HRM
CHAPTER 1
Gaining a Competitive Advantage
Discuss the roles and activities of a company’s human resource management function
Discuss the implications of the economy, the makeup of the labor force, and ethics for company sustainability
Discuss how human resource management affects a company’s balanced scorecard
Discuss what companies should do to compete in the global marketplace
Identify the characteristics of the workforce and how they influence human resource management
Discuss human resource management practices that support high-performance work systems
Provide a brief description of human resource management practices
Introduction
Competitiveness refers to a company’s ability to maintain and gain market share in its industry
I t is related to company effectiveness
Human resource management refers to the policies, practices, and systems that influence employees’ behavior, attitudes, and performance M any companies refer to HRM as involving “people practices"
Responsibilities of HR Departments
E mployment and recruiting
T raining and development
C ompensation
B enefits
E mployee Services
E mployee and community relations
P ersonnel records
H ealth and safety
S trategic planning
What Roles Do HR Departments Perform?
How is the HRM Function Changing?
T he amount of time that the HRM function devotes to administrative tasks is decreasing and its roles as a strategic business partner, change agent, and employee advocate are increasing
I n shifting the focus from current operations to strategies for the future and preparing non-HR managers to develop and implement HR practices, HR managers face two important challenges:
Self-service refers to giving employees online access to information about HR issues
Outsourcing refers to the practice of having another company provide services
The HRM Profession
H R salaries vary depending on education and experience as well as the type of industry
HR specialists
HR generalists
College degrees are held by the vast majority of HRM professionals
Professional certification is less common than membership in professional associations
T he primary professional organization for HRM is the Society for Human Resource Management (SHRM)
Competitive Challenges Influencing HRM
T hree competitive challenges that companies now face will increase the importance of HRM practices:
The Sustainability Challenge
Sustainability refers to the ability of a company to survive and succeed in a dynamic competitive environment
Stakeholders refers to shareholders, the community, customers, and all other parties that have an interest in seeing that the company succeeds
Sustainability includes the ability to:
deal with economic and social changes,
engage in responsible and ethical business practices,
provide high quality products and services,
put in place methods to determine if the company is meeting stakeholders’ needs
T he changing structure of the economy
Impact of September 11, 2001
The competition for labor
S kill demands for jobs are changing
K nowledge is becoming more valuable
Intellectual capital refers to the creativity, productivity, and service provided by employees
Knowledge workers are employees who contribute to the company not through manual labor but
through a specialized body of knowledge
Empowerment means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service
A learning organization embraces a culture of lifelong learning, enabling all employees to continually acquire and share knowledge
T he psychological contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions
A lternative work arrangements include independent contractors, on-call workers, temporary workers, and contract company workers
The Balanced Scorecard
T he balanced scorecard gives managers the opportunity to look at the company from the perspective of internal and external customers, employees and shareholders.
T he balanced scorecard should be used to:
Link human resource management activities to the company’s business strategy.
Evaluate the extent to which the human resource function is helping the company’s meet it’s strategic objectives.
M easures of human resource practices primarily relate to productivity, people, and processes.
Customer Service and Quality Emphasis
T otal Quality Management (TQM) is a company-wide effort to continuously improve the ways, peoples, machines, and systems accomplish work
C ore values of TQM include:
designing methods and processes to meet the needs of internal and external customers
all employees receive training in quality
promotion of cooperation with vendors, suppliers, and customers
management gives feedback on progress
Malcolm Baldrige National Quality Award
established in 1987 to promote quality awareness, to recognize quality achievements, and to publicize successful quality strategies.
ISO 9000:2000
quality standards adopted worldwide.
Six Sigma process
system of measuring, analyzing, improving, and controlling processes once they meet
quality standards.
Changing Demographics Diversity of the Workforce
I nternal labor force is the labor force of current employees.
E xternal labor market includes persons actively seeking employment.
T he U.S. workforce is becoming increasingly diverse.
Women
Minorities
Disabled workers
Immigrants
Managing a Diverse Workforce
T o successfully manage a diverse workforce, managers must develop a new set of skills, including:
Communicating effectively with employees from a wide variety of cultural backgrounds.
Coaching and developing employees of different ages, educational backgrounds, ethnicity, physical ability, and race.
Providing performance feedback that is based on objective outcomes.
Creating a work environment that makes it comfortable for employees of all backgrounds to be creative and innovative.
Legal and Ethical Issues
F ive main areas of the legal environment have influenced HRM over the past 25 years
Equal employment opportunity legislation
Employee safety and health
Employee pay and benefits
Employee privacy
Job security
W omen and minorities still face the “glass ceiling”
H uman resource managers must satisfy three basic standards for their practices to be considered ethical:
HRM practices must result in the greatest good for the largest number of people
Employment practices must respect basic human rights of privacy, due process, consent, and free speech
Managers must treat employees equitably and fairly
The Global Challenge
C ompanies are finding that to survive they must compete in international markets as well as fend off foreign corporations’ attempts to gain ground in the U.S.
E very business must be prepared to deal with the global economy. This is made easier by technology.
O ffshoring refers to the exporting of jobs from developed countries to less developed countries.
M any companies are entering international markets by exporting their products overseas, building manufacturing facilities in other countries, entering into alliances with foreign companies, and engaging in e-commerce
The Technology Challenge
T echnology has reshaped the way we play, plan our lives, and where we work The overall impact of the Internet
The Internet has created a new business model – e-commerce – in which business
transactions and relationships can be conducted electronically
c hange
d how and wher
e we work,
r esulted in high-performance models of work systems,
i ncreased the use of teams to improve customer service and product quality,
c hange
d skill requirements,
i ncreased working partnerships,
l ed to changes in company structure and reporting relationships,
i ncreased the availability of Human Resource Information Systems (HRIS), which
are used to acquire, store, manipulate, analyze, retrieve, and distribute HR
information,
i ncreased the availability of e-HRM, which is the processing and transmission of
digitalized information used in HRM,
i ncreased the competitiveness of high performance work systems.
Meeting Competitive Challenges Through HRM Practices H RM practices that help companies deal with the three competitive challenges can be grouped into four dimensions
The human resource environment
Acquiring and preparing human resources
Assessment and development of human resources
Compensating human resources
Managing internal and external environmental factors allows employees to make the greatest possible contribution to company productivity and competitiveness
Customer needs for new products or services influence the number and type of employees businesses need to be successful
Besides interesting work, pay and benefits are the most important incentives that companies can offer employees in exchange for contributing to productivity, quality, and customer service
Human resource management practices of both managers and the human resource function must be aligned and contribute to the company’s strategic goals
CHAPTER 2
Strategic Human Resource Management
After reading this chapter, you should be able to:
Describe the differences between strategy formulation and strategy implementation.
List the components of the strategic management process.
Discuss the role of the HR function in strategy formulation.
Describe the linkages between HR and strategy formulation.
Discuss the more popular typologies of generic strategies and the various HR practices associated with each.
Describe the different HR issues and practices associated with various directional strategies.
List the competencies the HR executive needs to become a strategic partner in the company.
Introduction
T he goal of strategic management in an organization is to deploy and allocate resources in a way that gives it a competitive advantage.
H uman resource managers should:
have input into the strategic plan,
have specific knowledge of the organization’s strategic goals,
know what types of employee skills, behaviors, and attitudes are needed to support the
strategic plan,
develop programs to ensure that employees have those skills, behaviors, and attitudes.
What is Strategic Management?
S trategic Management is a process for analyzing a company's competitive situation, developing the company's strategic goals, and devising a plan of action and allocation
of resources that will help a company achieve its goals.
S trategic human resource management is the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals. Components of the Strategic Management Process S trategy Formulation: Strategic planning groups decide on a strategic direction by defining the company's mission and goals, its external opportunities and threats, and its internal strengths and weaknesses.
S trategy Implementation: The organization follows through on the strategy that has been chosen. This includes structuring the organization, allocating resources, ensuring that the firm has skilled employees in place, and developing reward systems that align employee behavior with the strategic goals.
Model of the Strategic Management Process
The Role of HRM in Strategy Formulation
Administrative Linkage — Lowest level of integration; HRM function's attention is focused on day-to-day activities. No input from the HRM function to the company's strategic plan is given.
One-Way Linkage — The strategic business planning function develops the plan and then informs the HRM function of the plan. HRM then helps in the implementation.
Two-Way Linkage — Allows for consideration of human resource issues during the strategy formulation process. The HRM function is expected to provide input to potential strategic choices and then help implement the chosen option.
Integrative Linkage — Is based on continuing, rather than sequential, interaction. The HR executive is an integral member of the strategic planning team.
Strategy Formulation
F ive components of the strategic management process:
A mission is a statement of the organization's reasons for being.
Goals are what the organization hopes to achieve in the medium-to long-term future
External analysis consists of examining the organization's operating environment to identify strategic opportunities and threats.
Internal analysis attempts to identify the organization's strengths and weaknesses.
Strategic choice is the organization's strategy, which describes the ways the organization will attempt to fulfill its mission and achieve its long term goals.
Strategy Implementation
HRM Practices
Job Analysis - the process of getting detailed information about jobs.
Recruitment - the process through which the organization seeks applicants.
Training - a planned effort to facilitate learning of job-related knowledge, skills, and behavior.
Job design - making decisions about what tasks should be grouped into a particular job.
Selection - identifying the applicants with the appropriate knowledge, skills, and ability.
Development - the acquisition of knowledge, skills, and behavior that improves employees' ability to meet the challenges of future jobs.
Strategic Types
Porter's Generic Strategies —Michael Porter has hypothesized that competitive advantage comes from creating value by:
r educing costs (overall cost leadership), or
c harging a premium price for a differentiate
d product or servic
e (differentiation).
