《人力资源管理(双语)》教学大纲
《人力资源管理》课程教学大纲
《人力资源管理》课程教学大纲一、课程基本信息1、课程代码：2、课程名称：人力资源管理3、英文名称：Human resources management4、课程类别：专业课5、学时：486、学分：37、适用对象：实验区工商管理专业8、考核方式：考察9、先修课程：管理学、经济学、组织行为学等二、课程简介人力资源管理是管理类专业的一门专业核心课，不仅具有一定的理论性和政策性，而且具有很强的实践性。
人力资源管理课程的内容很多，根据大学生的特点和本专业的要求，本课程具体包括人力资源管理概述、人力资源规划、工作分析、员工招聘、培训与开发、职业生涯管理、绩效管理、薪酬管理等内容。
其目的是通过本课程教学，使学生能够比较清晰地把握人力资源管理的基本理论、基本方法和基本技能，通过学习，做到诚实、信用、正派、守信，为今后工作和成长奠定良好基础。
Human resource management is a specialized core course of management specialty, not only has a certain degree of theory and policy, but also has a strong practice. There are many courses in human resources management, according to the characteristics of college students and the requirements of the profession. This course specifically includes an overview of human resources management, human resources planning, job analysis, staff recruitment, training and development, career management, performance management, and compensation management. The purpose of this course is to enable students to clearly grasp the basic theory, basic methods and basic skills of human resources management, so as to lay a good foundation for future work.三、课程性质与教学目的1、课程性质：专业必修课2、教学目的：本课程从人力资源管理的基础理论入手，以工作分析这一基础内容为出发点，阐述了招聘、规划、绩效、薪酬等内容，并介绍了人力资源管理战略的有关知识。
人力资源管理(英语)-教学大纲
Human Resource ManagementCourse Code：050232BCourse Name：Human Resource ManagementPeriods：32Credits：2Name(s) of academic staff：Wei Hua-yingPreparatory Courses：Learning outcomes(1)Define the roles and activities of a company's human resource managementfunction.(2)Discuss how to strategically plan for the human resources needed to meetorganizational goals and objectives.(3)Define the process of job analysis and discuss its importance as a foundationfor human resource management practice.(4)Compare and contrast methods used for selection and placement of humanresources.(5)Describe the steps required to analyze, develop, implement, and evaluate anemployee training program.(6)Identify and explain the issues involved in establishing compensationsystems.(7)Identify how new technology, such as digital and social media, is influencinghuman resource management.(8)Discuss what companies should do to compete in the global marketplace.(9)Identify the importance of the process of human resource managementfunctions in small businesses and entrepreneurial firms.Course DescriptionThis course is an introduction to the human resource management (HRM) function and related elements and activities to examine the role of the human resource professional as a strategic partner in managing today’s organizations. Key functions such as recruitment, selection, development, performance management, appraisal, retention, compensation, and labor relations are examined. Implications of the legal and global environments are examined and current issues such as employee engagement and employee health and safety are analyzed. Emphasis is placed on the modern day importance of HRM at the corporate level as well as the importance ofHRM in small businesses and entrepreneurial firms.●Mode of deliveryLecture and Tutorial.●Content outline of the subject and learning time per topicLecture OutlineChapter 1 Introduction to Human Resource Management （1）What Is Human Resource Management?（2）The Trends Shaping Human Resource Management （3）Today’s New Human Resource Management（4）The New Human Resource Manager（5）The Plan of This Book（6）Chapter Contents Overview（7）The Topics Are InterrelatedChapter 2 Equal Opportunity and the Law（1）Equal Opportunity Laws Enacted From 1964 to 1991（2）The Laws Enacted from 1991 to the Present（3）Defenses Against Discrimination Allegations（4）The EEOC Enforcement Process（5）Diversity ManagementChapter 3 Human Resource Management Strategy and Analysis（1）The Strategic Management Process（2）Types of Strategies（3）Strategic Human Resource Management（4）HR Metrics, and Benchmarking, and Data Analytics（5）High-Performance Work Systems（6）Employee Engagement Guide for Managers: Employee Engagement and Performance.Chapter 4Job Analysis and the Talent Management Process（1）The Talent Management Process（2）The Basics of Job Analysis（3）Methods for Collecting Job Analysis Information（4）Writing Job Descriptions（5）Writing Job Specifications（6）Employee Engagement Guide for Managers（7）Using Competencies ModelsChapter 5 Personnel Planning and Recruiting（1）Workforce Planning and Forecasting（2）Why Effective Recruiting Is Important（3）Internal Sources of Candidates（4）Employee Engagement Guide for Managers（5）Outside Sources of Candidates（6）Recruiting a More Diverse Workforce（7）Developing and Using Application FormsChapter 6Employee Testing and Selection（1）Why Employee Selection Is Important（2）The Basics of Testing and Selecting Employees（3）Types of Tests（4）Work Samples and Simulations（5）Background Investigations and Other Selection MethodsChapter 7Interviewing