人力资源管理第八章 compensation managem

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8人力资源管理之绩效管理(德斯勒版)

第八章绩效管理
3
绩效管理
组织的视角：组织绩效管理企业绩效管理组织的视角：组织绩效管理/企业绩效管理个人的视角：个人的视角：确保员工的工作活动和工作结果与组织的目标保持一致的过程。果与组织的目标保持一致的过程。前者属企业战略管理问题；前者属企业战略管理问题；后者属人力资源管理问题。管理问题。
第八章绩效管理
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人力资源部
各部门员工
分析职位说明书的主要职责和关键绩效指标体系中的各个指标间的关系否判断是否相关？是指标是否需要继续分解或重新设定？是否
各部门员工
和下级员工讨论该初步确定的指标
职位说明书
部门关键绩效指标体系公司整体战略和经营目标
该指标筛选
增加、减少或修改指标
第八章绩效管理
19
如何建立绩效标准
任务绩效的衡量指标
数量
利润产量收入
时间
限期到市场时间 …...
人的反应
投诉称赞反馈
质量 …...
准确性可靠性的成本与预算的对比 …...
第八章绩效管理
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考核用表的种类和设计
考核用表分为三种：
态度考核用表；能力考核用表；业绩考核用表。
有时限的（Time--Table）：有时限的（Time--Table）
- 目标要有时限，要有合理的时间约束。（一年、半年、还是一个月？）目标要有时限，要有合理的时间约束。（一年、半年、还是一个月？）。（一年 - 时限不能太长、也不能太短。时限不能太长、也不能太短。第八章绩效管理
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如何建立绩效标准
第八章绩效管理
7
绩效考评的内容/考什么？绩效考评的内容考什么？考什么德能勤绩

_Lesson_08_Human_Resource_Management

Helps avoid sudden talent shortages and surpluses Steps in HR planning:
Assessing current human resources Assessing future needs for human resources Developing a program to meet those future needs
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Current Assessment
Human Resource Inventory人力资源目录
A review of the current make-up of the organization’s current resource status. Job Analysis 职务分析职务分析
Individual test scores obtained with a selection device are consistent over multiple testing instances.
14
Types of Selection Devices
甄选手段类型
Application Forms 申请表 Written Tests 笔试 Performance Simulations 绩效模拟测试 Interviews 面试 Background Investigations调查经历与背景的资调查经历调查经历与背景的资料 Physical examinations 体检
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Discussion: Selection at Toyota
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Recruitment and Decruitment
Recruitment 招聘 Decruitment 解聘

薪酬管理

第9章
薪酬管理
Human Resource Management
9．1薪酬管理概述
• 3．制定薪酬计划一个好的薪酬计划是企业薪酬政策的具体化。所谓薪酬计划，就是企业预计要实施的员工薪酬支付水平、支付结构及薪酬管理重点等。企业在制定薪酬计划时，要通盘考虑，同时要把握一系列原则。（1）与企业目标管理相协调的原则（2）以增强企业竞争力为原则
Human Resource Management
Human Resource Management
第9章
薪酬管理
第9章
薪酬管理
Human Resource Management
本章学习目标
报酬、工资、薪酬、福利薪酬管理薪酬设计工资制度奖励制度
第9章
薪酬管理
Human Resource Management
第9章
薪酬管理
Human Resource Management
岗位技能工资制
岗位技能工资制是以按劳分配为原则，以劳动技能、劳动责任、劳动强度和劳动条件等基本劳动要素评价为基础，以岗位和技能工资为主要内容的企业基本工资制度。岗位技能工资制充分突出了工资中岗位与技能这两个结构单元的特点。它更有利于贯彻按劳分配的原则，更能够调动员工努力提高技术业务水平的积极性。
关键词
薪酬管理(compensation management) 薪酬水平（compensation level）薪酬结构(compensation structure) 工资制度（wage system）工资水平(wage level) 奖励制度（bonus system）福利制度（benefit system）自助式薪酬方案（Self-assisted compensation solution）

某国际知名咨询公司—薪酬体系的设计与管理

– Skills – Using a skills based job system – 技能技巧 – 工作设置系统 – Performance – linking with performance mgmt system – 工作表现 – 绩效考评系统 – Value to the business – using retention programs for top talent – 对业务的价值 – 留才计划 • Efficient labor cost management – “Using the money wisely” • 有效的人才成本管理– 花钱的智慧
– Balanced with both competitiveness and affordability – 达到具有竞争力及企业可负担的平衡
– Easy to administrate/operate – 便于日常管理和操作 • To communicate the programs with clarity that make sure： • 清晰地对计划进行沟通，从而：
Evaluation 评估
Communication &Training 沟通与培训
Implementation 实施
Administration 管理
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Compensation Management
Market Survey 市场调查
精选完整pptagement
– The program is understood/accepted – 使薪酬计划能被理解
– The expectations are well managed – 使员工的期望值处在适当的水平
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HRM教案——人力资源管理

