某某洗衣公司人力资源管理系列案例.doc
人力资源管理《加里·德斯勒人力资源管理系列案例》
人力资源管理《加里·德斯勒人力资源管理系列案例》卡特洗衣公司本书的要紧论题是人事管理，像雇员的招募、甄选、培训、报酬等一类的活动。
人事管理不仅是某些人事管理专业人员的特定工作，而且是每一位管理者都务必从事的工作。
这一点大概在典型的小型服务型企业中表现得最为充分。
由于在这一类企业中，业主或者管理者往往没有专门的人事职员能够依靠。
只是，他或者她的企业却能够取得成功（他或者她及其一家人能否为衣食而保持脑子清静），在相当大的程度上有赖于他们在雇员的招募、雇用、培训、评价与招聘方面的效率如何。
因此，为了有助予描述与强调一线管理者的人事管理角色，我们在全书中将运用一个以位于美国东南部的小型服务企业为实际根据而编写的连续案例。
这个案例分布于各章，它将运用各章所讲述的人力资源管理概念与技术来描述此案例的主角——业主／管理者詹妮弗·卡特（Jennifer Carter）——在日常工作小所面临的各类人事管理问题与她是如何解决的。
第1章人事／人力资源管理导论案例背景詹妮弗·卡特于1984年6月毕业于州立大学，在对几种可能的工作机会进行考虑之后，她决定从事自己一直计划去做的情况——进入她的父亲杰克·卡特（Jack Carter）的企业。
杰克·卡特分别于1970年与1972年开了自己的第一与第二家洗衣店。
对他来说，这些自动洗衣店的要紧吸引力在于它们是资本密集型的而不是劳动密集型的，这样，一旦对机器的投资已经做出，洗衣店靠一个没有什么技术的看管员就足能够维持了，而平常在零售服务业中所常见的那些人事问题就不可能出现了。
尽管靠一名无技术的劳动力就能维持运转是卡特开洗衣店的要紧原因，但是到1974年，他还是决定扩大服务内容，在各洗衣店中增加干洗与衣物熨烫服务。
换句话说，他增加此项服务所根据的战略是有关多角化经营战略，即增加与现有的自动洗衣业务有关联的那些服务项目。
他增加这些新服务项目的一部分原因是：他所租用的场地当时尚未得到充分的利用，因此，他希望能够更为充分地把场地利用起来；另一方面，正如他所说的：“我已经厌烦了把我们自动洗衣店顾客的衣物送到五英里以外的干洗店去干洗与熨烫，而且还让它们拿走了本属于我们的大多数利润。
卡特洗衣公司案例分析答案超全
Continuing report of HRM （The Hotel Paris International）院系：班级：人力学号：姓名：课程名称：人力资源管理完成时间：年月至年月ContentCHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT (3)CHAPTER 3 HUMAN RESOURCE MANAGEMENT STRATEGY AND ANALYSIS (6)CHAPTER 4 JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS (10)CHAPTER 5 PERSONNEL PLANNING AND RECRUTING (14)CHAPTER 6 EMPLOYEE TESTING AND SELECTION (18)CHAPTER 7 INTERVIEWING CANDIDATES (21)CHAPTER 8 TRAINING AND DEVELOPING EMPLOYEES (26)CHCAPTER 9 PERFORMANCE MANAGEMENT AND APPRAISAL (30)CHAPTER 10 MANAGING EMPLOYEE RETENTION, ENGAGEMENT, AND CAREERS (33)CHAPTER 11 ESTABLISHING STRATEGY PAY PLANS (37)CHAPTER 12 PAY FOR PERFORANCE AND FINANCIAL INCENTIVES (38)CHAPTER 13 BENEFITS AND SERVICES (40)CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENTI sum up five main points specific HR problems I think Cater Cleaning will have to grapple with.First of all, they were lake for personnel management regulations and procedures both every manager and each employee. As there were many of problems which were harmful to their management because workers’ lake a series of clear knowledge, abilities and skills. For example, fair employment problems would serious damage employees’ rights but they didn’t know up to now. Human resource managements always asked people of applicants about their national topic and some other sensitive topics but they didn’t refer to professional, abilities and, many other useful topics. Luckily, they haven’t been reported their discrimination because the employees were almost women and ethnic minority which were short of laws concept. This phenomenon told us they couldn’t clarify fair employment rules and professional knowledge and laws knowledge.In addition, human resource managements couldn’t make employees clear their own duties and responsibilities. They employees didn’t know their clear division of responsibilities;as a result, Cater Center would be inefficiency after confusion day by day. Numan resource of Cater Center couldn’t keep employee loyalty and employee stability. It is terrible for a company to face employee thefts there. It would not only cause benefits of company, but also cause legitimate equities of the firm. What’s worse, as a result, corporate cultural development and employees’activities will be destroyed. Not only the issue of fair employment lacks attention, but also the manager himself has not received any basic training.If I were Jennifer, I will persuade every management to pay much attentionmake a Post Office Book at first for all of my employees in order that they can identify their responsibilities and obligation.In addition, we must identify the management process is based on the functions of planning, organization, staffing, leading, and controlling. In total, we start with these five functions and we will avoid mistakes like I summed up in my first paragraph.We must consummate the rules and processes of HRM. We can achieve it by solving the fair employment problem, improvingtheir knowledge, abilities and skills of cleaning and service, enhancing legal knowledge and experience. By doing these, we can improve Cater Center’s personnel management regulations and procedures both every manager and each employee.CHAPTER 3 HUMAN RESOURCE MANAGEMENT STRATEGY AND ANALYSISI would recommend that the Caters expand their quality program. My reasons are as shown below.First, the company faced to a larger scale and only holding employee meetings can't solve all the problems they facing. So we must expend ways and measures for every employee in order to widening the feedback channel for the problem of company.Second, as a manager, we can’t be everywhere watching everything all the time. And expending the quality program is a real way for innovation and sustainable development to the company. We need to discover a series of finding for making progress at any time.Specifically, Cater should expand their quality program by taking forms as shown below.We need make a scientific