04人力资源
dessler_hrm12_tif04 人力资源4
Human Resource Management, 12e (Dessler)Chapter 4 Job Analysis1) Which of the following terms refers to the procedure used to determine the duties associated with job positions and the characteristics of the people to hire for those positions?A) job descriptionB) job specificationC) job analysisD) job contextE) job standardAnswer: CExplanation: Job analysis is the process of determining the duties of a specific job and the characteristics of the people who would be most appropriate for the job. A job analysis produces the necessary information to develop job descriptions and job specifications.Diff: 1 Page Ref: 116Chapter: 4Objective: 1Skill: Concept2) The information resulting from a job analysis is used for writing ________.A) job descriptionsB) corporate objectivesC) personnel questionnairesD) training requirementsE) mission statementsAnswer: AExplanation: A job description is a list of what a job entails, and it is derived from a job analysis. Job analysis is the procedure through which you determine the duties of job positions and the characteristics of the people that should be hired for the positions.Diff: 1 Page Ref: 116Chapter: 4Objective: 1Skill: Concept3) All of the following types of information will most likely be collected by a human resources specialist through a job analysis EXCEPT ________.A) work activitiesB) human behaviorsC) performance standardsD) human requirementsE) employee benefits optionsAnswer: EExplanation: Work activities, human behaviors, work aids, performance standards, job context, and human requirements are the types of information typically collected through a job analysis. Information gathered through a job analysis is used to develop job descriptions and job specifications. Managers use job analysis for the purpose of recruitment, compensation, training, and performance appraisal but not for assessing employee benefits options.Diff: 2 Page Ref: 116Chapter: 4Objective: 1Skill: Concept4) A manager uses the information in a job analysis for all of the following EXCEPT ________.A) assessing training requirementsB) complying with FCC regulationsC) determining appropriate compensationD) recruiting and selecting individuals for a jobE) providing accurate performance appraisalsAnswer: BExplanation: Managers use information gathered from a job analysis for many activities including providing performance appraisals, recruiting, determining compensation, and assessing training requirements. Job analysis plays a major role in EEO (Equal Employment Opportunity Commission) compliance but not with FCC (Federal Communications Commission) regulations. Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept5) Which of the following most likely depends on a job's required skills, education level, safety hazards, and degree of responsibility?A) employee compensationB) organizational cultureC) annual training requirementsD) OSHA and EEO complianceE) telecommuting opportunitiesAnswer: AExplanation: Compensation in the form of salaries and bonuses greatly depends upon a job's required skills, education level, safety hazards, and level of responsibility. Managers use the job analysis to determine the relative worth of a specific job and the most appropriate compensation for an employee.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept6) In order for Hollis Construction to be in full compliance with the Americans with Disabilities Act, the manager needs a ________ for each position to validate all human resource activities.A) performance appraisalB) compensation scheduleC) workflow systemD) quality control clerkE) job analysisAnswer: EExplanation: A job analysis is needed for each job at a firm to ensure compliance with the EEOC. According to the U.S. Federal Agencies' Uniform Guidelines on Employee Selection, a job analysis is needed to validate all major human resource activities. A firm that is in compliance with the Americans with Disabilities Act, for example, should know the essential job functions of each job which requires a job analysis.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Application7) Managers use ________ to uncover essential duties that have not been assigned to specific employees.A) work activitiesB) job specificationsC) job analysisD) performance standardsE) job contextAnswer: CExplanation: Job analysis can help reveal duties that need to be assigned to a specific employee. Job specifications are generated by a job analysis, but they typically focus on the type of person that is most suitable for a specific job. Work activities, performance standards, and job context are the types of information that are provided through a job analysis, but they do not necessarily uncover unassigned tasks.