Candidates（1）Basic Types of Interviews（2）Avoiding Errors That Can Undermine an Interview’s Usefulness （3）How to Design and Conduct the Effective Interview（4）Employee Engagement Guide for Managers（5）Developing and Extending the Job OfferChapter 8Training and Developing Employees（1）Orienting and Onboarding New Employees（2）Employee Engagement Guide for Managers: Onboarding at Toyota （3）Overview of the Training Process（4）Implementing the Training Program（5）Implementing Management Development Programs（6）Managing Organizational Change Programs（7）Evaluating the Training EffortChapter 9Performance Management and Appraisal（1）Basics of Performance Appraisal（2）Techniques for Appraising Performance（3）Dealing with Rater Error Appraisal Problems（4）Managing the Appraisal Interview（5）Employee Engagement Guide for Managers（6）Performance ManagementChapter 10Managing Careers and Retention（1）Career Management（2）Employee Engagement Guide for Managers（3）Managing Employee Turnover and Retention（4）Employee Life-Cycle Career Management（5）Managing DismissalsChapter 11Establishing Strategic Pay Plans（1）Basic Factors in Determining Pay Rates（2）Job Evaluation Methods（3）How to Create A Market-Competitive Pay Plan（4）Pricing Managerial and Professional Jobs（5）Contemporary Topics in Compensation（6）Employee Engagement Guide For ManagersChapter 12Pay for Performance and Financial Incentives（1）Money’s Role in Motivation（2）Individual Employee Incentive and Recognition Programs（3）Incentives for Salespeople（4）Incentives for Managers and Executives（5）Team and Organization-Wide Incentive Plans（6）Employee Engagement Guide for ManagersChapter 13Benefits and Services（1）Introduction: The Benefits Picture Today（2）Pay for Time Not Worked（3）Insurance Benefits（4）Retirement Benefits（5）Personal Services and Family-Friendly Benefits（6）Flexible Benefits Programs（7）Employee Engagement Guide For ManagersChapter 14Building Positive Employee Relations（1）What is Employee Relations?（2）Employee Relations Programs For Bu ilding And Maintaining Positive Employee Relations（3）The Ethical Organization（4）Managing Employee Discipline（5）Employee Engagement Guide For ManagersChapter 15Labor Relations and Collective Bargaining（1）The Labor Movement（2）Unions And The Law（3）The Union Drive and Election（4）The Collective Bargaining Process（5）Dealing With Disputes And Grievances（6）The Union Movement Today And TomorrowChapter 16Safety, Health, and Risk Management（1）Introduction: Safety and the Manager（2）Manger’s Briefing on Occupational Safety Law（3）What Causes Accidents?（4）How to Prevent Accidents（5）Employee Engagement Guide for Managers（6）Workplace Health Hazards: Problems and Remedies（7）Occupational Security and Risk ManagementChapter 17Managing Global Human Resources（1）The Manager’s Global Challenge（2）Adapting Human Resource Activities to Intercountry Differences （3）Staffing the Global Organization（4）Training and Maintaining Employees Abroad（5）Employee Engagement Guide for Managers（6）Managing HR Locally: How to Put into Practice a Global HR SystemChapter 18Managing Human Resources in Small and Entrepreneurial Firms （1）The Small Business Challenge（2）Using Internet and Government Tools to Support the HR Effort（3）Leveraging Small Size with Familiarity, Flexibility, Fairness and Informality（4）Using Professional Employer Organizations（5）Managing HR Systems, Procedures, and Paperwork●Assessment：Final Examination 60%; Attendance 20%; Group Assignment 20%.●ReferencesMain references:Gary Dessler (2016) Human Resource Management, 15th Edition, London: Pearson。
人力资源管理英文教学大纲
《Human Resource Management》Lecture OutlineCourse Human Resource ManagementNO. 87014111Credit hour 4Grade TwoStaff room Business AdministrationTeacher Wang Jinghua《Human Resource Management》Lecture OutlineContentsPart I：Introduction (3)Part II：Human resource management (4)Part III：Appendix (11)《Human Resource Management》Lecture OutlinePart I：IntroductionHuman resource management will place our student at the forefront in understanding how organizations can gain sustainable competitive advantage through people. The role of HR managers is no longer limited to service functions such as recruiting and selecting employees. Today, HR manager assume an active role in the strategic planning and decision making at their organizations. Meeting challenges head –on and using human resource effectively are critical to the success of any work organization.In the first chapter, we begin by explaining the key challenges to HRM in developing the flexible and skilled workforce needed to compete effectively. Side by side with the competitive challenges, HRM must also address important employee concerns such as managing a diverse workforce, recognizing employee rights, and adjusting to new work attitudes. The chapter also discusses the important partnership with line managers and the