strategic human resource management in the whole company in order to guarantee the running of it.Training and development is the first step for strategy. It will be explicit if Caters make employees know that whereare they now and who they are, and writing a job description, significantly. They will learn to size up the situation including perform external and internal audits., Afterwards, Caters’strategic options will be known and be created by managers and even employees easily. At the same time, they will be supportive and having a high performance. It can minimize the plane turnaround on ground and the meals and frills and so on. All of these benefits are to decrease costs and increase revenues for the organization.A question we must face to and need to be solved urgently is whether the employees want to act and accept like mini-manager only with earning about ＄8 to ＄15 per hour. It refers to the question of salary administration. So if we make a fair salary system that employees approval, we will gain a different group which is much better and competent than ever before.In addition, I think Caters should focus on the outline summarizing important HR practice as I designed below.First of all I think it is important to collect the opinions of customers and employees before we make a systematic of HR practice. We will identify clear condition of working and program by doing this.Then we must make Job Description to each position of Cater Center. We can decide how to measure the performance of an old or new hires. For example, with Cater system, hiring managers input their evaluations of each new hire at the end of the employees’ first several days.Refer to their important designed, we can make a HR practice category and analysis for Caters as I refer below.CHAPTER 4 JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESSThe format to be used to write the job description of the laundry managerFirst of all, we need to analyze the structure of Cater Cleaning Company so that identify the description of job. Wetable of structure by analyzing as shown above.From the drawing above, we can see that laundry organization is the simplest vertical management mode, laundry managers are their basic jobs, but there are multiple posts under them. This simple organizational structure is suitable for this kind of company.From the drawing above, we can see that laundry organization is the simplest vertical management mode, laundry managers are their basic jobs, but there are multiple postsunder them. This simple organizational structure is suitablefor this kind of company. First of all, the size of a laundry as an enterprise will not be large. Secondly, the general objectives and tasks and responsibilities of the Laundromat managers mentioned in the case are relatively specific and relatively small. In the end, the staff of the laundry will not have a high level of knowledge, which is related to the content of their work. To sum up, we should pay attention to the following points in writing the job instructions of the laundry manager.1. The job description should be simple and easy to write in the format, not too complicated2. The job description should be easy to understand in the description of the contentAccording to this, the job description of the form is best suited to the manager of the laundry.What’s more, work standards and procedures should be written into the job description.The job description is a detailed description of the information related to the job, which includes the person concerned, and the description also contains a description of the related matter. The working standard and procedure is a description of the job related matters. It further explainswhat extent the duty personnel should do and how to do it. As a result, I think that work standards and procedures should be written into the job description.How can Jennifer collect the information needed to write work standards, work procedures, and job descriptions?I think there are many ways of collecting information, such as the following:1. Summary of the work standards, procedures and job descriptions of similar enterprises.2. Collect opinions on customers and employees.3. Consult a number of experts and intermediaries.4. Get the main information from the activities of employees, actions of people, the working performance, working background and the requirement of employees and so on.The store managers’ job description should look like and contain as the table below.CHAPTER 5 PERSONNEL PLANNING AND RECRUTINGHow would I recommend we go about reducing the turnover in our stores? I prepare some solutions below.Making a reasonable recruitment plan is the most important step to keep employees staying in the company. We need to research carefully when we interview them and we must exclude someone shaky. To a certain extent, the rate of turnover will be decreased by doing this.Shaping an attractive corporate culture is an important measure