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept8) The ________ lists a job's specific duties as well as the skills and training needed to perform a particular job.A) organization chartB) job analysisC) work aidD) job contextE) job descriptionAnswer: EExplanation: Job descriptions list the specific duties, skills, and training related to a particular job. Organization charts show the distribution of work within a company but not specific duties. A job description is created after a job analysis has been performed.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept9) How many steps are involved in the job analysis process?A) twoB) fourC) sixD) eightE) tenAnswer: CExplanation: Six steps are involved in the job analysis process. Step 1 involves deciding how the information will be used, and step 2 involves reviewing relevant background information. Step 3 requires selecting representative positions, and step 4 calls for analyzing the job. Verifying the job analysis information occurs in step 5, while developing a job description and job specification occurs in step 6.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept10) What is the first step in conducting a job analysis?A) deciding how the gathered information will be usedB) collecting data on job activities and working conditionsC) selecting representative job positions to assessD) reviewing relevant background informationE) writing job descriptions and job specificationsAnswer: AExplanation: The first step in performing a job analysis is deciding how the job analysis will be used because this determines the data that will be collected and how it will be collected. Collecting data, selecting which job positions to analyze, reviewing background information like organization charts and process charts, and writing job descriptions are additional steps in the job analysis process.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept11) Reviewing relevant background information such as organization charts, process charts, and job descriptions is the ________ step of performing a job analysis.A) firstB) secondC) thirdD) fourthE) fifthAnswer: BExplanation: The second step of the job analysis process involves reviewing relevant background information. Organization charts, process charts, and job descriptions are types of background information that are useful in developing or revising a job analysis.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept12) Which of the following data collection techniques would be most useful when writing a job description for a software engineer?A) distributing position analysis questionnairesB) interviewing employeesC) analyzing organization chartsD) observing employeesE) developing a job process chartAnswer: BExplanation: Interviewing employees to determine what the job entails is an effective method of collecting data for writing a job description. Observing employees is typically only effective if a job involves physical tasks, and software engineering involves more thought and discussion than physical activity. Position analysis questionnaires are useful for compensation purposes rather than for writing job descriptions.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Application13) Which of the following is a written statement that describes the activities, responsibilities, working conditions, and supervisory responsibilities of a job?A) job specificationB) job analysisC) job reportD) job descriptionE) job contextAnswer: DExplanation: A job description is a written list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities, and it is the result of a job analysis. Job specifications focus on the human requirements for a particular job, such as personality and education. Job context refers to the physical working conditions or work schedule associated with a job.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept14) Which of the following refers to the human requirements needed for a job, such as education, skills, and personality?A) job specificationsB) job analysisC) job placementD) job contextE) job descriptionsAnswer: AExplanation: Job specifications are the human requirements needed for a particular job like education, skills, and personality. A job description is a list of the job's duties and responsibilities. Both job descriptions and job specifications are products of a job analysis.