HR1 人力资源管理实务 outcome1

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HND人力资源管理导论Outcome

“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。

它作为一家私营公司小规模的经营了超过15年的，一直到六年前，一位经理被聘请来扩展公司业务。

首先，公司增加了邮购目录上的商品数，并且用了更大的仓库来存放和配送货物。

四年前，“Escape to Wild”开了第一家自己的零售专营店，到现在，已经有了10家零售专营店，并有计划再多开五间店。

两年前，公司建立了自己的网站，实现了网上购物，这部分的业务发展迅速，还带了了很多海外的订单。

这位新经理上任以来，公司员工已由原来的20人发展到300人，业务也变得更大更复杂，持续需要加强员工来源已经成为这家户外服饰专营公司最强烈的需求，需要更多的员工是这家公司的当务之急。

“Escape to Wild”公司没有明确的人力资源部门。

部门经理们根据自己部门的职责招聘新人，负责确定他们的薪酬水平。

薪酬管理业务已经外包，员工培训一般是临时组织的，财务主管负责处理员工的合同和特殊情况，例如产假和加薪。

在这个快速发展的时期，公司已经开始将更多的精力投入到服务正在增加的客户群中。

到目前为止，公司中员工的关系比较良好，但是，公司的现状表明是时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。

在最近的公司管理层会议上，部门经理们不断的抱怨说他们花了太多的时间在处理一些日常的行政问题上，而这些问题明明都可以由人力资源部门来解决，如果公司能有一个这样的部门。

不断增加的员工数量使得财务部门花大量的时间来处理与人事相关的问题。

同时，部门经理们也会因为工作描述，招聘和甄选的实际操作，以及员工的薪酬待遇等问题产生矛盾。

一个管理层的人员最近参加了一个关于员工法案的研讨会，法律的复杂性带来的实际问题是公司更加需要一个专门的部门来公平的处理员工的问题。

同样，员工们也开始抱怨一些条款和条件中的矛盾，有一些人离职了，因为他们对自己遭受到的人力资源问题觉得不满意。

HND人力资源管理outcome1

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN：CLASS：ContentsIntroduction (2)Section 1：Relationship between goals，objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3：Open System Theory (3)Section 4: Different stakeholders (4)Section 5：Effective control strategy (5)Conclusion (6)Reference (6)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned c ompany’s departments' work together in order to achieve the company's goals。

This report has five sections which are relationship between goals，objectives and policies，differences between the formal and informal organization, open System Theory, different stakeholders and effective control strategy。

Section 1: Relationship between goals, objectives and policiesThe relationship between goals，objectives and policy facilitates to the effective management. Goals and objectives provide the desired results，and the policy is guiding people how to do。