to retain employees and executive. As we all know, a nice kind of culture can shape personality and also form a sense of belonging and dependence.Making positive compensation and welfare is also important for retaining employees. We not only need to give justice salary to employees, but also need to make active welfare system for stimulating. Also, we can offer the company's stock options or equity plans is a relatively low cost way to increase the long-term potential income of employees.Last but not least, we must take care of emotions of employees at any time. Such as their relations with families,with supervisor-subordinate, with colleagues, and even with their own spirits including their career happiness and so on.I believe we can retain our employees much better by doing these I demonstrated above.I think we need these causes to resolve the question how to improve the quality of applicant and the rate of passing.Make a feasible recruitment strategy. HR's own quality and knowledge are also important to choose the appropriate location and location, and to improve the recruitment efficiency.The recruitment information will help us to select talents scientifically, make clear qualifications, and identify highly qualified applicants with competence. In addition, structured interviews can be carried out.Promote the employing department to participate in the whole process of recruitment. Because the work environment, leadership style and management concept are used because of the unit for what kind of It differs from man to man., job seekers, only use department most clearly, therefore, recruitment departments to continue to instill in Department Recruitment concept, promote their active participation in the whole process of recruitment, human resource planning, recruitment, interview needs to develop recruitment, etc.. Last but notleast, it is also important to create a harmonious enterprise environment.Considered carefully for all of information the job seekers need when we publishing a job advertisement. We can make job advertisement as is shown below.The job advertisement for Cater Cleaning Company AddressPublishing timeDeadlineMore than one year's work experience| Age is not limitedMore than＄6 per hourJob descriptionPost dutiesTenure requirementsWorking experience preferredHave basic management abilityHave strong business understanding, plan execution, writing ability and learning ability.Be familiar with... Laws and regulations to avoid labor disputes;Higher professionalismEnterprise introductionOther information：Department: Human Resources DepartmentProfessional requirementsContactE-mailPlease indicate the name or number of the position in the mail and indicate that the recruitment information comes from the CHAPTER 6 EMPLOYEE TESTING AND SELECTIONSome advantages to Jennifer’s company of routinely administrating honesty tests to all its employees.Testing honesty of employees can not only strengthen the company's discipline, but also keep the company open and fair and the organization structure is complete and transparent.In addition, it can promote the orderly conduct of production and avoid unnecessary financial losses.It can strengthen the cohesiveness of enterprises and setting up a good social image, so as to ensure the credibility of the staff and enhance corporate reputation and customer satisfaction.Some disadvantages to Jennifer’s company of routinely administrating honesty tests to all its employees.Employees maybe lack a sense of security and belonging, and they feel that they are doubted by their superiors. Also, it may increase the cost of work and time and reduce the effective rate of return of enterprisesWhat other screening techniques could the company use to screen out theft-prone and turnover-prone employees? And howexactly could these be used?We can import the introduction of special personnel, who is integrity testing literacy, including leakage theory, information manipulation theory, real monitoring theory, and interpersonal deception theory and so on.Also, we can design integrity test scale to identify the faith of employees. The types of tests are tests of cognitive abilities, tests of motor and physical abilities and measuring personality and interests and achievement tests and improving performance through hires. We can make the background check more valuable information of employees by doing these tests.How to fire a stolen employee and how to deal with the reference calls about these employees when they go to other companies looking for jobs?I think we should fire stolen employees in front of the staffs of our company. Not to let him be disgraced deliberately, but to let employees know how important the sincerity is and how precious the trusts are.As for the reference calls about these employees when they go to other companies looking for jobs, I think I will be mercy to him and tell another company that this employee can be inspected and retained if he didn’t