HRM Needs in Strategic Types
Different strategies require different types of employees.
Role behaviors are the behaviors required of an individual in his or her role as a jobholder in a social work environment.
C ost strategy firms seek efficiency and therefore carefully define the skills they need
in employees and use worker participation to seek cost-saving ideas.
D ifferentiation firms need creative risk takers.
Directional Strategies
The Role of HR in Providing a Competitive Advantage Emergent Strategies - Those that evolve from the grass roots of the organization.
W hat actually is done versus what is planned.
H R plays an important role in facilitating the communication of emergent strategies
between levels in the hierarchy.
Enhancing Firm Competitiveness
B y developing a rich pool of talent, HR can assure the company's ability to adapt to
a dynamic environment.
Strategic Human Resource Executives
Four basic competencies:
B usiness Competencies - Understanding the company's economic and financial
capabilities.
P rofessional/Technical Knowledge - In HR practices such as selection techniques and compensation systems.
C hange Processes or Organizational Development Techniques -The ability to
diagnose the need for change and develop and implement the appropriate
intervention.
I ntegration Competencies - A generalist perspective with the skills of a specialist in
the above three areas.
CHAPTER 3
The Analysis and Design of Work
After reading this chapter, you should be able to:
Analyze the work flow process, identifying the output, activities, and inputs in the production of a product or service.
Understand the importance of job analysis in strategic and human resource management.
Choose the right job analysis technique for a variety of human resource activities.
Identify the tasks performed and the skills required in a given job.
Understand the different approaches to job design.
Comprehend the trade-offs among the various approaches to designing jobs.
Work-flow Analysis
Work-flow analysis is useful because it provides a means for the managers to understand all the tasks required to produce a high-quality product as well as the skills necessary to perform those tasks.
Work flow analysis includes:
a nalyzing work outputs
a nalyzing work processes
a nalyzing work inputs
Developing a Work-Flow Analysis
Organizational Structure
Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create the outputs.
Two of the most important dimensions of structure are centralization and departmentalization.
1. Centralization is the degree to which authority resides at the top of the
organizational chart.
2. Departmentalization refers to the degree to which work units are grouped
based upon functional similarity or similarity of workflow.
Structural Configuration
Functional
functional departmentalization
high level of centralization
high efficiency
inflexible
insensitive to subtle differences across products, regions, and clients
Divisional
workflow departmentalization
low level of centralization
semi-autonomous
flexible and innovative
sensitive to subtle differences across products, regions, and clients
low efficiency
The Importance of Job Analysis to HR Managers
The Importance of Job Analysis to Line Managers
Managers must have detailed information about all the jobs in their work group to understand the work-flow process.
Managers need to understand the job requirements to make intelligent hiring decisions.
Since the manager is responsible for ensuring that each individual is performing his or her job satisfactorily, the manager must clearly understand the tasks required in every job.
Job Analysis Information
Job Description - a list of tasks, duties, and responsibilities (TDRs)
Job Specification - a list of knowledge, skills, abilities, and other characteristics (KSAOs)
Sample Job Description
Job Title: Maintenance Mechanic
General Description of Job: General maintenance and repair of all equipment used in the operations of a particular district. Includes the servicing of company used vehicles, shop equipment, and machinery used on job sites.
1. Essential duty (40%) Maintenance of Equipment
2. Essential duty (40%) Repair of Equipment
3. Essential duty (10%) Testing and Approval
4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
Job Analysis Methods
Position Analysis Questionnaire (PAQ)
Task Analysis Inventory
Fleishman Job Analysis System (FJAS)
Occupational Information Network (O*NET)
Job Dimensions and Job Tasks of a University
Professor
Job Design
Job design is the process of defining the way work will be performed and the tasks that will be required in a given job.
Job redesign refers to changing the tasks or the way work is performed in an existing job.
The four approaches used in job design are:
m echanistic approach
m otivational approach
b iological approach
p erceptual-motor approach
Mechanistic Approach
H as its roots in classical industrial engineering.
F ocuses on designing jobs around the concepts of task specialization, skill simplification, and repetition.
S cientific management, one of the earliest mechanistic approaches, sought to identify the one best way to perform the job through the use of time-and-motion studies.
T he scientific management approach was built upon in later years and resulted in a mechanistic approach that calls for the job to be designed very simply.
N ew employees can be trained to perform the job quickly and inexpensively.
Motivational Approach
The motivational approach to job design focuses on the job characteristics that affect the psychological meaning and motivational potential of job design.
A focus on increasing job complexity through job enlargement, job enrichment, and the construction of jobs around sociotechnical systems.
A model of how job design affects employee reaction is the “Job Characteristics Model”.
Job Characteristics Model
Biological Approach
C omes primarily from the sciences of biomechanics, or the study of body movements
I s referred to as ergonomics, or the concern with examining the interface between individuals' physiological characteristics and the physical work environment.
T he goal of this approach is to minimize the physical strain on the worker by structuring the physical work environment around the way the body works.
F ocuses on outcomes such as physical fatigue, aches and pains, and health complaints.
Perceptual-Motor Approach
Has its roots in the human-factors literature.
Focuses on human mental capabilities and limitations.
The goal is to design jobs in a way that ensures that they do not exceed people's mental capabilities.
Tries to improve reliability, safety, and user reactions by designing jobs in a way that reduces the information processing requirements of the job. Trade-Offs among Different Approaches to Job Design
CHAPTER 4
Human Resource Planning and Recruitment
Discuss how to align a company’s strategic direction with its human resource planning.
Determine the labor demand for workers in various job categories.
Discuss the advantages and disadvantages of various ways of eliminating a labor surplus and avoiding a labor shortage.
Describe the various recruitment policies that organizations adopt to make job vacancies more attractive. List the various sources from which job applicants can be drawn, their relative advantages and disadvantages, and the methods for evaluating them.
Explain the recruiter’s role in the recruitment process, the limits the recruiter faces, and the opportunities available.
Stages in Human Resource Planning
Forecasting
L abor Demand
L abor Supply
Goal Setting and Strategic Planning
Program Implementation and Evaluation
Forecasting Stage of Human Resource Planning Determining Labor Demand
d erived from product/servic
e demanded
e xternal in nature
Determining Labor Supply
i nternal movements caused by transfers, promotions, turnover, retirements, etc.
t ransitional matrices identify employee movements over time
u seful for AA / EEO purposes
Determining Labor Surplus or Shortage
Strategies for Reducing an Expected Labor Surplus
Downsizing
Downsizing is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness.
Reasons for downsizing include:
n eed to reduce labor costs
t echnological changes reduce need for labor
m ergers and acquisitions reduce bureaucratic overhead
o rganizations choose to change the location of where they do business
Effects of Downsizing
Studies show that firms that announce a downsizing campaign show worse, rather than better financial performance.
Reasons include:
T he long-term effects of an improperly managed downsizing effort can be negative.
M any downsizing campaigns let go of people who turn out to be irreplaceable assets.
E mployees who survive the staff purges often become narrow-minded, self-absorbed,
and risk-averse.
Early Retirement Programs
T he average age of the U.S. workforce is increasing.
B aby boomers are not retiring early for several reasons:
improved health of older people
a fear that Social Security will be cut
mandatory retirement is outlawed
M any employers try to induce
voluntary attrition among older
workers through early
retirement incentive programs.
Employing Temporary Workers
H iring temporary workers helps eliminate a labor shortage.
T emporary employment affords firms the flexibility needed to operate efficiently in the face of swings in demand.
O ther advantages include:
temporary workers free a firm from many administrative tasks and financial burdens
temporary workers are often times tested by a temporary agency
many temporary agencies train employees before sending them to employees
Outsourcing and Offshoring
O utsourcing is an organization’s use of an outside organization for a broad set of services.
O ffshoring is a special case of outsourcing where the jobs that move actually leave one country and go to another.
T o help ensure the success of outsourcing:
outsource only those jobs that are repetitive, predictable, and easily trained.
Choose an outsourcing vendor that is large and established.
Jobs that are proprietary or require tight security should not be outsourced.
It is a good idea to start small and monitor constantly.
Affirmative Action Planning
I t is important to plan for various subgroups within a labor force.
A comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce utilization review.
T he steps required to execute an affirmative action plan are identical to the steps in the generic planning process discussed earlier.
The Human Resource Recruitment Process
Personnel Policies
C haracteristics of the vacancy are more important than recruiters or recruiting sources. P ersonnel Policies vary:
Internal versus External recruiting
opportunity for advancement
Market leader pay strategy
Employment-at-will policies- either party can terminate the relationship at any time Due-process policy - employees can appeal a termination decision
Image advertising
Recruitment Sources
Recruiters
Functional Area
H R- versus operating area-specialist
Traits
w arm and informative
Realism
r ealistic job preview, honesty
Steps to Enhance Recruiter Impact
CHAPTER 5
Selection and Placement
Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability.
Discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test. Describe the government’s role in personnel selection decisions.
List the common methods used in selecting human resources.
Describe the degree to which each of the common methods used in selecting human resources meets the demands of reliability, validity, generalizability, utility, and legality.
Selection Method Standards for Evaluation Purposes
Reliability
Reliability is the degree to which a measure of physical or cognitive abilities, or traits, is free from random error.
The correlation coefficient is a measure of the degree to which two sets of numbers are related.
A perfect positive relationship equals +1.0
A perfect negative relationship equals - 1.0
Knowing how scores on the measure at one time relate to scores on the same measure at another time refers to test-retest reliability.
Validity
Validity is the extent to which performance on the measure is associated with performance on the job.
Criterion-related validation is demonstrated by a correlation coefficient that indicates a significant relationship between scores on the selection measure and job performance scores. The types include:
Predictive validation
C oncurrent validation
C ontent validation
Criterion-Related Validity
Content Validation
Content validation is performed by demonstrating that the items, questions, or problems posed by the test are a representative sample of the kinds of situations or problems that occur on the job.
