人力资源管理复习提纲

人力资源管理复习提纲一、考试题型1.不定项选择10*3’2.简答2~3道10’ 只答要点3.360度绩效考核40’方案设计(Recruitment, Testing, and Selecting) 20’二、幻灯片内容Chapter 1 Managing Human Resources Today1. Population> Human Resource> Labor> Person with Ability> Talent2. Job AnalysisJob analysis: the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. The analysis produces information on the job’s activities and requirements.JA includes Job descriptions and Job specifications.Job description: a document that provides information regarding the tasks, duties and responsibilities of a job.Job specification: a document that outlines the minimum acceptable qualifications that one should possess to perform a particular job. Practically, it is often included as a major section of job description.3. Methods of Job AnalysisInterviews; Observation; Questionnaires; Critical Incident Technique; Diaries4. Basic Contents of Job DescriptionJob Identification, Job Summary, Essential Functions, Job Specifications5. Contents of Job DescriptionJob Title; Organization; DOT (Dictionary of Occupational Titles) Code; Division; Job Analyst; Date Analyzed; Job Summary; Job Duties, responsibilities and authority; Job condition and physical environment; Equipment and Tools; Standards of performance; Work Aids; Relationships to Other Jobs Chapter 3 Personal Planning and Recruitment1. Forecast Personal NeedsTrend Analysis, Ratio Analysis, Scatter Plot, Managerial Judgment.2. Alternatives to Recruiting: Internal Sources, External Sources.3. Advantages and Disadvantages of Internal SourcesAdvantages: Morale of romote; better assessment of abilities; lower cost for some jobs; motivate for good performance; avoiding hiring only at entry level; understanding the organization.Disadvantages: Inbreeding; possible morale problems of those not promoted; “political” infighting for promotions; requires strong for management development program.4. Advantages and Disadvantages of External SourcesAdvantage s: “new blood”, new perspectives; Cheaper than training a professional; No group of political supporters in organization already; May bring competitors’ secrets, new insights; Help meet equal employment needs.Disadvantages: May not select someone who will “fit”; May cause morale problems for those internal candidates; Longer adjustment or orientation time; May bring in an attitude of “This is the way we used to do it at XYZ Company”.5. Methods of Internal RecruitmentComputerized skill bank, supervisor recommendations, job posting, career development systems.6. Strengths and Weaknesses of Computerized Skill BankStrengths: Candidates can be found quickly; Can identify a broad spectrum of candidates. Weaknesses: Limited to objective or factual information.7. Strengths and Weaknesses of Supervisor RecommendationsStrengths: Popular with supervisors; Supervisors know capabilities of potential candidates. Weaknesses: Supervisor may be biased; Some qualified employees may be overlooked; Courts have not been favorable to this method.8. Strengths and Weaknesses of Job PostingStrengths: Enhances likelihood of considering the most qualified candidates; Gives employees responsibility for their own careers; Enables employees to leave bad situations.Weaknesses: May take longer to fill positions; May encourage supervisors to “play games”; Employees may “job hop”; Rejected employees may feel alienated.9. Strengths and Weaknesses of Career Development SystemsStrengths: Encourages top performers to stay; Ensures that someone is ready to fill open positions. Weaknesses: Rejected applicants may become demoralized; Selected applicants may become demoralized if positions don’t open.10. Methods of External RecruitmentEmployee referrals, walk-ins, help-wanted advertisements, campus recruiting, executive search firms, private employment agencies, public employment agencies, on-line.11. Strengths and Weaknesses of Employee ReferralsStrengths: Employees make good recruiters; Applicants tend to perform better and stay longer. Weaknesses: May serve as barrier to equal employment opportunity.12. Strengths and Weaknesses of Walk-insStrengths: Low cost; Highly motivated applicants.Weaknesses: Timing- may get applicants when jobs are not available.13. Strengths and Weaknesses of Help-Wanted AdvertisementsStrengths: Reach a large audience in a relatively short period of time; Helps ensure equal opportunity. Weaknesses: Not as effective as other methods; May produce too many applicants.14. Strengths and Weaknesses of Executive Search FirmsStrengths: Specialize in mid-and senior-level managers; Can locate applicants not actively seeking jobs. Weaknesses: Expensive; About half of searches don’t result in candidates with desired qualifications. 