make too much of mistake,even though I fired him abide by the rules. We see, forgiveness and kindness are the greatest virtues, they can save a person who still has a warm heart.CHAPTER 7 INTERVIEWING CANDIDATES The way to improve the practice of interviewing:The main body of the interview is the interviewer and the interviewee, so in order to improve the company's interview practice. We must first have a group of professional interviewers. They should have the following qualities: good insight with some psychology and organizational behavior knowledge of good psychological ability expressed excellent judgment and spoken interview experience preferred logical thinking ability, can according to the resume and job requirements and the basic quality of setting questions to understand the basic knowledge of job industry and knowledge industry the salary level have a good analysis ability.In addition, there are something errors that can undermine an interview’s usefulness and we had better avoid them: first impression, not clarifying what the job requires, candidate-order error and pressure to hire, nonverbal behavior and impression management, effect of personal characteristics including attractiveness, gender and race, etc., diversity counts.She should make an interview form for management andnon-management interview questions by doing I illustrate below.Key points and test questions management personnel recruitment exam questions:1. Do you think what is "management"?Test whether the applicant can combine theoretical management knowledge with work practice.2. A good enterprise to make progress, what is decisive?In the complex market environment, success factors of different enterprise big difference. The answer is to test the extent to which the applicant understands the management of the original unit.What are the 3 you've read about management books? Good management is very pay attention to the collection of information and knowledge updating.3. What do you think is the most difficult as a manager?"Bad news report" is a concise and comprehensive answer.It simply because it can make deep and serious recruiters ask further questions and superficial recruiters will not consider the use of additional questions to ask, do not let the candidates have the opportunity to further elaborate its set people thinking idea, but do not want to understand whether theanswer behind what is hidden deep life experience. This answer tells us how a manager in trouble should react."Let those of me be able to act in accordance with my instructions, so that they are ready to do so." It is the second possible answer. This shows that the manager is ready to controlthe situation and carry out the leadership."To mobilize the enthusiasm of the personnel, to form a competent team." It may be the third way to answer this question, which indicates that the applicant has a deeper experience andhas the ability to manage others.There are also specific questions to be faced with as answers. Recruiters need to pay attention to whether a managerhas a more open eye as a manager, rather than trying to deal with a specific business.4. You how to control and reduce the risk?We should pay attention to the risk degree candidates aware, then answer the investigation method, and the risk involved, whether there is always such effects on the other.5. What do you think is the relationship with the positionyou apply for your department or the company's strategy? It isthe ability of on the candidates to grasp the overall situation.6. How would you plan and organize an important (or long)of the project?The recruiter should pay attention to the various links of the candidate planning and running the project, not whether the project itself is the closest to the work of the unit.7.How do you deal with the contradiction between the 9 with other departments?No contradiction is unrealistic, and applicants often answer through communication. The question is to see whether the applicant can pay attention to the root of the contradiction and not only solve or deal with the problem means.8. Please briefly talk about you around the typical case management. Inspect whether or not the candidate enterprises success / failure reasons, and sharply pointed out the problem, concise and comprehensive.Jennifer should carry out a training program for the manager. The manager who is for interviewing the stuffs should have this characteristic.We must first have a group of professional interviewers. They should have and prepare me the following qualities: good insight with some psychology and organizational behavior knowledge of good psychological ability expressed excellent judgment and spoken interview experience preferred logicalthinking ability, can according to the resume and job requirements and the basic quality of setting questions to understand the basic knowledge of job industry and knowledge industry the salary level have a good analysis ability.CHAPTER 8 