B est for small samples
C ontent validity is achieved primarily through a process of expert judgement.
Generalizability
Generalizability is the degree to which the validity of a selection method established in one context extends to other contexts such as different situations, different samples of people, and different time periods.
Three contexts include:
d ifferent situations
d ifferent samples of people
d ifferent tim
e periods
Utility
Utility is the degree to which the information provided by selection techniques enhances the effectiveness of selecting personnel in organizations.
It is impacted by reliability, validity, and generalizability.
Legality
All selection methods must conform to existing laws and legal precedents. Three acts have formed the basis for a majority of the suits filed by job applicants:
C ivil Rights Act of 1964 and 1991
A ge Discrimination in Employment Act of 1967
A mericans with Disabilities Act of 1991
Civil Rights Act of 1991
This act protects individuals from discrimination based on race, color, sex, religion, and national origin.
The 1991 act differs from the 1964 act in three different areas:
I t establishes employers' explicit obligation to establish neutral selection methods.
A llows a jury to decide punitive damages.
I t explicitly prevents the use of race norming as a means of giving preferential
treatment to protected groups.
Age Discrimination in Employment Act
Covers individuals who are between the ages of 40 and 69.
Litigation related to this act has surged because of the general aging of the work force and downsizing.
There is no protection for
younger workers.
Americans with Disabilities Act
Protects individuals with physical or mental disabilities.
Reasonable accommodations are required by the organization to allow the disabled to perform essential functions of the job.
A n employer need not make accommodations that cause undue hardship.
Restrictions on preemployment inquiries.
Executive Orders
Executive Order 11246 parallels the Civil Rights Act of 1964 but goes beyond it by:
r equiring affirmative action to hire qualified protected group applicants, and
a llowing the government to suspend all business with a contractor while an
investigation is going on.
The Office of Federal Contract Compliance (OFCC) issues guidelines and monitors compliance.
Types of Selection Methods
Interviews
S election interviews are defined as a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant for employment.
T he utility of an interview can be increased by the following suggestions: Interviews should be structured, standardized, and focused on goals oriented to skills and behaviors that are observable.
Ask questions that force the applicant to display job-required behaviors or knowledge.
Use multiple, trained interviewers who can avoid personal bias.
Situational Interview
A situational interview confronts applicants on specific issues, questions, or problems that are likely to arise on the job.
These interviews consist of:
e xperience-based questions
f uture-oriented questions
Other Selection Methods
R eferences and Biographical data gather background information on candidates.
P hysical ability tests are relevant for predicting not only job performance but occupational injuries and disabilities. Types of physical ability tests include:
muscular tension, power, and endurance
cardiovascular endurance
flexibility
balance
coordination
A cognitive ability test differentiates candidates on mental ability. Abilities most commonly assessed are:
v erbal comprehension
q uantitative ability
r easoning ability
Personality inventories categorize individuals by their personality characteristics.
Work samples simulate the job in miniaturized form.
Honesty Tests
The Polygraph Act of 1988 banned the use of polygraph tests for private companies except pharmaceutical and security guard suppliers.
Paper-and-pencil honesty testing attempts to assess the likelihood that employees will steal.
S ince these tests are new, there is little evidence on their effectiveness.
Drug Tests
D rug-use tests tend to be reliable and valid.
T he major controversies are whether drug tests represent an invasion of privacy, an unreasonable search and seizure. or a violation of due process.
T ests should be administered systematically to all applicants applying for the same job. T esting is likely to be more defensible when there are safety hazards associated with the failure to perform.
T est results should be reported to the applicant, who should have an opportunity to appeal and be re-tested.
CHAPTER 6
Training
Discuss how training can contribute to companies’ business strategy.
Explain the role of the manager in identifying training needs and supporting training on the job.
Conduct a needs analysis.
Evaluate employees’ readiness for training.
Discuss the strengths and weaknesses of presentation, hands-on, and group training methods.
Explain the potential advantages of e-learning training.
Design a training session to maximize learning.
Choose an appropriate evaluation design based on training objectives and analysis of constraints.
Design a cross-cultural preparation program.
Develop a program for effectively managing diversity.
Training can
Increase employees’ knowledge of foreign competitors and cultures.
Increase employees’ knowledge of foreign competitors and cultures,
Help ensure that employees have the basic skills to work with new technology,
Help employees understand how to work effectively in teams to contribute to product and service quality. Ensure that the company’s culture emphasizes innovation, creativity, and learning.
Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their interests change, or their skills become obsolete.
Prepare employees to accept and work more effectively with each other, particularly with minorities and women.
Training
T raining is a planned effort by a company to facilitate the learning of employees.
H igh-leverage training:
is linked to strategic business goals and objectives,
is supported by top management,
relies on an instructional design model, and
is compared or benchmarked to programs in other organizations.
C ontinuous learning requires employees to understand the relationship between their jobs, their work units, and the company and to be familiar with company business goals.
Designing Effective Training Activities
The Training Process
Needs Analysis
Ensuring Employee Readiness for Training
M otivation to learn is the desire of the trainee to learn the content of the training program.
S elf-efficacy is the employees' belief that they can successfully learn the content of the training program.
M anagers can increase employees' self-efficacy level by:
Letting employees know that the purpose of training is to improve performance, not identify incompetencies.
Providing as much information as possible about the training program and its purpose.
Showing employees the training success of their peers.
Providing employees with feedback.
Basic Skills
Creating a Learning Environment
E mployees need to know why they should learn.
E mployees need meaningful training content.
E mployees need to have opportunities to practice.
E mployees need feedback.
E mployees learn by observing, experiencing, and interacting with others.
E mployees need to commit training content to memory.
E mployees need the training program to be properly coordinated and arranged.
Transfer of Training
Selecting Training Methods
Presentation Methods
I nstructor-led classroom format
D istance learning
A udiovisual techniques
Hands-on Methods
O n-the-job training
S imulations
B usiness games and case studies
B ehavior modeling
I nteractive video
W eb-based training
Outcomes Used in Evaluating Training Programs
Evaluation Designs
Cross-Cultural Preparation
Three Phases of Cross-Cultural Preparation
Managing Workforce Diversity
T o successfully manage a diverse work force, companies need to ensure that: Employees understand how their values and stereotypes influence their behavior toward others of different gender, ethnic, racial, or religious backgrounds.
Employees gain an appreciation of cultural differences among themselves.
Behaviors that isolate or intimidate minority group member improve.
T ypes of diversity training:
Attitude awareness and change programs
Behavior based programs
Socialization and Orientation
O rganizational socialization is the process by which new employees are transformed into effective members of the company.
T he three phases of socialization are:
Three Phases of Socialization
T hrough anticipatory socialization, expectations about the company, job, working conditions, and interpersonal relationships are developed.
T he encounter phase occurs when the employee begins a new job.
I n the settle-in phase, employees start to feel comfortable with their job demands and social relationships.
O rientation programs play an important role in socializing employees. It involves familiarizing new employees with company rules, policies, and procedures
CHAPTER 7
Performance Management
Identify the major determinants of individual performance.
Discuss the three general purposes of performance management.
Identify the five criteria for effective performance-management systems.
Discuss the four approaches to performance management, the specific techniques used in each approach, and the way these approaches compare with the criteria for effective performance-management systems.
Choose the most effective approach to performance measurement for a given situation.
Discuss the advantages and disadvantages of the different sources of performance information.
Choose the most effective source(s) for performance information for any situation.
Distinguish types of rating errors and explain how to minimize each in a performance evaluation.
Identify the characteristics of a performance measurement system that follows legal guidelines.
Conduct an effective performance feedback session.
Introduction
Performance management is the process through which managers ensure that employee activities and outputs are congruent with the organization's goals.
Performance Appraisal is the process through which an organization gets information on how well an employee is doing his or her job.
Performance Feedback is the process of providing employees information regarding their performance effectiveness.
An Organizational Model of Performance Management Purposes of Performance Management
Performance Measures Criteria
Five performance criteria stand out:
The Comparative Approach
Ranking
S imple ranking ranks from highest to lowest performer.
A lternation ranking - crossing off best and worst employees.
Forced distribution
E mployees are ranked in groups.
Paired comparison
M anagers compare every employee with every other employee in the work group.
The Attribute Approach
Graphic rating scales
A list of traits is evaluated by a five-point rating scale.
L egally questionable.
Mixed-standard scales
D efine relevant performance dimensions and then develop statements representing
good, average, and poor performance along each dimension.
Behavioral Approach
C ritical incidents approach - requires managers to keep record of specific examples of effective and ineffective performance.
B ehaviorally anchored rating scales (BARS)
B ehavioral observation scales (BOS)
O rganizational behavior modification - a formal system of behavioral feedback and reinforcement.
A ssessment centers - multiple raters evaluate employees’ performance on a number of exercises.
Results Approach
Management by objectives
t op management passes down company’s strategic goals to next layer of
management, and these managers define the goals they must achieve.
Productivity Measurement and Evaluation System (ProMES)
g oal is to motivate employees to higher levels of productivity.
Quality Approach
A performance management system designed with a strong quality orientation can be expected to:
E mphasize an assessment of both person and system factors in the measurement
system.
E mphasize that managers and employees work together to solve performance
problems.
I nvolve both internal and external customers in setting standards and measuring
performance.
U se multiple sources to evaluate person and system factors.
Statistical process quality control techniques used:
P rocess-flow analysis
C ause-and-effect diagrams
P areto chart
C ontrol chart
H istogram
S cattergram
Sources for Performance Information Rater Errors in Performance Measurement
Similar to me
Contrast
Distributional errors
Halo and horns
Reducing Errors and Appraisal Politics
Two Approaches to reducing rater error:
R ater error training
R ater accuracy training
Appraisal politics - a situation in which evaluators purposefully distort ratings to achieve personal or company goals.