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Concept15) All of the following requirements are typically addressed in job specifications EXCEPT________.A) desired personality traitsB) required education levelsC) essential skillsD) necessary experienceE) working conditionsAnswer: EExplanation: Working conditions, responsibilities, and job duties are addressed in a job description rather than the job specifications. Job specifications focus on the human requirements for a job, such as personality, education, skills, and experience.Diff: 2 Page Ref: 117Chapter: 4Objective: 1Skill: Concept16) Which of the following indicates the distribution of work within a firm and the lines of authority and communication?A) job analysisB) process chartC) employee matrixD) organization chartE) corporate overviewAnswer: DExplanation: Organization charts show the organization-wide distribution of work with titles of each position and interconnecting lines that show who reports to and communicates with whom. Organization charts are useful when performing a job analysis, which is a process of determining the duties and skills associated with a specific position.Diff: 1 Page Ref: 117Chapter: 4Objective: 1Skill: Application17) A(n) ________ shows the flow of inputs to and outputs from a job being analyzed.A) organization chartB) process chartC) value chainD) job analysisE) job descriptionAnswer: BExplanation: A process chart is a work-flow chart that shows the flow of inputs to and outputs from a particular job. In the second step of performing a job analysis, background information such as process charts, organization charts, and job descriptions are reviewed.Diff: 1 Page Ref: 118Chapter: 4Objective: 1Skill: Concept18) During the job analysis process, it is important to ________ before collecting data about specific job duties and working conditions.A) test job questionnaires on a small group of workersB) confirm the job activity list with employeesC) select a sample of similar jobs to analyzeD) develop a job description outlineE) assemble the job specifications listAnswer: CExplanation: The third step of the job analysis process involves selecting representative positions to analyze. If there are too many similar jobs in a firm, it is best to select a representative sample. After representative positions have been chosen, analysis of the job can occur, which may include interviewing employees or using questionnaires. Job descriptions and job specifications are not developed until the final step of the job analysis process.Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept19) The fourth step in conducting a job analysis most likely involves collecting data about all of the following EXCEPT ________.A) necessary employee behaviorsB) required employee abilitiesC) typical working conditionsD) employee turnover ratesE) specific job activitiesAnswer: DExplanation: The fourth step in analyzing a job requires collecting data about job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job. Interviews, questionnaires, and observations are the most popular methods for gathering data. It is unlikely that data regarding employee turnover rates would be gathered during a job analysis.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept20) While performing the fifth step of a job analysis, it is essential to confirm the validity of collected data with the ________.A) EEOC representativeB) HR managerC) union leaderD) legal departmentE) workerAnswer: EExplanation: According to the fifth step of a job analysis, collected data should be confirmed with the worker performing the job and his/her immediate supervisor. Although HR managers play a role in the job analysis process by observing workers, it is the worker and his/her immediate supervisor that provide direct knowledge of the duties involved in a specific job.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept21) During the job analysis process, the primary purpose of having workers review and modify data collected about their current positions is to ________.A) confirm that the information is correct and completeB) provide a legal benchmark for employer lawsuitsC) enable participants to understand their job strengthsD) encourage employees to seek additional job trainingE) validate the job specification list provided by HRAnswer: AExplanation: Allowing employees to review and modify the information collected about their current positions provides the opportunity to confirm that the data is correct and complete, which may help gain employee acceptance of the job analysis data and conclusions. Job specifications and job descriptions are created after employees review the collected data.Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept22) What is the final step in conducting a job analysis?A) conducting an exit interview of all participantsB) writing a job description and job specificationsC) validating all of the collected job dataD) collecting data on specific job activitiesE) reviewing relevant background informationAnswer: BExplanation: The final step in the job analysis process involves developing a job description and job specifications, which are the two tangible products of a job analysis. This step occurs after job data has been collected and validated, and background information has been reviewed. Exit interviews are not conducted.Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Concept23) Murray, Inc. emphasizes a desire for detail-oriented, motivated employees with strong social skills as indicated in the firm's job ________.A) specificationsB) analysisC) reportsD) descriptionsE) contextAnswer: AExplanation: Job specifications summarize the personal qualities, traits, skills, and background required for getting a job done. Murray, Inc. wants detail-oriented, motivated employees, which would be described in the firm's job specifications. Job descriptions address the activities and responsibilities of a job. Both job descriptions and job specifications are products of a job analysis. Diff: 2 Page Ref: 118Chapter: 4Objective: 1Skill: Application24) The primary drawback of performing a job analysis regards the ________.A) unverifiable data a job analysis typically providesB) certification required to conduct a job analysisC) amount of time a job analysis takes to completeD) redundant information gathered during a job analysisE) costs associated with the technology needed for a job analysisAnswer: CExplanation: Conducting a job analysis can be time-consuming because it may take days to interview multiple employees and their managers, which is why an abbreviated version is often used by managers. The information gathered through a job analysis is typically verifiable and useful, and the main cost is time rather than money. Although management training may be necessary to perform an adequate job analysis, it is unlikely that certification is required. Diff: 3 Page Ref: 118Chapter: 4Objective: 1Skill: Concept25) Which of the following guidelines is recommended to managers conducting a job analysis?A) Use one tool for gathering information to maintain the validity of the results.B) Rely on the human resource manager to complete questionnaires and verify data.C) Conduct group interviews without supervisors present to ensure accuracy.D) Collect information from employees performing the same job in different departments.E) Develop complex questions using technical jargon specific to the organization.Answer: DExplanation: If several employees perform the same job in different departments, a manager should collect job analysis information from each of them because the manner in which an employee with a particular job title spends his or her time most likely varies from department to department. Several tools should be used to gather information rather than only one, and employees and supervisors typically complete questionnaires rather than HR managers, who instead observe workers performing their job duties. Supervisors should be included in group interviews, and questions should be clear rather than complex.Diff: 3 Page Ref: 119Chapter: 4Objective: 1Skill: Concept26) Which method for collecting job analysis information is considered best for quantifying the relative worth of a job for compensation purposes?A) electronic logB) group interviewC) worker diaryD) observationE) questionnaireAnswer: EExplanation: Questionnaires are particularly useful for quantifying a job's worth for the purpose of compensation. An interview is most appropriate for collecting job analysis information that will be used to create a list of job duties or a job description. Direct observation is useful when jobs involve mostly physical work. Logs and diaries can provide detailed information about a worker's activities, but the tendency of some employees to exaggerate makes logs/diaries less appropriate for quantifying the worth of a job.Diff: 2 Page Ref: 119Chapter: 4Objective: 2Skill: Concept27) Which of the following will most likely be used by a manager gathering job analysis information when a large number of employees perform similar work?A) individual employee interviewsB) direct observation of all employeesC) interview with the HR managerD) group interview with a supervisorE) telephone surveys of all employeesAnswer: DExplanation: When a large number of employees perform similar or identical work, conducting a group interview is a fast way to