HumanResourceManagement期末复习总结.docx

HumanResourceManagement期末复习总结.docx

《HumanResourceManagement期末复习总结.docx》由会员分享，可在线阅读，更多相关《HumanResourceManagement期末复习总结.docx（19页珍藏版）》请在冰点文库上搜索。

HumanResourceManagement期末复习总结

HumanResourceManagement

人力资源管理复习

Amigo

Chapter2StrategicHumanResourcePlanning

Strategichumanresourcemanagement（SHRM）:

thepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenableanorganizationtoachieveitsgoals.

CharacteristicsofSHRM:

a.Explicitrecognitionoftheexternalenvironment.（认清外部环境）

b.Alongrangefocus（3-5years）（长期）

c.Focusesontheissuesofchoiceanddecisionmaking（集中于选择问题和决定）

d.Considersallpersonnel,notjusthourlyoroperationalemployees（考虑全部员工）

e.Integratedwithoverallcorporateandfunctionalstrategies（综合整个企业和职能战略）

f.CustomerSatisfaction（顾客满意）

GenericCorporateStrategies：

a.StabilityStrategies:

Strategiesemphasizingmarketshareoroperatingcost.Withthistype,acompanyisattemptingtofocusonwhatitdoesbestwithinitsestablishedmarkets.（注重市场份额和运行成本，在已有市场内做到最好）

b.GrowthStrategies（Internal）:

Strategiesfocusingonmarketdevelopment,productdevelopment,innovation,orjointventures.Companieswiththistypearechannelingtheirresourcestobuildinguponexistingstrengths.（注重市场发展，产品发展和创新，或联合资产，引导资源建设已有优势）

c.GrowthStrategies（Acquisitions,External）:

Attemptingtointegratevertically（水平）orhorizontally（垂直）ortodiversify（多样）,usuallythroughmergersoracquisitions.Thistypeattemptstoexpandacompany’sresourcesortostrengthenitsmarketpositionthroughacquiringorcreatingnewbusinesses.（试图水平，垂直或多样整合，通过兼并或收购，拓展公司资源或通过收购或增加新的业务争抢市场地位）

d.Retrenchment/Turnaround:

“divestment”,ordownsizing,strategyisonemadeupofretrenchment,divestitures,orliquidation.（减少投资，缩减规模，裁员，减资，清算）

HRChallenges：

？

a.ChangeManagement

b.Staffing

c.EmployeeCommunication

NewRoleforSenior/LineManagements

a.Communicatetotheorthat“softstuff”matters

b.Definethe“deliverables”（成果）fromHRandmakeitaccountable

c.InvestininnovativeHRpractices投资改革HR实践

d.UpgradethequalityofHRprofessionals.提升HR专业素养

StrategiesforEnhancingHR’sCredibility

a.HaveHRstaffviewtheirrolesasprovidingsupporttotheline.角色是给予一线支持

b.DefineHRresponsibilitiesinrelationtotheline.HR职责与一线有关

c.HaveHRandthelineworktogethertoformpersonnelpolicies.一起合作制定员工政策

d.EnsurethatHRstaffshavefirsthandexperiencewithlineoperations.保证HR员工对一线运行有一手经验

Chapter3ThelegalEnvironment:

EqualEmploymentOpportunityandSafety（EEO）

EEOOverview

a.EEOhasbeenmodifiedsincepassageoftheCivilRightsAct1964.人权法案

b.Congresshaspassedotherlegislation国会

c.MajorSupremeCourtdecisions最高法院决定interpreting解释theprovisions规定werehandeddown.

d.ExecutiveOrderweresignedintolaw:

行政命令签署成为法律

Presidentialexecutiveorders11246（thepresidentcanissueexecutiveorders,whichsometimesregulatetheactivitiesoforgthathavecontractswiththefederalgovernment.LyndonJohnsonrequiredallfederalcontractorsandsubcontractorstoengageinaffirmativeactionprogramsdesignedtohireandpromotewomenandminoritieswithintheirorgs.约翰逊要求所有联邦承包商和分包商进行扶持行动,促进本国招聘妇女和少数民族）and11375（11478）

EqualEmploymentOpportunity（EEO）:

thegovernment’sattempttoensurethatallindividualshaveanequalchanceforemployment,regardlessofrace,color,religion,sex,ornationalorigin.Toaccomplishthis,thefederalgovernmenthasusedconstitutionalamendments,legislation,andexecutiveorders,aswellasthecourtdecisionsthatinterprettheselaws.要做到这一点，联邦政府已使用的宪法修正案，法律和行政命令，以及法院的决定，解释这些法律。

IllegalDiscrimination:

A．DisparateTreatment:

existswhenindividualsinsimilarsituationsaretreateddifferentlyandthedifferenttreatmentsbasedontheindividual’srace,color,religion,sex,nationalorigin,age,ordisabilitystatus.

a.directdiscrimination

b.unequaltreatment

c.decisionruleswitharacial/sexualpremiseorcause

d.intentionaldiscrimination

e.prejudicedactions

f.differentstandardsfordifferentgroups

B.AdverseImpact:

Itoccurswhenafaciallyneutralemploymentpracticedisproportionatelyexcludesaprotectedgroupfromemploymentopportunities.Afaciallyneutralemploymentpracticeisonethatlacksobviousdiscriminatorycontentyetaffectsonegrouptoagreaterextentthanothergroups,suchasanemploymenttest.

a.indirectdiscrimination

b.unequalconsequencesorresults

c.decisionruleswithracial/sexualconsequencesorresults

d.unintentionaldiscrimination

e.neutralactions

f.samestandards,butdifferentconsequencesfordifferentgroups

EqualPayAct1963:

menandwomeninthesameorgwhoaredoingequalworkmustbepaidequally.Equal:

intermsofskill,effort,responsibilities,andworkingconditions.

