人力资源管理专业英语实验报告0507Word下载.docx

人力资源管理专业英语实验报告0507Word下载.docx

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人力资源管理本科班级：

组别：

执笔人：

工商管理系

ManagersandHRProfessionalsatSandsCorporation:

FriendsorFoes?

SandsCorporationisamedium-sizedcompanythatmanufacturesspecializedcomputerequipmentsusedincars,servingasasubcontractortoseveralautomobilemanufacturesaswellastothemilitary.FederalcontractsareanimportantpartofSands’totalsales.In1965thefirmhad130employees.Andthepersonneldepartmenthadafull-timedirector（ahighschoolgraduate）andapart-timeclerk.Thedepartmentwasresponsibleformaintainingfiles,placingrecruitmentadsinthenewspaperatmanagement’srequest,processingemploymentapplicationsandpayroll,answeringphones,andhandlingotherroutineadministrativetasks.Managersandsupervisorswereresponsibleformostpersonnelmatters,includingwhotohire,promote,fireandtrain.

TodaySandsemploys700people.Personnel,nowcalledthehumanresourcesdepartment,hasafull-timedirectorwithamaster’sdegreeinindustrialrelations,threespecialists（withappropriatecollegedegreesandcertifications:

oneincompensation,oneinstaffing,andoneintraininganddevelopment）,andfourpersonnelassistants.Sands’topmanagementbelievesthatastrongHRdepartmentwithahighlyqualifiedstaffcandoabetterjobofhandlingmostpersonnelmattersthanlinesupervisorscan.ItisalsoconvincedthatagoodHRdepartmentcankeeplinemanagersfrominadvertentlycreatingcostlylegalproblems.OneofSands’competitorsrecentlylosta$5millionsexdiscriminationsuit,whichahsonlystrengthenedSands’resolvetomaintainastrongHRdepartment.

SomeofthekeyresponsibilitiesthecompanyassignstoitsHRdepartmentare:

（1）HiringTheHRdepartmentapprovesallads,screensallapplicants,testsandinterviewscandidates,andsoforth.Linesupervisorsaregivenalimitedlistofcandidates（usuallynomorethanthree）perpositionfromwhichtochoose.

（2）WorkforcediversityTheHRdepartmentensuresthatthecompositionOAnds’workforcemeetsthegovernment’sdiversityguidelinesforfederalcontractors.

（3）CompensationTheHRdepartmentsetsthepayrangeforeachjobbasedonitsowncompensationstudiesandsurveydataofsalariesatsimilarcompanies.Thedepartmentmustapproveallpaydecisions.

（4）EmployeeappraisalTheHRdepartmentrequiresallsupervisorstocompleteannualappraisalformsontheirsubordinates.Thedepartmentscrutinizestheseappraisalsofemployees’performanceclosely;

itisnotuncommonforsupervisorstobecalledonthecarpettojustifyperformanceratingsthatareunusuallyhighorlow.

（5）TrainingTheHRdepartmentconductsseveraltrainingprogramsforemployees,includingprogramsinimprovinghumanrelations,qualitymanagement,andtheuseofcomputerpackages.

（6）AttitudesurveysTheHRdepartmentconductsanin-depthattitudesurveyofallemployeeseachyear,askingthemhowtheyfeelaboutvariousfacetsoftheirjob,suchassatisfactionwithsupervisorandworkingconditions.

OverthepastfewweeksseveralsupervisorshavecomplainedtotopexecutivesthattheHrdepartmenthastakenawaymanyoftheirmanagementfights.Someoftheirgripesare:

（1）TheHRdepartmentranksapplicantsbasedontestscoresorotherformalcriteria（forexample,yearsofexperience）.Oftenthepeopletheypickdonotfitwellinthedepartmentand/ordonotgetalongwiththesupervisorandco-workers.

（2）ExcellentperformersareleavingbecausetheHRdepartmentwillnotapprovepayraisesexceedingafixedlimitforthejobtitleheld,evenwhenapersonisabletoperformdutiesbeyondthosespecifiedinthejobdescription.

（3）Ittakessolongtoprocessthepaperworktohirenewemployeesthattheunitlosesgoodcandidatestocompetitors.

（4）Muchofthetrainingrequiredofemployeesisnotfocusedonthejobitself.These“pre-packagedstandardized”programswastevaluableemployeetimeandprovidefewbenefitstothecompany.

（5）SupervisorsareafraidtobetruthfulintheirperformanceratingsforfearofbeinginvestigatedbytheHRdepartment.

（6）Attitudesurveydataarebrokendownbydepartment.TheHRdepartmentthenscrutinizesdepartmentswithlowscores.Somesupervisorsfeelthattheattitudesurveyhasbecomeapopularitycontestthatpenalizesmanagerswhoarewillingtomakenecessary（butunpopular）decisions.

TheHRdepartmentdirectorrejectsalloftheseaccusations,arguingthatsupervisors“justwanttodothingstheirway,nottakingintoaccountwhatisbestforthecompany.”