HRM教案——人力资源管理第一章：人力资源管理概述1.1 人力资源管理的定义解释人力资源管理的概念和重要性讨论人力资源管理的目标和功能1.2 人力资源管理的历史和发展探讨人力资源管理的发展历程分析现代人力资源管理的关键趋势1.3 人力资源管理的重要性强调人力资源管理在组织中的作用讨论人力资源管理对组织绩效的影响第二章：人力资源规划2.1 人力资源规划的概念和过程解释人力资源规划的目标和方法探讨人力资源规划的实施步骤2.2 人力资源需求预测分析人力资源需求的因素学习预测人力资源需求的方法2.3 人力资源供给预测探讨人力资源供给的因素学习预测人力资源供给的方法第三章：员工招聘与配置3.1 招聘的概念和过程解释招聘的目标和方法探讨招聘的实施步骤3.2 招聘策略和渠道分析招聘策略的选择学习利用不同渠道进行招聘3.3 员工配置与安置探讨员工配置的原则和方法学习员工配置的实施步骤第四章：员工培训与发展4.1 员工培训的概念和目标解释员工培训的重要性探讨员工培训的目标和内容4.2 培训策略和计划分析培训策略的选择学习制定培训计划的方法4.3 培训的实施与评估探讨培训的实施步骤学习培训效果的评估方法第五章：员工绩效管理5.1 绩效管理的概念和目标解释绩效管理的重要性探讨绩效管理的目标和功能5.2 绩效考核方法和指标分析绩效考核的方法和指标学习制定绩效考核体系的方法5.3 绩效管理的过程与实施探讨绩效管理的过程和步骤学习绩效管理的实施技巧第六章：员工薪酬管理6.1 薪酬管理的基本概念解释薪酬管理的目标和重要性探讨薪酬管理的组成部分6.2 薪酬体系的设计分析薪酬体系设计的原则和步骤学习薪酬结构设计的方法6.3 薪酬激励与福利计划探讨薪酬激励的概念和类型学习福利计划的设计与管理第七章：员工关系管理7.1 员工关系管理概述解释员工关系管理的目标和重要性探讨员工关系管理的挑战和机遇7.2 员工沟通与协作分析有效的员工沟通策略学习团队协作的促进方法7.3 员工冲突与管理探讨员工冲突的原因和类型学习解决员工冲突的技巧和方法第八章：人力资源法律遵从性8.1 人力资源法律遵从性的概念解释人力资源法律遵从性的重要性探讨人力资源法律遵从性的范围8.2 劳动法的基本原则分析劳动法的基本原则和条款学习劳动法的合规管理方法8.3 人力资源法律风险防范探讨人力资源法律风险的识别和评估学习法律风险防范和应对策略第九章：人力资源信息系统（HRIS）9.1 人力资源信息系统的基本概念解释人力资源信息系统的目标和功能探讨人力资源信息系统的发展趋势9.2 HRIS的实施与运营分析HRIS实施的关键成功因素学习HRIS的运营管理和维护9.3 HRIS的战略应用探讨HRIS在人力资源管理中的战略应用学习利用HRIS提升人力资源管理效率第十章：人力资源管理的未来趋势10.1 人力资源管理的新兴趋势解释新兴趋势对人力资源管理的影响探讨人力资源管理的创新实践10.2 人力资源管理的数字化变革分析数字化对人力资源管理的影响学习利用数字化工具提升人力资源管理效能10.3 人力资源管理的可持续发展探讨人力资源管理在可持续发展中的作用学习制定可持续发展的人力资源策略重点和难点解析重点环节1：人力资源管理的定义和目标补充说明：人力资源管理是对组织内外部人力资源的获取、开发、激励和维护等方面进行有效管理的过程。

人力资源管理(双语)课程HRM(8)(双语)

Factors Affecting the Wage Mix
Establishing Pay Rates
Step 1. The salary survey
A survey that seeks information on pay rates offered by a firm’s competitors.
Aimed at determining prevailing wage rates.
Formal written questionnaire surveys are the most comprehensive, but telephone surveys and newspaper ads are also sources of information.
Linking Compensation
Practices to Competitive
Advantage Improve
Cost
Effective
Efficiency
Compensation Practices
Achieve Legal
Compliance
Competitive Advantage
包括各种福利、保险等。
The Structure of Compensation
Non-financial Compensation(非经济性薪酬)：Satisfaction that a person receives from the job itself or from the work environment. 指个人对工作或工作环境在心理上的或物质环境上的满足感。
the same, more or less

高教社马工程人力资源管理教学课件unit8

《人力资源管理》
（五）劳动合同的终止
2.劳动合同终止的程序提前预告出具书面通知书规定期限内办理手续出具终止劳动合同证明
《人力资源管理》
（六）劳动合同的解除
1. 双方协商解除劳动合同双方协商解除劳动合同，是用人单位与员工协商一致提前终结劳动关系的法律行为。
协商解除分为两类：一类是员工提出协商解除要求，用人单位就此与员工达成合意，双方解除劳动合同；一类是用人单位提出协商解除要求，经与员工协商解除劳动合同。协商解除劳动合同的特点包括：适用范围广，法律风险相对小，用人单位提出解除要支付补偿金。协商解除劳动合同的基本流程如图所示：
《人力资源管理》
二、员工关系管理的内涵、特征和作用
（一）员工关系管理的内涵员工关系管理(Employee Relations Management, ERM)也有广义和狭义之
分。广义的员工关系管理是指在组织的人力资源体系中，各级管理人员和人力资源
职能人员通过制定和执行相关管理政策,实施沟通、参与、奖惩等管理行为，来对组织和员工之间的关系及员工与员工之间的关系进行调节的过程，其目的是实现组织的利润目标和发展目标，并确保为员工、社会增值。狭义的员工关系管理就是组织和员工之间的沟通管理，这种沟通更多地采用柔性的、激励性的、非强制的手段，其目的在于提高员工的满意度，支持组织其他管理目标的实现。
《人力资源管理》
（二）员工关系管理的法律规范体系
调整员工关系管理的法律规范体系是一国的全部劳动法律规范按照一定标准分类组合所形成的、具有一定纵向结构和横向结构的有机整体。
职能结构模式劳动过程结构模式员工关系管理法律规范的结构层次
《人力资源管理》
第二节员工关系管理的主要内容