Improving Performance Feedback
F eedback should be given every day, not once a year.
C reate the Right Context for Discussion.
A sk employees to rate their performance before the session.
E ncourage the subordinate to participate in the session.
R ecognize effective performance through praise.
F ocus on solving problems.
F ocus feedback on behavior or results, not on the person.
M inimize criticism.
A gree to specific goals and set a date to review progress.
Managing Performance of Marginal Performers S olid performers
High ability and motivation; managers should provide development opportunities
M isdirected effort
Lack of ability but high motivation; managers should focus on training
U nderutilizers
High ability but lack motivation; managers should focus on interpersonal abilities
D eadwood
Low ability and motivation; managerial action, outplacement, demotion, firing.
Following Legal Guidelines
Conduct a valid job analysis related to performance.
Base system on specific behaviors or results.
Train raters to use system correctly.
Review performance ratings and allow for employee appeal.
Provide guidance/support for poor performers.
Use multiple raters.
CHAPTER 8
东华大学继续教育学院 远程学历教育《人力资源管理》期末大作业踏实学习、弘扬正气、诚信做人、诚实考试、作弊可耻、后果自负 专业姓名学号 一、单选题（本大题共20小题，每小题1分，共20分） 客观题请直接在平台内答题区直接勾选答案。 1.企业的战术计划和行动方案属于( C )，即专项业务计划。 A.最高层次 B.最重要的层次 C.第二层次 D.第一层次 2.美国心理学家库德编制的《职业兴趣量表》属于（ A ）。 A.职业倾向测验 B.职业能力测验 C.智力测验 D.个性测验 3. ( B )被称为工作评价的第一量化方法。 A.因素比较法 B.点数法 C.海氏系统法 D.工作分类法 4.收到（ D ）的简历，注重他的教育背景和专业背景、成绩排位、社会活动等。 A.所有 B.应聘高层职位 C.资深人员 D.应届毕业生 5.在对美国大型制造业公司的分析中，公司从培训中得到的回报率大约可达（ C ）。 A.40%-50% B10%-.20% C.20%-30%
D.5%-10% 6..当组织处于快速发展时期，对人力资源会产生更（ C ）的需求，当处于稳定发展阶段时，人员的总数相对稳定，处于衰退期的企业人员需求相对较小。 A.稳定 B.不变 C.大 D.小 7.（ A ）信息传播范围较广,招聘信息可以定时定向投放，发布后也可以管理，基本可以覆盖到全球。 A.网络招聘 B.现场招聘会 C.职业介绍机构 D.猎头公司 8.（ D ）的职业路径是传统职业阶梯，即员工的职业发展主要是由低层级的职位逐渐向较高的管理层升迁。 A.横向 B.立体 C.多阶梯 D.纵向 9.（ C ）是指面试过程以及问题都经过精心设计，每个求职者都要面对基本相同的面试环境。 A.半结构化面试 B.非结构化面试 C.结构化面试 D.面试 10.招聘成本分为招聘总成本和（ C ）。 A.选拔费用 B.工作流动费用 C.招聘单位成本 D.安家费用
人力资源管理思考题一 1、人才资源则指人力资源中具有（）的资源。 A学习能力 B 生产能力 C 发展能力D创造能力 2、人力资源的特征有（）。 A生物性B能动性C动态性D智力性E再生性F社会性 3、人力资源管理的基本功能有（）。 A获取B整合C保持和激励D控制与调整E开发 4、人口的质量或素质主要包括（）。 A思想道德素质 B科技文化素质 C身体健康素质 D 心理素质 5、通过（）的实验在管理实践领域中导入了人际关系运动，推动了整个管理学界的革命。 A梅奥B泰勒C吉尔布雷思D查尔士-巴比特 6、以注重劳动力资源的市场配置、自由就业政策、实行制度化的管理、对抗性的劳资关系和强调物质刺激的工资制度为特征的人力资源管理模式属于（）。A欧洲模式B美国人力资源管理模式 C 亚洲模式 D 中国模式 7、（）的企业人力资源管理在选人制度上采取的主要方式是内部招聘。 A欧洲模式B美国人力资源管理模式 C 亚洲模式 D 中国模式 8、人力资源管理部门主要承担的角色（）。 A政策制定者B业务的促成者C监控者D创新者E变革者。 9、人力资源管理人员的素质要求包括（）。 A专业知识B业务知识C实施能力D思想素质E道德素质 10、企业留人制度的主要特点是以职位分析和职位评价为基础的（）。 A薪酬制度 B 福利制度C奖金制度D职位工资制度 11、战略性的人力资源管理方法将把（）都看成是人力资源管理者。 A所有的管理人员B人力资源总监C人力资源部门的工作人员D所有的领导人员 12、美国企业裁人制度的主要特点是以工作绩效考评为基础的员工优留劣汰制度。其具体表现有（）。 A实行员工优留劣汰制B比较自由，市场导向 C以企业战略，职务分析与业绩考评为依据D以法律和契约为基础 13、文化留人最直接的表现是（）。 A沟通授权B员工参与共决制C文化认同D文化融合
第一章人力资源规划 简答题： 一、简述人力资源规划的内容。 1、战略规划。即人力资源战略规划，是根据企业总体发展战略的目标，对企业人力资源开发和利用的大致方针、政策和策略的规定，是各种人力资源具体计划的核心，是事关全局的关键性规划。 2、组织规划。组织规划是对企业整体框架的设计，主要包括组织信息的采集、 3、制度规划。企业人力资源管理制度规划是人力资源总规划目标实现的重要保证，包括人力资源管理制度体系建设的程序、制度化管理等内容。 4、人员规划。人员规划是对企业人员总量、构成、流动的整体规划，包括人力资源现状分析、企业定员、人员需求与供给预测和人员供需平衡等。 5、费用规划。人力资源费用规划是对企业人工成本、人力资源管理费用的整体规划，包括人力资源费用预算、核算、审核、结算，以及人力资源费用控制。 二、简述工作岗位分析的内容、作用和程序。 内容： 在企业企业中，每一个工作岗位都有它的名称、工作条件、工作地点、工作范围、工作对象以及所使用的工作资料。1、在完成岗位调查取得相关信息的基础上，首先要对岗位存在的时间、空间范围作出科学的界定，然后再对岗位内在活动的内容进行系统的分析，即对岗位的名称、性质、任务、权责、程序、工作对象和工作资料，以及本岗位与相关岗位之间的联系和制约方式等因素逐一进行比较、分析和描述，并作出必要的总结和概括。2、在界定了岗位的工作范围和内容以后，应根据岗位自身的特点，明确岗位对员工的素质要求，提出本岗位员工所具备的，诸如知识水平、工作经验、道德标准、心理品质、身体状况等方面的资格和条件。3、将上述岗位分析的研究成果，按照一定的程序和标准，以文字和图表的形式加以表述，最终制定出工作说明书、岗位规范等人事文件。 作用： 1、工作岗位分析为招聘、选拔、任用合格的员工奠定了基础。 2、工作岗位分析为员工的考评、晋升提供了依据。 3、工作岗位分析是企业单位改进工作设计、优化劳动环境的必要条件。 4、工作岗位分析是制定有效的人力资源规划，进行各类人才供给和需求预测的重要前提。 5、工作岗位分析是工作岗位评价的基础，而工作岗位评价又是建立、健全企业单位薪酬制度的重要步骤。 程序： （一）准备阶段 本阶段的具体任务是：了解情况，建立联系，设计岗位调查的方案，规定调查的范围、对象和方法。 1、根据工作岗位分析的总目标、总任务，对企业各类岗位的现状进行初步了解，掌握各种基本数据和资料。 2、设计岗位调查方案。（1）明确岗位调查的目的。（2）确定调查的对象和单位。（3）确定调查项目。（4）确定调查表格和填写说明。（5）确定调查的时间、地点和方法。 3、为了搞好工作岗位分析，还应做好员工的思想工作，说明该工作岗位分析的目的和意义，建立友好合作的关系，使有关员工对岗位分析有良好的心理准备。 4、根据工作岗位分析的任务、程序，分解成若干工作单元和环节，以便逐项完成。 5、组织有关人员，学习并掌握调查的内容，熟悉具体的实施步骤和调查方法。必要时可先