TitleVII,CivilRightsActof1964

（MartinLutherKingCivilRightsMovement）

Providesprotectionbasedon:

Nationalorigin,gender（性别）,race,religion,color

Appliesto:

government,education,mostprivateemployers（15ormoreemployeeswhowork20ormoreweeks/year）,laborunions,employmentagencies.

CivilRightsActof1991:

theadditionofcompensatoryandpunitivedamages（补偿和惩罚性赔偿）incasesofdiscriminationunderTitleVII.

AffirmativeActionPrograms（APPs）:

Purpose:

toeliminatediscriminationintheworkplace,manyorgshaveAPPstoincreaseminorityrepresentation.Affirmativeactionwasoriginallyconceivedasawayoftakingextraefforttoattractandretainminorityemployees.

BasicSteps:

a.utilizationanalysis

b.goalsandtimetables

c.actionplans

ManagerialImplications:

PreventingProblemswithHRLegalIssues

a.Providetraining

b.Establishacomplaintresolutionprocess

c.Documentdecisions

d.Behonest

e.Askonlyforinformationyouneedtoknow

WhyaretheSupremeCourtcaseGriggsv.DukePowerCo.（1971）importanttounderstandingdiscriminationinemployment?

DukePowerinstitutedanewsystemformakingselectionandpromotiondecisions.Thesystemrequiredeitherahighschooldiplomaorapassingscoreontwoprofessionallydevelopedtests.Apassingsorewassetsothatitwouldbeequaltothenationalmedian（国家中位数）forhighschoolgraduateswhohadtakenthetests.

Theplaintiffsmettheirprimafacieburdenshowingthatboththehighschooldiplomarequirementandthetestbatteryhadadverseimpactonblacks.Theco.hadnotstudiedtherelationshipbetweentheseemploymentpracticesandtheemployees’abilitytoperformthejob.Employeesalreadyonthejobwhodidnothavehighschooldiplomasandhadnevertakenthetestswereperformingsatisfactorily.DPlostthecase.

Thecourtrecognizedthattheco.hadnotintendedtodiscriminate,mentionthattheco.wasmakingspecialeffortstohelpundereducatedemployeesthroughfinancing2/3ofthecostoftuitionforhighschooltraining.Thisillustratestheimportanceoftheconsequences,asopposedtothemotivations;indeterminediscriminationunderthedisparateimpacttheory.

EEOC,OFCCP,OSHA

Chapter4HRPlanning

Jobanalysis:

abasicHRtool

Theprocessofgettingdetailedinformationaboutjobs.

Job/position/analysis/description/specification

Reasonsforconductingjobanalysis

a.Newjobsarebeingcreatedandoldjobsarebeingredesigned.

b.Jobanalysisaddressesthefact（thatchangeistakingplace）.

Typesofanalysisinformation

Machines,tools,equipment,workaids,standards.?

Jobanalysismethods

a.Questionnaires:

broadest,mostwell-researchedinstrumentforJA.（informationinput,mentalprocess,workoutput,relationshipswithotherpersons,jobcontext,othercharacters）

b.Observation

c.Interviews

d.Employeerecording?

e.ParticipantDiary/logs?

f.Combinationofmethods

Conductingjobanalysis

a.gatheringdataregardingwhatisinvolvedinperformanceaparticularjob

b.peoplewhoparticipateinjobanalysisshouldinclude,ataminimumtheemployeeandtheemployee’simmediatesupervisor.

Jobdescriptionisalistofthetasks,duties,andresponsibilities（TDRs）thatthejobentails.

Jobdescriptioncomponents

a.jobidentification

b.dateofjobanalysis

c.jobsummary

d.dutiesperformed

Jobspecification:

Isalistoftheknowledge,skills,abilities,andothercharacteristics（KSAOs）thatanindividualmusthavetoperformthejob.

Adocumentcontainingtheminimumacceptablequalifications,including:

a.Educationalrequirements

b.Experience

c.Personalitytraits人格特质

d.Physicalability

Reasonfortheexpandedjobdescription

a.Jobsarechanging

b.Jobsaregettingbiggerandmorecomplex

c.ComplexjobschangethewayvirtuallyeveryHRfunctionisperformed

Jobdesignv.jobanalysis:

Jobanalysis:

istheprocessofgettingdetailedinformationaboutjobs.

Jobdesign:

dealswithmakingdecisionsaboutwhattasksshouldbegroupedintoaparticularjob.

JobanalysishasfocusedonanalyzingexistingjobstogatherinformationforotherHRmanagementpracticessuchasselection,training,performanceappraisalandcompensation.

Jobdesignhasfocusedonredesigningexistingjobstomakethemmoreefficientormoremotivatingtojobholders.Thus,jobdesignhashadamoreproactiveorientationtowardchangingthejob,whereasjobanalysishashadapassive,informationgatheringorientation.

Jobdesignalternatives

a.Jobenrichment:

addingmoredecision-makingauthoritytojobs

b.Jobenlargement:

broadeningthetypesoftasksperformed

c.Empowerment:

Whyisitimportantforamanagertobeabletoconductjobanalysis?

Tolinemanagers:

a.Managersmusthavedetailedinformationaboutallthejobsintheirworkgrouptounderstandthework-flowprocess.

b.Managersneedtounderstandthejobrequirementstomakeintelligenthiringdecisions.

c.Amanagerisresponsibleforensuringthateachindividualisperforminghisjobsatisfactorily.

ToHRmanagers:

AlmosteveryHRprogramrequiressometypeofinformationthatisgleanedfromjobanalysis:

selection,performanceapp