人力资源管理07_Compensation

HUMAN RESOURCE MANAGEMENTCOMPENSATIONDr. Dan TrotterRev 07/09/08 I. IntroductionA.omissions1. skip from p297 to 302, up to “Wage and Hour Regulations”, Ivancevich, 9th ed.a.read “Wage and Hour Regulations” up to “Equal Pay Act of 1963” (p305)2. skip pp 305-308, down to “Compensation and Motivation”3. omit “Factor Comparison,”p3184.omit “Delayering and Broadbanding”, p.3215.omit p.340-344 in Chapter 116.omit “Feedback Pay,” p. 346pensation is one of most difficult and most important human resource functionsII. Effect of Employment Law on CompensationA.Fair Labor Standards Act (FLSA) of 19381. establishes a minimum wage for workersa.this is controversial among economistsi. many say that an artificial increase for the price of labor will be accompanied by a rise inunemploymentA/ so, those at lower level who have a job are helped1/ because their wages are higher than they otherwise would be2/ at the expense of entry-level workers trying to get low-paying worka/ who aren’t hired because employers can’t afford to hire them2. overtime paya.workers must be paid “time-and-a-half” for all hours worked over 40 hours per weeki.“time-and-a-half”A/ one and one-half times the worker’s normal hourly rateb.does not apply to workers who are exempt from the lawi.examplesA/ farm workersB/ salaried people1/ a flat rate is paid for a given time perioda/ for example, a weekly salary, or a monthly salaryii. those workers who must be paid overtime are called “nonexempt”3. child labor is prohibiteda.the prohibition is not absolutei. teenagers can work restricted hoursA/ and in certain non-hazardous jobsIII. Compensation and MotivationA. Pay and Motivation1. introductiona.there is not a simple connection between pay and motivationi. it is not true that an increase in pay will automatically increase motivationii. there are many, many other factors beside pay that determine motivation2. famous theories of motivationa.needs theoriesi. Maslow’s theory is the most famousA/ Maslow said needs have to be fulfilled in a hierarchy1/ in order for the employee to be motivated2/ basic needs must be satisfied firsta/ once these are satisfied, increasing compensation will NOT motivateb/ notice that at the top of the pyramid, compensation doesn’t motivate at alli/ but at the bottom, it motivates a lot3/ Maslow’s needs hierarchy (starting at the bottom and moving up)a/ physiological needsi/ examplesA) foodB) waterb/ safety needsi/ exampleA) no fear of plant machinery harming one as he worksc/ social needsi/ exampleA/ company parties and picnics make employee happyd/ esteem needsi/ exampleA/ worker gets recognized with awards for superior worke/ the need for self-actualizationi/ doing what one would do if he didn’t have to worry about getting paidb.social comparison theoriesi. states that employee is motivated by how FAIR the employee thinks the pay system isA/ the key factor is not IS the pay system fair1/ rather, does the employee PERCEIVE the system as being fairc.expectancy theoryi. motivation depends on expectation that effort will produce performanceA/ and further, that performance will produce rewardd.behavior modificationi. things emphasizedA/ rewardsB/ punishmentsii. some behavior modification experts believe that an ordinary person can be made a concert pianistsB.Pay and SatisfactionA/ Herzberg’s Two-Factor Theory1/ main pointa/ satisfaction does not motivatei/ but dissatisfication WILL demotivate2. rewards have two categoriesa.satisfiersi/ a/k/a “hygiene factors”ii/ examplesA/ payB/ working conditionsiii/ adequate pay will not motivateA/ but inadequate pay WILL demotivateb.motivatorsi/ often called “high-level m otivators”ii/ examplesA/ achievementB/ recognitionC/ responsibilityD/ advancementE/ the work itselfiii/ notice how some of these can be given to the worker for very little costA/ example1/ a name on a billboard proclaiming: “Employee of the Month”C.Pay and Productivity1. the link between pay and productivity is not cleara.just like the link between pay and motivation is not cleari.not that there is probably a link between motivation and productivityA/ more motivation, more productivityb.historical theoriesi.“hungry man theory”A/ wages should keep worker on the edge of starvation!!!1/ so worker would be motivated to work to stay alivea/ and, the more he worked, the more productive he wasii. “economic man theory” (Adam Smith, 1776)A/ wages should be as high as possible1/ the more the worker is paid, the more motivated he’ll bea/ and the more motivated, the more productive he’ll beb/ note how this contradicts Herzberg’s Two Factor theoryi/ more money won’t motivateA) will only stop dissatisfactionIV. Compensation DecisionsA. Three basic decisions1. The Pay-Level Decisiona.definitioni. pay is set relative to wokers working on SIMILAR jobs in OTHER organizationsb.three different pay-level strategies may be takeni. listedA/ high-pay strategy1/ advantagea/ the best workers are obtainedi/ low turnoverii/ high productivity (hopefully)2/ disadvantagea/ expensivei/ company may not able to compete in its marketsB/ low-pay strategy1/ used only when there’s no other optiona/ company doesn’t have the money to pay at least average wagesC/ comparable-pay strategyii. factors determining choice of strategyA/ tight/loose labor market1/ if there aren’t enou gh workers to hire, company will have to adopt a high-pay strategy B/ profit margins1/ firm can’t pay so much that it will lose moneyC/ how ethical or kind the manager is1/ the kinder, the higher the wages likely to beA/ of course, this could backfire if the company goes broke because paying too muchc.pay surveysed by companies to see what wages are like in OTHER companiesii. factors which may pay surveys effectiveA/ at least 30 percent of jobs are comparedB/ the jobs which most workers hold should be surveyedC/ similar jobs IN DIFFERENT INDUSTRIES should be used1/ because a potential worker might well be attracted to go work in a different industry a/ so, what other industries are paying is relevantiii. methodA/ most often used is mailed questionnaire1/ followed up w/ a phone call2/ cheapa/ but hard to get a lot of data from busy HRM personnel in the other company2. The Pay Structure Decisiona. definitioni.the relative pay for employees with DIFFERENT jobs within the SAME organizationb. job evaluationi.the relative worth of every job in the organization is determinedA/ involves much subjective judgment1/ so, objective measures (“factors”) are used to measure worth of the joba/ examples of job factorsi/ skills requiredii/ much responsibility?iii/ effort requirediv/ working conditionsv/ safe or dangerous work siteii. ask class to do a job evaluation for these jobs…A/ sewer cleanerB/ a person who cleans nuclear fuel rods out of a reactorC/ lawyeriii. three methods to do job evaluationA/ ranking1/ problem: no assurance that there are equal intervals between the ranksa/ examplei/ could be a huge difference between #1 and #2A) but small difference between ##2-10B) this means #1 will get only a little bit more pay than #2B/ classification1/ classes of jobs are createda/ a description of the requirements for each job is listed next to the classi/ cf. Exh 10-7, p3182/ advantagesa/ easy to constructb/ easy to understandc/ easy to communicate to employees3/ disadvantagea/ if not enough classifications, some jobs won’t fiti/ exampleA/ Exh 10-7, p. 318, Ivancevich, 9th ed1/ what if the job required “complex computer work, no managerialresponsibility, no team leadership?”C/ point system1/ how its createda/ see Exh 10-8, p319b/ each factor is given a range of pointsc/ each factor is weightedd/ each factor’s assigned points are multiplied by that factor’s weighte/ the points for all the factors are summedi/ the total points are used to rank other jobs which are scored the same way 2/ the most popular method to do job evaluation3/ advantages and disadvantagesa/ advantagesi/ easy to useii/ easy to understandiii/ easy to understand to employeesb/ disadvantagei/ takes much time to develop3. The Individual Pay Decision (Chapter 11, Ivancevich, 9th ed)a. fundamental questioni.should the company pay employees the same if they are doing the same job?A/ i.e., if several employees are in the same pay classification, should they be paid the same?B/ most companies, in fact, discriminate between employees at the same pay grade1/ what is this discrimination based on?a/ individual differencesi/ experienceii/ skillsiii/ performanceb/ seniority2/ ask: should a person with more seniority but less skills be paid more?V. Methods of PaymentA. total compensation consists of three elements1. Summarya. base payb. variable payc. indirect payi.also known as “benefits”ii.examplesA/ health insuranceB/ unemployment insuranceC/ retirement accountsiii.extremely importantA/ see Chapter 12, Ivancevich, 9th ed1/ we won’t cover this in class1. Base Paya. a flat rate is paid for a period of time workedi.flat ratesA/ all workers in the same category are paid the same amount1/ regardless of differences in skills and senioritya/ examplei/ all “Clerk II’s” are paid 8:00 per hourii.the period of time workedA/ determines two basic types of base pay1/ wagesa/ flat rate is paid per houri/ workes being paid wages are subject to overtime law (FLSA) 2/ salarya/ the period of time is something other than an houri/ for exampleA/ weekly salaryB/ monthly salaryb/ salaried workers are not subject to the overtime law2. Variable Paya. introductioni.variable pay is mainly used for incentivesA/ to get above-average performanceA companies are using more and moreA/ can’t compete in a global e conomy without higher performance1/ and variable pay generally gives higher performanceb. general descriptioni.the worker gives up a guaranteed level of incomeA/ in return for an income that might be higher1/ however, the level of income might also be lowera/ so, variable pay has more risk and more rewardc. three basic types of variable payi. individual incentivesA/ examples1/ merit paya/ base pay from previous period adjusted upwardsi/ based on performance appraisalsii/ using some kind of a reward formulaA) see Exh 11-2, p. 335, Ivancevich, 9th edb/ between 80 to 90 percent of all USA private firms usec/ effectiveness of merit payi/ little research has been doneA) so, no one knows how effective merit pay isd/ argument in favor of merit payi/ its linked directly to the appraisal systemA) which (supposedly) rewards the highest performers1) which should be highly motivatinge/ arguments against merit payi/ employees don’t see the connection between pay and performanceA) reasons why1) because appraisal systems are very flaweda) they don’t reward the high performers2) because the merit increases are often secretii/ competence and incompetence is not equally spread through the work group being evaluatedA) if everyone in the group is “outstanding”1) cf. Exh 11-2, p335a) everyone would get a 12-15% pay raisei) there’s no discrimination between good and poor performersA] so, there’s no incentive that merit pay is supposed to bring iii/ never been proven that merit pay increases performance2/ straight pieceworka/ descriptioni/ pay fluctuates based on units of production per time period b/ examplei/ one dollar per dressA) so, if the workers sews 25 dresses in one hour, she makes 25.00c/ advantagei/ worker sees direct link between performance and rewardA) some workers are highly motivated this wayd/ disadvantagesi/ its very hard to set the amount per itemA) if set too low1/ extremely demotivatingB) if set too high1/ extremely expensiveii/ it will not work if it takes a team of workers to make the productA) the lower performing workers will hold back the high-performerB) example1) workers on an assembly line: A-B-C-D-Ea) “C” can’t work fast to make more moneyi) he doesn’t have enough intermediate products from B3/ differential piece ratea/ a/k/a the “Taylor plan”b/ how it worksi/ two different piece rates are paidA) one for below average workers1) and a different rate for above average workersc/ purpose is to reward and motivate superior workers4/ standard hour plana/ the average amount of time to do a task is calculatedi/ using data from the industry the job is inii/ a standard level of pay is assigned for this timeA) this amount is paid to the worker1) no matter how long it takes the worker to do the jobb/ examplei/ standard hours for auto mechanic to fix brakes is two hoursA) auto mechanic’s labor is worth 50.00 per hourB) mechanic is paid 100.00 to replace the brakes1) even if he fixes the brakes in 1 ½ hoursc/ the incentive is to save timei/ instead of moneyA) the same amount of money is going to be made regardless of how muchtime is taken5/ production bonus systema/ pay consists of two partsi/ an hourly rateii/ a bonus payment if production exceeds a certain standard6/ commissionsa/ definition of “commission”i/ a percentage of salesb/ examplei/ real estate agentA) usually makes about 6 percent of the price of the housec/ requirements to make commissions worki/ the worker must work independentlyA) example1) if a professor were paid a certain amount per studenta) the professor has no control over how many students he hasii/ performance must be easily measured in order to calculate commissionA) example1) a clerk working at a “complaint desk”a) hard to measure her performanceiii/ commission must not motivate worker to do unacceptable thingsA) examples1) professor paid a percentage of