《人力资源开发与管理》作业及参考答案 一、名词解释： 1、人力资源：所谓人力资源是指在一定范围内能够为社会创造物质财富和精神财富、具有 体力劳动和脑力劳动能力的人口的总和。 2、人力资本：人力资本是通过对人的教育、训练和卫生保健等方面投资而形成的资本。它 凝结于劳动者身上，体现为知识、智慧、技能与健康等方面。 3、人力资源管理：所谓人力资源管理是依据组织和个人发展需要，对组织中的人力这一特殊资源进行有效开发、合理利用与科学管理的机制、制度、流程、技术和方法的总称。 4、人本管理：人本管理是一种把“人”作为管理活动的核心和组织最重要的资源，把组织全体 成员作为管理的主体，围绕着如何充分利用和开发组织的人力资源，服务于组织内外的利益相关者，从而同时实现组织目标和组织成员目标的管理理论和管理实践活动的总称。 5、公平理论: 公平理论又称社会比较理论，该理论侧重于报酬对人们工作积极性的影响。其基 本观点是，当一个人做出了成绩并取得报酬以后，他不仅关心所得报酬的绝对量，而且关心自己所得报酬的相对量。 6、强化理论：强化理论认为，当人们的行为结果对他有利时，这种行为就重复出现；当行为结 果对他不利时，这种行为就会减弱或消失。这就是环境对行为强化的结果。 7、德尔菲法：又称专家预测法，主要是依赖专家的知识、经验和判断分析能力，对于人力资源 的未来需求作出预测。 8、绩效管理：绩效管理是有效管理员工以确保员工的工作行为和产出与组织目标保持一致，进 而促进个人与组织共同发展的持续过程。 9、绩效考核：绩效考核是指收集、分析、评价和传递有关某一个人在其工作岗位上的工作行为 表现和工作结果方面信息的过程。 10、绩效反馈：绩效反馈是指在绩效周期结束时，上级和员工之间进行的绩效反馈面谈，由上 级将考核结果告诉员工，指出员工在工作中存在的不足，并和员工一起制定绩效改进的计划。 11、职业生涯：职业生涯是一个人一生中所有与工作相联系的行为与活动，以及相关的态度、 价值观、愿望等连续性的经历过程，也是一个人一生中职业职位变迁及工作理想的实现过程。 二、判断题 1、人力资源规划是人力资源管理的基础工作，是人力资源规范化科学化的前题。 错。人力资源分析是人力资源管理的基础。 2、公共部门与私人部门都关注微观管理。
人力资源管理作业标准化文件发布号：（9312-EUATWW-MWUB-WUNN-INNUL-DQQTY-
人力资源管理 企业在进行外部人力资源供给的预测时，应侧重于( ) (A) 关键人员(B) 临时工(C) 一般人员 (D) 一线工人 2. 在现代人力资源管理理念中，人力资源管理部门被视为( ) (A) 事务性机构(B) 非生产非效益部门(C) 简单服务性机构(D) 生产与效益部门 3. 预测由未来工作岗位的性质与要求所决定的人员素质和技能的类型，属于制定人力资源规划的( ) (A) 预测未来的人力资源供给(B) 制定能满足人力资源需求的政策和措施 (C) 预测未来的人力资源需求(D) 供给与需求的平衡 4. 以人性为核心的人本管理的主体是( ) (A) 职工(B) 价值观(C) 环境(D) 文化 5. 在生产过程中实行劳动分工的实质是( ) (A) 劳动连续化(B) 劳动专业化(C) 劳动个性化 (D) 劳动简单化 6. 劳动力市场规则可以概括为（） (A) 均衡、合理、等价(B) 合理、等价、合法(C) 公平、等价、合法(D) 公平、合理、合法 7. 人力资源管理科学化的基础是( ) (A) 岗位设计(B) 定员管理(C) 工作评价 (D) 工作分析 8. 我国劳动法规定的劳动年龄为( ) (A) 14周岁(B) 16周岁(C) 20周岁(D) 18周岁 9. 职工和用人单位发生内部劳动争议，应当（） (A) 依法定的劳动争议处理程序予以处理(B) 由劳动仲裁机关协助处理(C) 交由法院处理(D) 首先按照企业内部劳动规则进行处理 10. 以下的制度中，不属于劳动法的是（） (A) 劳动争议处理制度(B) 劳动报酬预警预报制度(C) 职业技能开发制度(D) 就业促进制度 11. 在企业人力资源变动预测中，马尔可夫分析方法的基本思想是( )
《人力资源管理》试题库一、名词解释 1 ．人力资源是指能够推动整个经济和社会发展的具有智力劳动和体力劳动能力的人口的总称，包括智力劳动能力和体力劳动能力（现实的和潜在的）。 2 ．人力资源管理是指组织为了获取、开发、保持和有效利用在生产和经营过程中所必不可少的人力资源，通过运用科学、系统的技术和方法所进行的各种相关的计划、组织、领导和控制等活动，以实现组织既定目标的管理过程。 3 ．工作分析是分析者采用科学的手段与技术，直接收集、比较、综合有关工作的信息，为组织特定的发展战略、组织规划，为人力资源管理以及其他管理行为服务的一种管理活动。 4 ．人力资源规划是为使组织拥有一定质量和必要的人力资源，以实现组织目标而拟定的在未来发展过程中人员需求量和人员拥有量相互平衡的一套措施。 5 ．招聘是指在企业总体发展战略规划的指导下，制定相应的职位空缺计划，并决定如何寻找合适的人员来填补这些职位空缺的过程，它的实质是让潜在的合格人员对本企业的相关职位产生兴趣并且前来应聘这些职位。 6 ．培训与开发是指企业通过各种方式使员工具备完成现在或将来工作所需要的知识、技能并改变他们的工作的态度，以改善员工在现有或将来职位上的工作业绩，并最终实现企业整体绩效提升的一种计划胜或连续胜的活动。 7 ．所谓绩效就是员工在工作过程中所表现出来的与组织目标相关的并且能够被评价的工作业绩、工作能力和工作态度。其中工作业绩就是工作的结果，工作能力和工作态度是指工作中的行为。 8 ．绩效管理就是指制定员工绩效目标并收集与绩效有关的信息，定期对员工的绩效目标完成情况作出评价和反馈，以确保员工的工作活动和工作产出与组织保持一致，进而保证组织目标完成的管理手段与过程。 9 ．薪酬是员工从企业那里得到的各种直接的和间接的经济收入，简言之，薪酬就相当于报酬体系中的货币报酬部分。 10 ．薪酬管理是指企业在经营战略和发展规划的指导下，综合考虑内外部各种因素的影响，确定自身的薪酬水平、薪酬结构和薪酬形式，进行薪酬调整和薪酬控制。 11 ．人力资源投资是使自然形态（初始形态）的人力资源得到加工、改造、成熟，成为有相当健康水平、知识技能水平、良好社会适应能力的合格人力资源所投入的费用。或者：凡提高人力资源体力、智力、技能水平的投资。 12 ．人力资源配置是根据经济和社会发展的客观要求，科学合理地在地区、部门间分配人力资源，使其实现与生产资料的合理结合，充分发挥人力资源作用的过程。 13 ．人口资源是一个国家或地区的人口总体，即全部的自然人。 14 ．人力资本是以某种代价获得的并在劳动力市场上具有一定价格的能力或技能。巧．社会保障是社会通过一系列公共措施向其成员提供的用以抵御因疾病、生育、工作、失业、伤残、年老、死亡而丧失收入或收入锐减引起的经济和社会灾难的保护、医疗保险的保护以及有子女家庭的补贴。五、简述题 1 ．管理者应具备的技能 ( 1 ）技术技能 ( 2 ）人际技能 ( 3 ）概念技能
《人力资源管理》期末大作业答案 一、单选题（每题1分，共10分） 1．马斯洛提出的需要层次理论属于哪种类型的激励理论 (A) A, 内容性激励理论B, 过程性激励理论C, 强化性激励理论D,归因性激励理论 2。工作评价是指通过确定岗位的什么来划分岗位等级及相应工资的方法(B) A, 劳动差别 B, 劳动价值 C, 劳动条件 D,劳动责任 3。1名客房服务员每天负责打扫10间房间.这是哪种常见的定额形式 (B) A, 时间定额 B, 产量定额 C, 服务定额 D,看管定额 4。人们常传诵的我国古代"萧何月下追韩信"的故事,说明了人力资源管理<>哪项工作的重要性 (A) A, 招聘和选拔 B, 员工培训 C, 绩效考核 D,薪酬管理 5导致组织内部人浮于事，内耗严重的人力资源供求情况是（ A）。 A、人力资源供过于求 B、人力资源供不应求 C、人力资源供求平衡 D、无法确定 6．以“任务管理”为主要内容的泰勒的“科学管理原理”，是在哪种人性假设基础上提出来的？（ A ） A、经济人 B、社会人 C、自我实现人 D、复杂人 7．人力资源与人力资本在( B )这一点上有相似之处。 A．性质 B．形式 C. 经验 D．价值 8．下面哪一项不是人本管理的基本要素( D ) A. 企业人 B．环境 C．文化 D．产品 9.通过对实际工作内容与过程的如实记录，达到工作分析目的。这种活动就是下面哪一种基本方法？（ C ） A、观察分析法 B、主管人员分析法 C、记实分析法 D、问卷调查分析法 10．（ B ）优点是既拉开了被评估对象之间的等级差距，便于相对比较，又可以有效控制各等级的人数分布，保持人配合理，避免盲目考评与失控现象。缺点是使绩效水平相近的员工因为比例限制而被划分到不同的等级中去，从而产生评估的偏差。 A、目标管理法 B、比例控制法 C、关键事件法 D、量表评定法 二、多选题（每题2分，共8分） 1。双因素理论的主要内容包括(AB ) A, 激励因素B, 保健因素 C, 管理环境因素D,文化背景因素E, 价值观因素 2.整个工作分析过程,一般包括哪些环节 (ABCDE) A, 计划B, 设计C, 信息分析D,结果表述E, 运用指导 3.工作分析中的信息分析包括对工作信息的哪些工作 (ACE) A, 调查收集B, 记录与描述C, 分析与比较D,衡量E, 综合归纳与分类 4.通常可以将津贴划分为哪些各类 (ABCDEF) A, 岗位津贴B, 职务津贴C, 工龄津贴D,特殊津贴E, 加班津贴F, 物价津贴等 三、判断题（每题2分，共8分） 1.主管人员对被分析的工作有双重的理解,对职位所要求的工作技能的鉴别与确定非常内行.(对) 2.成对比较法的优点是计算简单,省时省力,操作方便,但准确度不高.(错) 3.斯金纳认为行为不只是由后天习得,而且受先天或反射的影响.(错) 4.榜样的影响是社会学习理论的核心.(对)