TRAINING AND DEVELOPING EMPLOYEESThe Caters should cover in their new employee orientation program and they should convey this information by the table below.Technical skills required to impart workWe should use such a form to analyze the work of the counter attendant. Counter attendant task analysis record table is as to below.In the training of ironing workers, decontamination workers, managers, and counter attendants, we should use specific training methods as is mentioned below.CHCAPTER 9 PERFORMANCE MANAGEMENT AND APPRAISALJennifer believes that the proposal to establish a formal work performance evaluation system for workers is correct.The proposal to establish a formal work performance evaluation system for managers is also correct. My reason and design are below.Managers are the backbone of organizing talents, and play a more and more important role in the development of modern organizations. The structure of job performance evaluation of middle managers is to establish a scientific, complete and effective performance evaluation system, so as to achieve effective management for middle managers. The work performance of middle managers is a multi-dimensional construct. This multidimensional structure can effectively explain those behaviors reflected in the job performance questionnaire. Job performance is a construct that can be reflected by behavior. Therefore, we can identify those typical behaviors and form a measurement tool that has certain reliability (internal consistency) for measuring job performance.I’ve researched the five factor structure model of themiddle level manager of the organization to make a formal measure to the managers and workers of Cater Cleaning Company.CHAPTER 10 MANAGING EMPLOYEE RETENTION, ENGAGEMENT, AND CAREERSThe benefits of career planning program are below.First of all, career management is the primary problem of the rational allocation of enterprise resources. Human resource is a kind of can continue to develop and continuously increment resource value, because of the development of human resources through continuous updating of people's knowledge and skills, improve people's creativity, so that the life of "material" resources as its use, especially in the era of knowledge economy, knowledge has become the social the main body, and to grasp and create these knowledge is "people", so enterprises should pay more attention to people's wisdom, skill, ability and comprehensive development. Therefore, to strengthen the occupation career management, make the best use, is the primary problem of the rational allocation of enterprise resources. If the rational allocation of people is left, the rational allocation of enterprise resources is an empty word.Secondly, career management can fully mobilize the intrinsic enthusiasm of the people, and better realize the organizational goals of the enterprise. Occupation careermanagement is to help employees improve satisfaction levels in various needs, to meet the needs of the degree from Pyramid to the final shape of the trapezoidal transition close to rectangular, even low levels of physical employees need improving gradually, and make them the self-realization of the spirit of the need to gradually increase the degree of satisfaction of senior. Therefore, not only need occupation career management in line with the development of life, but also need advanced people, need that is based on love, respect and self-realization, to truly understand what employees want in personal development, coordinate their planning, to help them achieve the occupation career goal. This will inevitably arouse the strong mental strength of employees' strong service in enterprises, and then form a great driving force for the development of enterprises, so as to better achieve organizational goals of enterprises.Thirdly, career management is the organizational guarantee of an enterprise. The fundamental reason for any successful enterprise is to have high quality entrepreneurs and high quality employees. The talent and potential can be fully realized, human resources will not be wasted, wasted, the survival of the enterprise growth is inexhaustible,inexhaustible source.I support that picking out part of the employees selectively to make career plans in the company is better.And the career planning should include the aspects below.CHAPTER 11 ESTABLISHING STRATEGY PAY PLANSThe company should agree on the use of job evaluation to establish a formal salary structure.The principle of fairness is one of the principles of salary management. It is divided into internal fairness and external fairness. The internal equity emphasizes that the salary structure between the different types of work within the organization should be reasonable. That’s why the company should agree on the use of job evaluation to establish a formal salary structure.It is not reasonable to Carter's policy of paying wages above the average of 10%.For the first, the employee's salary