gather information. In most cases, the workers' immediate supervisor attends the group session. It would be costly and time consuming to conduct individual interviews with each worker and to observe each worker.Diff: 3 Page Ref: 120Chapter: 4Objective: 2Skill: Application28) Which of the following is the primary disadvantage of using interviews to collect job analysis data?A) Interviews are a complicated method for collecting information.B) Employees may exaggerate or minimize some information.C) Interviews provide only general information about a worker's duties.D) Employees may reveal minimal information about their daily activities.E) Interviews may require managers to reveal the job analysis function.Answer: BExplanation: The primary disadvantage of conducting employee interviews for the purpose of gathering job analysis data is the distortion of information. Employees may misunderstand the purpose of the interview and either purposely or mistakenly provide incorrect information. Interviews are considered a simple method for collecting detailed job information especially regarding uncommon but important employee activities.Diff: 3 Page Ref: 120Chapter: 4Objective: 2Skill: Concept29) Interviews for the purpose of collecting job analysis data will most likely address all of the following topics EXCEPT ________.A) hazardous conditionsB) primary work dutiesC) required educationD) necessary experienceE) personal hobbiesAnswer: EExplanation: Typical questions for job analysis interviews address subjects such as the job's major duties, hazardous conditions, performance standards, and required experience and education. It is less likely that an interviewer would ask an employee questions not related specifically to the job, such as personal questions about the worker's hobbies and free time.Diff: 1 Page Ref: 120Chapter: 4Objective: 2Skill: Concept30) Job analysts collecting information through observations and interviews benefit from the use of a(n) ________ to guide the process and ensure consistency.A) structured listB) electronic diaryC) job descriptionD) organization chartE) position analysis questionnaireAnswer: AExplanation: A structured list or checklist is useful for guiding an interview or performing a personal observation. Electronic diaries are completed by the worker and would not be used for observations or interviews. Some questionnaires are highly structured checklists that an employee completes in writing or online.Diff: 1 Page Ref: 120Chapter: 4Objective: 2Skill: Concept31) Which of the following is the primary disadvantage of using questionnaires to gather job analysis information?A) Questionnaires are the most expensive method of collecting data.B) Supervisors are required to verify all collected questionnaire data.C) Firms lack the technology to generate electronic questionnaires.D) Questionnaires are too open-ended to provide statistical information.E) Developing and testing questionnaires is time-consuming.Answer: EExplanation: The primary drawback of questionnaires is the time required to develop questionnaires and test them to ensure that workers understand the questions. Questionnaires can be structured or open-ended, and many are a combination of the two. Questionnaires are less costly than interviews and can be completed online.Diff: 3 Page Ref: 123Chapter: 4Objective: 2Skill: Concept32) For which of the following jobs is direct observation NOT a recommended method for collecting job analysis data?A) assembly-line workerB) accounting clerkC) attorneyD) nurseE) salespersonAnswer: CExplanation: Direct observation is particularly useful when jobs consist mainly of observable physical activities, such as with nurses, accounting clerks, assembly-line workers, and salespersons. Observation is less appropriate when a job involves mostly mental activity such as with lawyers and design engineers.Diff: 2 Page Ref: 123Chapter: 4Objective: 2Skill: Application33) One of the problems with direct observation is ________, which is when workers alter their normal activities because they are being watched.A) flexibilityB) constancyC) falsificationD) reactivityE) diversionAnswer: DExplanation: Reactivity occurs when a worker changes what he or she normally does because observation is taking place for the purpose of job analysis. Knowing that they are being watched may cause some workers to alter their normal work behaviors either on purpose or accidentally. Diff: 1 Page Ref: 123Chapter: 4Objective: 2Skill: Concept34) A ________ is the time it takes to complete a job.A) specificationB) work cycleC) work weekD) shiftE) dutyAnswer: BExplanation: A work cycle is