人力资源英语阅读理解全文完整资料docWord文档下载推荐.docx
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●Beingeagertoshareknowledgewithcolleagues;
●Takingpositivestepstosetupgroupmeetingtoexchangerelevantinformationandknowledge;
●Buildingnetworkswhichprovideforknowledgesharing;
●Ensuringasappropriatethatknowledgeiscaptured,codified,recordedanddisseminatedthroughtheintranetand/orothermeansofcommunication.
Hansenetal(1999)mentionedthat“atErnst&
Yong,consultantsareevaluatedatperformancereviewsalongfivedimensions,oneofwhichistheir‘contributiontoandutilizationoftheknowledgeassetofthefirm’.AtBain,partnersareevaluatedeachyearonavarietyofdimensions,includinghowmuchdirecthelptheyhavegiventocolleagues.”
2.
"
T-group"
standsfor"
traininggroup,"
whichisnotaveryhelpfuldescription.Itisalsoreferredtoassensitivitytraining,groupdynamics,andgrouprelationstraining.T-grouphasthreeaims:
●Toincreasesensitivity-theabilitytoperceiveaccuratelyhowothersarereactingtoone’sbehavior.
●Toincreasediagnosticability-theabilitytoperceiveaccuratelythestateofrelationshipsbetweenothers.
●Toincreaseactionskill-theabilitytocarryoutskillfulbehaviorrequiredbythesituation.
InaT-group,thetrainerwillexplaintheaimsoftheprogramandmayencouragediscussioncontributinghisorherownreactions.Butheorshedoesnottakeastrongleadandthegroupislargelylefttoitsowndevicestodevelopastructurethattakesaccountofthegoalsofboththemembersofthegroupandthetrainer,whichprovidesaclimatewherethegroupmembersaresufficientlytrustingofoneanothertodiscusstheirownbehavior,Theydothisbygiving“feedback”orexpressingtheirreactiontooneanother.Membersmaynotalwaysacceptcommentsaboutthemselves,butastheT-groupdevelopstheywillincreasinglyunderstandhowsomeaspectsoftheirbehaviorarehiddentothemandwill,therefore,bewellonthewaytoanincreaseinsensitivity,diagnosticabilityandactionskill.
ThedesignofaT-group“laboratory”mayincludeshortinputsfromtrainerstoclarifyproblemsofgroupbehavior,intergroupexercisetoextendT-grouplearningtoproblemsofrepresentation,negotiation,conflictmanagementandapplicationgroupwheremembersgettogethertodecidehowtheycanbesttransferwhattheyhavelearnedfromtheiractualjobbehavior.Muchopportunitywillbegiventomemberstotestoutanddeveloptheirownbehavioral(interactive)skills-seekingorgivinginformation,enlistingsupport,persuadingandcommanding.
Follow-upstudieshavenotedthreeprincipleareasofchangefollowingtheattendanceoftraineesatanexternalT-grouplaboratory:
●Increasedopenness,receptivityandtoleranceofdifferences.
●Improvedunderstandinganddiagnosticawarenessofself,others,andinteractiveprocessesingroups.
●Increasedoperationalskillininterpersonalrelations,withovertonesofincreasedcapacityforcollaboration.
T-grouphavebeenattackedbecauseofthepossibilityofnegativeordetrimentaleffects.Butnoneofthefollow-upstudieshasdetectedanysignificantproblems.
Thiscriticismcouldbeleveledatanyotherformofgrouptrainingor,indeed,mostoff-the–jobtraining.Thedegreetowhichitcanbeinvalidatedwilldependontheeffectivenessofthetrainingdesignandthetrainer.
T-grouplaboratoriesintheirpurestformareunlikelyevertobecomeamajorpartofcompanytrainingprograms,butthegroupdynamicsapproachhasvalidusesinthemodifiedformsdescribedbelow.
二
1.
Demandforecastingistheprocessofestimatingthefuturenumbersofpeoplerequiredandthelikelyskillsandcompetencestheywillneed.Theidealbasisoftheforecastisanannualbudgetandlonger-termbusinessplan,translatedintoactivitylevelsforeachfunctionanddepartmentordecisionson‘downsizing’,inamanufacturingcompanythesalesbudgetistranslatedintoamanufacturingplangivingthenumbersandtypesofproductstobemadeineachperiod.Fromthisinformationthenumberofhourstobeworkedbyeachskillcategorytomakethequotaforeachperiodcanbecomputed.
