人力资源英语阅读理解全文Word文档格式.docx

人力资源英语阅读理解全文Word文档格式.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,showthatreportstowhomandwithwhom