the time it takes to complete a job, which may be one minute for an assembly-line worker or weeks for an engineer. Managers collecting data for a job analysis may observe a worker on the job for a complete work cycle and take notes of the worker's activities. Diff: 1 Page Ref: 123Chapter: 4Objective: 2Skill: Concept35) Which data collection method is most frequently used in conjunction with direct observation?A) interviewB) questionnaireC) diaryD) electronic logE) surveyAnswer: AExplanation: Managers frequently combine direct observation with personal interviews to gather job analysis information. Often, managers observe the worker for a complete work cycle to gather as much information as possible, and then they follow up with an interview to gain clarification. Another option is to observe and interview at the same time by asking the worker questions as he or she works.Diff: 2 Page Ref: 123Chapter: 4Objective: 2Skill: Concept36) Which of the following requires workers to make daily listings of the activities in which they engage as well as the amount of time each activity takes?A) flowchartB) agendaC) outlineD) tableE) logAnswer: EExplanation: A diary or a log requires workers to make daily listings of the activities in which they engage as well as the amount of time each activity takes. Diaries and logs can be useful in the job analysis process because they often produce a complete picture of the job, especially when used in conjunction with an interview.Diff: 1 Page Ref: 126Chapter: 4Objective: 2Skill: Concept37) Joaquin records every activity in which he participates at work along with the time it takes him to complete each activity. Which of the following approaches to job analysis data collection is most likely being used at Joaquin's workplace?A) diariesB) interviewsC) direct observationsD) questionnairesE) supervisor verificationAnswer: AExplanation: Joaquin has been asked to keep a diary or a log of his work activities. With diaries and logs, an employee records every activity and the time spent on each in a log, which provides a complete picture of the job. Diaries and logs are often used in conjunction with interviews, observations, and questionnaires.Diff: 2 Page Ref: 136Chapter: 4Objective: 2Skill: Application38) Pocket dictating machines and pagers have replaced traditional diary/log methods in many firms. Which of the following problems have the modern methods most likely eliminated?A) poor penmanship skills among employeesB) work time required to fill out forms and surveysC) employee forgetfulness regarding daily activitiesD) costs associated with copying and filing paperworkE) employee frustration towards bureaucratic requirementsAnswer: CExplanation: Some firms provide employees with pocket dictating machines and pagers to keep diaries and logs. At random times during the day, the employee is paged. The employee then dictates what he or she is doing. With this method, employers do not have to rely on workers to remember what they did hours earlier when they complete their logs at the end of the day, which was the main problem with paper/pencil diaries.Diff: 3 Page Ref: 126AACSB: Use of ITChapter: 4Objective: 2Skill: Concept。
人力资源规划的技能和能力要求
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人力资源规划的 目的是确保企业 在适当的时间、 适当的地点，拥 有适当的人员， 以实现企业的战 略目标和经营目
标。
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人力资源规划的 内容包括：人力 资源需求预测、 人力资源供给预 测、人力资源供 需平衡、人力资 源规划方案制定
等。
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人力资源规划的 方法包括：定性 分析法、定量分 析法、综合分析
制定招聘计划：根据人力 资源需求制定招聘计划
制定培训计划：根据人力 资源需求制定培训计划
制定绩效管理计划：根据 人力资源需求制定绩效管 理计划
组织管理能力
制定和实施人力资源规划的能力 协调和管理各部门人力资源的能力 评估和优化人力资源规划的效果 解决人力资源规划中的问题和挑战
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人力资源规划的能力要求
职位描述：明确职位要求，包括学 历、经验、技能等
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筛选简历：根据职位要求筛选简历， 选择合适的候选人
面试：安排面试，了解候选人的能 力和素质
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选拔：根据面试结果，选择最适合 的候选人
培训与发展
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培训需求分析：了解员工技能和知识水平，确定培训需求 培训计划制定：根据培训需求制定培训计划，包括培训目标、培训内容、培训方式等 培训实施：组织员工参加培训，确保培训效果 培训效果评估：对培训效果进行评估，了解培训效果，为改进培训提供依据 员工发展计划：根据员工职业发展需求，制定员工发展计划，包括职业发展目标、发展路径等 员工发展实施：根据员工发展计划，提供相应的支持和资源，帮助员工实现职业发展目标。
沟通协调：能够与团队成员 进行有效沟通，协调各方资 源，确保项目顺利进行
人力资源供给分析
预测因素：经济 环境、行业发展、
企业规模等
预测结果：未来几 年内人力资源需求
的增长情况
应对措施：招聘、 培训、内部晋升等
人员补充预测
预测方法：趋势外推法、回归分析法、时间序列法等 预测因素：行业趋势、企业规模、岗位需求等 预测结果：未来一段时间内需要补充的人员数量 预测应用：招聘计划、培训计划、薪酬福利计划等
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人力资源供给预测
人员流失率预测
影响因素：行业趋势、公司文化、员工满意度等 预测方法：历史数据法、专家判断法、趋势外推法等 预测结果：未来一段时间内的人员流失率 应对措施：提高员工满意度、优化公司文化、加强员工培训等
人员增长预测
预测方法：趋势外 推法、回归分析法、
时间序列法等
人员配置分析
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岗位需求：根据公司业务需求，确 定各岗位所需人数