competencies required of HR management. Then we continue with the introduction, explanation, and discussion of the individual practices and policies that make up HRM.Although we focus on the HR role of managers, we do not exclude the impact and importance of the HR department’s strategic role in developing, coor dinating, and enforcing policies and procedures relating to HR functions. Human resource management provides a functional and practical understanding of HR programs toenable our students to see how HR affects all employees, the organization, the community, and the larger society.Organizations in today’s competitive world are discovering that it is how the individual HR topics are combined that makes all the difference. Managers typically don’t focus on HR issues such as staffing, training, and compensation in isolation form one another. Each of these HR practices is combined into an overall system to enhance employee involvement and productivity. Human resource management ends with a final chapter that focus on development of high-performance work system. We outline the various components of the system including work-flow design, HR practices, management process, and supporting technologies. We also discuss the strategic processes used to implement high-performance work systems and the outcomes that benefit both the employee and the organization as a whole.Part II：Human resource management Chp1 Introduction to Human Resource [Learning objectives]After studying this chapter, students should be able to :1 Explain what human resource is.2 Illustrate the difference between human resource and human capital. [Chapter outline]1 Quantity and Quality of HR2 Human resource vs. human capital3 Features of HR4 The Distribution and Structure of HR in a nation5 The Distribution and Structure of HR in companyChp2 Introduction to Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Define human resource management2 Describe the functions of human resource management3 Explain, in general terms, how human resource management[Chapter outline]1 Management and the relevant conception:Definition of Management: Its nature and purposeThe function of managementManagement as an essential for any organizationManagerial skills and the organizational hierarchyThe goals of all managers and organizations2The basic contents of human resource managementDefinition of human resource managementHuman resource management modelThe function of human resource managementThe goals of human resource managementThe activity of human resource managementChp3 Strategic Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify human resource’s strategic challenge2 summarize the strategic management process3 Describe the human resource scorecard approach[Chapter outline]1 HR’s Strategic Challenges2 The Strategic Management ProcessBusiness Mission and Its Vision3 Types of Strategic Planning4 Relationships Among Strategies in Multiple- Business Firms5 Achieving Strategic Fit6 HR and Competitive Advantage7 HR’S Strategic RolesHR’s Strategy Execution RoleHR’s Strategy Formulation Role8 Creating a Strategy-oriented HR SystemThe High-Performance Work System9 The HR Scorecard ApproachChp4 The Manager and Department of HR [Learning objectives]After studying this chapter, students should be able to :1 Summarize the types of assistance provided by the human resource department2 Explain the desired relationship between human resource managers and operating managers3 Discuss the role of human resource managers in the future[Chapter outline]1 Who perform the human resource functions?The human resource department2 Challenges for human resource managersDiversity in the work forceRegulatory changeStructural changes to organizationsTechnological and managerial changes within organizations3 Perforce of human resource departmentChp5 The Environment of Human Resource Management [Learning objectives]After studying this chapter, students should be able to :1 Identify the environment of human resource management[Chapter outline]1 Introduction to the environment of human resource management2 The exterior environment of human resource managementPolitical factorsEconomics factorsLaw3 The interior environment of human resource managementStrategyLife Cycle of OrganizationOrganizational StructureOrganizational CultureChp6 The Academic Foundation of Human ResourceManagement[Learning objectives]After studying this chapter, students should be able to :1 Describe the basic human factors that affect human resource managing2 Explain the meaning of motivation3 Describe the various theories of motivation and their strengths and weaknesses4 Analyze motivational techniques, with emphasis on the role of money, participation, the quality of working life, and job enrichment.5 Present a systems and situational approach to motivation.