人力资源管理outcome 1

The Yum Group is composed of four departments increased from PepsiCo, Pizza Hut, KFC, Taco Bell and the International Department of. The company was established on October 7, 1997. The company the company name as the company name was originally Tricon Global Restaurants. The Haike AIDS and Ed Bear two catering companies acquired in 2002, after officially changed its name to Yum! Brands Inc.The goal of the companyThe company's goal is unity and now they want to become the world's best catering companies . The company mission is to let the world faces are showing each customer a satisfied smile ---- YUM.Yum Brands Restaurant Group is the world's largest restaurant network, restaurant chain with nearly 36,000 in more than 110 countries and regions around the world. Yum Brands's KFC, Pizza Hut, Taco Bell and Long John Silver's (LJS), four food and beverage brands in cooked chicken, pizza, Mexican food and seafood chain restaurant areas of Habitat's global leadership.on the evening of December 5, Yum Brands (YUM) on Monday raised its fiscal 2011 earnings expectations, and said fiscal 2012 earnings per share is expected to be driven by sales growth in China will grow by 10%.by the beginning of 2012 Yum stores numbers up to 38000 stores in early 2012. 2012, Y um plans to open 600 stores in China, of which about 150 Pizza Hut restaurants. The average annual turnover in China reached $ 1.7 million. In the United States, the company in 2012, the primary task is the development of new products. Overall, 2012 the company's net profit after considering the profit or loss of the foreign exchange is expected to maintain double-digit growth in same-store sales in China are also expected to remain in double digits.Each department's policy. KFC:1 Purchasing Department 2. Legal Department 3.joining Division 4.a new disbution center 5. quality control department 6.operations Department Human Resources7. Finance DepartmentPurchasing DepartmentPolicy:2. POLICES2.1 Goods delivered from Suppliers should be accepted based on approved Purchase Orders ("POs")2.2 Receiving department must ensure the goods received are in accordance to the approved PO (in terms of quantity, quality and specifications)2.3 Delivery Orders ("DOs") acknowledged by recipient (from the respective Receiving Department) should be sent to Finance for payment.Ifluence of KFCit makes the product more secure.And it can optimize the financial allocation problem, reduce unnecessary expenses.Human Resources1) Employee ImpactBusiness objectives, wages, working conditions, job promotion, employment protection and the task itself. Employee influence in the decision-making process above mainly: the extent to which the employee involved and bear what responsibility; participation through what mechanism; reflect their impact.(2) Human resource flowsHuman resources experts cooperate closely with the general manager and line departments managers, in order to ensure that the movement of persons is appropriate and reasonable, both to ensure the vitality of the human resources, and to ensure good structure and quality of human resources.(3) reward systemReward decisions should absorb all levels of staff participation, should the business strategy, management philosophy, employees are required to structure and human resources policies coincide.(4) Operating SystemOn all levels of a company, managers must face the task of manpower planning, personnel information, personnel actions and personnel technical. How to make a straight line departments, general manager, human resources management department in close cooperation, the formation of the high efficiency of the human resources management system.Allows the company's internal unity and cohesion to be strengthened. Makes employees more love company. You can promote the corporate image.The financial sectorInternal scale, technical issue, foreign joint set up an overseas subsidiary, the choice of the investment industry; profit distribution policy including the proportion of profit distribution and dividend policy.In a general sense, the financial policy is the main body of policy formulation to specification, guidance, incentives and constraints of the financial behavior of a set of guidelines and rules. It has the following characteristics: (1) The financial policy is a reality in certain theoretical guidance developed on the basis of, and thus it is between between theory and practice; (2) financial policy on the financial behavior plays regulating, guiding, motivating and constraints role; (3) financial policy, directly or indirectly, through the activities of the subject to be implementing.take an example for KFCInput: white feather chicken mechanical equipment heating equipment service personnel potato Output: fried chicken, hot soy milk friesAt present, most Chinese KFC restaurant equipment and baking machine are imported from the United States, so transportation costs are very high, JoaquinPelaez said, in order better to improve economic efficiency, in addition to the already localization in chicken and other raw materials, Restaurant equipment in the future but also localization development. The Group will, depending on the market situation, or their own to set up factories, or to find partners when the production capacity of Chinese enterprises to achieve a certain degree of localization of production equipment from Chinese companies and the Group's product will be exported to Asia, the Americas and other region, so that equipment manufacturers in China to become a part of Tricon Global suppliers.formal and informalyum has many departments for example Purchasing Department 2. Legal Department 3.joining Division 4.a new disbution center 5. quality control department 6.operations Department Human Resources7. Finance Departmentyum has own goalLet the world faces are showing each customer a satisfied smile ---- YUM.Yum has more than 100 million workersFour stakeholdersThe internal staff PepsiCo supplier CustomerCultural controlToday Yum most proud of is our recognition of culturalYum just created, I told the staff, I hope the company is the GE performance driven culture, Wal-Mart's store-centric culture, Southwest Airlines, people-oriented culture. Yum set up a variety of incentives, such as stars, smiley faces, darts. Various thank note. Held a variety of interesting gatherings. The establishment of the various awards such as monetary rewards, employee growth Prize footprint Award, Golden Great Wall Award.。

HND人力资源管理outcome1【范本模板】

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS:ContentsIntroduction 0Section 1：Relationship between goals, objectives and policies (1)Section 2：Differences between the formal and informal organization.. 1Section 3：Open System Theory (1)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (3)Reference (3)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned company’s departments’ work together in order to achieve the company's goals。

This report has five sections which are relationship between goals, objectives and policies, differences between the formal and informal organization，open System Theory，different stakeholders and effective control strategy.Section 1： Relationship between goals, objectives and policiesThe relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results，and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better.Goals:25713 6471 摱34197 8595 薕32495 7EEF 绯424989 619D 憝：dKGoals are long—term。

人力资源管理实务

人力资源管理实务一、绪论在当今社会，人力资源管理已成为企业管理的核心内容之一。

人力资源管理实务是指根据企业的发展需求，有效地管理和优化人力资源，实现员工与组织的良好互动，提高员工绩效和企业绩效。

本文将从招聘、培训、绩效考核、激励机制等方面，探讨人力资源管理的实际运作及相关策略。

二、招聘1. 招聘需求分析在进行招聘前，企业需要进行招聘需求分析，明确所需职位的数量、岗位职责及任职要求。

通过与各部门沟通、调研市场情况等方式，以确保招聘计划的合理性和针对性。

2. 招聘渠道选择企业可以选择不同的招聘渠道，如招聘网站、校园招聘、猎头公司等，根据招聘需求的特点和行业特点，选择最适合的招聘渠道，以吸引到符合要求的人才。

3. 面试与招聘流程在进行面试前，应将面试流程设计清晰，包括面试官的选择、面试环节的设置、结构化面试等内容，确保每位应聘者都能公平、客观地接受面试，并最终选出适合的人才。