Detailsarerequiredofanyplansorprojectswhichwouldresultindemandsforadditionalemployeesordifferentskills:
forexample,settingupanewregionalorganization,creatinganewsalesdepartment,carryingoutamajorproject,ordevelopingnewproductsorservices.Sofaraspossible,plansshouldalsobereviewedwhichmayresultinrationalizationand,possibly,downsizingasaresultofacost-reductionderivation,abusinessprocessre-engineeringexercise,newtechnologyleadingtoincreasedproductivity,oramergeroracquisition.
1)Managerialorexpertjudgment.Thisisthemosttypicalmethodofforecasting,andmaybelinkedtosomeformsofscenarioplanning.Itsimplyrequiresmanagersorspecialiststositdown,thinkaboutfutureworkloads,anddecidehowmanypeopleareneeded.Thiscanbenomorethanguessworkunlessthereisreliableevidenceavailableforforecastincreasesinactivitylevelsornewdemandsforskill.
2)Ratio-trendanalysis.Thisiscarriedoutbystudyingpastratiosbetween,say,thenumberofdirect(production)workersandindirect(support)workersinamanufacturingplant,andforecastingfutureratios,havingmadesomeallowanceforchangesinorganizationormethods.Activity-levelforecastsarethenusedtodetermine,inthisexample,directlaborrequirements,andtheforecastratioofindirecttodirectwouldbeusedtocalculatethenumberofindirectworkersneeded.
3)Workstudytechniques.Workstudytechniquescanbeusedwhenitispossibletoapplyworkmeasurementtocalculatehowlongoperationsshouldtakeandthenumberofpeoplerequired.Workstudytechniquesfordirectworkerscanbecombinedratio-trendanalysistocalculatethenumberofindirectworkersneeded.
4)Forecastingskillandcompetencerequirement
Forecastingskillrequirementislargelyamatterofmanagerialjudgment.Thisjudgmentshould,however,beexercisedonthebasisofacarefulanalysisoftheimpactofprojectedproduct-marketdevelopmentsandtheintroductionofnewtechnology.
Flexiblebenefitsallowemployeestopickandchoosefromamongamenuofbenefitoptions.Theideaistoalloweachemployeetochooseabenefitpackagethatisindividuallytailoredtohisorherownneedsandsituation.Theyreplacethetraditional“one-benefit-plan-fits-all”programsthathavedominatedorganizationsforfiftyyears.
Theaverageorganizationprovidesfringebenefitsworthapproximatelyfortypercentofanemployee’ssalary.Buttraditionalbenefitprogramsweredesignedforthetypicalemployeeofthe1950s-amalewithawifeandtwochildrenathome.Lessthantenpercentofemployeesnowfitthisstereotype.Twenty-fivepercentoftoday’semployeesaresingleandthirdarepartoftwo-incomefamilieswithoutanychildren.Assuch,thesetraditionalprogramsdon’ttendtomeettheneedsoftoday’smorediverseworkforce.Flexiblebenefits,however,domeetthesediverseneeds.Anorganizationsetsupaflexiblespendingaccountforeachemployee,usuallybasedonsomepercentageofhisorhersalary,andthenapricetagisputoneachbenefit.Optionsmightincludeinexpensivemedicalplanswithhighdeduction;
expensivemedicalplanswithlowornodeduction;
hearing,dentalandeyecoverage;
vacationoptions;
extendeddisability;
avarietyofsavingsandpensionplane;
lifeinsurance;
collegetuitionreimbursementplans;
andextendedvacationtime.Employeesthenselectbenefitoptionsuntiltheyhavespentthedollaramountintheiraccount.
三
Thestepsindoingajobanalysisareasfollows:
Step1:
Identifyingtheusetowhichtheinformationwillbeput,sincethiswilldeterminethetypeofdatayoucollectandthetechniqueyouusetocollectthem.Samedatacollectiontechniques-likeinterviewingtheemployeeandaskingwhatthejobentailsandwhathisorherresponsibilitiesare–aregoodforwritingjobdescriptionsandselectingemployeesforthejob.Otherjobanalysistechniques(likethepositionanalysisquestionnaire)donotprovidequalitativeinformationforjobdescriptions,busrathernumericalratingsforeachjob;
thesecanbeusedtocomparejobstooneanotherforcompensationspurposes.
Step2:
Reviewrelevantbackgroundinformationsuchasorganizationcharts,processcharts,andjobdescriptions.Organizationchartsshowhowthejobinquestionrelatestootherjobsandwhereitfitsintheoverallorganization.Theorganizationchartshouldidentifytitleofeachpositionand,bymeansofitsinterconnectinglines,showthatreportstowhomandwi