[Chapter outline]1 Theory X- theory Y2 Human hypothesesRational-economic manSocial manSelf-actualizing manComplex man3 Stimulant theoriesContent TheoriesMaslow’s hierarchy of needs theoryAlderfer’s ERG theoryMcClelland’s acquired needs theoryHerzberg’s two-factor theoryProcess theoriesExpectancy theoryEquity theoryGoal-Setting theorySkinne’s Reinforcement TheoryIntegrative Expectancy ModelChp7 Job Analysis[Learning objectives]After studying this chapter, students should be able to :1 Discuss the nature of job analysis, including what it is and how it’s us ed.2 Use at least three methods of collecting job analysis information, including interviews, questionnaires, and observation.3 Write job descriptions, including summaries and job functions, using the internet and traditional methods.4 Write job specifications using the internet as well as your judgment. [Chapter outline]1 The nature of Job Analysis2 Types of Information Collected3 Uses of Job Analysis Information4 Steps in Job Analysis5 Methods of Collecting Job Analysis InformationInterviewQuestionnaireObservationParticipant Diary/Logs6 Quantitative Job Analysis TechniquesP AQDOLFJACIT7 Writing Job Descriptions8 Writing Job SpecificationsCHP8 Human Resource Planning [Learning objectives]After studying this chapter, students should be able to :1 Define human resource planning(HRP)2 Summarize the relationship between HRP and organizational planning3 Explain strategy-linked HRP4 Identify the steps in the HRP process5 Describe the different methods used for forecasting human resource needs [Chapter outline]1 How HRP relates to organizational planning.Strategy-Linked HRP2 Steps in the HRP ProcessDetermining Organizational ObjectivesDetermining the skills and expertise required (demand)Determining additional (net) human resource requirementsDeveloping action plansSynthesizing the HRP process3 Tools and techniques of HRPTrend analysisManagerial estimatesDelphi techniqueStaffing tablesMarkov analysisSkills inventoriesManagement inventoriesReplacement chartsSuccession Planning4 Balancing demand and supply of HRChp9 Recruitment and Employment [Learning objectives]After studying this chapter, students should be able to :1 Define recruitment.2 Describe the advantages and disadvantages of using internal methods ofrecruitment.3 Describe the advantages and disadvantages of using external methods of recruitment.4 Outline the steps in the selection process.5 Describe aptitude, psychomotor, job knowledge, proficiency, interest, and personality tests.6 Define validity and reliability.[Chapter outline]1 Job analysis, human resource planning, and recruitment2 Sources of qualified personnelInternal sourcesExternal sources3 Effectiveness of recruitment methodsSupervisor recommendationsJob postingCareer development systemsEmployee referralsApplicant-initiated recruitmentHelp-wanted advertisementsOn-LineCampus recruitingEmployment agenciesExecutive search firms4 Who does the recruitment, and how5 Basic Testing Conceptsvalidityreliability6 Selection MethodsTests of cognitive abilitiesTests of motor and physical abilitiesPersonality testsWork sampling techniqueAssessment centersChp10 Training and Development [Learning objectives]After studying this chapter, students should be able to :1 Define training and development.2 Describe needs assessment.3 Outline three categories of training objectives..[Chapter outline]1 Training employeesNeeds assessmentEstablishing training objective2 Methods of trainingApprenticeship trainingJob instruction training (JIT)LectureAudiovisual-based trainingCase methodSimulated trainingTraining via the InternetRole playingBehavior modeling3 Principles of learning4 Evaluating trainingReactionLearningBehaviorResultsChapter 11 Performance Management [Learning objectives]After studying this chapter, students should be able to :1 Describe the appraisal process.2 Develop, evaluate, and administer at least four performance appraisal tools.3 List and discuss the pros and cons of six appraisal methods4 Explain and illustrate the problems to avoid in appraising performance5 Discuss the pros and cons of using different taters to appraise a person’s performance6 Perform an effective appraisal interview.[Chapter outline]1 Performance appraisal: definition and uses2 Understanding performanceDeterminants of performanceEnvironmental factors as performance obstaclesSelection of a performance appraisal method3 Performance appraisal methodsMulti-rater assessment (360-degree feedback)Ranking MethodPaired Comparison MethodForced Distribution MethodRating Scale MethodBARSBOS4 Potential errors in performance appraisals5 Overcoming errors in performance appraisalsCHP12 Compensation Management [Learning objectives]After studying this chapter, students should be able to :1 Define organizational rewards..2 Distinguish between intrinsic and extrinsic rewards.3 List the basic factors in determining pay rates4 Explain in detail how to establish pay rates.5 Outline the main employees’ services benefits6 Explain the main flexible benefit programs..