三、培训1. 培训需求分析根据员工的实际情况和岗位要求，进行培训需求分析，确定员工需要提升的技能和知识，为培训内容的设计提供依据。

2. 培训计划制定企业应根据培训需求，制定详细的培训计划，包括培训目标、培训内容、培训方法、培训时间、培训效果评估等，确保培训的有效性和针对性。

3. 培训实施与评估在培训实施过程中，应关注培训效果，及时调整培训内容和方法，以确保培训的顺利进行和效果达到预期。

同时，应建立培训评估机制，对培训效果进行评估和反馈，为后续培训提供指导。

四、绩效考核1. 绩效目标设定企业应设定清晰明确的绩效目标，与员工进行沟通和协商，确保员工理解并接受绩效目标，同时与企业战略和目标相一致。

2. 绩效评估标准制定科学、客观的绩效评估标准，通常包括量化指标和定性评价，以便有效地评估员工的绩效水平。

3. 绩效反馈和激励定期向员工反馈其绩效评估结果，并根据员工的表现给予相应的激励措施，鼓励员工不断提高自身绩效，实现个人与企业共赢。

五、激励机制1. 薪酬激励薪酬激励是最直接的激励方式之一，企业应合理设计薪酬结构，激励员工为企业创造更大价值。

人力资源管理实务

绩
员度时和解好确
效
工绩的考组准组改效绩核织备织进评效标目工战
管理
绩估辅准标作略
效导，，，
提与设职设
供反立责立
建馈个分团
议
人工队
目明目
)
培训和发展
分析员工特点，提供在职辅导向人力资源部提供职位转换建议实施内部技术业务交流会，创建学习型组织
适用于：适用于流水线的工人、周期短、规律强的岗位脑力劳动者、消防员、中高层高层管理人员不适合
)
工作分析
• 工作分析有哪些方法-------工作日写实法
优点：写现场工作日志，可以提供完整的工作画面
缺点：占用时间
适用于：适用于普通文员、初级管理人员、工人一般不单独使用。
)
职位说明书
•
为什么要制定职位说明书
)
如何组建人力资源部？
Reward 薪酬和激励
建设高绩效团队
Corporate culture 企业文化建设
)
人员配置
• 我们的使命：设计部门的职位、职责和要求挑选最适合的团队成员、甘当伯乐，推荐人才上岗后给予及时的辅导和沟通工作内容丰富化，人尽其才
)
•
•
•
• • •
为年随标分确做标明
)
工作分析
• 工作分析与职位说明书有什么关系？
• 工作分析的结果是编写职位说明书和工作规范（有时候职位说明书和工作规范合二为一）
• 工作分析就像是体检，是对职位的全面分析与检查，而职位说明书就像是体检报告，它是体检的结果反映。
)
工作分析
• 工作分析与职位描述有什么用？ • 用途

HND人力资源管理outcome1

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME: uSCN：CLASS：ContentsIntroduction 0Section 1：Relationship between goals, objectives and policies (1)Section 2：Differences between the formal and informal organization .. 1 Section 3：Open System Theory (2)Section 4: Different stakeholders (2)Section 5: Effective control strategy (3)Conclusion (4)Reference (4)IntroductionThe purpose of the report is what to understand more fully the organization management。

I learned c ompany's departments’ work together in order to achieve the company’s goal s。

This report has five sections which are relationship between goals，objectives and policies, differences between the formal and informal organization，open System Theory，different stakeholders and effective control strategy.Section 1： Relationship between goals， objectives and policiesThe relationship between goals，objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do。