15. Strengths and Weaknesses of Campus RecruitingStrengths: useful for filling specialized entry-level jobsWeaknesses: costly; time consuming16. Strengths and Weaknesses of On-Line RecruitingStrengths: fast; large audience. Weaknesses: expensive.Chapter 4 Testing and Selecting Employees1. Selection MethodsApplication blanks; Background investigations; Reference checks; Employment tests; Assessment centers; Employment interviews2. Types of Employment TestsCognitive ability tests; Physical ability tests; Personality and interest inventories; Achievement tests; Job sampling tests3. Personality and Interest InventoriesMental and physical abilities alone seldom explain employee’s performance.Most people are hired on qualifications, but most are fired for nonperformance.Nonperformance is usually the result of personal characteristics, such as attitude, motivation and temperament.Personality tests measure basic aspects of an applicant’s personality such as introversion, stability and motivation.Tests are projective.4. Five Big Personality DimensionsExtroversion: Valid predictor of performance for managers and sales employeesEmotional stability: Reduce turnover rateAgreeableness: Reduce turnover rateConscientiousness: Higher job performanceOpenness to experience: Predictor of training proficiency5. Management Assessment CentersIn-basket; Leaderless group discussion; Individual presentations; Role Play6. Types of Selection InterviewsUnstructured interview, Structured interview; Situational interview, Behavioral interview; One-on-one interview, Sequential interview, Panel interviewChapter 5 Training and Developing Employees1. Instructional Methods (Training Techniques)On-the-job training: Job rotation; Understudy/CoachingOff-the-job training: Apprenticeship training; Simulated training; Video training; Computer-based training; Learning portals2. Development TechniquesOn-the-job: Job rotation; Understudy/Coaching; Action learningOff-the-job: Case study; Management games; Outsider seminar; University-related program; Behavior modeling; In-house development centerChapter 6 Performance Management and Appraisal1. Factors Influencing PerformanceInternal: Skill, MotivationExternal: Environment, OpportunityP=F(SOME)2. 360 Degree FeedbackPeer, supervisors, self-rating, customers, subordinates, outside observers3. Choice of RatersImmediate supervisor, self, peer, customers, subordinates, committees4. Advantages and Disadvantages of SupervisorAdvantages: connected with promotion, reward & punishment; stand at a higher point. Disadvantages: psychological load due to connection with Reward & Payment; short of training for appraisal; de-motivate employee if not appropriate.5. Advantages and Disadvantages of PeerAdvantages: comprehensive; realDisadvantages: far away from truth due to competitiveness or afraid of hurting a friend6. Advantages and Disadvantages of SubordinateAdvantages: Help manager develop managerial skills; balanced the manager’s power Disadvantages: dare not tell the truth of his/her boss for fear of dismissal; do not understand his/her boss’ work7. Advantages and Disadvantages of SelfAdvantages: comprehensive; not much stress; good for improvementDisadvantages: overestimate (90% think they are above average); can not be the basis for promotion and incentive8. Advantages and Disadvantages of CustomerAdvantages: objective; good for customer-orientationDisadvantages: No uniform standard; time cost & energy cost9. ExpertFor high-level manager; Cost is too high10. Effective Goal Setting (SMART Goal)Specific; Measurable; Attainable; Relevant; Timely11. Basic Appraisal MethodsEmployee comparison systems; Graphic rating scales; Behavior observation scales; Behaviorally anchored rating scales; Management-by-objectives12. Principles of InterviewAssembling the data; Informing the employee at least one week earlier;Enough time during the interview; A quiet but not closed room;Let employee relaxed; Encourage the person to talk;Help employee to improve his performance; (Don’t get personal; B e specific and direct.)Get agreement on how things will be improved and by when.Chapter 7 Compensating Employees1. Monetary CompensationA. Direct CompensationPiece work plans; Team or group incentive plans; Bonuses; Stock option; Salary + Commissions; Merit Pay; Profit-sharing plans; Employee stock ownership plan; Scanlon plans; Earnings-at-risk pay plansB. Indirect CompensationFlexible benefits plans;Allow the employee to put together own benefit package under two conditions:Total cost will be limited; Nonoptional items will be included such as social security, worker’s compensation, unemployment insurance.2. Methods of Job EvaluationJob ranking; Job classification; Factor comparison; Point rating-hay method3. Compensation of MNC (Multinational Corporation)Base pay; Local differentials; Incentives; Assistance programs。