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招聘渠道：根据岗位需求，选择合 适的招聘渠道
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培训与发展：制定员工培训计划， 提高员工技能和素质
技能要求：根据岗位需求，确定各 岗位所需技能和素质
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招聘流程：制定招聘流程，包括简 历筛选、面试、录用等环节
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绩效管理：制定绩效考核标准，激 励员工提高工作效率和业绩
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人力资源供给风险 控制
人才流失风险控制
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制定合理的薪酬福利制度，提高员 工满意度
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建立良好的企业文化，增强员工归 属感和忠诚度
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制定合理的人才流动计划，避免人 才集中流失
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加强员工培训和发展，提高员工技 能和素质
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QP-04人力资源控制程序
7.1《年度培训计划》
7.2《培训记录表》
5.1.4通过培训应使员工意识到：
a)自己所从事质量活动的关联性和重要性以及应如何贡献于品质目标的达成。
b)自己的工作活动对质量的重要影响，包括现实的或潜在的。
c)自己在实现符合质量方针和程序以及符合质量管理体系要求方面的作用和职责。
d)偏离规定程序的潜在后果。
5.2培训计划：
每年12月份，由各部门主管根据部门各岗位职责及本部门员工具体情况制订《年度培训计划》，人力资源部部根据《年度培训计划》，当时公司的状况，考虑师资、生产需求、费用等因素后制订出《年度培训计划》，经总经理核准后实施。
3.2在职培训：凡在本公司试用期满且正式录用的人员，为提升基本技能、理念或与单位工作职称相关的训练均属之。
4.权责
4.1新进人员培训：由相关部门主管进行技能的培训实施。
4.2在职培训：包括管理培训及专业培训，其执行及权责如下：
4.2.1内训：各部门依实际工作需求，由部门主管或其委派具有能力的适合人选实施培训。
责任：由人力资源部与品质部共同商讨制定培训课程和培训教材，相互协调开展培训。
5.1.3操作技术培训
目的：使各部门员工对生产流程和工序有深刻认识，掌握本岗位操作技能，并能胜任岗位工作。
内容：其培训内容需包括制品处理方法，各操作工序的操作方法及特殊工种操作等。
责任：由人力资源部部和相关操作技术部门相互协调、统筹并执行。
所有参加培训的人员,在接受培训后的适当时间内必须得到培训有效性的评价,具体方式如下
5.4.1由各部门主管或指定的人员组织进行以下的一种或几种方式的评价：
a)笔试或口试
工作成绩
评价结果填写于《培训记录表》
人力资源成本预算与控制
优化成果：经过一年的努力，B公 司人力资源成本大幅下降，同时员 工满意度和工作效率也得到提高
案例三：C公司人力资源成本控制案例
C公司背景介绍 人力资源成本构成 C公司人力资源成本控制措施 实施效果及启示
未来展望与总结
未来发展趋势
人力资源成本预算与控制将越来越受到重视 预测和规划未来的人力资源成本将成为企业的重要战略 人力资源成本预算与控制将更加注重数据分析和量化管理 未来的人力资源成本预算与控制将更加注重员工激励和绩效管理
优化流程
明确目标：制 定具体的优化 目标，如降低 成本、提高效
率等。
分析现状：对 现有的人力资 源成本结构进 行分析，了解 现状及存在的
问题。
制定方案：根 据分析结果， 制定具体的优 化方案，包括 调整组织结构、 改进招聘方式、 提高培训效果
等。
实施方案：将 优化方案付诸 实践，并对实 施过程进行监 控，确保方案
人力资源成本重要性
保持竞争力：有效控制成本，提高企业竞争力 制定战略：为人力资源战略提供数据支持 评估绩效：通过控制成本，评估人力资源部门的绩效 优化资源配置：合理配置人力资源，降低成本消耗
人力资源成本预算
预算编制原则
合理性和可行 性原则：确保 预算编制的合 理性和可行性， 避免预算过高
或过低。
添加副标题
人力资源成本预算与控制
汇报人：资料超市
目录
CONTENTS
01 人力资源成本概述
02 人力资源成本预算
03 人力资源成本控制
04 人力资源成本优化
05 人力资源成本案例 分析
06 未来展望与总结
人力资源成本概述
人力资源成本的性质：与其他成本 不同，人力资源成本是一种价值
ITP-S04 人力资源管理控制程序
人力资源管理控制程序审批栏：编制审核批准日期日期日期会签栏：注: ——代表不需会签管理者代表技术部生产部采购部销售部质量部2017年09月30日发布2017年09月30日实施修改记录版本号修订日期修改内容描述A0 2015.06 •新制定Bo 2017.09 •体系转版1.为了规范招聘，入职，离职及培训的流程，满足生产、质量管理和环境安全管理的要求。
确定公司人力资源配置的政策、员工招聘和员工入职过程的管理要求，以及公司人力资源结构优化的管理。
培训从知识、技能和意识上开展，以满足员工岗位工作的需要，并为员工的职业发展提供帮助。
2.范围适用于本公司对招聘人员、离职的控制和岗位培训的要求。
3.定义3.1人力资源结构优化指公司根据战略需要及时调整公司的人力资源结构以不断适应公司的发展需要。
3.2与质量有关的培训：是指对员工进行的质量意识、各类质量管理标准、质量管理程序、各类统计技术、各类质量检验等培训。
4.职责4.1各部门：负责人员需求和培训的申请及本部门员工技能的培训；4.2人事部：为本要素的归口控制部门，负责公司招聘、人事考核及编制职工培训计划并组织实施。
评价培训效果，协调和帮助各职能部门对职工的培训。
5程序流程和细则流程职责输出记录控制内容各部门各部门《人员需求申请表》部门经理人事部人员增加由总经理批准部门经理《面试评估表》《入职登记表》5.1.3部门经理《新员工试用通知书》部门经理部门经理《培训记录表》 《培训签到表》 《培训效果评价表》 《员工个人培训及考核记录表》人事部《劳动合同》5.1.1.1各部门经理依据实际需求和编制的情况提出申请并填写《人员需求申请表》交给总经理审批，审批通过，交由管理部负责招聘。
N不录用Y N 审 批 发布招聘信息评估试用期 新员工培训考 核正式入岗申 请人员需求资料备案Y 5.1.15.1.2 5.1.4 5.1.5 5.1.6Y5.1.2发布招聘信息5.1.2.1公司管理部可通过人才网站、报刊广告、人才招聘会、高等院校、劳动市场等途径进行招聘，管理人员或紧缺岗位还可通过猎头公司、员工推荐等方式招聘；5.1.3评估5.1.3.1应聘人员需提供个人简历和相关证件如身份证、学历证、等复印件；5.1.3.2人事部完成外部招聘的初选，只有通过管理部初选，才能进入专业评估；初选应以公司的核心能力作为初选标准，其中责任心、执行力是最基本的底线，在此基础上，根据应聘者的知识、经验及技术等来考察其与岗位职责的匹配程度；凡应聘人员有下列情形之一者，不予雇用：·政府规定不得雇用者；·经本公司指定医院实施体检检查不合格者，或经发现有恶性传染病者；·曾在其他公司及所属单位被开除或曾未经批准而擅自离职者；·议定不适合担任本公司工作者。
劳动和人力资源经济学
人力资源经济学涉及到劳动力的供求关系、劳动力市场、工资决定等问题
人力资源经济学对于企业和政府制定人力资源政策、提高劳动力素质和促进经济发展具有重要的 指导意义。
人力资源经济学的研究对象和内容
研究对象：人力资源的经济问题， 包括人力资源的供给、需求、市 场和政策等。
研究内容：探讨人力资源的 配置、价值、投资和收益等 问题，为企业和政府制定人 力资源政策提供理论支持和 实践指导。
均衡与非均衡的原因：信息不 对称、工资刚性、政策干预等。
劳动市场均衡：指劳动力供给 与需求相等，市场处于相对稳 定的状态。
均衡与非均衡的影响：工资水 平、就业率、劳动力流动等。
工资决定因素
市场供需关系
行业和地区差异
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添加标题
生产率水平
添加标题
添加标题
工会和政府政策
就业与失业
劳动经济学基 础：研究就业 与失业的原理
人力资源的经济价值与产业发展的关系
人力资源是产业发展的核心要素，对经济增长和产业升级具有重要作用。
人力资源的素质和技能水平直接影响产业的技术创新和价值创造。
人力资源的合理配置和有效利用有助于提高产业效率和竞争力。
人力资源的开发和管理对于产业结构的调整和转型升级具有重要影响。
THANK YOU
培训效果评估的方法：问卷调查、面试、绩效评估等 培训效果转化的途径：提供实践机会、建立反馈机制、持续学习等 培训效果评估与转化的关系：相互影响、相互促进 提高培训效果转化率的措施：明确培训目标、加强培训内容与实际工作的结合业技能和知识水平，从而提高工作效率和绩效
07
人力资源的经济价值与回报
人力资源的经济价值评估方法
市场法：通过比较类似职位的市 场薪酬水平来评估人力资源的经 济价值
高效的人力资源管理
高效的人力资 源管理
,
汇报人：
目录
01 人 力 资 源 管 理 的 重 要 性
02 高 效 的 人 力 资 源 管 理 实 践
03 人 力 资 源 管 理 的 技 术 应 用
04 人 力 资 源 管 理 的 未 来 趋 势
05
结论：高效人力资源管理 的关键要素
PART 01
人力资源管理的重要性
3
企业成功的重要因素
人才招聘与选拔：为企业提 供优秀的人才资源
人力资源管理：确保企业战 略目标的实现
培训与发展：提升员工技能 和能力，增强企业竞争力
绩效管理：激发员工潜力， 提高工作积极性
人力资源管理对组织绩效的影响
添加标题
人力资源管理对组织绩效的直接影响：通过招聘、培训、绩效管理等活动，提高员工的能力和 满意度，从而提高组织的绩效。
领导者应该关注员工的成长和发展，提供培训和晋升机会，帮助员工实现个人 和职业目标。
领导者应该营造积极向上的工作氛围，鼓励员工发挥创造力，提高员工的归属 感和忠诚度。
文化氛围的塑造
