人力资源管理英文论文Word格式文档下载.docx
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2.4Communicationskills2
2.5Interpersonalskills2
3.Experienceandperformancemanagement3
3.1Askforassistancefromhumanresources3
3.2Readbooksandotherresourcematerials3
3.3Attendtrainingprograms4
3.4Linkwithorjoinprofessionalorganizations4
4.Performanceevaluation4
4.1AlternationRankingMethod5
4.2BehaviorallyAnchoredRatingScale(BARS)5
4.3GraphicRatingScale6
4.4PairedComparisonMethod6
5.Towmeasuringperformance7
5.1BehaviorallyAnchoredRatingScale(BARS)7
5.2ManagementbyObjectives(MBO)8
Conclusion10
References11
Introduction
Asamanager,itsmustsomequestioninmanagingthecompanyandoneofyourmajortasksistospearheadyourstaff’sprofessionaldevelopmentandsolvethequestion.Butyoualsohavearesponsibilitytoyourself.Aneffectivemanagercontinuallyhoneshismanagerialskills.
Weexaminetherelationbetweenmanagerialabilityandearningsquality.Wefindthatearningsqualityispositivelyassociatedwithmanagerialability.Specifically,moreablemanagersareassociatedwithfewersubsequentrestatements,higherearningsandaccrualspersistence,lowererrorsinthebaddebtprovision,andhigherqualityaccrualestimations.Theresultsareconsistentwiththepremisethatmanagerscananddoimpactthequalityofthejudgmentsandestimatesusedtoformearnings.
1.JobAnalysis
Asamanageryoualsoshouldknowthese,first,thattherelationshipbetweenHRMandperformanceisdependentuponthebusinessstrategythehotelispursuing;
second,thathotelspursuinganHRMapproachcoupledwithaqualityfocuswithintheirbusinessstrategyperformbest;
and,finally,thatHRMismorelikelytocontributetocompetitivesuccesswhereitisintroducedasanintegratedandcoherentpackage,orbundleofpractices.
2.Themanagerpositionskills
TherearefiveworkingskillsrequiredofTischhaveinmanagingthecompanyandwecanlearnthatthesefiveworkingskillsareveryimportanttoaffectthecompany’sperformancemanagement.
2.1Technicalskills
Thisreferstoboththetechnicalknowledgeofyourcompany’sproductsorservicesandhowthecompanyworksasabusiness.Itknowshowtoutilizeandmanagethecompany’stoolsandresourcestomeetandexceedthecompany’sgoals.
2.2Conceptualskills
Goodmanagersareproblemsolversanddecisionmakerswhocanthinkoutsidethebox.Forexample,Tischthinkthattwobigbenefitshederivedarerapportwithemployeesandrespectforthem.
2.3Effectivenessskills
Someeffectivenessskillsaretimemanagement,projectmanagement,negotiatingskills,operationsreview,improvementimplementationandprioritysetting.Oneofmanagement’sresponsibilitiesistogiveemployeesthepropertoolstodothework,suchasthecottonuniformsthatreplacedthepolyesteronesatLoewshotels.Anotheristoreinforcetheimportanceofyourstafftothecompany
2.4Communicationskills
Theabilitytoeffectivelyimpartideas,thoughts,wordsandactionsbothorallyandinwrittencommunicationiscritical.Presentationskillsarealsorequired.Employeeroundtablesoftenfollow,soLoewspersonnelcanshareandevaluateexperiences.Thecommunicationhelpseveryonerecognizewhat’srequiredintheday-to-dayrunningofahotel.
2.5Interpersonalskills
Coachingandmentoringstaffisanimportantskillformanagerstomaster.Amanagershouldbeabletoworkwithadiversegroupofemployees.Heshouldknowhowtodealwithdifferentpersonalitiestodrawoutthebestineachindividual.Agoodmanagerissomeonewhocanbringindividualstogethertoworkasateam.“Whenyouareinthehotelbusiness,”Tischsays,“youhavetocreatepartnershipswithemployeesandguests.”Thecompanyfosterspartnershipswithemployeespartlybygivingeverydayrecognition.Oneexampleisthehousekeepingstaff’smorningbreak-outsession,whichvariesfromhoteltohotelbutfollowsthesameapproach.
3.Experienceandperformancemanagement
Beingasuccessfulmanagerisnotsimplyensuringthatyourcompany’sprofitsaresoaringorthatyourstaffarehappy.Tobecomeagoodmanageristocontinuallyhoneyourmanagerialskills.Justbecauseyouhavebeenamanagerfor5yearsdoesnotguaranteethatyouareagoodone.Theskillsrequiredofmanagers10,15,or20yearsagoarenottotallythesameastheskillsrequiredofmanagersnow.Continuallylookforwaystoupdateyourmanagerialskillssoyoucanbeatruerolemodelforyourstaffandyourpeers.Skillsstaffmustpossessaredifferentfromskillsmanagersmustdisplay.Asmanager,itisyourdutytofindwaystoimproveyourownmanagerialskills.Youaretherolemodelandassuchshoulddisplaymanagerialethicsandskillstobeeffective.Themanager’sexperiencecanaffectthecompany’sperformancemanagement.Herearesomewaystofurtheryourmanagerialcareerandimprovethecompany’sperformancemanagement.