is not only for the employees' work enthusiasm and work income, but also by the laws and regulations of the state. Second, the cost of living and the price level should be a normal proportion. Third, there are certain rules for the salary level between the regions and the industries. So I think the employee's salary should be adjusted properly rather than fluctuating at randomIt is unwise for Jack, Carter's differential wage systemfor men and women. Because that will lead people misunderstand that the company has sex discrimination, after all, women employees can do well..CHAPTER 12 PAY FOR PERFORANCE AND FINANCIAL INCENTIVESThe incentive plan should not be extended to other ironing workers and other employers should not carry out similar plans, as it will decrease the quality as we see from the case.I suggest that another form of incentive plan is better than Cater’s. That is in accordance with the same quality of work per hour increase, but the premise is that the qualified rate is 99%. And the rate of increase per hour can be increasing gradually.The incentive compensation plan needs to pay according to some predetermined objective performance criteria. All the incentive schemes have a characteristic that is to find a set of performance criteria that can be used to compare with them so as to determine the reward amount.CHAPTER 13 BENEFITS AND SERVICESI drafted a policy statement on vacation, sick leave, and non-working hours below:Remuneration policy of Cater Cleaning CompanyScope of applicationThis system is applicable to all employees of the Cater Cleaning CompanyWage structureThe composition of the salary is mainly designed from the angle of the monthly salary. The monthly salary structure of the company is as follows:Monthly salary = basic salary + performance wage + bonus + bonus + fine + deductions + overtime pay + allowance + special salaryThe paying in detailBut to a particular post and a person's vacation, our company has made the following provisions1. Fine2. DebitIs the family and medical leave 2.Charge standard: by day, sick leave, how many days the number of days salary deduction. It is calculated on 26 days, and then the wages should be deducted.3. Explanation of monthly salary (year-end bonus) calculation for employeesDaily wage calculation: employees who carry out the monthly salary system, the daily wage standard is calculated according to the average monthly working days of the year stipulated by the state, that is, 21.75 days.The salary calculation for special personnel shows that: Non-attendance of in-service personnel, payroll employment or personnel turnover during midwayMonthly wage = basic wage + job allowanceNew employeesStarting from the date of reporting, the work is not full for one month,and the salary is counted according to the actual number of days.The basic salary only one on high not low, the other can be added according to the assessment etc.."Five social insurance and one housing fund"Including endowment insurance, medical insurance, unemployment insurance, work-related injury insurance and maternity insurance and housing fund. We need according to the staff of the "five social insurance and one housing fund" for the specific analysis of the system of paid leave.Sick employeesPrescribed treatment: the workers who are ill or are not injured by the workers should be given the medical period, and the labor contract shall not be relieved during the medical period.If a worker or a worker is injured due to illness or non-work injury, he needs to stop working for medical treatment. He will give three months to twenty-four months' medical treatment。
海尔人力资源管理案例
海尔人力资源管理案例一、海尔企业背景海尔是至今唯一被搬上哈佛大学讲坛加以探讨的中国企业。
这家十多年前亏损一百多万、濒临倒闭的集体小厂，一跃成为中国家电行业领军角色的企业，其成功与良好的用人机制密切相关。
在海尔领导集体看来，企业不缺人才，人人都是人才，关键是将每一个人所具备的最优秀的品质和潜能充分发挥出来。
正如总裁张瑞敏所说：“你能翻多大的跟头，我就给你搭多大的舞台。
”这无疑给每个员工提供了一个任其充分发展的广阔空间。
17年前，海尔的前身——青岛电冰箱总厂还是一个濒临倒闭的小厂。
为了发展，这个小厂引进了德国利勃海尔电冰箱生产线，随后，从这里又传出了震撼全国的“砸冰箱”事件，海尔人走名牌战略的道路，使企业摆脱濒临倒闭的命运而起死回生；17年后，外国人知道在中国有家企业Haier，产品已出口到世界160多个国家和地区。
在17年的时间里创造了从无到有、从小到大、从弱到强、从国内到海外的卓著的业绩。
海尔对人力资源的开发与管理是成功的。
首席执行官张瑞敏认为：“人才，是企业竞争的根本优势。
人可以认识物，创造物，只要为他创造了条件，他就能适应变化，保持进步，成为取之不尽、用之不竭的资源。
有了人才，资本才得以向企业集中，企业在竞争中才能取得优胜。
”如今在海尔，人力资源中心是一个非常重要的服务部门，它下设生产效率组、市场效率组、中心主管和培训部三个子部门。
前二者通过从内部市场获得需要提高效率的订单，将订单分别传递给人力主管和人事、分配、用工、培训管理员，由他们操作完成订单，满足客户需求以获得报酬；在这个过程中，人力主管、分配管理员、用工保险管理员、人事管理员分别从中心主管和培训部获得信息、政策、平台等方面的支持，从而形成以生产效率组、市场效率组为核心，中心主管和培训部为支持的流程体系。
至此，集团内部各个机构部门人力资源的规划、吸收、培训、考评、管理统一由人力资源开发中心负责。
可以说，如果海尔集团是一只联合舰队，那么人力资源开发中心堪称这支舰队中一艘重要的配给舰。
人力资源管理案例 卡特洗衣中心的人员招募
10工商1班 组长：黄惠美 周凯丽 贾舒文
L/O/G/O
目录
企业现状
提出问题
解决方案
企业现状
1. 缺少技术性 人才
雇员学 历低
市场竞争 激烈
4. 企业招聘 人员困难
雇员薪 酬高
2. 增加企业 盈利成本 3.增大企业 人力资源管 理困难
急缺面 试者
5. 导致企业无 法运营
前台人员
技术人员
分店主管
前台人员 3名 名
招聘方式： 招聘方式：全职 学历： 学历：大专以上 年龄要求：18-25 年龄要求： 性别要求： 性别要求：女 他要求： 其他要求： 1、五官端正，面貌清秀，身体健康； 、五官端正，面貌清秀，身体健康； 2、语言标准流利，思路敏捷，表达、沟通及处理问题的能力强； 标准流利， 、语言标准流利 思路敏捷，表达、沟通及处理问题的能力强； 3、为人耐心，沉稳，有责任感； 、为人耐心，沉稳，有责任感； 工作认真、积极，具有良好的团队精神； 工作认真、积极，具有良好的团队精神； 4、具备专业知识，熟悉电脑操作，有洗染业工作经验者优先； 专业知识， 、具备专业知识 熟悉电脑操作，有洗染业工作经验者优先； 薪资待遇： 薪资待遇： 1、1000元+ 提成 奖金 、 元 提成+奖金 2、上岗前对员工进行相应的培训，确保员工的专业性。 、上岗前对员工进行相应的培训，确保员工的专业性。 工作概述/主要职责 主要职责： 工作概述 主要职责： 1、工作时间 ：30-8：30，月休 天 、工作时间7： ： ，月休3天 2、负责前台电话接听、顾客接待、收衣、取衣、衣物上架等 、负责前台电话接听、顾客接待、收衣、取衣、 3、遵守公司规章制度，执行上级工作安排 、遵守公司规章制度， 4、做好门前三包卫生及大厅卫生 、