[Chapter outline]1 Define the compensation system.2 Selection of rewards3 Relating rewards to performance4 Conventional job evaluationJob raking methodJob classification methodPoint methodFactor comparison method5 Pricing the jobWages and salary surveysWages and salary curves6 Pay grade7 Compensation trendCompetency-based payCompetenciesBroadbanding8 Employee benefitPart III：Appendix[Teaching material]1<Human Resource Management>(ninth Edition), [American] Gary.Dessler, Tsinghua University Press, 20052《人力资源管理概论》董克用、叶向峰著，北京：中国人民大学出版，2003 [Reference book]1<Managing Human Resource>, [American] George·Bohlander, Scott Snell. Thirteen Edition, DaLian：Dongbei University of Finance & Economics Press, 2003 2《人力资源管理基础》(双语教学版)【美】雷蒙德·A·诺伊（Raymond A. Noe）,雷丽华译，北京：中国人民大学出版社，20053《人力资源管理》第9版，【美】约翰·M·伊万切维奇（John M. Ivancevich）（休斯顿大学）,【中】赵曙明（南京大学）著，北京：机械工业出版社，2005 4《人力资源管理》（第9版）【美】加里·德斯勒（G ary Dessler）（佛罗里达大学）,吴雯芳，刘昕译，北京：中国人民出版社，20055《人力资源管理－高等院校应用型特色规划教材》廖三余主编，北京：清华大学出版社20066《人力资源管理实务》徐光华等编著，北京：清华大学、北京交通大学联合出版，20057 《人力资源管理》双语教学第7版，【美】劳埃德·拜厄斯（Lloyd L.Byars）、莱斯利·鲁（Leslie W. Rue）著，李业昆译. 北京：人民邮电出版社，2005说明：英文教学大纲中的课时安排和教学方法与中文教学大纲相同。
《人力资源管理》课程教学大纲
《人力资源管理》课程教学大纲《人力资源管理》课程教学大纲一、课程简介《人力资源管理》课程旨在为学生提供全面的人力资源管理理论和实践知识。
通过本课程的学习，学生将能够理解并应用人力资源管理的基本原理，熟悉人力资源管理的实际操作流程，提高在人力资源管理环境中的问题解决能力。
二、课程目标1、理解并掌握人力资源管理的基本概念和原理。
2、熟悉并掌握人力资源管理的各个职能领域，包括招聘、培训、绩效管理、薪酬福利、员工关系管理等。
3、理解并应用人力资源管理策略，如人力资源规划、职业发展等。
4、提高在人力资源管理环境中的问题解决能力。
三、课程内容1、人力资源管理的概念与原理：介绍人力资源管理的定义、目标和基本原理，包括战略人力资源管理、人力资源管理政策和制度等。
2、招聘与选拔：介绍招聘的策略和流程，包括职位分析、招聘渠道、简历筛选、面试技巧等。
3、培训与发展：介绍员工培训和发展的策略和流程，包括培训需求分析、培训计划制定、培训实施与评估等。
4、绩效管理：介绍绩效管理的概念、流程和方法，包括绩效计划、绩效评估、绩效反馈等。
5、薪酬福利：介绍薪酬福利的基本原理、设计和管理，包括工资制度、奖励制度、社会保险等。
6、员工关系管理：介绍员工关系的概念、内容和处理方法，包括劳动法规、员工沟通、员工关怀等。
7、人力资源规划与职业发展：介绍人力资源规划的策略和流程，包括职业发展、员工培训等。
四、教学方法1、理论教学：通过课堂讲解，使学生理解和掌握人力资源管理的基本概念和原理。
2、案例教学：通过分析真实企业案例，让学生理解并应用人力资源管理的知识，提高问题解决能力。
3、实验教学：通过实验室模拟人力资源管理流程，让学生熟悉人力资源管理的实际操作。
4、现场教学：通过实地参观和实习，让学生直观了解企业的人力资源管理实践。
五、评估方式1、平时作业：布置相关主题的论文或者报告，以检验学生的课堂学习效果。
2、期中考试：通过试卷测试，评估学生对人力资源管理的理论掌握程度。
人力资源管理课程教学大纲
《人力资源管理》课程教学大纲一、基本信息课程名称（中英文）：人力资源管理Human Resource Management课程编号：学时学分：2理论学时与实践学时分配：32：0课程类别：专业课程课程性质：选修适用专业：商学院非人力资源管理专业先修课程：《基础会计》、《初级会计实务》、《中级会计实务》二、教学目标通过本课程的学习，使学生了解人力资源管理基本概念知识，理解人力资源与人力资本、人力资源规划与工作分析、员工招聘与绩效管理、薪酬管理与劳动关系的基本内容，掌握工作说明书制定、员工招聘与选拔、绩效管理与薪酬管理的基本方法，掌握员工培训的流程与途径，掌握劳动关系处理步骤，提高学生管理技能、管理水平，以及从事人力资源开发的能力，树立服从战略的全局观念，服务企业经营的创新意识，培养客观公正的品德。
二、教学内容及学时分配（一）教学学时分配（注：教学单元是指知识内容相对完整独立的教学部分，可对应选用教材的一个或若干个章节，但不能完全照抄教材的章节。
）（二）教学内容第一单元人力资源管理基本概述【主要内容】1.人力资源与人力资源管理相关概念2.人力资源管理的理论基础3.人力资源管理者的角色定位4.人力资源管理的发展历程【教学重点】人力资源管理的职能及其理论基础【教学难点】人力资源管理者的角色【实践项目】1.实验名称：模拟公司组建2.实验目的：熟悉模拟公司的组织要素构成3.实验内容：搭建人力资源管理工作平台【思考题】1.中国如何从人口大国变成人力资源强国？2.人力资本与人力资源的区别是什么？3.人力资源为什么强调质量而非数量？4.请指出相关概念关系图中存在的问题？5.请结合中国社会（理论或现实）谈谈对人性假设理论的理解？6.现代人力资源管理与传统人事管理的区别？7.不同阶段人力资源管理任务发生变化规律及其背景理由？8.如何理解现代人力资源管理者作为“组织变革推动者”的角色定位？第二单元人力资源管理基础职能【主要内容】1.工作分析、人力资源规划的概述和主要内容2.工作分析的流程、方法及工作设计3.人力资源需求与供给预测4.人力资源供需平衡【教学重点】1.工作分析的主要内容、基本流程与方法2.人力资源供给与需求预测的方法与平衡【教学难点】1.职务分析相关概念2.人力资源供给与需求预测的几种主要方法【实践项目】1.实验名称：工作说明书撰写技巧2.实验目的：掌握某一个职位的工作说明书编制技巧3.实验内容：制定工作描述文件、任职资格文件。
《人力资源管理》课程教学大纲
人力资源管理《人力资源管理》课程教学大纲（48课时）二、课程性质、目标和任务人力资源管理是现代管理理论的重要组成部分，是各项专业管理的基础。
它是一门广泛吸收多学科知识的边缘科学，具有很强的实践性和应用性。
《人力资源管理》作为面向管理系学生开设的选修课程，主要围绕人力资源管理概述、工作分析、人力资源规划、员工招聘与选拔、员工培训与职业生涯规划、绩效管理、薪酬管理、劳动关系管理等内容，给学生全面地讲解人力资源管理的基础理论知识、技术与方法，使学生学完这门课程后能够掌握人力资源管理的基本理论和实务操作，树立现代人力资源管理理念，学会用人力资源管理的相关理论分析和解决企业实际问题的方法。
三、课程教学的基本要求本课程的基本要求包括：正确认识课程的性质、任务极其研究对象，全面了解课程的体系、结构，对人力资源管理由一个总体认识；紧密联系实际，学会用人力资源管理理论分析和解决相关的企业管理案例，把学科理论的学习融入对经济活动实践的研究和认识之中，切实提高分析问题、解决问题的能力；同时培养学生爱岗敬业的精神，自觉为企业经济效益的提高服务，为社会主义市场经济体制的建立和完善作出贡献，为学生毕业后成功地走上社会参加企业经营管理实践打下良好基础。
四、教学内容与学时分配第一章人力资源管理概述（4课时）1、人力资源的定义、人力资源管理的定义2、人力资源的特性、人力资源管理的内容、人力资源管理的发展历史3、人力资源管理的新趋势第二章人力资源规划（3课时）1、人力资源规划的定义、人力资源需求预测定义、人力资源供给预测定义2、人力资源需求预测的影响因素与预测方法、人力资源供给预测的影响因素与预测方法、人力资源供需平衡的三种状态及措施3、人力资源规划的内容、类型、作用、人力资源规划书的编写第三章工作分析（4课时）1、工作分析的定义、相关概念界定、工作分析的方法、工作说明书的编写2、工作分析的主要内容、工作分析的基本流程、工作分析的主要方法3、工作分析的结果的评价及其运用第四章员工招聘（4课时）1、员工招聘的定义、作用、意义，员工招聘的原则、流程2、员工招聘的渠道选择、人员选拔的主要技术与方法（简历筛选、笔试、面试）第五章员工培训与开发（4课时）1、员工培训与开发的含义、作用与意义2、员工培训的基本流程、员工培训的分类与方法3、员工培训的目的与原则、培训项目的风险管理4、人力资源开发的内容、形式与机制第六章员工职业生涯规划与管理1、职业生涯规划与管理的概念、职业生涯管理的意义2、职业生涯管理的内容、步骤与方法3、职业生涯管理理论简介第七章绩效管理（4课时）1、绩效管理的定义、目的，绩效管理系统的设计2、绩效考核内容、类型与方法第八章员工薪酬及福利管理（4课时）1、薪酬与福利的定义、构成、作用，薪酬体系的基本类型2、薪酬与福利设计的基本原则、流程与方法第九章员工激励1、激励的相关概念、作用过程与功能2、激励的相关理论简介3、员工吉利的主要策略与方法第十章劳动关系管理（4课时）1、劳动关系的定义、劳动关系管理的定义、劳动合同的定义与内容2、劳动关系的性质与类型、劳动合同的特征、劳动关系管理基本流程3、劳动关系系统、劳动关系管理理论与制度、我国劳动关系现状及发展、劳动争议处理五、教学重、难点和教学方法教学重点：工作分析、人力资源规划、员工招聘与甄选、员工培训与职业生涯规划、绩效考核、薪酬管理等。
050292B-人力资源管理(双语)-教学大纲
《人力资源管理》(双语)教学大纲课程编号：050292B课程类型：专业课总学时：32学分： 2适用对象：国际贸易与经济专业的学生先修课程：一、课程的教学目标使学生通过人力资源管理双语课程的学习，掌握人力资源管理的基本概念和职能，熟悉人力资源管理的英语专业词汇，成为具备专业技能和管理技能的复合型人才。