Questions:

1.WhatseemstobethemainsourceofconflictbetweensupervisorsandtheHRdepartmentatSandsCorporation?

2.Doyoubelievethatmanagersshouldbegivenmoreautonomytomakepersonneldecisionssuchashiring,appraising,andcompensatingsubordinates?

Ifso,whataresomepotentialdrawbackstograntingthemthisauthority?

3.HowshouldSands’topexecutivesdealwiththecomplaintsexpressedbysupervisors?

HowshouldthedirectoroftheHRdepartmentdealwiththesituation?

HRMCaseStudyReport

1.Item

2.Purpose

2.1GraspingthebasicfunctionsofHRprofessionals

2.2KnowingtherolesofHRprofessionalsintoday’schangingworld

2.3RealizingtheimportanceofcooperationbetweentheHRdepartmentandlinemanagersinHRM

3.Process

3.1Givingthereadingmaterial

3.2Reading

3.3Groupdivision

3.4Discussion

3.5Writingastudyreport

4、GroupMembers

5、Analysis&

Conclusion

*注：

1.本注释不是正文的部分，只是本式样的说明解释；

2．标题编号方法应采用分级阿拉伯数字编号方法，第一级为“1”、“2”、“3”等，第二级为“2.1”、“2.2”、“2.3”等，第三级为“2.2.1”、“2.2.2”、“2.2.3”等，但分级阿拉伯数字的编号一般不超过四级，两级之间用下角圆点隔开，每一级的末尾不加标点，编号与标题内容间空一个汉字空格，标题应顶格。

3.一级标题为小三号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后各0.5行间距；

4.二级标题为四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；

5.三级以下标题为小四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；

6.三级以上时可以先使用⑴⑵⑶……后①②③……编制小标题，格式按同正文；

7.正文在标题下另起段不空行，为小四号，中文用宋体，英文用TimesNewRoman体，缩放、间距、位置标准，无左右缩进，首行缩进2字符（两个汉字），无悬挂式缩进，段前、段后间距无，行间距为1.25倍多倍行距；

8.强行分页时请用插入分页符换页；

9.正文中表格与插图的字体一律用5号楷体；

表格用三线表；

10.页眉用五号，中文用楷体，英文用TimesNewRoman体。

AutomatedHiring

“It’swonderful!

”saysLindaPrince,anHRadministratorwithProcter&

Gamble.Shewasreferringtotheuseofaninteractivevoiceresponse（IVR）systemforhiring.AnIVRsystemincorporatesatoll-freephonenumberthatcandidatesmaycallanytimefromanywhere.Usually,atoll-freelistingispublishedinalocalnewspaperandaTouch-Tonephoneisrequired.TheIVRsystempresentsautomatedquestionsandcanscreencandidatesbasedonexperience,availability,andmatchwithcharacteristicsneededforthejobandwiththeorganization’sculture.Ifthecandidateanswerstheautomatedscreeningquestionssatisfactorily,theIVRprogramcanscheduleanin-personalinterview.

P&

GusedanIVRsystemtosearchforproductiontechniciansforamanufacturingplant.Thecompanysetcriteriasocallerscoulddisqualifythemselves.Candidateswhohadbeenconvictedofafelony,didnothaveahighschooldiplomaoritsequivalent,declinedtorotateshifts,orrejectedthestartingsalaryweredisqualified.Thosewhopassedtheinitialscreeningtookanautomatedskillstest.Candidateswhopassedthattestwerescheduledforaface-to-faceinterview.MsPrince’sassessmentisthattheIVRsystemprovidedmoreopportunitytojobcandidatesbecausethephonelineswererarelybusyandwereaccessible24hoursaday,sevendaysaweek.Also,thesystemmayhavebeenmoreeffectivethanhumanbeingsatquicklyscreeningoutinappropriateapplicantsandsavingthecostoffurtherprocessingforthosecandidates.

1.DoyouagreethatanIVRsystemprovidesjobcandidateswithmoreopportunityandmaybemoreefficientthanhumanbeingsatscreeningoutinappropriatecandidates?

2.InwhatcircumstancesdoyouthinkIVRshouldorshouldnotbeused?

Forexample,isitappropriateifyoumanageasmallbusinessandneedtohiretwopeople?

2.1Graspingthebasicrecruitingmethods

2.2Knowingsomenewtypesofmethodsintoday’schangingenvironment

2.3Comparingtheadvantagesanddisadvantagesofseveraldifferentrecruitingmethods

Answers:

1.Yes,Iagree.Becausethephonelineswererarelybusyandwereaccessible24hoursaday,sevendaysaweek.

2.IthinkIVRshouldbeusedwhenyouneedtohiremanypeopleandIVRshouldnotbeusedifyoujustwanttohireveryfewpeople.Forexample,itisnotappropriateifyoumanageasmallbusinessandneedtohiretwopeople.

BuildingaBetterCarrot

---CompaniesStruggletoMakeTheirBonusPlans

MoreEffectiv