advanced decision-making techniques throughout an employees careerNew&old skills alike are learned&updated continuouslyDefinitionManagerial DevelopmentManagement development is any attempt to improve managerial performan

39、ce by imparting knowledge,changing attitudes,or increasing skills with an aim to enhance the future performance of the company itselfDefinitionManagerial On-the-job TrainingJob rotation Coaching/understudy approach Action learning Managerial Off-the-job TrainingThe case study methodGamesSeminarsUniv

40、ersity programsRole playingBehavior modeling-4 stepsIn house developmentDo women make better managers?What do you think?Have you ever worked for a female manager?What are the positives?Negatives?Global Executive DevelopmentCandidates backgrounds Family situationsBrief candidates on all relocation po

41、liciesComprehensive training Provide a mentor Establish a repatriation programEvaluating the Training EffortControlled experimentation is preferred way to design a study as it has a control group which gets no trainingMeasure 4 outcomes of the study:ReactionLearningBehaviorResultsTraining evaluation

42、formMultipersonMultipersonGraphicGraphicRating ScalesRating ScalesCriticalCriticalIncidentsIncidentsWrittenWrittenEssayEssayBARSBARSPerformance Appraisal Methods 360-360-DegreeDegreeAppraisalAppraisalMBOMBOPerformance appraisal methods Method Advantage Disadvantage Written essay Simple to use More a

43、 measure of evaluators writing ability than of employees actual performanceCritical incidents Rich examples behaviorally Time-consuming;lack based quantificationGraphic rating Provide quantitative data;less Do not provide depth of job scales time-consuming than others behavior assessedBARS Focus on

44、specific Time-consuming;difficult to and measurable job behaviors develop measuresMultiperson Compares employees with one Unwieldy with large number of another employeesMBO Focus on end goals;results Time-consuming oriented3600 Appraisal More thorough Time-consuming績效評估方法表6-8Performance EvaluationWh

45、at Do We Evaluate?TraitsTraitsIndividual TaskIndividual TaskOutcomesOutcomesBehaviorsBehaviorsPerformance Performance EvaluationEvaluationPerformance EvaluationWho Should Do the Evaluating?ImmediateImmediateSupervisorSupervisorPeersPeersSelf-EvaluationSelf-EvaluationImmediateImmediateSubordinatesSub

46、ordinatesSuggestions for Improving Performance EvaluationsEmphasize behaviors rather than traits.Emphasize behaviors rather than traits.Document performance behaviors in a diary.Document performance behaviors in a diary.Use multiple evaluators to overcome rater biases.Use multiple evaluators to over

47、come rater biases.Evaluate selectively based on evaluator competence.Evaluate selectively based on evaluator competence.Train evaluators to improve rater accuracy.Train evaluators to improve rater accuracy.Provide employees with due process.Provide employees with due process.One managers perspective

48、360-degree appraisal:An appraisal device that seeks feedback from a variety of sources for the person being rated.Discipline:Actions taken by a manager to enforce an organizations standards and regulations.Employee counseling:A process designed to help employees overcome performance-related problems

49、.360-Degree EvaluationsThe Union-Management InterfaceCompensation and Benefits Compensation administration:The process of determining a cost-effective pay structure that will attract and retain competent employees,provide an incentive for them to work hard,and ensure that pay levels will be perceive

50、d as fair.Employee benefits:Nonfinancial rewards designed to enrich employees lives.Compensation AdministrationKnowledge,skills,abilitiesAuthority and responsibilityNature of the businessThe environmentGeographic locationPerformance levelsSeniorityCompensation philosophyDeterminingBenefitsDeterminin