3.1Askforassistancefromhumanresources
Technically,theHumanResourcedepartmentshouldhavetrainingprogramslinedupforalljobpositionsinthecompanyeachyear.FindoutfromHRwhattrainingprogramsareavailableforthepositionofmanager.Thetrainingprogramsshouldbeamixofcoursesaimedathoningthedifferentskillsrequiredoftheposition.
3.2Readbooksandotherresourcematerials
Therearemanybooksonmanagingingeneralandbooksthataddressmorespecificmanagerialskills.Forexample;
therearebooksontimemanagement,organizationaldevelopment,conductingperformanceappraisals,projectmanagementtechniquesandothers.Taketheinitiativetoexploretheseresourcesonyourown.
3.3Attendtrainingprograms
Findoutsidetrainingprogramsthatcanhelpyoubecomeabettermanager.Ifyouknowthatyourpresentationskillsareweak,findconsultantsthatofferthistypeofprogram.Usetheinternettofindthebesttrainingprogramsthatcanaddressyourareasforimprovement.Makesuretoreadreviewsbythosewhohaveattendedthesecoursesalreadytoseeiftheprogramisrightforyou.
3.4Linkwithorjoinprofessionalorganizations
Thereareprofessionalorganizationsformanagersdependingontheirfieldofexpertise.Byjoininganorganizationortwo,youcanshareinformation,askquestionsandseekguidancefromthosewhohavebeensuccessfulmanagersformanyyears.
4.Performanceevaluation
Astudyofgeneralmanagersof389UnitedStateshotelsfoundthat87percentoftherespondentsconductedregularperformanceappraisalsforalloftheiremployees.Thispercentageissimilartothatfoundinotherindustries.Themostfrequentintervalforperformanceappraisalsbylodgingmanagersisonceperyear,alsoechoingthefindingsforotherindustries.Mostmanagersusedmorethanonetypeofappraisalandusedtheirappraisalsformorethanonepurpose.Nearlyhalfusedamanagement-by-objectivesapproachfortheirappraisals(49percent),followedbybehaviorallyanchoredratingscales(41percent),narrativeessays(37percent),andgraphicratingscales(28percent).Onenegativenoteisthatnearly15percentofthemanagersdonotfollowtheirappraisalswithfeedbacksessionstoreviewthoseappraisals.Themostfrequentapplicationofperformanceappraisalswasforcompensationdecisions(86percent),followedbyassessingwhetherobjectiveshadbeenmet(78percent),establishingtrainingneeds(73percent),anddeterminingpromotions(65percent).Three-fifthsofthesamplereportedthatperformanceappraisalswereimportanttothesuccessoftheiroperation.ThesearesomeseveralkindsofperformanceevaluationthatIthinkmightsuitthehotelindustry.
4.1AlternationRankingMethod
Rankingemployeesfrombesttoworstonaparticulartrait
Advantagesofranking
Disadvantagesofranking
•Simple.“Alternation”methodranks“highest”then“lowest,”thennext“highest,”thennext“lowest”.“Pairedcomparisons”methodpickshighestoutofeachpair
•Fast
•Mostcommonlyused
•Comparisonscanbeproblematicdependingonnumberandcomplexityofjobs
•Mayappeararbitrarytoemployees
•Rankjudgmentsaresubjective.
•Canbelegallychallenged
•Unreliable
•Difficulttoadministerasthenumberofjobsincreases
4.2BehaviorallyAnchoredRatingScale(BARS)
Anappraisalmethodthataimsatcombiningthebenefitsofnarrativeandquantifiedratingsbyanchoringaquantifiedscalewithspecificnarrativeexamplesofgoodandpoorperformance.
Advantagesoftheratingscales
Disadvantagesoftheratingscales
•Graphicratingscalesarelesstimeconsumingtodevelop.
•Theyalsoallowforquantitativecomparison.
•Differentsupervisorswillusethesamegraphicscalesinslightlydifferentways.
•Onewaytogetaroundtheambiguityinherentingraphicratingscalesistousebehaviorbasedscales,inwhichspecificworkrelatedbehaviorsareassessed.
•Morevaliditycomparingworkersratingsfromasinglesupervisorthancomparingtwoworkerswhowereratedbydifferentsupervisors.
4.3GraphicRatingScale
Ascalethatlistsanumberoftraitsandarangeofperformanceforeach.Theemployeeisthenratedbyidentifyingthescorethatbestdescribeshisorherperformanceforeachtrait.Ratingscalescaninclude5elementsasfollows:
•Unsatisfactory
•Fair
•Satisfactory
•Good
•Outstanding
GraphicRatingScale
•Differentsupervisorswillusethesamegraph