人力资源管理实务

人力资源管理实务引言人力资源管理是指企业对人力资源进行全面管理和有效利用的一种管理活动。

在现代企业中，人力资源管理起着非常重要的作用，它不仅涉及到员工的招聘、培训和绩效考核等方面，还包括了员工福利、薪酬管理和员工关系的维护。

本文将介绍人力资源管理的实践方法和技巧，旨在帮助企业提高员工的工作效率和满意度。

1. 人力资源规划在进行人力资源管理前，企业首先需要进行人力资源规划。

人力资源规划是指根据企业的业务需求，合理分配和利用人力资源的过程。

它涉及到以下几个方面：1.1 人力资源需求分析人力资源需求分析是指通过对企业业务的分析，确定未来一段时间内所需的人力资源数量和质量。

在进行人力资源需求分析时，企业可以根据现有的业务情况以及未来的发展趋势，确定员工的招聘计划和培训计划。

1.2 人力资源供应分析人力资源供应分析是指对企业现有的人力资源进行评估，确定员工的岗位、技能和资质等情况。

通过进行人力资源供应分析，企业可以了解员工的综合素质和工作能力，从而为员工的岗位分配和培养提供依据。

1.3 人力资源缺口分析人力资源缺口分析是指通过比较人力资源需求和供应的差距，确定企业需要进行人员调整或招聘的情况。

通过进行人力资源缺口分析，企业可以及时发现人员缺口，并采取相应的措施加以解决。

2. 员工招聘与选拔员工招聘与选拔是人力资源管理的重要环节。

它涉及到对候选人的面试、考核和评估等过程，目的是选出合适的人才加入企业。

以下是一些员工招聘与选拔的实践方法：2.1 制定岗位需求在进行员工招聘与选拔时，企业首先需要根据岗位的具体要求，制定相应的招聘信息和招聘标准。

招聘信息中应包括岗位职责、工作要求和薪酬待遇等内容，以便吸引到合适的候选人。

2.2 面试和评估在进行面试和评估时，企业可以采用多种方式，如个人面试、小组讨论和实际操作等。

通过面试和评估，企业可以了解候选人的工作经验、技能和性格特点，从而判断其是否适合担任相应的岗位。

2.3 背景调查和参考人员核实在决定录用某个候选人之前，企业需对其进行背景调查和参考人员核实。

hnd_人力资源管理outcome1

1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people.Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s.2. （1）Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization.Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function.Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks.a.Emerging of Personnel Management/Social justiceEvolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers.b.Grouth in PM 1914-1939/Human bureaucracyThe exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayoc.Consent by negotiationDuring the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role.d. Organisation and integrationFrom the early 1980s, the Human Resources Management function is complex and as such has resulted in the formation of Human resource departments/divisions in companies to handle this function. The Human resource function has become a wholly integrated part of the total corporate strategy.Personnel specialists began to develop a closer role in the management of organisations, rather than dealing principally with employee issues on their behalf. The period also saw the growth of personnel as a career, with opportunities to specialise in specific areas. The practitioners of HRM are required to get certification ,such as CIPD.（2）a.Human recource planningHuman recource planning requires the human resource mangement function to ensure that it has in place the right type and number of workers in place at any given time.b.Recruitment and selectionRecruitment and selection are usually considered as one process. However, we will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants. Recruitment needs to be carefully planned in order to attract the right type of applicant. Ultimately, this increases the chances of making a suitable selection and appointment. c. Training and DevelopmentMore and more organisations are recognising human capital as their most valuable asset. Retaining the best people in your company requires a comprehensive succession planning policy. In fact, corporate training and development is the solution to enhance the competence and capabilities of your people. Through training and development, you can observe improvements in performance of your workforce in handling their job more effectively. Equipped with the right skills and knowledge, your best people can perform better.d. Employee relationsEmployee Relations involves the body of work concerned with maintaining employer-employee relationships that contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.e. Pay and rewardIt is important for employers to find out what attracts, retains and engages individuals and then explore how best they can meet these needs as well as meeting the requirements of the business within the appropriate legal and regulatory environment. It is crucial that when creating an employer offering, organisations try to ensure that they align their practices to the needs of the business and employees, and integrate the various elements of the reward package so that they support, rather than contradict, one another.f. Performance Management and AppraisalStaff Performance Management is one of the most important functions in human resource management. It provides the context to link individual objectives with departmental targets, thus supporting and facilitating the attainment of departmental goals.Staff performance management can be a very effective management tool when applied properly. It provides staff with clarity of aims and focus on job expectation, motivates staff to perform better, cultivates the desired culture, helps focus on the desired results,improves communication, helps develop staff and helps achieve departmental objectives.g. Job analysisJob analysis is the procedure through which you determine the duties of these jobs and the characteristics of the people who should be hired for them. It include two main part : Job descriptions – what the job entails? Person specifications – what kind of people to hire for the job?Job Analysis: The procedures for determining the duties and skills requirements of a job and the kind of person who should be hired for it .Job description: A list of a job’s duties , responsibilities, reporting relationships, workin g conditions, and supervisory responsibilities. It is a product of the job Analysis.作为一个术语，以反映组织achieed如何从员工的最佳的人力资源管理。