《人力资源管理》(专作业1、2、3、4参考答案 作业1 一、选择题(每题2分,共30分 1.具有内耗性特征的资源是( B 。 A.自然资源 B.人力资源 C.矿产资源 2.人力资源管理与人事管理的主要区别体现在( B 。 A.内容上 B.观念上 C.工作程序上 3、以人性为核心的人本管理的主体是何种基本要素?(A A.职工 B.环境 C.文化 D.价值观 4、某企业对10名新招来的员工进行上岗前培训,从讲课到实习一共花了5000元费用,请问这笔费用应从人力资源成本的哪个项目中列支?(B A.获得成本 B.开发成本 C.使用成本 D.保障成本 5.预测由未来工作岗位的性质与要求所决定的人员素质和技能类型,这是制定人力资源规划时哪一个步骤: ( B A.预测未来人力资源供给 B.预测未来人力资源需求C.供给与需求的平衡 D.制定能满足人力资源需求的政策和措施 6.从现实的应用形态来看,下面哪个方面不是人力资源所应包含的内容( C 。 A.体质 B.智力 C.思想 D.技能 7、把“员工视为活动主体、公司主人”是哪一种人力资源管理模式?(C A.自我中心式、非理性化家族管理 B.以人为中心、非理性化家族管理 C.以人为中心、理性化团队管理 D.自我中心式、理性化团队管理 8、每个员工都明确企业发展目标,团结协作,努力实现企业目标;反映了“以人为中心、理性化团队管理”模式的什么特点?(B
A.封闭式的自危表现 B.开放式的悦纳表现 C.封闭式的悦纳表现 D.开放式的自危表现 9.下面哪一项不是人本管理的基本要素?(D A、企业人 B、环境 C、文化 D、产品 10、与员工同甘共苦、同舟共济,反映了人本管理哪方面的基本内容?(D A.人的管理第一 B.以激励为主要方式 C.积极开发人力资源 D.培育和发挥团队精神 11、明确目标责任,使其竞争,是进行人本管理的哪种运行机制?(B A.动力机制 B.压力机制 C.约束机制 D.环境影响机制 12、通过检查人力资源目标的实现程度,来提供关于人力资源计划系统的反馈信息。这是人力资源规划系统的哪项活动?(D A.人员档案资源 B.人力资源预测 C.行动计划 D.控制与评价
现代人力资源管理考试试题 一、辨析题。 1、人力资源和人力资本是同一个意思的两种说法，人力资本就是人力资源。（错）答：人力资源是指人所具有的对价值创造起贡献作用，并且能够被组织所利用的体力和脑力的总和。 对人力资本的解释 （1）人们以某种代价获得并能在劳动力市场上具有一种价格的能力或技能。（2）对人力资源进行开发性投资所形成的可以带来财富增殖的资本形式。 （3）人力资本指凝聚在劳动者身上的知识、技能及其表现出来的能力。 人力资源与人力资本比较： 人力资源和人力资本都是以人为基础而 产生的概念，研究的对象都是人所具有的脑力和体力，这一点是一致的。 不同点： (1)、社会财富和社会价值关系上，人力资本是由投资形成的，人力资源是劳动者本身所拥有的。 (2)、角度和关注重点不同。人力资本是从成本收益角度研究的，人力资源将人本身作为财富，从投入产出角度研究人对经济发展的作用。 (3)、计量形式不同，人力资源是存量概念，人力资本是流量和存量的结合。 (4)、人力资源包括现实的和潜在的劳动能力，人力资本则是能够直接创造价值的劳动能力。 2、人才属于人力资源，人力资源属于人口资源。（错） 答：人力资源是指人所具有的对价值创造起贡献作用，并且能够被组织所利用的体力和脑力的总和。 人口资源：一个国家或地区所拥有的人口的总量，它是一个最基本的底数，一切人力资源、人才资源皆产生于这个最基本的资源中。 人才资源：一个国家或地区中具有较多科学知识、较强劳动技能，在价值创造过程中起关键或重要作用的那部分人。人才资源是人力资源的一部分，即优质的人力资源。 在本质上，人口资源和人才资源是人，人力资源是能力，完全不同。 从数量上，人口资源>人力资源>人才资源3、职位分析是人力资源其他几个职能的基础。（对） 答：人力资源管理的基本职能：人力资源规划、职位分析、招聘录用、绩效管理、薪酬管理、培训与开发、员工关系管理。
·人力资源管理（专科）形成性考核册答案· 人力资源管理作业A 一、选择题 1．具有内耗性特征的资源是( B )。P4 A．自然资源 B．人力资源 C．矿产资源 2．人力资源管理与人事管理的关键区别体现在( B ) P6 A．内容上B．观念上C．工作程序上D．工作方法上 3．以人性为核心的人本管理的主体是何种?(A)P23 A A．职工 B．环境C．文化 D．价值观 4．某企业对10名新招来的员工进行上岗前培训，从讲课到实习一共花了5000元费用，请问这笔费用应从人力资源成本的哪个项目中列支?(B) P45- A．获得成本B．开发成本C．使用成本D．保障成本 5．预测由未来工作岗位的性质与要求所决定的人员素质和技能的类型，这是制定人力资源规划时哪一个步骤?(B)P65 A．预测未来的人力资源供给 B．预测未来的人力资源需求 C．供给与需求的平衡 D．制定能满足人力资源需求的政策和措施 6．从现实的应用形态来看；下面哪个方面不是人力资源所应包含的内容?(C)P2 A．体质 B．智力C．思想 D．技能 7．把“员工视为活动主体、公司主人”是哪一种人力资源管理模式?(C) A. 自我中心式、非理性化家族管理( B．以人为中心、非理性化家族管理 C．以人为中心、理性化团队管理 D．自我中心式、理性化团队管理 8．每个员工都明确企业发展目标，团结协作努力实现企业目标，这反映了“以人为中心、理性化团队管理”模式的什么特点?( B ) A．封闭式的自危表现B．开放式的悦纳表现! C．封闭式的悦纳表现 D．开放式的自危表现 9．下面哪一项不是人本管理的基本要素?(D)P22( A．企业人 B．环境C．文化 D．产品 10．与员工同甘共苦、同舟共济，反映了人本管理哪方面的基本内容?(D)P26& A．人的管理第一B．以激励为主要方式 C．积极开发人力资源 D．培育和发挥团队精神 11．明确目标责任，使其竞争，是进行人本管理的哪种运行机制?(B)P26 A．动力机制B．压力机制 C．约束机制D．环境影响机制 12．通过检查人力资源目标的实现程度，来提供关于人力资源计划系统的反馈信息。这是人力资源规划系统的哪项活动?( D )P59 A．人员档案资源 B．人力资源预测
一、单选题（每题2分，共15题） 1、既体现了一个组织所处的竞争环境，也体现了一个组织的使命、远景和发展方向；还表明了一个组织，要实现战略目标和为了实现战略目标要进行的资源配置。这指的是组织的哪一方面？（ C ） 正确 A组织的人力资源战略 B组织的战略人力资源 C组织战略 D组织实力 2、象体育、文艺和特种工艺等单位必须招用未成年人工作一般在依法履行完审批程序后这些单位就可以招用未成年工了，那么中国政府规定的未成年的界限年龄是多大？（ B ） 正确A10周岁 B16周岁 C20周岁 D26周岁 3、人力资源需求预测方式中的集体预测方法也称（ D ） 正确 A回归分析方法 B劳动定额法 C转换比率法 D德尔菲预测技术 4、劳动者因在生产经营活动中所发生的或在规定的某些特殊情况下，遭受意外伤害、职业病以及因这两种情况造成死亡，在劳动者暂时或永久丧失劳动能力时，劳动都或其遗属能够从国家、社会得到必要的现金补偿。这是哪种社会保险制度？（ D ） 正确 养老保险 B医疗保险 C失业保险 D工伤保险 5、劳动关系是（ B ）。 正确 A用人单位和用人单位之间的关系 B用人单位与员工之间的关系
B用人单位与员工之间的关系 C用人单位内员工之间的关系 D用人单位与外部人员之间的关系 6、在制定职业生涯计划时，剖析自己确定自己能力、分析生涯选择途径、规划发展目标，这是哪一种角色的定位？（ C ）正确 A人力资源部 B部门主管 C员工 D咨询顾问 7、在贯彻按劳取酬原则时，需要以下哪种劳动为主要依据，同时考虑哪几种劳动来进行分配（ A ）。 正确 物化劳动；潜在劳动和流动劳动 B潜在劳动；物化劳动和流动劳动 C流动劳动；物化劳动和潜在劳动 D物化劳动；流动劳动和固定劳动 8、教员请学员在可以全面观察操作的位置上观察，教员可以把工作的操作步骤向学员解释清楚，把这一步与下一步的联系是什么交待清楚。这是培训工作的哪个阶段？（ B ） 正确准备阶段 B演示阶段 C试行操作阶段 D随访阶段 9、管理人员定员的方法是（ C ）。 正确 设备定员法 B劳动效率定员法 C职责定员法 D比例定员法 10、员工离开组织之前由于工作效率低下而造成的损失费用应从人力资源成本的哪个项目中列支？（ D ） 正确 保障成本 B开发成本 C使用成本 D离职成本