the tuition that graduating students paya) professor has incentive to graduate everyonei) even those students who have failedii.group incentives (“team incentives”)A/ how it works1/ the individual incentives listed above are given to work-teamsa/ and NOT to the individuals on the work teami/ then, the team divides up the dollars earned by the teamB/ advantages1/ causes team to work together instead of against each othera/ examplei/ one team member wants to work very hard to make incentive payA/ because he’s poor, has financial needsB/ the other team members have plenty of money, want to relaxC/ the hard-working team member will be held back by the lazy members 1/ they won’t cooperate to allow the hard-worker to produce a lot ii/ analogyA/ if one crab tries to crawl out of a bucket of crabs1/ all the other crabs pull him back into the bucketiii. organization-wide incentivesA/ three main types1/ suggestion systemsa/ very popular method all over the worldb/ how they worki/ a formal system is set up to get employee suggestionsA) usually the suggestions are about ways to improve production1) eliminate waste, save time, etc.ii/ if the suggestion worksA) the employee who suggested the idea is rewarded1) moneya) often a percentage of the money saved for the organization2) recognitiona) name put on a bulletin board or a sign, etc.2/ gainsharinga/ what is shared with all the workers of the organizationi/ savings in costsA) different than profit-sharing plans1) those plans share profitsB) how savings in costs might be measured1) hours worked2) dollars spent on labor3) dollars spent on wasteb/ spot gainsharingi/ gainsharing is used on a particular problem that needs fixingA) and then is cancelled1) examplea) too much rework on a production line3/ profit-sharinga/ what is shared with all the workers of the organizationi/ profitsA) as opposed to savings in costsb/ methods of sharing profitsi/ cash paymentsii/ Employee Stock Option Plans (ESOPs)A) company stock is paid to the employee instead of cashB) these are extremely popularC) advantage1) employee has ownership in the companya) makes him more loyalb) gives him more incentive to work harderD) word of advice to employees who receive stock this way1) the worker-stockholder is very UNDIVERSIFIEDa) all his eggs are in the company basketi) if the company goes bankrupt, the stock is worth zero VI. People-Based PayA. examples1. skill-based paya. pay set based on what skills the employee has masteredi.if the worker’s job is expanded to require a new skill…A/ example1/ a new machine is installed on the assembly lineB/ the worker is paid a certain amount more for mastering the new skillb. extra pay for skills usually replaces annual raisesi.advantage to the employerA/ he spends the same amount1/ but he knows the value of his workforce is increasingc. usually used in high-volume situations where the work is routinei. because it’s easy to identify what skills are needed2. knowledge-based paya. extra pay given for knowledge the worker hasi.examplesA/ computer programmer learns a new programming language3. credential-based paya. extra pay given for earning a professional credentialb. examplei.legal secretary passes the bar examA/ she’s now paid as a lawyer, not as a secretary4. competency-based paya. extra pay is given for…i.skills, ANDii.knowledge, ANDiii.credentials, ANDiv.characteristics of the workerA/ examples1/ values2/ motives3/ personality traits4/ self-imageb. disadvantagei.very subjective to measure characteristics of the workerii.hard to tie characteristics of the worker to performanceA/ example1/ some nasty people might be good workersVII. Issues in Compensation AdministrationA Executive Pay1. controversiesa. lately executive pay has been extremely high compared to other workers in corporations (USA)i.this only true for the largest of USA corporationsb. severance packagesi.definitionA/ what is given to departing executives after they are fired, or retireii.problemA/ they are often so generous, it is the executives best interest to fail!1/ and move on to another corporation to get another severance packageB. Pay Secrecy or Openness1. the “secret system”a. the amount of pay is considered privileged informationi.only people who may knowA) the employeeB) the supervisorC) human resource departmentb. in extreme cases, employees told they ca n’t even discuss their pay with anyonec. advantagei.allows the employer to make different deals with employees working the same jobA) example1)school principle hiring housewives to teacha) some housewives have wealthy husbandsi) not concerned about payA] rather, want to be at the school were their child isB] so, school can pay them low1] and make the deal more attractive by giving free tuitiona] if free tuition not secret, other workers may feel angryi] those that don’t have children can’t get the same deal ii.disadvantageA) if the compensation system in unfair1)the inequities will become knowna) if the system is not secretC. Pay Security1. introductiona. this highly motivates many workersb. there is a price to pay by the worker to get pay securityi.pay is lowerA/ example1/ employee makes sure he’s not the highest paid person in the departmenta/ in a downturn, he won’t get laid offii.job might be less satisfyingA/ worker less willing to move around to find a more fulfilling job2. methods company use to provide pay securitya. guaranteed annual wagei.typically, how it worksA/ after the employee passes a probationary period1/ company guarantees him employment for a certain period at a certain wage ual ly, company has an “emergency clause”A/ if the company facing a financial emergency, it doesn’t have to honor its commitmentb. supplementary unemployment benefitsi.the company contributes to a fundA/ if the worker is laid off, the fund pays cash periodically to the worker1/ these payments supplement the government’s unemployment benefitsc. cost-of-living adjustments (COLAs)i.definitionA/ wage increases or decreases pegged to the rise or fall of the general price level 1/ i.e., when inflation increases, wages increase the same amountii.COLAs are not motivatingA/ employees have come to expect them1/ they are not supposed to be pay raisesa/ merely supposed to keep the worker even to his last salaryd.severance payi. a one-time paymentA/ distinguish supplementary unemployment benefits1/ paid periodicallyii.typical provisionA/ one week’s pay for each year of serviceD.Pay Compression1. definitiona.not enough discrimination between senior employees and new employeesi. or, between supervisors and subordinates2. how it happensa. long-time employees don’t get enough pay raisespany has to pay market rates to get new employeesA/ so new employees get paid a lot。