强调团队合作和共同价值观，促进员工之间的交流与合作 鼓励创新和自主性，激发员工的创造力和主动性 提供持续学习和发展的机会，提升员工的技能和能力 营造公正、公平、开放的工作环境，建立良好的员工关系
人力资源管理面临的挑战
人才流失：企业面 临人才流失的困境， 需要采取措施留住 人才。
技能短缺：企业缺 乏具备特定技能的 员工，需要加大培 训和招聘力度。
员工绩效管理：如 何有效地评估和管 理员工绩效，以提 高整体工作效率。
多元化和包容性： 如何建立一个多元 化和包容性的工作 环境，以吸引和留 住各种人才。
企业人力资源管理体系
针对薪酬体系存在的问题和不合理的部分，进行优化和改进，以提 高薪酬的竞争力和员工的满意度。
பைடு நூலகம்
06
员工关系与企业文化
员工关系管理
员工沟通与反馈
建立有效的沟通渠道，定期收集员工意见和建议 ，确保员工的声音得到关注和解决。
员工福利与关怀
制定和实施员工福利计划，关注员工身心健康和 生活需求，提供必要的支持和帮助。
人力资源管理体系的构成
人力资源规划
根据企业战略目标和业务发 展需求，制定人力资源的总 体规划，明确人员需求、招
聘计划和培训计划等。
招聘管理
通过多种渠道和方式，吸引 和选拔符合企业需求的优秀 人才，提高招聘质量和效率
。
培训与发展
根据企业和员工的需求，制定培训计划和 员工发展计划，提高员工的专业素质和能 力。
方式等。
培训实施与监控
按照培训计划，组织开展具体的 培训活动，并对培训实施过程进 行监控和调整，确保培训质量和
效果。
培训效果评估与反馈
评估方法选择
01
根据不同的培训目标和要求，选择相应的评估方法，如问卷调
查、面谈、考试等。
效果评估实施
02
对培训效果进行评估，收集和分析相关数据，了解员工对培训
的满意度、知识技能提升程度等。
针对不同岗位的职责和要求，分析 员工需要具备的知识、技能和能力 ，确定针对性的培训内容和计划。
培训计划与实施
制定培训计划
根据培训需求分析的结果，制定 详细的培训计划，包括培训内容
、时间、地点、师资等。
培训课程开发
针对不同的培训对象和需求，设 计开发相应的培训课程，包括课 程目标、内容、教学方法、评估
人力资源的重要意义之所在
通过人力资源的开发和整合， 优化企业组织结构和管理流程， 提高企业的运营效率和盈利能 力。
05 人力资源在绩效管理中应 用
制定科学合理的绩效考核标准
明确考核目的和原则
确保考核标准与企业战略目标和员工工作职责相一致。
量化考核指标
将工作业绩、能力、态度等抽象概念转化为具体可衡量的指标。
分层分类考核
针对不同岗位和职级，制定差异化的考核标准和权重。
人力资源的重要意义之所在
目录
• 人力资源定义与特点 • 人力资源对企业发展影响 • 人力资源在招聘与选拔中应用 • 人力资源在培训与开发中作用 • 人力资源在绩效管理中应用 • 人力资源在员工福利与健康管理中作用
01 人力资源定义与特点
人力资源概念
人力资源（Human Resources，简称 HR）是指一定范围内具有劳动能力的 人的总和，包括一个国家、地区或组 织内具有劳动能力的人口。
业发展的重要力量。
03 人力资源在招聘与选拔中 应用
制定科学合理的招聘计划
分析企业战略和业务需求
根据企业发展战略和业务需求，明确招聘岗位、人数和任职要求。
制定招聘计划
结合市场情况和企业实际，制定科学合理的招聘计划，包括招聘时 间、渠道、预算等。
优化招聘流程
简化招聘流程，提高招聘效率，确保招聘工作顺利进行。
通过激励机制和奖励 措施，激发员工的积 极性和创造力，实现 个人价值。
提供个性化的职业发 展规划和辅导，促进 员工个人成长和职业 发展。
促进企业创新和发展
通过培训和开发，培养员工的 创新意识和创新能力，推动企 业技术创新和产品创新。
提高员工的市场意识和竞争意 识，增强企业的市场竞争力和 品牌影响力。
PR-04人力资源控制程序
1. 目的对承担质量管理体系、食品安全管理体系职责的人员规定相应岗位的职责、权限、任职要求，并进行培训以满足规定要求。
2. 范围适用于承担质量管理体系、HACCP管理体系规定职责的所有人员，包括临时雇用的人员，必要时还包括供方人员。
3. 职责3.1 办公室3.1.1 负责编制各部门负责人岗位职责、权限及任职要求；3.1.2 负责编制各部门员工岗位职责、权限及任职要求；3.1.3 负责公司《年度培训计划》的制定及监督实施；3.1.4 负责上岗基础教育；3.1.5 负责组织对培训效果进行评估。
3.2 各部门3.2.1负责本部门员工的岗位技能培训。
3.3 管理者代表负责审核部门岗位职责、权限及任职要求。
3.4 总经理3.4.1 负责批准公司年度教育培训计划；3.4.2负责批准部门岗位职责及任职要求。
4. 名词定义（略）5. 作业程序5.1 人员安排5.1.1 对承担质量管理体系、HACCP体系规定职责的人员应是有能力的，对能力的判断应从教育、培训、技能和经历等方面考虑。
5.1.2 办公室负责编制各部门岗位职责、权限及任职要求，报管理者代表审核，总经理批准。
5.1.3 办公室负责编制各部门负责人岗位职责、权限及任职要求，报管理者代表审核，总经理批准。
部门负责人应至少满足下列条件之一：5.1.3.1 具备相关专业的技术职称；5.1.3.2 大专以上学历，或具有同等学历水平；5.1.3.3 受过相关的职业培训；5.1.3.4 具备三年以上相关工作经历。
5.1.4 岗位职责、权限及任职要求经审批后，作为办公室选择、招聘、安排人员的主要根据。
5.2 培训、意识和能力5.2.1 应识别从事影响质量活动的人员的能力需求，分别对新员工、在岗员工、转岗员工、各类专业人员、特殊工种人员、内审员等，根据他们的岗位责任制并实施培训需求。
确保人员对其活动相关性和重要性的认识，并为实现食品安全做出贡献。
5.2.2 新员工培训5.2.2.1 公司基础教育：包括公司简介、公司的规章制度、公司的质量方针和质量目标、食品安全方针及目标、产品质量、安全和环保意识、相关法律、食品安全卫生培训、食品安全法规、质量管理体系、HACCP体系标准基础知识等培训，在进入公司一个月内，由办公室组织进行。
人力04
三、招聘广告的编写
1. 编写原则 招聘广告编写的三个原则（见图4-1）。
图4-1 编写原则
2. 广告内容
人招聘广告的内容包括以下六个方面： 广告题目； 公司简介； 审批机关； 招聘岗位； 人事政策； 联系方式。
四、招聘渠道的选择
招聘的七个渠道（见图4-2）。
图4-2 招聘渠道的选择
五、招聘流程的制定
根据参与人员的情况，可将情境模拟测试 分为四种类型： 单人测试； 多人测试； 独立测试； 综合测试。
2. 心理测试
心理测试是指通过一系列手段，将人的某些 心理特征数量化，来衡量应聘者的智力水平和个 性方面差异的一种科学选择方法。心理测试具有 客观性、确定性和可比较性等优点。 心理测试作为一个有用的选人工具，有着严 格的要求。心理测试必须符合规范性、客观性和 标准化等要求。
二、招聘计划的编写
选择招聘信息的发布时间和发布渠道； 初步确定招聘小组； 初步确定选择考核方案； 明确招聘预算； 编写招聘工作时间表； 草拟招聘广告样稿。
2. 制定招聘计划
在此基础上制定出的完整的招聘计划 包括了招聘目标、信息发布时间和渠道、 招聘小组成员名单、选择方案及时间安排、 新员工上岗时间、招聘费用预算、招聘工 作时间表等内容。
2. 心理测试
心理测试的类型： 能力测试； 人格测试； 兴趣测试。
2. 心理测试
进行心理测试，要注意对应聘者的隐私 加以保护； 要有严格的程序； 对心理测试的评文凭的识别方法（见图4-8）。
图4-8 假文凭的识别方法
2. 假材料的识别步骤
三、情境模拟及心理测试
1. 情境模拟 情境模拟测试是将应聘者放在一个模拟的 真实环境中，让应聘者解决某方面的一个 “现 实 ” 问题或达成一个“现实”目标。面试人 员通 过观察应聘者的行为过程和达成的行为结果来 鉴别应聘者的处理工作能力、人际交往能力、 语言表达能力等综合素质能力。
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中山市东升镇鑫立达塑料制品厂
人力资源控制程序文件编号XLD-02-04 页次/总页数1/2
1、目的：强化人力资源管理，有效提升人员素质，以促进管理效能及有效达成企业经营目标。
2、范围：适用于本公司所有与质量体系有关人员的聘用、培训与管理。
3、定义：无
4、职责：
4.1 管理者代表负责确定各岗位人员能力需求，管理者代表负责制定教育训练计
划。
4.2行政部人事管理人员进行人员招聘、进行新进人员教育训练、组织实施在职人
员教育训练以及员工教育训练资料的档案管理。
4.3各单位负责提出本单位人员教育训练需求并配合执行新进、在职人员之教育训
练。
4.4总经理负责批准各岗位人员能力需求及教育训练计划。
5、程序细则：
5.1 人员配置:
5.1.1行政部根据本公司发展和运作需求，结合各部门、各岗位的实际编制《岗
位说明书》，明确各岗位的教育、培训、技能和经历等要求。
5.1.2 各部门配合行政部严格执行《岗位说明书》的上岗要求，作好人员的招
聘、任命、调动、培训工作等，确保各岗位人员具备上岗条件。
5.2教育训练：
5.2.1新进人员训练：
5.2.1.1一般训练：新进人员由行政部人事管理人员集体开班或个别指导，
以使新进人员了解公司概况、厂规厂纪及质量概念等。
5.2.1.2专业训练：
a.凡从事生产作业的技术人员，于正式投入工作前，必须由用人单
位实施职前工作指导或专业训练（含委外训练），并经考核合格后，
方能独立投入工作。
b.用人单位主管将考核结果填写于《资格考核与授权记录》送行政部
人事管理人员办理转正手续。
5.2.2在职人员训练：
人力资源控制程序文件编号XLD-02-04 页次/总页数2/2
5.2.2.1管理者代表应于每年十二月之前调查各单位下一年度之教育训练
需求. 依各单位之训练需求填写《年度教育训练计划表》并编列及
申请预算，经总经理批准后,交行政部人事管理人员据以安排人员
受训。
5.2.2.2临时性教育训练由申请部门填写《教育训练申请表》，经管理者代
表审批后由行政部人事管理人员协助办理。
5.2.3 授课讲师应具备下列条件之一：
5.2.3.1单位主管。
5.2.3.2具该专业一年以上经验者。
5.2.3.3有外部训练记录,经单位主管指定者。
5.2.3.4委托适当之外部培训机构派遣的人员。
5.2.4训练记录管理:
参加人员应在《培训记录表》上签到。
5.2.5教育训练成效评估:
5.2.5.1凡已实施的培训（包括内训和外训），由人事管理人员对培训的实际
效果进行考察，具体方法如下：
a.抽查部分参训人员
b.采用现场观察其作业能力、跟踪其工作能力、询问其同事等各种方
法，客观评价其经培训后质量保证能力。
5.2.5.2考察实况和结果记录于《培训记录表》相关栏目内。
6、相关文件：无
7、质量记录：
7.1年度员工培训计划表
7.2教育训练申请表
7.3培训记录表
7.4资格考核与授权记录。