《人力资源管理》作业习题 人力资源管理规划 一、单项选择题 1、现代人力资源管理以（）为中心。 A、信息 B、资本 C、知识 D人 2、人力资源规划的首要任务是（）。 A、人力资源需求预测 B、人力资源供给预测 C、核查现有人力资源 D、确定企业发展目标 3、工作分析小组通常由（）组成。 A、分析专家 B、人力资源部门中的人 C、工会主席 D生产工艺工程师 4、工作分析主要由两部分组成，即工作描述和（）。 A、工作岗位调查 B、工作岗位评价 C、工作说明书 D、工作岗位规范 5、岗位分析的主要收集者不包括（）。 A、岗位分析专家 B、工作岗位的任职者 C、工作任职者的上级主 管 D、工作任职者的同事 6、（）不是岗位分析的结果之一。 A、工作说明书 B、岗位规范 C、职务晋升图 D、组织机构图 7、（）组织结构的缺点是容易造成组织机构重叠，管理人员膨胀，考虑问题时容易忽视企业整体利益。 A、直线制 B、直线职能制 C、事业部制 D矩阵制 8、两个或两个以上个人的无意识地体系化了的多种心理因素的系统，是（）的概念。 A、正式组织 B、非正式组织 C、产业组织 D、经济组织 9、生产工人参与计划制定，自行决定生产目标、作业程序、操作方法、检验衡量工作质量和数量，并进行经济核算。这种做法属于（） A、横向扩大化 B、纵向扩大化 C、工作丰富化 D、工作满负荷 10、企业内部人力资源供给量必须考虑的因素是（）。 A、劳动力市场发育程度 B、人口政策及人口现状 C、企业内部人员的自然流 失 D社会就业意识和择业心理偏好
11、（）是归纳专家对影响组织发展的某一问题一致意见的程序化方法。 A、集体预测方法 B、回归分析方法 C、劳动定额法 D、转换比率法 12、人力资源费用预算与执行的原则是（）。 A、分头预算，分别控制，个案执行 B、分头预算，总体控制，个案执行 C、总体预算，分别控制，个案执行 D、总体预算，总体控制，个案执行 13、企业人力资源需求预测技术中最复杂同时也是最精确的一种方法是（） A、回归分析方法 B、劳动定额法 C、转换比率法 D、计算机模拟法 二、判断题 1、在运用面谈法进行岗位调查时，调查人应该作为主角，应尽可能多地向被调查人提出问题。（） 2、在岗位调查时，岗位的名称、工作地点，担任本岗位人员的职称、职务、年龄、工龄、技术等级、工资等级等都是需要调查的内容。（） 3、工作说明书是对企业某类岗位的工作性质、任务、责任、权限、工作内容和方法、工作环境和条件以及本岗位人员的资格条件所作的书面记录。（） 4、在工作分析的完成阶段，主要任务就是根据规范和信息编制“工作描述”和“工作说明书”。（） 5、企业在进行人力资源需求预测时，使用的最简单的回归分析是趋势分析，它是根据整个企业中各个部门在过去员工数量时的变化趋势来对未来的人力资源需求作出预测。（） 6、岗位信息的收集主要是通过岗位分析实现的。（） 7、人力资源规划又称人力资源计划，它是各项具体人力资源管理活动的起点和依据，直接影响着企业整体人力资源管理的效率。（） 8、现代人力资源管理是人力资源获取、整合、保持、激励、控制调整和开发的过程。（） 9、现代人力资源管理以人力资源管理的事务性工作为中心。（） 10、人力资源选拔，应当遵循平等、双向选择和择优录用的原则。（） 11、人力资源供给包括内部供给和外部供给。（） 12、工作分析的结果，是工作说明书或职务说明书。（） 三、问答题 1、什么是人力资源管理战略规划？制定人力资源计划有什么作用？ 2、人力资源管理战略规划的内容是什么？ 3、制订人力资源管理战略规划的主要过程是怎样的？
人力资源管理》（专）作业及答案 一、选择题（每题 2 分，共30 分） 1 ．具有内耗性特征的资源是（ B ）。A ．自然资源B ．人力资源C ．矿产资源 2 .人力资源管理与人事管理的主要区别体现在（B ）。A .内容上 B .观念上 C .工作程序上 3、以人性为核心的人本管理的主体是何种基本要素？（A）A.职工B.环境C.文化D.价值观 4、某企业对10 名新招来的员工进行上岗前培训，从讲课到实习一共花了5000 元费用，请问这笔费用应从人 力资源成本的哪个项目中列支？（B） A. 获得成本 B. 开发成本 C. 使用成本 D. 保障成本 5 .预测由未来工作岗位的性质与要求所决定的人员素质和技能类型，这是制定人力资源规划时哪一个步骤： （ B ） A .预测未来人力资源供给 B .预测未来人力资源需求 C .供给与需求的平衡 D .制定能满足人力资源需求的政策和措施 6 .从现实的应用形态来看，下面哪个方面不是人力资源所应包含的内容（C ）。A ?体质B ?智力C ?思想D ?技 能 7、把“员工视为活动主体、公司主人”是哪一种人力资源管理模式？（C）A ?自我中心式、非理性化家族管 理B ?以人为中心、非理性化家族管理 C ?以人为中心、理性化团队管理 D ?自我中心式、理性化团队管理 8、每个员工都明确企业发展目标，团结协作，努力实现企业目标；反映了“以人为中心、理性化团队管理”模式的什么特点？（B） A .封闭式的自危表现 B .开放式的悦纳表现 C .封闭式的悦纳表现 D .开放式的自危表现 9、下面哪一项不是人本管理的基本要素？（D ）A、企业人B、环境C、文化D、产品 10 、与员工同甘共苦、同舟共济，反映了人本管理哪方面的基本内容？（D） A ?人的管理第一 B ?以激励为主要方式 C ?积极开发人力资源 D ?培育和发挥团队精神 11 、明确目标责任，使其竞争，是进行人本管理的哪种运行机制？（B） A .动力机制 B .压力机制 C .约束机制 D .环境影响机制 12 、通过检查人力资源目标的实现程度，来提供关于人力资源计划系统的反馈信息。这是人力资源规划系统的哪项活动？（ D ） A .人员档案资源 B .人力资源预测 C .行动计划D .控制与评价 13、工作分析中方法分析常用的方法是（C）A.关键事件技术B.职能工作分析C?问题分析D.流程图 14、管理人员定员的方法是（C）A.设备定员法B.效率定员法C.职责定员法 15 、依据个体的经验判断，把所有待评价的职务依序排列，由此确定每种工作的价值的方法是（C） A. 因素分解法 B. 因素比较法 C. 排序法 D. 评分法 二、案例分析 1 、贾厂长的管理模式本题的目的是要求同学们用四种人性观的理论进行分析，首先将四种人性观的理论掌握好，其次是运用这个理论 进行案例分析。在回答时应该抓住案例的背景进行分析，并提出合理化建议。 本题有两个问题：（1）贾厂长是以一种什么样的人性观来对待员工的?（2）如果你是贾厂长，你准备怎样来对待员工? 你想采用什么样的激励手段和管理方式？ 答：⑴该案例中，贾厂长只是根据惯例主观地采取了迟到不罚款，而对早退则进行罚款的决定，改革不合理的厂纪厂规，有助于调动职工的积极性，贾厂长取消了迟到罚款的规定说明了他尊重职工、关心职工们的疾苦，在管理中考虑到了人的因素，其人性观有“社会人”假设倾向。但在制定新的规章制度时，由于没有很好地调查研究，没有了解工人为什么出现早退现象，就做出了早退罚款的决定。这一决定说明贾厂长只想用经济杠杆来管理，又有一种用理性人假设来实施管理的倾向。因此对一个完整的人来讲，贾厂长的这种管理比较符合薛恩的复杂人性观。 ⑵鉴于案例中出现的问题，为了能使新的规定得到贯彻实施，贾厂长还改变原有的领导方式，在充分与工人讨论协商的情况下，制定公平合理的行之有效的规章制度，为解决工人洗澡排队的问题，厂里应该彻底改善女澡堂，这样就扫清了新规定执行的障碍。 三、案例分析 2 、工作职责分析 本题的目的是要求同学们用第三章工作分析与评价的理论进行分析，首先将案例中出现的情况进行分析，其次是 运用工作任务书的主要内容进行案例分析。在回答时应该抓住案例的背景进行分析。并提出合理化建议。本题
人力资源管理思考题与答 案 The document was prepared on January 2, 2021
人力资源管理思考题与答案
第1章人力资源管理导论 1、什么是人力资源有哪些特征 答：人力资源是能够为实现组织的使命、愿景、战略与目标做出潜在贡献的人所具备的能力与才干。 人力资源的特征： （1）能动性 （2）创造性 （3）使用过程的时效性 （4）开发过程的持续性 （5）社会性 2、什么是人力资源管理 人力资源管理就是通过对组织中的人力资源进行有效的配置、使用和开发，满足组织当前及未来对人力资源的需要，以实现组织目标的过程。 3、人力资源管理的目标与职能有哪些 答：人力资源管理的目标： （1）创造良好的工作环境； （2）增加工作的满足感； （3）增强员工的责任感和义务感； （4）发挥员工的积极性和创造性； （5）减少流动； （6）提高劳动生产率； （7）开发人力资本； （8）创造竞争优势。 （9）实现组织目标 人力资源管理的职能： （1）配备人力资源 （2）保持与激励人力资源 （3）开发人力资源
4、比较人事管理、人力资源管理与战略人力资源管理的异同。