人力资源管理概论(人大三版)第8章培训与开发汇编

5、培训需求分析的方法
观察法：直接到现场，对员工的工作过程进行观察来进行培训需求分析。
资料查阅法：通过查阅有关资料，如技术手册和工作记录来对培训需求进行分析。
问卷调查法：将有关问题编制成问卷，通过让员工填写问卷来收集信息进行培训需求分析。
访问法：通过访问的方式来获取信息进行培训需求分析的方法。访问可以是面对面的，也可以借助其他媒介；可以是集体访问，也可以是单独访问。
一、培训与开发的步骤示意图
一般来说，培训与开发要按照下面的程序来进行：
培训需求分析
培训设计
培训实施
培训转化
培训评估
（一）培训需求分析
1、培训需求分析的必要性
只有存在相应的需求时，培训与开发才有必要实施。
培训需求分析是整个培训与开发工作的起始点，它决定着培训活动的方向，对培训的质量起着决定性的作用。
成人学习的１６条原理（２）
（3）人员分析人员分析也包括两个方面的内容：
一是对员工个人的绩效作出评价，找出存在的问题并分析问题产生的原因，以确定解决当前问题的培训需求。
根据员工的职位变动计划，将员工现有的知识、技能和态度与未来职位的要求进行比较，以确定解决将来问题的培训需求。
4、影响员工绩效的因素
个人特征
反馈结果
个人绩效
投入产出
个人特征是指员工的知识、技能和态度。
投入是指员工在工作过程中获得的支持和资源。
产出指工作的绩效标准。
结果指为了促使员工很好地完成工作而向他们提供的激励。
反馈指员工在工作过程中得到的信息。
特别注意：如果员工绩效不佳的原因在于个人特征，而其他几个因素还是令人满意的，就需要对员工进行培训；如果导致员工绩效不佳的原因不是个人特征，而是其他几个因素，对员工进行培训就没有效果，而应该采取其他的措施来解决问题。

人力资源管理(中英文经典概述) ppt课件

精品资料
• 你怎么称呼老师？ • 如果老师最后没有总结一节课的重点的难点，你
是否会认为老师的教学方法需要改进？ • 你所经历的课堂，是讲座式还是讨论式？ • 教师的教鞭 • “不怕太阳晒，也不怕那风雨狂，只怕先生骂我
笨，没有学问无颜见爹娘 ……” • “太阳当空照，花儿对我笑，小鸟说早早早……”
PART 1 人力资源管理简介
WHAT IS HRM？
什么是人力资源管理
人力资源管理就是预测组织人力资源需求并作出人力需求计划、招聘选择人员并进行有效组织、考核绩效支付报酬并进行有效激励、结合组织与个人需要进行有效开发以便实现最优组织绩效的全过程
Human resource management is to predict the organization human resources demand and to make human demand plan, choice of recruiting staff and pay the remuneration for effective organization, performance appraisal and effective incentive, to meet the needs of organizations and individuals to develop effectively in order to realize the whole process of the optimal organizational performance
their current job
and growth
培训的作用The role of training
响应环境的变化 Respond to changes in the environment