Outcome1HNDSQA人力资源管理导论

Outcome1HNDSQA人力资源管理导论Content1. Definition of Human Resource Management (2)2. Differences between HRM and PM (2)3. Four stages of HRM development (5)4.Key functions of HRM (5)5. Reference (5)Definition of Human Resource ManagementHuman resource management (HRM, HM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.[1]HRM is an organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training etc. [2]HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. [3] HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of human resource management involves strategic direction and human resourcemanagement metrics and measurements to demonstrate value.[4]Differences between HRM and PMPersonnel management (PM) is basically an administrative record-keeping function, at the operational level. PM attempts to maintain fair terms and conditions of employment, while at the same time, efficiently managing personnel activities for individual departments etc. It is assumed that the outcomes from providing justice and achieving efficiency in the management of personnel activities will result ultimately in achieving organizational success. [5]HRM is concerned with carrying out the same functional activities traditionally performed by the personnel function, such as HR planning, job analysis, recruitment and selection, employee relations, performance management, employee appraisals, compensation management, training and development etc. But, the HRM approach performs these functions in a qualitatively distinct way, when compared with personnel management.The following are several main differences between PM and HRM:1) PM is workforce-centered, directed mainly at the orga nization?s employees; such as finding and training them, arranging for them to be paid, explaining management?s expectations, justifying management?s action s etc. Nevertheless, HRM is resource–centered, directed mainly at management, in terms of devolving theresponsibility of HRM to line management and administrative development etc.2) Although indisputably an administrative function, PM has never totally identified with management interests, as it becomesineffective when not able to understand and articulate the aspirations and views of the workforce, just as sales representatives have to understand and articulate the aspirations of the customers.3) PM is basically an operational function, concerned primarily with carrying out the day-to-day people management activities. HRM is strategic in nature, which is, being concerned with directly assisting an organization to gain sustained competitive advantages.4) HRM is more proactive than PM. PM is about the maintenance of personnel and administrative systems; HRM is about the forecasting of organizational needs, the continual monitoring and adjustment of personnel systems to meet current and future requirements, and administration changes.Four stages of HRM developmentSocial Justice●The origins of personnel manageme nt lie in nineteenth century, deriving from thework of social reformers such as Lord Shaftesbury and Robert Owen.●Their criticism of the free enterprise system and the leadership created by theexploitation of workers by factory owners enabled the first personnel managers to be appointed and provided the first frame of reference in which they worked: to ameliorate the lot of workers●Such concerns are not obsolete. There are still regular reports of employees beingexploited by employers flouting the law, and the problem of organizational distance between decision makers and thoseputting decisions into practice remains a source of alienation from work.●In the nineteenth and early twentieth centuries some of the larger employers witha paternalist outlook began to appoint welfare officers to manage a series of newinitiatives designed to make less harsh of their employees.●Prominent examples were the progressive schemes of unemployment benefit, sickpay and subsidized housing provided by the Quaker family firms of Cadbury and Rowntree, and Lever Brothers? soap business.●While the motives were ostensibly charitable, there was and remains a business aswell as an ethical case for paying serious attention to the welfare of employees.●This is based on the co ntention that it improves commitment on the part of staffand leads potential employees to compare the organization favorably competitors.●The result is higher productivity, a longer-serving workforce and a bigger pool ofapplicants for each job. It has also been argued that a commitment to welfare reduces the scope for the development of adversarial industrial relations.●The more conspicuous welfare initiatives promoted by employers today includeemployee assistance schemes, childcare facilities and health-screening programs.Human Bureaucracy●This phase marked the beginnings of a move away from a sole focus on welfaretowards the meeting of various other organizational objectives. Personnel managers began to gain responsibilities in the areas of staffing, training and organization design.●Influenced by social scientists such as F.W. Taylor and Henri Fayol personnelspecialists started to look at how organizational structures could be designed and labor deployed so as to maximize efficiency.●The human bureaucracy stage in the development of personnel thinking was alsoinfluenced by the Human Relations School, which sough to ameliorate the potential for industrial conflict and dehumanization present in too rigid an application of these scientific management approaches.●Following the ideas of thinkers such as Elton Mayo, the fostering of socialrelationships in the workforce and employee morale thus became equally important objectives for personnel professionals to raise productivity levels. Consent by negotiation●Personnel managers next added expertise in bargaining to their repertoire ofskills.●In the period of full employment following the Second World War labor became ascarce resource. This led to a growth in trade union membership and to what Alian Flanders, the leading industrial relations analyst of the 1960s, called “the challenge from below”.●Personnel specialists managed the new collective institutions such as jointconsultation committees, joint production committees and suggestion schemes set up in order to accommodate the new realities. In the industries that were nationalized in the 1940s, employers were placed under a statutory duty to negotiate with unions representing employees.●To help achieve this, the government encouraged the appointment of personnelofficers and set up the first specialist courses for them in the universities.● A personnel management advisory service was also set up at the Ministry ofLabor, which still survives as the first A in ACAS.Organization and Integration●The late 1960s saw a switch in focus among personnel specialists, away fromdealing principally with the rank-and-file employee on behalf of management, towards dealing with management itself and the integration of managerial activity.●This phase was ch aracterized by the development of career paths and ofopportunities within organizations for personal growth.●This too remains a concern of personal specialists today, with a significantportion of time and resources being devoted to the recruitment, development and retention of an elite core of people with specialist expertise on whom the business depends for its future.●Personnel specialists developed techniques of manpoweror workforce planning.This is basically a quantitative activity, boosted by the advent of information technology, which involves forecasting the likely need for employees with different skills in the future.Key functions of HRM1)Human resource planning or employment planning is the process by which anorganization attempts to ensure that it as the right number of qualified people in the right jobs at the right time2)Job analysis defines a job in terms of specific tasks and responsibilities andindentifies the abilities, sills and qualifications needed to perform it successfully.3)Employee recruitment is the process of seeking and attracting a pool ofapplicants from which qualified candidates for job vacancies within an organization can be selected.4)Employee selectio n involves choosing from the available candidates theindividual predicted to be most likely to perform successfully in the job.5)Performance appraisal is concerned with determining how well employees aredoing their jobs, communicating that information to employees and establishing a plan for performance improvement.6)Training and development activities help employees learn how to perform theirjobs, improve their performance and prepare themselves for more senior positions.7)Career planning and development activities benefit both employees and theorganizations.8)Employee motivation is vital to the success of any organization. Highlymotivated employees tend to be more productive and have rates of absenteeism and turnover.Reference1.Armstrong, Michael (2006). A Handbook of Human Resour ce Management Practice(10th ed.). London: Kogan Page. ISBN 0-7494-4631-5. OCLC 622822482. Towers, David. "Human Resource Management essays".http://www.towers.fr/essays/hrm.html. Retrieved 2007-10-17.3. By Susan M. Heathfield, /doc/aa5660198.html,Guide/doc/aa5660198.html,/od/glossaryh/ f/hr_management.htm4. Pfeffer, J. (1994) Competitive advantage through people, Harvard Business School 4 /doc/aa5660198.html,/od/glossaryh/f/hr_mana gement.htm5.…Personnel management?. The Columbia Encyclopedia (Sixth ed.). Columbia University Press. 2005. /doc/aa5660198.html,/65/x-/X-personne.html. Retrieved 2007-10-17. "Personnel management - see industrial management".。