卡特洗衣公司案例
.加里·德斯勒《人力资源管理》（第六版）系列案例卡特洗衣公司本书的主要论题是人事管理，像雇员的招募、甄选、培训、报酬等一类的活动。
人事管理不仅是某些人事管理专业人员的特定工作，而且是每一位管理者都必须从事的工作。
这一点大概在典型的小型服务型企业中表现得最为充分。
因为在这一类企业中，业主或管理者往往没有专门的人事职员可以依赖。
不过，他或她的企业却能够取得成功（他或她及其一家人能否为衣食而保持脑子清静），在相当大的程度上有赖于他们在雇员的招募、雇用、培训、评价以及招聘方面的效率如何。
因此，为了有助予描述和强调一线管理者的人事管理角色，我们在全书中将运用一个以位于美国东南部的小型服务企业为实际依据而编写的连续案例。
这个案例分布于各章，它将运用各章所讲述的人力资源管理概念和技术来描述此案例的主角——业主／管理者詹妮弗·卡特（Jennifer Carter）——在日常工作小所面临的各种人事管理问题以及她是如何解决的。
第1章人事／人力资源管理导论案例背景詹妮弗·卡特于1984年6月毕业于州立大学，在对几种可能的工作机会进行考虑之后，她决定从事自己一直计划去做的事情——进入她的父亲杰克·卡特（Jack Carter）的企业。
杰克·卡特分别于1970年和1972年开了自己的第一和第二家洗衣店。
对他来说，这些自动洗衣店的主要吸引力在于它们是资本密集型的而不是劳动密集型的，这样，一旦对机器的投资已经做出，洗衣店靠一个没有什么技术的看管员就足可以维持了，而平常在零售服务业中所常见的那些人事问题就不会出现了。
尽管靠一名无技术的劳动力就能维持运转是卡特开洗衣店的主要原因，但是到1974年，他还是决定扩大服务内容，在各洗衣店中增加干洗和衣物熨烫服务。
换句话说，他增加此项服务所依据的战略是相关多角化经营战略，即增加与现有的自动洗衣业务有关联的那些服务项目。
他增加这些新服务项目的一部分原因是：他所租用的场地当时尚未得到充分的利用，因此，他希望能够更为充分地把场地利用起来；另一方面，正如他所说的：“我已经厌烦了把我们自动洗衣店顾客的衣物送到五英里以外的干洗店去干洗和熨烫，而且还让它们拿走了本属于我们的大多数利润。
人力资源管理小案例
小新大学毕业了，在对几种工作机会考虑后，最终选择进入其父亲老新的新新洗衣店，并与父亲达成以下共识：她将成为替父亲解决问题的人或顾问，她的目标是（1）学习经营业务；（2）引进新的管理理念和管理技术，促进这个小企业的发展。
刚从人力资源管理专业毕业的小新，踌躇满志，决定先从自己的专业出发，把各项人力资源管理工作抓起来。
但头绪在哪里，她还没有想好引题案例：新新洗衣店是一家拥有2个洗衣服务中心的小型企业，每个中心有先进的自动洗衣设备，有一名现场管理人员和五——七名雇工，年收入约30万元。
老新决定在今后的5年内再开4家类似的洗衣中心，建立由6家连锁经营店组成的洗衣服务公司。
小新马上面临到的新问题就是该如何制定其人力资源计划？第三章工作分析引题案例：上班的最初几周，小新多次发现管理人员违反办事程序，当他气愤地批评时，这些人总是说“我不知道这是我的工作”或“我不知道应该这么做”。
小卡特这时才知道只有花大力气编写工作说明书并制定一整套标准和程序来告诉大家应该做些什么以及如何做，才能使这一类的问题得到缓解。
第四章员工招聘引题案例：小新与父亲现在面临的最大的问题就是雇佣到好员工。
企业刚开始建立的时候，几乎不需要有技术的人员。
当成为拥有6家连锁店的企业时，它越来越倚重于有知识的管理人员和有技术的操作工。
而他们雇佣的员工几乎连高中毕业水平都没有，可选择的候选人大多像流浪汉，从一个地区流向另一个地区，从一份工作流向另一份工作。
洗衣店人员流动率达400%。
这样，小新父子就面临着不断招工的任务。
如何增加候选人数量、不至于不得不接受任何一位走进来的求职者，并降低人员流动率，很让人头疼。
第五章员工职业生涯管理引题案例：对于新新洗衣服务中心来说，职业规划一直是不被重视的一项工作。
这是因为，正如老新常说的那样：“只要招来工人然后要他们诚实工作就足够了。
”然而，小新却认为，许多雇员已经跟着他们干了好多年，并且一直都在最基层的岗位，她觉得有些对不住他们。
人力资源管理15757
卡特洗衣公司
3
建立培训目标
确定培训需求之后，必须确立满足这些需求的目标。 有效的培训目标应当显示出培训完成后，对组织、部门 和个人将会产生什么样的结果，这种结果应以书面形式 描述。 培训目标的分类：
1 指导性目标
2 组织和部门目标
3 个人绩效和成长目标
卡特洗衣公司
4.培训方法
在职培训和工作轮换 学徒式培训 课堂培训 网上培训
4 核心小组法
核心小组由组织中不同部门、不同层级的员工组 成，人力资源部门的专家或外请专家主持小组会议。
卡特洗衣公司
5 公文测验法
通过检查组织的缺勤、流动率和事故发生率方面的 记录，以及通过组织的绩效评估系统收集的绩效评估信 息，来确定是否有问题存在，是否任何被确认的问题可 以通过培训解决。
不论采用什么方法，系统地、准确的需求评估 要在培训开始之前进行。
3
对结果的了解
让员工知道他们针对一些标准取得的进步有助于为后 面将要学习的内容确立目标。这种分析和确立目标的连续 过程极大地促进了学习。
卡特洗衣公司
4
强化
基本思想是产生积极后果的行为倾向于重复发生，产 生消极结果的行为倾向于不再出现。
5
培训计划的连贯
要让员工不仅清楚培训目标，同时还知道该部分内容 是如何与计划的其他部分内容相匹配的。后面的内容要建 立在前期已提出内容的基础上。
新员工的管理者通常负责部门和职位上 岗引导。
卡特洗衣公司
3
组织上岗引导
如果组织上岗引导要收到积极的效
果，就必须在企业需求和员工需求之 间实现良好的平衡。
对于组织来讲，它比较感兴趣的 是盈利、向顾客提供优质服务、满足 员工需求和健康需求，以及承担社会 责任。
2020年(企业管理案例)某某洗衣公司人力资源管理系列案例
（企业管理案例）某某洗衣X公司人力资源管理系列案例加里·德斯勒《人力资源管理》（第六版）系列案例卡特洗衣XX公司本书的主要论题是人事管理，像雇员的招募、甄选、培训、报酬等壹类的活动。
人事管理不仅是某些人事管理专业人员的特定工作，而且是每壹位管理者均必须从事的工作。
这壹点大概于典型的小型服务型企业中表现得最为充分。
因为于这壹类企业中，业主或管理者往往没有专门的人事职员能够依赖。
不过，他或她的企业却能够取得成功（他或她及其壹家人能否为衣食而保持脑子清静），于相当大的程度上有赖于他们于雇员的招募、雇用、培训、评价以及招聘方面的效率如何。
因此，为了有助予描述和强调壹线管理者的人事管理角色，我们于全书中将运用壹个以位于美国东南部的小型服务企业为实际依据而编写的连续案例。
这个案例分布于各章，它将运用各章所讲述的人力资源管理概念和技术来描述此案例的主角——业主／管理者詹妮弗·卡特（JenniferCarter）——于日常工作小所面临的各种人事管理问题以及她是如何解决的。
第1章人事／人力资源管理导论案例背景詹妮弗·卡特于1984年6月毕业于州立大学，于对几种可能的工作机会进行考虑之后，她决定从事自己壹直计划去做的事情——进入她的父亲杰克·卡特（JackCarter）的企业。
杰克·卡特分别于1970年和1972年开了自己的第壹和第二家洗衣店。
对他来说，这些自动洗衣店的主要吸引力于于它们是资本密集型的而不是劳动密集型的，这样，壹旦对机器的投资已经做出，洗衣店靠壹个没有什么技术的见管员就足能够维持了，而平常于零售服务业中所常见的那些人事问题就不会出现了。
尽管靠壹名无技术的劳动力就能维持运转是卡特开洗衣店的主要原因，可是到1974年，他仍是决定扩大服务内容，于各洗衣店中增加干洗和衣物熨烫服务。
换句话说，他增加此项服务所依据的战略是关联多角化运营战略，即增加和现有的自动洗衣业务有关联的那些服务项目。
卡特洗衣公司精选案例分析包括答案超全.doc
Continuing report of HRM （The Hotel Paris International）院系：班级：人力学号：姓名：课程名称：人力资源管理完成时间：年月至年月ContentCHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT.......... 错误 ! 未定义书签。
CHAPTER 3 HUMAN RESOURCE MANAGEMENT STRATEGY AND ANALYSIS....错误 ! 未定义书签。
CHAPTER 4 JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS..... 错误 ! 未定义书签。
CHAPTER 5 PERSONNEL PLANNING AND RECRUTING................... 错误 ! 未定义书签。
CHAPTER 6 EMPLOYEE TESTING AND SELECTION..................... 错误 ! 未定义书签。
CHAPTER 7 INTERVIEWING CANDIDATES............................ 错误 ! 未定义书签。
CHAPTER 8 TRAINING AND DEVELOPING EMPLOYEES.................. 错误 ! 未定义书签。
CHCAPTER 9 PERFORMANCE MANAGEMENT AND APPRAISAL.............. 错误 ! 未定义书签。
CHAPTER 10 MANAGING EMPLOYEE RETENTION, ENGAGEMENT, AND CAREERS错误!未定义书签。
CHAPTER 11 ESTABLISHING STRATEGY PAY PLANS................... 错误 ! 未定义书签。
卡特洗衣公司案例分析答案超全
Continuing report of HRM （The Hotel Paris International）院系：班级：人力学号：姓名：课程名称：人力资源管理完成时间：年月至年月ContentCHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT .......... 错误!未定义书签。
CHAPTER 3 HUMAN RESOURCE MANAGEMENT STRATEGY AND ANALYSIS .... 错误!未定义书签。
CHAPTER 4 JOB ANALYSIS AND THE TALENT MANAGEMENT PROCESS ..... 错误!未定义书签。
CHAPTER 5 PERSONNEL PLANNING AND RECRUTING ................... 错误!未定义书签。
CHAPTER 6 EMPLOYEE TESTING AND SELECTION ..................... 错误!未定义书签。
CHAPTER 7 INTERVIEWING CANDIDATES ............................ 错误!未定义书签。