二、教学基本要求（一）教学内容以人力资源管理的基本模块为核心，主要从不同的模块的角度对人力资源的管理有更加深入的讲解。
（二）教学方法和手段主要是教师讲授，学生分组讨论，案例分析，角色扮演、管理游戏等教学手段相结合的教学方法。
同时还会邀请一些公司的人力资源管理经理给学生讲述人力资源管理实际工作的问题和感受，给学生来自一线的最真实的工作感悟。
（三）考核方式闭卷考试的形式，平时成绩和期末成绩所占的百分比例是 30%和70%。
（四）学习要求要求学生对人力资源管理的基本模块和国际人力资源管理的特殊性有全面了解，在课后老师留给的小组工作中能积极参与和贡献，对要求阅读的参考书目能及时阅读。
三、各教学环节学时分配四、教学内容第一章变化中的人力资源管理本质1、人力资源管理的定义2、人力资源活动3、HR人力资源管理面对的挑战4、人力资源管理的四个角色重点和难点：人力资源管理的定义；挑战和角色教学组织和设计：讲授学习标准：了解人力资源管理的概念和挑战，掌握人力资源管理的四个角色第二章战略性人力资源管理1、战略人力资源管理和核心竞争力的定义2、人力资源规划的定义和程序3、人力资源的四个重要标准4、影响人力资源供给和需求的主要因素5、管理人力资源过剩的方法6、人力资源信息系统本章重点和难点：人力资源规划的程序；影响人力资源供给和需求的主要因素本章教学组织和设计：讲授和讨论本章的学习标准：要求学生了解人力资源规划的程序以及影响人力资源供求的因素，掌握人力资源过剩的方法第三章工作岗位1、工作流程分析和业务流程再造2、工作分析的方法3、工作分析步骤4、工作岗位说明书本章重点和难点：工作分析和工作岗位说明书本章教学组织和设计：讲授和讨论本章的学习标准：要求学生了解工作分析的步骤和方法，会撰写工作岗位说明书第四章员工招聘1、劳动力市场2、战略性招聘3、内部招聘4、外部招聘5、招聘评估的要素本章重点和难点：战略性招聘；外部招聘；招聘评估的要素本章教学组织和设计：讲授与案例学习本章的学习标准：要求学生了解战略性招聘的步骤，外部招聘的渠道和招聘评估的要素第五章人力资源甄选与配置1、典型的甄选过程2、甄选面试3、背景调查本章重点和难点：甄选面试本章教学组织和设计：讲授和角色扮演本章的学习标准：要求学生能够掌握不同的面试方法第六章人力资源培训1、培训的定义2、培训的四个阶段3、三种类型的培训需求分析4、培训方法5、培训评估本章重点和难点：培训需求分析；培训方法；培训评估本章教学组织和设计：讲授和讨论本章的学习标准：要求学生掌握培训需求分析的类型和培训评估的重要性第七章职业生涯与人力资源开发1、职业生涯规划的不同类型2、人力资源开发的含义和步骤3、评价中心4、人力资源开发的方法本章重点和难点：人力资源开发的步骤和方法本章教学组织和设计：讲授与讨论相结合本章的学习标准：要求学生了解人力资源开发的步骤和方法以及职业生涯规划的不同类型第八章绩效管理与评估1、工作指标和绩效标准2、评估者容易犯的错误3、360度评估4、绩效考评反馈面谈5、合法有效的绩效评估系统本章重点和难点：评估者容易犯的错误，绩效考评反馈面谈；合法有效的绩效评估系统本章教学组织和设计：讲授与讨论相结合本章的学习标准：要求学生掌握评估者容易犯的错误及合法有效的绩效评估系统特征第九章薪酬战略和实践1、两种主要薪酬类型2、战略薪酬设计3、工作评估4、按绩效付酬的体系本章重点和难点：两种主要薪酬类型；战略薪酬设计本章教学组织和设计：讲授与讨论相结合本章的学习标准：要求学生了解两种主要薪酬类型和战略薪酬设计方案第十章可变工资与管理层薪酬1、可变工资2、个人激励方案3、工作评估4、团队可变工资计划5、管理层薪酬组成本章重点和难点：可变工资；工作评估；管理层薪酬组成本章教学组织和设计：讲授与讨论相结合本章的学习标准：了解个人激励方案、可变工资和管理层薪酬组成第十一章员工福利管理1、福利的定义2、法定福利和志愿福利3、安全福利4、健康福利管理5、福利管理中的沟通与灵活性本章重点和难点：法定福利和志愿福利；福利管理中的沟通与灵活性本章教学组织和设计：讲授与讨论相结合本章的学习标准：掌握法定福利和志愿福利的区别，理解福利管理中的沟通与灵活性第十二章健康、安全和安保1、健康、安全和安保的定义2、有效安全管理的活动3、安全福利4、提升健康的三个层次5、工作场所暴力问题本章重点和难点：健康、安全和安保的定义；工作场所暴力问题本章教学组织和设计：讲授与讨论相结合本章的学习标准：掌握健康、安全和安保的定义；了解工作场所提升健康的三个层次和暴力问题第十三章员工权力和惩罚1、法定权力和合同权利2、任意雇佣3、解决争端的方法4、制定员工手册5、惩罚的正面方法和渐进方法本章重点和难点：法定权力和合同权利；解决争端的方法；惩罚的正面方法和渐进方法本章教学组织和设计：讲授与案例学习相结合本章的学习标准：了解法定权力和合同权利的区别，解决争端的方法,以及惩罚的正面方法和渐进方法第十四章人力资源管理的全球化1、影响组织与管理全球化的主要因素2、国际员工的类型3、挑选优秀跨国员工的因素4、增加外派成功比例的措施本章重点和难点：国际员工的类型；挑选优秀跨国员工的因素本章教学组织和设计：讲授与案例学习相结合本章的学习标准：了解国际员工的类型，掌握挑选优秀跨国员工的因素和增加外派成功比例的措施五、主要参考书目Human Resource Management，罗伯特.L.马西斯（Robert.L.Mathis) 约翰.H.杰克逊（John H j Jackson) 著，北京大学出版社。
《人力资源管理专业英语》教学大纲
《人力资源管理专业英语》教学大纲大纲说明课程代码：3125030总学时：32学时（讲课32学时）学分：2课程类别：学科基础课开课对象：人力资源管理专业一、课程的性质、目的、任务：通过学习专业英语，使学生掌握与本专业相关的词汇及表达方式，有助于提高专业外语水平，扩大知识面，掌握本专业的核心理论和管理技巧，跟踪了解国际人力资源管理科学发展的最新动态。
二、课程教学的基本要求：要求学生有一定的英语水平及一定的专业知识。
课前预习。
三、教学方法和教学手段的建议：以课堂授课为主，多媒体辅助。
四、大纲的使用说明：在规定学时内，完成教学计划。
1、Introduction and overview（学时：2学时）本章讲授要点：人力资源管理的主要内容重点：同上难点：同上Historical developmentPersonnel management activitiesPersonnel management versus HRMDistinctive features of HRMObjectives of an HRM systemImplementation issues2、Strategy and structure （学时：2学时）本章讲授要点：企业战略和组织结构的关系重点：企业战略和人力资源管理战略的关系难点：组织结构的类型Corporate strategy and strategic HRMOrganization structureFormal and informal organizationsContingency perspectivesOrganizations as open systemsOrganizational trends3、Culture and change（学时：4学时）本章讲授要点：企业文化和变革的关系重点：文化的类型、变革反应的五个阶段难点：变革管理、变革企业文化Social cultureOrganizational cultureChangeChanging cultureCulture and HRM4、Employee resourcing: human resource planning（学时：4学时）本章讲授要点：人力资源计划和使用重点：内部劳动力市场和外部劳动力市场和特点难点：内、外部劳动力市场的比较Demand for human resourcesUtilization of human resourcesHuman resource supply5、Employee resourcing: recruitment and selection （学时：4学时）本章讲授要点：企业招募和甄选重点：招募和甄选的考虑因素难点：招募和甄选的方式使用Prerequisites to recruitmentRecruitmentSelectionAssessment centersValidity and reliabilityCost effectiveness6、Employee development: performance management （学时：4学时）本章讲授要点：绩效管理重点：绩效管理方法难点：绩效评价方法的使用Aims of appraisalAppraisal techniquesDifferent perspectivesProblems with appraisal7、Employee development: reward management（学时：4学时）本章讲授要点：重点：难点：Determination of rewardsTypes of reward systemRelevance of motivation theoriesHRM and rewards8、Employee development: training and development（学时：4学时）本章讲授要点：培训和发展的内容重点：全面质量管理、职业生涯发展难点：发展管理Systematic trainingBenefits of trainingCompetition and changeManagement developmentApproaches to training and developmentContinuous developmentLearning organizationEvaluation9、Employee relations（学时：2学时）本章讲授要点：员工关系重点：交流、工会难点：工作安全和健康CommunicationParticipationTrade union representationConflictHealth and safety at work10、Conclusion: criticism and developments （学时：2学时）本章讲授要点：总结CriticismsDevelopments in HRM本课程对学生自学的要求：在学好专业课及基础英语的前提下，可以比较轻松的学好本课程。
人力资源管理双语教学
qualities: Valuable 有价值 Rare 稀缺 Cannot be imitated 不可模仿 No good substitutes 不可替代
17
Impact of Human Resource Management
Recruitment and selection
Training aes of Human Resource Departments
Performance management Compensation and benefits Employee relations Personnel policies Compliance with laws Support for strategy