人力资源 outcome1 考试评分要求及标准答案 by小凡

Barbour Brown Engineering LtdSection A: Starting up (Outcome 1)Barbour Brown Engineering Ltd, a firm of consulting engineers, was set up by David Barbour and Neil Brown 14 years ago, in a main town within a large rural area. Initially the firm concentrated solely on civil engineering projects such as road and sewer developments for the increasing number of private housing developments, which were springing up.During the 1980s Neil and David had both worked for a large city firm (Floyd and Fleming Ltd), which had an office in the town. David had been branch manager and Neil, a younger and very enterprising individual, headed up the structural development section before spending two years working in the Middle East. In 1989 Floyd and Fleming Ltd decided to close the branch office and concentrate their business in the city.Neil had recently returned from working in the Middle East and had enjoyed the freedom and flexibility of being his own boss. He discussed with David the possibility of continuing to offer the engineering consultancy service in the town, under a new joint partnership. David had local experience and was aware that there were sufficient smaller projects to sustain the firm’s viability. He also had savings and equity that could be us ed for a management buy-out. Neil, likewise, had savings acquired through his work abroad. With these resources the pair had enough capital to buy the offices that housed the current Floyd and Fleming business. A business plan was drawn up to secure additional funding to buy over the business. Funding to support this venture was acquired through a bank loan and a grant from the then Scottish Development Agency. The management buy-out was agreed on the condition that they would not accept or carry out work within the central belt for a period of five years.In 1990 the new firm of Barbour Brown Engineering Ltd opened. The team comprised David, Neil and two other qualified engineers: Jack, a recent high flying graduate and James, a 30 year old engineer who had not, as yet, completed his full charter. In addition there were two qualified technicians and one apprentice technician.Assessment task 1Section A (Outcome 1)1.With reference to the firm in the case study, describe the basic components of a workorganisation.2.a Using a recognised classification, explain the importance of the four maingoals of the organisation in the case study.b Identify examples of objectives and policy from the case study and commenton how effectively you believe they have been implemented.ing an open systems diagram, describe how the organisation in the case studyinteracts with its external environment.4.All organisations have stakeholders. Give examples of the main stakeholders of thisorganisation giving reasons for your answer. You should identify at least fourstakeholders.5.Outline four strategies for controlling staff. Identify the one used by David Barbour.Assessment ChecklistsAssessment task 1Section A (Outcome 1)1.The basic components of a work organisation.First, organisations are made up by people. They have purposes, they use resources-human and non-human to achieve their purposes. They perform activities in a planned and controlled manner. For example, David and Neil who ran their company that employed two qualified engineers, two qualified technicians and one apprentice technician for the new firm of them. Neil and David were employed by a large city firm during the 1980s.Second, organisations have their own goals. Goals of organisations operating in the private sector generally revolve around the maximisation of profits for the owners. However, some organisations also have other objectives that they may purpose in the short term. For instance, Neil discussed with David the possibility of continuing to offer the engineering consultancy service in the town. Plans that apply to the entire organisation, that establish the organisation’s overall objectives. A new business plan was drawn up for their new engineering consultancy service in the town, which could be found in the text.Finally, the most important factor is the “framework” of the organisations. It affects the organisation to achieving the goals. The internal and external environments of the organisation have an effect on the organization structure. Evidenced by, Neil and David designed civil and engineering structures. They firstly want to continue to offer the engineering consultancy service in the town and then accumulated the savings and equity. With these resources the pair had enough capital to buy the offices and eventually drawn up a business plan to secure additional funding to buy over the business. They structured the engineering designs for employing different people to effectively manage the staffs.2.a. Goals help the organisations to identify who is the person to set up the goals, whatis the content of the goals, when is the goals to carry out, how is the goals to achieve, why the goals should be realized. This case study should provide a specific objective to achieve and assess for the firm. It lacks of these information. They are 4 main goals the organisations.1)Operational goals, which cover areas such as staffing levels or technology to beused. It is better to design a plan for manage the staff, such as, they can controltheir whereabouts at any time and check their working conditions. They willensure that any investments we make are environmentally sound, so theycould have an agreement with the local contractors for development.2)Product goals, it ignores people because it concerns more about the product.Therefore, using the effective approaches becomes the key point for trainingwell the staffs. In this way, people devote themselves to working and the bestdesigns will be created.3)Consumer goals. Providing high quality service and maintain a suitable priceare to be considered by Barbour Brown Engineering Ltd. In this way, consumer will