CHAPTER 8 TRAINING AND DEVELOPING EMPLOYEES .................. 错误!未定义书签。
CHCAPTER 9 PERFORMANCE MANAGEMENT AND APPRAISAL .............. 错误!未定义书签。
CHAPTER 10 MANAGING EMPLOYEE RETENTION, ENGAGEMENT, AND CAREERS错误!未定义书签。
CHAPTER 11 ESTABLISHING STRATEGY PAY PLANS ................... 错误!未定义书签。
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加里·德斯勒《人力资源管理》（第六版）系列案例卡特洗衣公司本书的主要论题是人事管理，像雇员的招募、甄选、培训、报酬等一类的活动。
人事管理不仅是某些人事管理专业人员的特定工作，而且是每一位管理者都必须从事的工作。
这一点大概在典型的小型服务型企业中表现得最为充分。
因为在这一类企业中，业主或管理者往往没有专门的人事职员可以依赖。
不过，他或她的企业却能够取得成功（他或她及其一家人能否为衣食而保持脑子清静），在相当大的程度上有赖于他们在雇员的招募、雇用、培训、评价以及招聘方面的效率如何。
因此，为了有助予描述和强调一线管理者的人事管理角色，我们在全书中将运用一个以位于美国东南部的小型服务企业为实际依据而编写的连续案例。
这个案例分布于各章，它将运用各章所讲述的人力资源管理概念和技术来描述此案例的主角——业主／管理者詹妮弗·卡特（Jennifer Carter）——在日常工作小所面临的各种人事管理问题以及她是如何解决的。
第1章人事／人力资源管理导论案例背景詹妮弗·卡特于1984年6月毕业于州立大学，在对几种可能的工作机会进行考虑之后，她决定从事自己一直计划去做的事情——进入她的父亲杰克·卡特（Jack Carter）的企业。
杰克·卡特分别于1970年和1972年开了自己的第一和第二家洗衣店。
对他来说，这些自动洗衣店的主要吸引力在于它们是资本密集型的而不是劳动密集型的，这样，一旦对机器的投资已经做出，洗衣店靠一个没有什么技术的看管员就足可以维持了，而平常在零售服务业中所常见的那些人事问题就不会出现了。
尽管靠一名无技术的劳动力就能维持运转是卡特开洗衣店的主要原因，但是到1974年，他还是决定扩大服务内容，在各洗衣店中增加干洗和衣物熨烫服务。
换句话说，他增加此项服务所依据的战略是相关多角化经营战略，即增加与现有的自动洗衣业务有关联的那些服务项目。
他增加这些新服务项目的一部分原因是：他所租用的场地当时尚未得到充分的利用，因此，他希望能够更为充分地把场地利用起来；另一方面，正如他所说的：“我已经厌烦了把我们自动洗衣店顾客的衣物送到五英里以外的干洗店去干洗和熨烫，而且还让它们拿走了本属于我们的大多数利润。
”为了反映出服务内容的扩展，卡特将他的两家洗衣店更名为“卡特洗衣中心”，由于对两家洗衣中心的成果极其满意，所以他决定在今后的5年中再开4家类似的洗衣中心。
这样，平均每家洗衣中心都需要有1名现场管理人员以及7名左右的雇员，年收入大约为30万美元。
詹妮弗·卡特从州立大学毕业后所要加入的正是这样一个由六家铺面组成的连锁洗衣服务中心。
她同父亲之间所达成的共识是，她将成为替老卡特解决问题的人或顾问，她的目标有两个：⑴学习经营业务；（2）引进新的管理观念和管理技术来解决经营中的问题，从而促进这个小企业的发展。
第2章公平就业机会与法律一个有关歧视的问题詹妮弗在其父亲的卡特洗衣公司面临的一个首要问题是，公司现有的人事管理规定和程序不当。
一个特别令她担心的问题是对公平雇佣问题缺乏重视。
实际上，所有的雇佣活动都是由各个店的经理自己进行。
而这些经理本人没有接受过基本培训，甚至不知道不应向求职者提哪些类型的问题这样的基本常识。
因此，他们问女性求职者“当你上班时谁照看你的孩子?”这样的问题，他们还要少数民族求职者回答有关拘捕记录和信用历史的问题。
事实上这种做法在公司非但不被视为反常做法，反而被视为日常工作。
在与经理面谈时詹妮弗了解到，只有非少数民族求职者，即三个男性白人（三个店的经理）和三个女性白人没有被问到过这样的问题。
根据与她父亲的讨论，詹妮弗推断出，对公平雇佣这种漫不经心的态度，部分原因是由于：⑴她父亲缺乏法律方面的经验；⑵詹妮弗总结了这样一个事实：“实际上，不管怎么说，我们的雇员都是少数民族或妇女，因此，没有人真的会到这里来控告我们歧视，不是吗?”詹妮弗决定仔细考虑这个问题。
但在她能够考虑之前，她面临两个严重的公平权利问题。
某店的两名女雇员私下告诉她，她们的经理曾向她们表示了不受欢迎的性要求。
其中一个说，经理威胁说，除非她同意下班后随他“参加社交活动”，否则就炒她的鱿鱼。
在对另一个店做实地考察时，一位73岁的老年雇员申诉道，虽然他有将近50年的业务经验，但付给他的工资还不及比他年轻一半又做同样工作的人的工资。
她对这些店的考察引起她对以下问题的思考。
问题：1．杰克·卡特声称：“因为我们雇用的大都是妇女和少数民族，不会被指控有歧视罪”，这种说法对吗2．詹妮弗及其公司应怎样说明性骚扰控告及问题3．她和她的公司应怎样说明可能的年龄歧视问题?4．假定每个店都只有少数雇员，她的公司是否在公平权法律的管束之下?5．姑且将具体问题放在一边，如果要使人事管理事务符合公平就业机会法律，必须检查哪些人事管理问题?第3章工作分析职位说明书詹妮弗根据自己对洗衣店的逐项了解所得出的结论是，她所要做的第一件事就是为洗衣店管理人员编写职位说明书。
正保詹妮弗所说，她在大学所学的一般管理课程和人事管理课程都强调了职位说明书的重要性，但在学习时，她一直不相信职位说明书在一家企业的顺利运行中会有如此重要的作用。
但在她上班的最初几周内，她多次发现每当她问及洗衣店的管理人员为什么违反既定的公司政策利办多程序时，这些人总是回答：“因为我不知道这是我的工作内容”或“因为我不如道应该这么做”。
詹妮弗这时才知道，只有花大力气编写职位说明书并制定一整套标准和程序来告诉大家应该做些什么以及如何去做，才能使这一类的问题得到缓解。
从总体上说，洗衣店的管理人员负责指挥店里的所有活动，其目标包括：生产服务质量的监督、顾客关系的维护、营业额的增长，以及通过有效地控制劳动力、物资、能源等方面的成本实现利润的最大化等。
在完成这些总体目标的同时，洗衣店管理人员的任务和职责还包括：质量控制、店铺的外观和清洁、顾客关系、账簿和现金管理、成本控制和生产率、事故控制、价格掌握、库存管理、机器维修、衣物的接收与清洗、雇员安全、人力资源管理、不良事件控制等。
詹妮弗现在必须回答的问题如下：问题：1．编写洗衣店管理人员的职位说明书应该用什么样的格式，最终格式应该是什么？2．是应当将工作标准和程序写进职位说明书．还是应当将它们单独分列出来?3．詹妮弗如何才能搜集到编写工作标准、工作程序以及职位说明书所需要的信息？第4章人员计划与招募招募到更好的工作申请人如果你问詹妮弗和她的父亲，在经营他们的企业时遇到的主要难题是什么，他们的回答将会是直接而简单的；雇用到好的雇员。
在企业刚刚开始建立的时候，使用的设备是投币式自动操作洗衣机，因而几乎不需要技术工人。
当它成长为拥有六家连锁店的企业时，它就越来越倚重于有技术的管理人员、干洗工、污渍去除工以及熨烫工。
公司所雇用的雇员几乎连高中毕业的水平都没有。
但即使是这样，市场上的竞争依然十分激烈。
在一张典型的地方报纸的周末招聘广告栏中，往往有数十家公司在招募有工作经验的熨烫工或干洗工、污渍去除工。
这些工人的工资大约在每小时6美元左右，而且工作的更换频率极高。
因而，詹妮弗和她的父亲就面临着不断招工的任务，而那些他们可以选择的工作候选人大多数看上去都像是流浪汉，这些人喜欢不断地从一个地区流向另外一个地区；从一份工作流向另一份工作。
他们洗衣店的人员流动率常常高达400％（他们的竞争对手的情况也大致如此）。
詹妮弗说：”不要跟我谈人力资源计划和趋势分析，我们正在打一场经济战争，如果能找到足够的工作申请人来求职，如果能有足够的人手来使企业正常运转起来，我就谢天谢地了。
”面对这种困境，詹妮弗的父亲要求她回答下列问题：1．对于我们降低人员流动率的努力，你能提出何种建议?2．请提出一系列详细的建议，提示我们如何才能增加可以接受的工作申请人数量，以避免不得不接受几乎任何一位走进来的求职者这样一种不利局面（对后一个问题的建议应包括完整的文字性招募广告，以及我们可以实施的招募战略方面的做法）。
第5章雇员测试与甄选诚实性测试詹妮弗和她的父亲密要甄选求职者，詹妮弗父亲认为这是一件既容易又艰难的工作。
说它容易，是因为采用约20分钟的在职测试就很容易地对两个重要工作（冲压和清污）的求职者进行了甄别。
正如詹妮弗指出的那样：“一个人或者知道怎样足够快地冲压衣物，知道怎样使用化学清洁剂和机器；或者他（她）不知道。
通过把他们放在工作上进行测试，我们很快就知道了结果。
”但是，另一方面，商店的候选人甄别工作十分艰难，这起因于詹妮弗想甄别的项目的性质。
公司面临的两个最关键问题是雇员流动问题和雇员诚实问题。
正如以前提到的那样，詹妮弗和她的父亲痛感要采取措施降低雇员流动率。
鉴于管理时间和资金被无休止的招募和雇用新雇员所浪费，如果有办法通过雇员测试和甄选技术来降低流动率，詹妮弗是很想了解的。
詹妮弗和她的父亲更关心的是公司需要采取新措施甄别那些可能有从公司偷盗财物倾向的雇员。
雇员偷盗是卡特洗衣公司的一个严重的问题，而且问题不仅限于处理现金的人。
例如，清污工／冲压工经常在没有经理（开始一天的工作）的情况下擅自打开商店，某些人偷盗储备品或顺手牵羊的事件并不鲜见。
顺手牵羊是指雇员说服自己的邻居四处收集别人需清洗的衣物，然后利用公司的设备、水、气和电秘密地清洗这些衣物。
同样，一个未受监督的雇员（或其监督者）接受了一件一个小时的紧急订单，在清洗完毕将衣物送回顾客并收费后，不开出正确的票据或不登记这笔业务也很常见。
当然，钱便流入了个人的口袋而不是放入现金出纳机。
更严重的问题与商店经理和实际处理现金的人有关。
杰克·卡特说：”你无法相信息员逃避我们设立的旨在减少雇员偷盗的管理控制的创造力。
”作为这种罪恶的创造力的一个例子，杰克讲了下面的故事；“为了减少雇员偷盗的现金数量，我在所有现金出纳机前竖起涂上油漆的标牌，标牌上写着：如果你付款时，我们没有给你现金出纳机收据，你的全部订单免费——请拨962—0734。
我用这块标牌的目的是迫使所有处理现金的雇员将进款打入现金出纳机，现金出纳机会对此进行记录以利会计记账。
别忘了，如果所有现金都记录在现金出纳机中，那么我们就能更好地处理商店中的偷盗行为，对吧?有一位经理采用了一个恶毒的方法。
一天晚上，我进入商店，注意到这位经理使用的现金出纳机看起来不正常，尽管标牌竖在前边。
后来发现，每天下午5点，当所有其他雇员走后，这个家伙将自己的现金出纳机从藏在储备品下边的盒子里拿出来。
顾客进来会注意标牌，也会注意到他把款项记入现金出纳机这个事实。
但是，不为我们和顾客所知的是，大约有五个月的时间，每天约有一个小时的销售进入了他的现金出纳机，而不是我们的。
我们花了很长时间才发现商店的现金到哪儿去了。
”问题1．对所有雇员例行地执行诚实性测试对詹妮弗的公司的有利和不利的方面是什么?2．公司能用来甄别盗窃倾向的雇员的其他特殊技术有哪些?3．公司应该怎样解雇被抓获偷盗的雇员，当被解雇的雇员到其他公司求职，我们应当用什么程序来处理推荐书核查电话?第6章面试与全面甄选计划的建立更好的面试同卡特洗衣中心的几乎所有其他与人事管理相关联的活动一样，公司目前没有有组织地面试工作候选人的方法。