第2章人力资源规划 1．什么是人力资源战略 人力资源战略：适应企业内外部环境的、基于提升人力资源核心竞争力的、企业人力资源管理的策略和规划。 2．人力资源战略的类型 答： 1．按照企业对员工本身的基本假设 （1）诱发战略 （2）投资战略 （3）参与战略 （4）权变战略 2．根据企业变革的程度分类 （1）家长式人力资源战略 （2）发展式人力资源战略 （3）任务式人力资源战略 （4）转型式人力资源战略 3．根据对企业对人力资源发展对企业贡献的时间长短分类 （1）累积型（Accumulation）的战略 （2）效用型（Utilization）的战略 （3）协助型（Facilitation）的战略 4．根据人力资源获取、发展及维护的方式分类 （1）内部劳动力市场战略（an ILM strategy） （2）高承诺战略（high-commitment strategy） （3）混合战略（hybrid strategy） 3．人力资源战略的实现步骤 答：
人力资源管理试题（A） 一、判断题（本题10个小题，每小题1分，共10分）。 （）1.人力资源不是再生性资源。 （）2.工作绩效呈现出明显的多因性、多维性与动态性。 （）3.从宏观意义上来说，人力资源不是以国家或地区为单位进行划分和计算的。 （）4.工作评价能够实现薪酬制度的外部公平。 （）5.使用强制分布评价法能够克服管理人员工作绩效考核标准掌握偏松或偏紧的倾向。( ) 6.人员选拔是招聘过程中最关键的一步，其技术性较强，难度不大。 （）7.薪酬结构设计是制定企业薪酬制度的最后一步。 （）8.培训是一项人力资本的投资活动，谁投资谁受益，不存在风险。 （）9.绩效管理的实施主要是人力资源管理部门的主要职责。 （）10.人力资源规划又称人力资源计划，它是各项具体人力资源管理活动的起点和依据，直接影响着企业整体人力资源管理的效率。 二、单项选择题（本题25个小题，每小题2分，共50分）。 1.我国劳动法规定的劳动年龄为( )。 A.14周岁 B.16周岁 C.18周岁 D.20周岁 2.传统人事管理的特点之一是（）。 A．以事为中心B．把人力当成资本C．对人进行开发管理D．以人为本 3.在现代企业人力资源管理中经常强调团队(Team)的作用，这反映了人力资源管理的（）。 A．投资增值原理B．互补增值原理C．激励强化原理D．动态适应原理 4.企业人力资源规划包括（）两个层次。 A、劳动关系计划和工资计划 B、总体规划和劳动关系计划 C、总体规划和保险福利计划 D、总体规划和各项业务计划 5.下列不适合于人力资源供大于求情况的人力资源规划的措施是（）。 A.减少工作时间 B.裁员 C.外部招聘 D.降低人工成本 6.各项企业人员需求分析的方法中，不属于量化分析方法的是（）。 A.德尔菲预测技术 B.回归分析方法 C.劳动定额法 D.转换比率法 7.通过一张人员替代图来预测组织内的人力资源供给，称为（）。 A德尔菲法B人员替代法C马尔科夫分析法D经验推断法 8．处理信息量大、速度快且标准统一是下列哪种工作分析方法的优点（）。 A．亲验法B．观察法C．问卷法D．访谈法 9．下列工作分析方法中，受任职者主观性影响最小的是（）。 A.观察法 B.面谈法 C.工作日志法 D.调查问卷法 10.企业招聘大批的初级技术人员，最适合的招聘渠道是( )。 A.校园招聘 B.猎头公司 C.熟人推荐 D.档案筛选 11.（）不是培训需求的来源。 A.新的业务需求 B.绩效评估结果 C.内部考核方法的调整 D.新技术的产生 12.（）是培训评估的第一级评估，它易于进行，是最基本、最普遍的的评估方式。 A.反应评估 B.学习评估 C.行为评估 D.结果评估
案例分析的标准和要求 在答分析案例时，要阐明所用基本理论的主要观点，并结合案例提供的具体情况进行适当分析、解释和说明。同时还要注意分析过程的充分性、逻辑性和完整性。 案例分析没有标准的答案，但是有基本的要求和方法。 评分的标准： 1.按照指定的理论来分析 2.要求理论和实际相结合 3.观点和结论是一致的 案例1提示：飞龙集团的失误 市场经济的本质是人才的竞争。飞龙集团的失误，是在人才招聘、规划管理方面的失误，最主要的是人才通常不流动和只靠自己培养人才这两个失误。这也是我国大部分企业在相当长的一段时期内．将会碰到的一个“致命的问题”。其主要原因是：1．没有一个长远的人才战略规划，2．人才机制没有市场化，3．单一的人才结构，4．人才选拔不畅等。 为了解决这一“致命问题”，我们认为，企业在选人、用人的过程中，至少应做好以下三方面的工作： 1．企业决策集体应真正树立市场化的选人、用人观念，确立正确的人才选拔标准、原则．市场竞争是残酷的，只有拥有优秀人才时，才能使企业的市场竞争具有勃勃生机。为了求得优秀人才，避免“武大郎开店”的不良心态作用，树立一种“能者上，平者让，庸者下”的观念是十分必要的。 一般说来，公司从一开始组建就应把选人放在首位，并且提出了简单、明确的选人标准：(1)任人为贤。不能因为认识某位领导就得到好的差事，要做到唯才是用。(2)一专多能。尽量发挥人的潜能，使一个人能顶几摊事，既避免了部门繁杂、管理重复，又使得真正有才之人尽显其能，达到提高效率的目的。(3)严格选拔，加强培训。在选拔人员时，从多角度多侧面选出具有真才实学的人，同时对每一位员工加强职业培训，不断提高业务水平。(4)增强后备，面向未来。对新一代年轻人培训其对民族文化的兴趣，使之认识到中药品不仅是治病教人的良剂，而且是养身保健的主体． 2．按照科学的程序选拔人才，把人才选拔作为一门科学来对待。 一般来说，人才的选拔主要有三个阶段：(1)准备阶段。在这—阶段主要是通过调查研究、工作分析、人员分析等，明确某一用人工作岗位的工作特性，及这一工作岗位工作人员应具备的生理、心理品质，确定最佳的人才选拔程序。(2)选扦阶段。这是正式进行人员挑选的阶段。为了保证能从众多的求职者中选择出企业所需要的合格人才，掸优录取，需要经过心理测验和测评等技术来进行严格的筛选。国外企业一般把此选择工作分为六个步骤，即：初步面试、填写申请表、进行心理测验、最后面试、获取证明材料、体格检查等，逐步淘汰不合格者，六个步骤全部通过考核者，录用为新员工。(3)招聘总结及检验效度阶段。新人员录用后，人力资源管理部门和心理学家还要进行总结，进一步探讨整个选择程序的预测效度。 在实际的人才招聘工作中这些步骤会有一定的变化，如在我国大部门企业在招聘人才时，就采用筹划与准备阶段、宣传与报名阶段、考核与录用阶段、入厂教育与工作安置阶段等，但本质上是一致的，它能有效的保证人才招聘的科学、准确、客观、合理等。
《人力资源管理》形考作业及答案（供参考） 作业1 一、选择题 1．认为人力资源是具有劳动能力的全部人口的观点属于(Ａ)。 A．成年人口观B．在岗人员观Ｃ．人员素质观 2．人力资源与人力资本在Ｄ这一点上有相似之处。 Ａ．品性B．态度C．经验D．形式 3．具有内耗性特征的资源是( Ｂ)。 Ａ．自然资源B．人力资源C．矿产资源 4．“人力资源管理，即负责组织人员的招聘、甄选、训练及报酬等功能的活动，以达成个人与组织的目标。”这一概念属于(Ａ)。 Ａ．过程揭示论B．目的揭示论 C．现象揭示论D．综合揭示论 5．人力资源管理与人事管理的主要区别体现在(Ｂ)。 Ａ．内容上B．观念上C．工作程序上 6．以“任务管理”为主要内容的泰勒的“科学管理原理，是在哪种人性假设基础上提出来的? (Ａ) Ａ．经济人B．社会人C．自我实现人D．复杂人 7．“社会人”人性理论假设的基础是什么?(Ｄ) A．泰勒的科学管理原理B．梅奥的人际关系理论 C．马斯洛的需要层次理论D．霍桑试验 8．以人性为核心的人本管理的主体是何种基本要素?(Ａ) Ａ．职工B．环境C．文化D．价值观 9．期望激励理论属于哪种类型的激励理论?(Ｂ) Ａ．内容型激励理论B．过程型激励理论 C．行为改造型激励理论D．综合激励理论 10．通常制约人们士气、创造力、生产效率和目标实现程度的组织气候属于哪种环境类型? (Ｂ) Ａ．组织外部环境B．组织内部环境
C．物质环境D．人文环境 11．某企业对10名新招来的员工进行上岗前培训，从讲课到实习一共花了5000元费用，请问这笔费用应从人力资源成本的哪个项目中列支?(Ｂ) Ａ．获得成本B．开发成本C．使用成本D．保障成本 12．预测由未来工作岗位的性质与要求所决定的人员素质和技能的类型，这是制定人力资源规划时哪一个步骤?(Ｂ) Ａ．预测未来的人力资源供给 B．预测未来的人力资源需求 C．供给与需求的平衡 D．制定能满足人力资源需求的政策和措施 13．从现实的应用形态来看；下面哪个方面不是人力资源所应包含的内容?(C) Ａ．体质B．智力C．思想D．技能 14．“只有真正解放了被管理者，才能最终解放管理者自己。这句话表明现代人力资源管理把人看成什么?( A ) Ａ．资源B．成本C．工具D．物体 15．任何一个人都不可能是一个“万能使者”，这是针对谁来说的?(C) Ａ．对企业决策层B．对人力资源管理部门 Ｃ．对一般管理者D．对一个普通员工 16．把“员工视为活动主体、公司主人”是哪一种人力资源管理模式?(C) Ａ. 自我中心式、非理性化家族管理 B．以人为中心、非理性化家族管理 C．以人为中心、理性化团队管理 D．自我中心式、理性化团队管理 17．每个员工都明确企业发展目标，团结协作努力实现企业目标，这反映了“以人为中心、理性化团队管理”模式的什么特点?( B ) Ａ．封闭式的自危表现B．开放式的悦纳表现 C．封闭式的悦纳表现D．开放式的自危表现 18．“好吃懒做、唯利是图”，符合下面哪种思想假设?(Ａ) A．“经济人”假设B．“社会人”假设 C．“自我实现的人”假设D．“复杂人”假设 19．主张集体奖，而不主张个人奖。这是哪种假设的思想?(Ｂ) A．“经济人”假设B．“社会人”假设 C．“自我实现的人”假设D．“复杂人”假设