purchase product with satisfaction and continue to buy. It is benefit forboth the consumers and the engineering company.4) Secondary goals. As we know, secondary goals are not the most importantthings that they would like to achieve but nevertheless important. Sometimessecondary goals can include making a profit, after the more important goal ofsurvival.b. ObjectivesBecause the new firm of Barbour Brown Engineering Ltd has been opened, objectives should be effectively carried out. First, they must ensure that staffs are well trained, for example, engineers, technicians and apprentice technician in the new firm have to be trained. Second, every personnel must complete works punctually. Work efficiency will be improved by restricting time of theirs. A track of ongoing products is to be kept if the company has to develop rapidly and steadily. A useful timesheets can make the project clearly and systematically.PolicyThese provide a framework of rules and guidance within which management and staff can make decisions. They may be based on explicitly stated values. First, the staffs and managers should be complete the timesheets in common. Second, one of the policies to train the staffs is using local training providers. Third, policies generally reflect the values of the major stakeholders. All works can be allotted by David or Neil. Finally, if the financial apartment needs to invoice, then their invoice work at quoted price.3.Input- Process-A.Get help from clients during work A. Liaison between clientsB.Get capital from bank B. Arrangement of projectsC.Have the staffs qualified C. Assistance of AdministrationOutput-A. Satisfy the clientsB. Train the staffC. Produce the designs1) Political Factors: Bank suddenly increases the price of credits. So if they get a lot of money from bank, it is maybe hard to pay back and limit the development of this firm.2) Social Factors: If the educational level of this area is limited the staffs that are qualified of this kind of job will be deficient.3) Economic Factors: If the quantity of client in demand is large, it exist competition about the costs of engaging clients.4) Technology: If the firm don’t improve the production efficiency in accordance with the original method. Other competitors will catch up with the firm or overtake. Consequently, it is necessary to use the automated production.5) Potential future scenarios: Interests rate maybe rise from year to year. It will have an effect on circulating capital.6) Environment: Large number of designs during production may result in the pollution. Perhaps sound of complains destroy the image of the firm. Such as, people doubt if the designs are good for their health.4.Main stakeholders:1) EmployeesEmployees are primarily interested in job security. This group is a vital resource of the organisation and, as such, without their continued efforts, the organisation would not be able to survive. They contribute to the wealth of the organisation and are keys to its success. For example, allocate position effectively, efficient training, satisfactory income.2) Suppliers (engineering contractors)Suppliers, similar to customers, are likely to wish to maintain a good relationship with the organisation since there may be a monetary reward involved. For instance, offer jobs for them, make a good agreement in corporate benefits.3) ClientsAlthough it is not included in the major stakeholders, clients deal with some procedures for architects. Offering a kind of service for them could achieve corporate objectives. 4) Finance providersFinanciers look at an organisation as a potential money-earning instrument. For example, large banks, they are unlikely to invest if they do not think that there will be any financial gain or reward for themselves. Therefore, it is a good way to add source of income by increasing interest charges.5) Train providersProviders are more care about their jobs, especially their income. For one thing, the firm trains the providers with purpose, the efficiency of work will enhance. For another, providers are interested in their jobs; they dedicate themselves to their work seriously.5.In order for the organisation to reach its goals. It is normally necessary for someform of control to be used to regulate what is done on a day-to-day basis.Organisation control is the imposition of processes, procedures and standards upon an operation in terms of machinery or personal interactions. In ensuring that controls are maintained an organisation’s leaders will set and monitor standards, introduce plans and strategies, measure actual performance and take correct actions.1)Bureaucratic control. For example, David and Neil check and monitor theefficiency of the branch manager periodically, and the branch managers makeplans and finish the objectives of plans. Meanwhile, branch manager shouldalso inspect and supervise the staffs of their work unexpectedly. Although, itmaybe will bring great pressure to everyone, it can make the bureaucraticcontrol efficiently.2)Control the output. For example, the organisation can delegate supervisors tomonitor workers in the factory. Poor quality of the outputs can reproduce orthrow them away. The supervisors check machines or facilities before there aresome problems. Supervisors write reports periodically to organisation todescribe troubles of the factory.3)Personal centralised. It is the responsibility of David. He is the primaryshareholder of the new firm. He has to monitor engineers, technicians, etc. Ifthere are some troubles in technical of his subordinates, he must take charge ofall problems. Therefore, he can make plans about the future development of hisfirm and control through rewards and punishments.4)Cultural control. If the company makes large profit at the end of the year,holding a party to celebrate is a good choice. But if there are some staffs who are the Muslims, they should pay much attention about the food, such as, the Muslims don’t eat pork.。