HRM人力资源管理英文课件

Human Resource
What kind of talents do we need? What type of structure do we need to achieve the goal? To what extent, do these strengths, weaknesses, opportunities and threats relate to the competencies and qualifications of the personnel? To what extent, do these problems impact HRM and the structure of enterprise?
Interview Questionnaire Observation Diary Critical Incident Method based on competency analysis Functional job analysis
Organizational Management
Popular Methods of JA Interview Questionnaire Diary
The purpose of the job Tasks Responsibilities and duties Relationships Procedures Performance standards Authorities & obligations Context Knowledge, skills, experience, personalities required
Questionnaire
Position Analysis Questionnaire (6 factors;187 items)

能力素质模型内训

• 不仅是直接用来完成不同工作任务的技能； • 不是通过短期培训，较容易形成的； • 不只是对某一技能的量化要求。
能力素质模型将人力资源管理体系和组织整体战略紧密结合
以能力素质模型为核心的人力资源管理体系
企业愿景、使命、战略目标、价值观
从企业愿景和战略出发建立科学的基于能力素质模型的人力资源管理体系
学历水平：经济管理或石油相关专业本科或以上学历专业技术要求：中级及以上专业技术职称，比较系资格条件统的掌握人力资源管理专业知识，熟悉劳动工资业务和党群纪检工作，具有一定的组织管理能力工作经验： 3年以上人事管理工作经历
能力素质模型在岗位的应用－能力素质应与岗位要求有机结合
岗位要求：通过统一规范的岗位描述说明，确定该岗位的职责范围和具体工作要求
高评估中心
• 将公司人员送到能力评估中心进行测评，该方式成本较高 • 适合高级领导人员的能力测评
测评成本
内部专家组评估
• 将公司技术专家和管理专家组合起来对员工进行测评的方式 • 适合于公司的关键岗位人员的能力测评
上下级评估低低
• 由上级对下级进行测评的方式，可结合下级对自身的测评 • 适合于公司的一般岗位人员的能力测评
注：能力素质的分类可依据不同的标准来进行。对于某一岗位群的能力素质要求可以只有一种类别，也可以有多种类别构成。
能力素质模型简介——构成要素
核心能力素质(core
competency) 专业能力素质(specific competency) 有些能力素质可以是针对组织中所有员工的，基础且重要的要求，我们称之为核心能力素质，它适用于组织中所有的员工，无论其所在何种部门或是承担何种岗位；有些能力素质依据员工所在的岗位群，或是部门类别有所不同，我们称之为专业能力素质。

管理学-第八章-人力资源管理PPT课件

24
留住现有的人才和技术
▪ 为保证完成主要的战略计划，避免那些拥有关键、稀有技术人员的流失是至关重要的。在组织中拥有这些关键、稀有技术的人是少数，要确定哪些是关键的、稀有的，可能是竞争者日思夜想的？组织中哪些人拥有这些技术？失去这些技术对组织有多大的损失？如何减少这些技术损失？
失去这些技术对你有多大危害？要减少这些技术的流失，
管理地位功能性部门，管理范围狭窄，多是行政重要的职能部门，涉及全员、产权、创新、文化等各个
性事务
方面
管理模式
● 被动应对型的操作式管理，单纯强调管理
● 主动开发型的策略式管理，使用与培养并重
管理技术与手段
● 简单、僵化、技术含量低
● 专门方法与技术，技术含量高
管理者
● 无须特殊专长，谁都可以；单纯 ● 专业性、技术性要求较高；管理者是 HR 职业人
认为是人事部门的事，与其他部门无员、信息技术人员或第一线管理人员；以知识为依托，
关；注重理论知识（重理论，轻实践）；更强调实践经验；人力资源管理是企业全体人员的责
人事部门是“成本中心”
任，人事部门是“利润中心”
10
人力资源管理对企业发展的意义
▪ 人力资源管理是企业战略管理的重要组成部分 ▪ 科学化的人力资源管理是推动企业发展的基本
● 把人的因素放在第一位，以人为中心，强调实行民主管理、参与管理，注意加强人力资由源人投本资管。理由
4.传统人事管理与现代人力资源管理
随着人们对人的研究不断发展和管理实践的不断深入，现代人力资源管理与传统人事管理相比，发生了根本性的变化。
▪ 课堂讲授 ▪ 远程教学 ▪ 研讨会 ▪ 模拟训练 ▪ 案例分析 ▪ 角色扮演 ▪ 学院、大学学历教育项目