7. Allow a lack of training to undermine your department ‘s effectiveness.
7
Chapter Vocabulary
Human Resource Management （HRM) 人力资源管理
Human Capital 人力资本 High-Performance Work System
人力资源管理人员需要了解怎样使人有能力并且一定 能在打造组织竞争优势中发挥作用，同时还要知道 什么样的政策、工作程序和做法有助于组织成员发 挥作用。
24
Skills of HRM Professionals
Some of the human relations skills that are of particular importance today are communicating, negotiating, and team development. 沟通、谈判和团队开发都是现阶段特别重要 的人际关系技能。
《人力资源管理 (双语)》教学大纲
《人力资源管理(双语)》教学大纲编写人：吴敏编写时间：2005年10月30日一、课程基本信息课程名称：人力资源管理(双语)Human Resource Management (bilingual)课程号：40143420课程类别：选修课学时：32学分：2二、教学目的及要求人力资源管理是一门迅速发展的学科，它是一门系统地研究组织内人力资源吸收、选拔、培训、使用、激励等的客观规律和具体方法。
在任何组织中，人力资源管理与开发是一项关键的管理职责。
本课程以管理理论为基础，阐述人力资源管理的内容与特征，重点探讨人力资源规划、职务分析、招聘、甄选、培训、激励、绩效评估、薪酬设计等人力资源管理的具体问题。
目的是让学生通过本课程的学习，全面系统地掌握人力资源管理的理论知识，比较熟练地运用人力资源管理的技能与方法，提高分析与解决人力资源管理实际问题的能力，并能借鉴所学原理与方法，为企业解决人力资源管理的实际问题。
本课程采用双语教学的方式，课堂讲授和案例分析相结合，通过案例分析和角色扮演，提高学生解决实际问题的能力。
三、教学内容（下划线注明重点、难点）第一章人力资源管理概述（2学时）一、人是企业最宝贵的资源二、人力资源管理理论发展历程三、人力资源及人力资源管理四、人力资源管理职能及环节五、人力资源管理与人事管理的区别六、我国人力资源管理中的问题第二章人力资源的规划（4学时）一、人力资源规划概述二、人力资源预测技术三、人力资源规划的编制第三章工作分析（4学时）一、工作分析概述二、工作分析的实施三、人员配备第四章员工招募（4学时）一、员工招募流程二、员工招募渠道员工招募渠道的选择第五章员工培训与职业生涯发展（4学时）一、培训需求分析与培训计划的制定二、培训方法三、管理人员的培训四、职业生涯的几个阶段五、职业生涯管理第六章绩效评估（6学时）一、绩效评估概述二、绩效评估流程三、绩效评估方法四、绩效评估中的问题五、绩效评估反馈第七章薪酬设计及管理（8学时）一、薪酬概论二、薪酬管理的理论基础三、薪酬管理策略四、薪酬设计四、教材《人力资源管理—获取竞争优势的工具（英文版）》，劳伦斯.S克雷曼，机械工业出版社，2003五、主要参考资料1.《人力资源管理》，余凯成，大连理工大学出版社，20022.《人力资源开发与管理》，张德，清华大学出版社，20013.《人力资源开发与管理》，胡君辰，复旦大学出版社，20024.《人力资源管理》，赵曙明、罗伯特•马希斯、约翰•杰克逊著，电子工业出版社，20035.《Canadian Human Resource Management 5th Edition》, Schwind, Das, Wager, McGraw—Hill Ryserson, 1999加里德斯勒，人力资源管理，中国人民大学出版社，1999年6月第一版6．《人力资源管理：赢得竞争优势》，雷蒙德·A·诺伊等，，中国人民大学出版社，2001六、成绩评定十你若真见过那些强者打拼的样子，就一定会明白，那些人之所以能达到别人到不了的高度，全是因为他们吃过许多别人吃不了的苦。
人力资源开发与管理课程教学大纲英语版
《人力资源开发与管理》课程教学大纲Human Resources Development and Management Curriculum SyllabusI. Course: Human Resources Development and ManagementII. Score assessment: The assessment method of this course takes a combination of final examination and usual performance. The closed-book final examination takes 70% of the total score; the quantity of the test questions is between 40 and 50 questions; the types of the test questions include blank filling, multiple choice questions, true or false judgment, short answer questions, case questions and design questions. The examination aims at students mastering the basic theory meanwhile analyzing and solving practical management problems.The usual performance is 5 assignments, which takes 30% of the total score (each assignment takes 6% of the total usual performance score). To enhance students' creativity, writing skills, planning skills and the skills of analyzing practical problems, the assignments, which are papers, are arranged according to the specific sections of the course.III. Scores:A+ = 92-100%A = 83-91.9%B+ = 75-82.9%B = 70-74.9%C+ = 65-69.9%C = 60-64.9%D = 50-59.9%F = 0-49.9%IV. Key Teaching pointsPart I. Human resources management pandect1 Human resources management summary2 Human resources management environment and law3 Human resources managementPart II. Job analysis1 Job analysis summary2 How to collect job analysis informationPart III. Human resources planning1 Human resources planning summary2 Human resources forecasting technique3 To draw up human resources planPart IV. Staff recruitment, selection and employment1 Staff recruitment2 Selection and employmentPart V. Staff training and development1Staff training and development summary2 Training and development implement process3 Training and development method selectionPart VI. Performance management1 Performance management summary2 To draw up enterprises performance management system3 Standards and main evaluation methods of performance management Part VII. Salary and benefits management1 Salary management summary2 Salary and benefits design3 BenefitsPart VIII. Labor relations management1 Labor contracts Management2 Collective labor contracts3 Staff Communication4 Occupational health and safety management《人力资源开发与管理实训》课程教学大纲Human Resources Development and Management Practice TrainingCurriculum SyllabusI. Course: Human Resources Development and Management Practice TrainingII. Score assessment: Training score assessment is to evaluate students’practical operating capacity, together with their attendance, classroom performance and training reports.Training score assessment= usual performance (20%) + classroom operation (40%) + training reports (40%)Requirements of training reports: After the training, students carefully write a simple, clear, neat and insightful training report, which includes training name, purpose, brief principle, summary, and what they has learnt and understood. Each group should hand in a piece of training work i.e. every training module filesThe usual performance is assessed according to students’attendance and classroom performance.III. Scores:A+ = 92-100%A = 83-91.9%B+ = 75-82.9%B = 70-74.9%C+ = 65-69.9%C = 60-64.9%D = 50-59.9%F = 0-49.9%IV. Training contentsPart I. Human resources managementI. Theoretical contents1 To draw up the procedures and principles of human resources management2 To analyze environment and law of human resources planning3 To analyze human resources supply and demand4 Balance between human resources supply & demand and decision-making5 To draw up and carry out the human resources plansII. Training assignmentDraw up a human resources prospectus, simulating the actual enterprise business.Part II. Job analysisI. Theoretical contents1 Job analysis summary2 Job analysis workflow3 Job analysis methods4 The content and format of job instructionsII. Training assignment1 To draw up post survey program2 To carry out post survey program3 To draw up job instructionsPart III.Staff recruitment and personnel assignmentI. Theoretical contents1 Basic procedure of staff recruitment2 Channel selections of staff recruitment3 Principle and methods of personnel assignmentII. Training assignment1 Design a recruitment registration form, simulating the actual enterprise2 Design a recruitment registration implementing scheme, simulating the actual enterprise Part IV. Staff training and developmentI. Theoretical contents1 Staff training implement and control2 Staff training methods3 Staff career planning managementII. Training assignment1 Design a staff education and training program, simulating the actual enterprise2 Design a cost control scheme of the staff education and training program, simulating the actual enterprise3 Design a staff career planning prospectus, simulating the actual enterprisePart V. Performance managementI. Theoretical contents1 Performance evaluation procedure2 To design enterprises performance evalution system3 Performance evaluation methodsII. Training assignmentDesign a performance evaluation scheme, simulating the actual enterprisePart VI. Salary and benefits managementI. Theoretical contents1 Salary regulation and classification management2 Benefits managementII. Training assignment1 Design a salary management method, simulating the actual enterprise2 Design a benefits management method, simulating the actual enterprisePart VII. Labor relations managementI. Theoretical contents1 Labor contracts2 Handling labor disputesII. Training assignment1 Design an employee labor contract, simulating the actual enterprise2 Propose the procedures and methods of settling labor dispute, simulating the actual labor dispute in an enterprise。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
《人力资源管理 (双语)》教学大纲
编写人:吴敏编写时间: 2005 年 10 月 30日
一、课程基本信息
课程名称:人力资源管理 (双语)
Human Resource Management (bilingual) 课程号:40143420
课程类别:选修课
学时: 32 学分:2
二、教学目的及要求
人力资源管理是一门迅速发展的学科,它是一门系统地研究组织内人力资源吸收、选拔、培训、使用、激励等的客观规律和具体方法。
在任何组织中,人力资源管理与开发是一项关键的管理职责。
本课程以管理理论为基础,阐述人力资源管理的内容与特征,重点探讨人力资源规划、职务分析、招聘、甄选、培训、激励、绩效评估、薪酬设计等人力资源管理的具体问题。
目的是让学生通过本课程的学习,全面系统地掌握人力资源管理的理论知识,比较熟练地运用人力资源管理的技能与方法,提高分析与解决人力资源管理实际问题的能力,并能借鉴所学原理与方法,为企业解决人力资源管理的实际问题。
本课程采用双语教学的方式,课堂讲授和案例分析相结合,通过案例分析和角色扮演,提高学生解决实际问题的能力。
三、教学内容(下划线注明重点、难点)
第一章人力资源管理概述(2学时)
一、人是企业最宝贵的资源
二、人力资源管理理论发展历程
三、人力资源及人力资源管理
四、人力资源管理职能及环节
五、人力资源管理与人事管理的区别
六、我国人力资源管理中的问题
第二章人力资源的规划(4学时)
一、人力资源规划概述
二、人力资源预测技术
三、人力资源规划的编制
第三章工作分析(4学时)
一、工作分析概述
二、工作分析的实施
三、人员配备
第四章员工招募(4学时)
一、员工招募流程
二、员工招募渠道员工招募渠道的选择
第五章员工培训与职业生涯发展(4学时)
一、培训需求分析与培训计划的制定
二、培训方法
三、管理人员的培训
四、职业生涯的几个阶段
五、职业生涯管理
第六章绩效评估(6学时)
一、绩效评估概述
二、绩效评估流程
三、绩效评估方法
四、绩效评估中的问题
五、绩效评估反馈
第七章薪酬设计及管理(8学时)
一、薪酬概论
二、薪酬管理的理论基础
三、薪酬管理策略
四、薪酬设计
四、教材
《人力资源管理—获取竞争优势的工具(英文版)》,劳伦斯.S克雷曼,机械工业出版社,2003
五、主要参考资料
1.《人力资源管理》,余凯成,大连理工大学出版社,2002
2.《人力资源开发与管理》,张德,清华大学出版社,2001
3.《人力资源开发与管理》,胡君辰,复旦大学出版社,2002
4.《人力资源管理》,赵曙明、罗伯特?马希斯、约翰?杰克逊著,电子工业出版社,2003
5.《Canadian Human Resource Management 5th Edition》, Schwind, Das, Wager, McGraw—Hill Ryserson, 1999
加里德斯勒,人力资源管理,中国人民大学出版社,1999年6月第一版
6.《人力资源管理:赢得竞争优势》,雷蒙德〃A〃诺伊等,,中国人民大学出版社,2001
六、成绩评定
出勤、课堂表10%,课堂讨论10%,课后作业10%,考试 70%。