HND人力资源管理outcome1

Individual ReportF84T 34 Managing People and OrganisationsOutcome 1NAME：uSCN：CLASS：ContentsIntroduction (2)Section 1：Relationship between goals，objectives and policies (2)Section 2: Differences between the formal and informal organization (3)Section 3: Open System Theory (3)Section 4: Different stakeholders (4)Section 5: Effective control strategy (5)Conclusion (6)Reference (6)IntroductionThe purpose of the report is what to understand more fully the organization management. I learned company's departments' work together in order to achieve the company’s goal s。

This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy.Section 1： Relationship between goals, objectives and policiesThe relationship between goals，objectives and policy facilitates to the effective management。

人力资源知识管理实务

目录一、人力资源规划实务 (4)1、人力资源规划基本操作步骤 (4)2、人力规划的内容 (7)3、人力资源规划与组织设计......................................................................... 错误!未定义书签。

人力资源规划——规划什么和怎么规划？ (8)组织设计——原则、类型与方法 (10)二、人力资源战略管理 (16)1、策略性人力资源管理................................................................................. 错误!未定义书签。

2、人事决策与人力规则 (20)3、人力资源战略管理案例 (25)三、绩效考核 (27)1、员工绩效考核制度 (28)员工绩效考核办法 (29)2、绩效考评 (32)3、人事考核与能力开发制度 (34)4、销售人员绩效考核办法 (37)5、员工考核管理办法 (41)6、人事考核制度 (45)7、工作表现评估报告 (51)8、软件工程师考评标准 (72)9、试用员工考核表 (76)10、如何评价管理人员（案例） (78)11、全方位评估 (102)12、CEO业绩评估 (115)一三、MAP管理才能评鉴 (129)14、MBO规程 (147)一五、全视角绩效考核法 (150)16、绩效评估时可能的偏差 (152)17、绩效考核流程 (153)四、素质词典 (200)第一部分介绍 (200)第二部分通用素质（按英文字母顺序排列） (201)成就导向（ACH） (201)演绎思维（AT） (201)归纳思维（CT） (202)服务精神（CSO） (203)培养人才（DEV） (204)监控能力（DIR） (205)灵活性（FLX） (206)影响能力（IMP） (207)收集信息（INF） (208)主动性（INT） (209)诚实正直（ING） (210)人际理解能力（IU） (211)组织意识（OA） (212)献身组织精神（OC） (213)关系建立（RB） (214)自信（SCF） (215)领导能力（TL） (216)合作精神（TW） (217)小结 (218)2、补充素质 (219)3、新出现的素质 (222)4、素质测评模型 (228)5、素质练习卡 (231)五、招聘甄选 (238)1、面试的基本模式 (238)2、招聘面试题库 (241)六、人力资本统计框架的构建 (253)七、人力资源摩擦性耗费 (256)八、员工满意度调查 (260)1、对公司的意见 (260)2、支持部门的服务态度 (268)3、个人资料 (269)九、企业内人力资源的虚拟管理 (269)十、企业战略性成长与人力资源管理 (275)十一、人力资源管理之职务分析 (279)1、职务分析 (279)2、职务分析表 (281)3、职务分析调研报告实例 (288)4、企业如何进行工作分析及制作工作说明书 (290)5、工作分析、工作说明书与工作规范 (295)6、职务分析表 (302)7、工作分析及制作工作说明书 (308)人力资源管理类 (312)经营管理类 (323)市场营销类 (339)销售业务类 (347)客户服务类 (350)十二、先进制造技术环境下企业的人力资源管理 (351)十三、招聘成本 (356)十四、人力资产价值的确认与计量 (358)十五、考绩考评制度案例 (363)十六、薪酬管理 (369)1、薪资系统的设计 (374)2、薪酬设计按步走 (387)3、薪资方案的操作程序 (390)十七、培训管理 (393)1、培训概要 (393)2、怎样确定培训需求 (396)3、培训准备工作要点 (398)4、培训管理与培训授课 (402)5、员工培训管理办法 (405)6、员工入职培训教材 (409)7、培训方案的实施与评估 (429)8、培训中的主要问题及应对策略 (434)十八、员工事业发展计划 (437)1、员工职前培训办法 (440)2、新员工培训成果检测表 (442)3、FTF培训个人素质培训参考资料 (446)十九、业绩考核与素质考评 (487)二十、人才素质测评工具 (489)二十一、团队建设实施................................................................................... 错误!未定义书签。

人力资源知识管理实务

目录一、人力资源规划实务 (4)1、人力资源规划基本操作步骤 (4)2、人力规划的内容 (7)3、人力资源规划与组织设计....................................................................... 错误！未定义书签。

人力资源规划——规划什么和怎么规划？ (8)组织设计——原则、类型与方法 (10)二、人力资源战略管理 (16)1、策略性人力资源管理............................................................................... 错误！未定义书签。