人事管理-人力资源管理第8章精品

绩效管理的目的
将员工的努力与组织的目标联系在一起，通过提高员工的个人绩效来提高企业的整体绩效，从而实现组织的战略目标。
对员工的行为和绩效进行评估，以便适时给与相应的奖励以激励员工，其评价的结果是人力资源管理其他活动实施的重要依据，这是绩效管理的管理目的。
发现员工存在的不足，有针对性地改进和培训，从而提高员工的素质，达到提高绩效的目的，这是绩效管理的开发目的。
绩效考核是管理者必须掌握的重要的管理工具和管理手段
绩效考核的实施
1．明确组织的战略和目标 2．制定各部门的具体目标，甚至落实到每一个岗位 3．制定行动措施，并定期检查和调整 4．绩效辅导：不能“批发”经营目标。没有不合格的下属，只有不合格的上司。
响”。该观点认为绩效不是工作成绩或目标的观点的依据是：
– 许多工作结果并不一定是个体行为所致，可能会受到与工作无关的其他影响因素的影响。
– 员工在工作中的表现不一定都与工作任务有关。 – 过分关注结果会导致忽视重要的过程和人际因素，不适当地强调结果会在
工作上错误要求员工。
绩效的含义（3）
本书认为所谓绩效就是员工在工作过程中所表现出来的与组织目标相关的并且能够被评价的工作业绩、工作能力和工作态度，其中工作业绩就是工作的结果，工作能力和工作态度是指工作中的行为。
的战略目标、顾客满意感及所投资金最密切” 。凯恩认为绩效是“一个人留下的东西，这种东西与目的相对独立存在”。该观点认为绩效是工作所达到的结果。
绩效的含义（2）
从工作行为的角度理解“绩效” 默菲认为“绩效是与一个人在其中工作的组织或组织单位的目标有关的一组行
为”。坎贝尔认为“绩效是行为，应该与结果区分开，因为结果会受系统因素的影

《管理学》第八章人力资源管理(马建会版)

三、绩效评估反馈
• 1、绩效反馈形式
– 张榜公布：包括排名、等级、要素得分、优异或不良的原因等
• 2、面谈
– 在绩效评估结果出来之后，组织与员工之间就绩效问题进行面对面的直接沟通，肯定其优秀的行为和表现，同时指出其不足。
2、绩效反馈结果
• 无论是通过张榜公布、面谈或是其他途径进行反馈，最终应形成反馈结果----绩效改进计划。制定员工绩效提升和工作改进系统计划，内容包括：改进目标、改进期限、改进途径和方法、改进所需的支持等
（三）招聘原则
1. 因事择人原则：招聘是根据人力资源发展规划而开展的，要有明确的计划，“一个萝卜一个坑”，保证不浪费人力资源，招进来的人能用 2. 公开原则：防止有不正之风 3. 竞争原则：谁素质高招谁，保证招聘公正 4. 能网匹配原则：只招愿意与企业同心协力的人，愿意有团队协作精神，能为企业共同目标奋斗的人。
• 不得影响：
1. 容易造成内部员工关系紧张，导致同事不满 2. 容易形成“近亲繁殖” 3. 容易导致员工不敢批评别人或自我批评
（2）工作轮换
• 工作轮换是指对员工工作岗位的暂时变动，员工从一个岗位轮换到另外一个岗位进行培训学习，扩展期工作内容，增加其工作经验，提升管理水平的一种方法 • 轮换不公可以提升员工的工作技能，增加适应能力，还有利于员工在今后的工作岗位上处理好协调工作，打破本位主义，培养协作精神。
• 外部招聘的局限性 1.组织对应聘者的资讯了解不全面、不深入，往往只能从短暂面谈、简历来认识应聘者 2.由于外聘者对企业的环境和人际关系不熟悉，要花费一定的时间及培训成本来熟悉业务和环境。 3.外聘对内部员工也有负面影响，截断其晋升的机会，打击士气。 • 内外部招聘的方法

[英文版]人力资源管理概论-Compensating Employees8(ppt 89页)

25
The “New Pay”

Employers want to ensure that their compensation plans add value in terms of achieving the firm’s strategic goals
26
Insert Figure 7.5
16
Job Evaluation Methods

Point method - involves identifying several compensable factors, each having several degrees, and then assigning points based on the number of degrees, to come up with an actual number of points for each job
4
Some Important Compensation Laws

Equal Pay Act - employees of one sex may not be paid wages at a rate lower than that paid to employees of the opposite sex for doing roughly equivalent work
Discuss four basic factors determining pay rates Compare and contrast piecework and team or group incentive plans List and describe each of the basic benefits most employers might be expected to offer

第八章薪酬管理和激励

是为鼓励员工提高效率和质量、降低成本等具体目标付给员工的货币奖励
奖金的支付对象是正常工作以外的超额部分，这部分随工作绩效而变动
形式：超时奖、绩效奖、建议奖、特殊贡献奖、节约奖和
超利润奖等
特点：非常规性、浮动性、非普遍性、灵活性、针对性、
差异性
Human Resource Management
效直接挂钩的报酬部分。
可以是个人、部门、团队、公司的绩效对员工具有很强的激励性包括经常性工作奖金、年终奖、劳动分红、特殊贡献奖、股票期权等内容
Human Resource Management
薪酬的构成——可变薪酬——奖金
概念：奖金也称绩效薪酬，是指对员工超额完成工作部分
或工作绩效突出部分所支付的奖励性报酬。
几种典型的薪酬构成制度及特征
分配原则
特点
优点
缺点
根据与职位相关的因素确定
根据工作能力确定
一岗一薪、薪随职变
因人而异，技高薪提
鼓励员工争挑重担，承担责任
鼓励员工学习技术，有利于人才队伍建设
激励设计面受职位高低限制
工资、绩效和责任没有关系，导致员工对工作的挑拣
根据年龄、工
年功薪酬制龄、学历和经
定额劳动量
超额劳动量劳动结构
特殊劳动量
额外开支需求社会经济因素
薪酬的构成——基本薪酬
Human Resource Management
概念：基本薪酬是指组织根据员工所承担或完成
的工作本身、或者员工具备的完成工作的技能或能力而向员工支付的稳定性报酬。
基本薪酬是员工收入的主体部分
是确定其他报酬和福利待遇的基础
Human Resource Management