人力资源管理专业英语PPT幻灯片
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人力资源专业英语l幻灯片
通过“中国好声音〞看绩效考核
我们可以看到，整个评审的过程，随着竞争剧烈程度的 增加，为了提高公平性，决定权的范围也在不断加大， 这点和我们在企业中做绩效考核时哪种情况很像?
不错，360度评估! 由于360度评估程序较为繁多，数据也比较多，所 以一般用于较为重要的考核中，比方晋升考核、重要人 物的绩效考核等，这种考核方式是比较透明而公正的， 随着评估人员的增加，评估权重的稀释，最终考核结果 也会趋向于被大多数人认可。
如果总是说“你努力干我就给你加工资〞，那么以工 作为乐趣这种内在的意识就会受到抑制。从1995年左 右开场，索尼公司逐渐实行绩效主义，成立了专门机 构，制定非常详细的评价标准，并根据对每个人的评 价确定报酬。
但是井深的想法与绩效主义恰恰相反，他有一句 口头禅：“工作的报酬是工作。〞就是说，如果你干 了件受到好评的工作，下次你还可以再干更好、更有 意思的工作。在井深的时代，许多人都是为追求工作 的乐趣而埋头苦干。
索尼绩效考核案例分析
天外伺朗认为，由于过度推崇绩效管理，索尼公司已经 发生并存在如下严重问题：
“激情集团〞消失了 “挑战精神〞消失了 “团队精神〞消失了 创新先锋沦为落伍者……
索尼绩效考核案例分析
过于注重绩效考核结果与薪酬的关系。
“业务成果和金钱报酬直接挂钩，职工是为了拿到更多 报酬而努力工作〞，而不再具有过去的奉献精神。
多数人觉察到索尼不正常恐怕是在2003年春天。当时 据索尼公布，一个季度就出现约1000亿日元的亏损。 市场上甚至出现了“索尼冲击〞，索尼公司股票连续 两天跌停。坦率地说，作为索尼的旧员工，我当时也 感到震惊。但回过头来仔细想想，从发生“索尼冲击 〞的两年前开场，公司内的气氛就已经不正常了。身 心疲惫的职工急剧增加。回想起来，索尼是长期内不 知不觉慢慢地退化的。
人力资源管理英文课件
•人力资源管பைடு நூலகம்英文
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最新整理人力资源管理英文.ppt
Information Analysis - 80 points
Strategic Planning - 80 points
HRD & Management - 100 points
Process Management - 100 points
Business Results - 450 points Customer Focus - 80 points & Market Focus
1
Human Resource Management: Gaining a
Chapter Competitive Advantage
Objectives
• Discuss the roles and activities of a company’s activities of a company’s human resource function.
Influencing HRM
• The Global Challenge
• The Challenge of Meeting Stakeholders’
Needs
• The High Performance Work System Challenge
1-6
Competing Through
Globalization
• Expand into foreign markets.
• Prepare employees to work in foreign locations.
1-7
Competing by Meeting
Stakeholders’ Needs
Chart Title
Stakeholders
人力资源管理第最新版英文版教学ppt课件第4章
• Compensation • Training
4-9
Conducting a Job Analysis
1. How will information be used? 2. Background information 3. Representative4p-ositions 4. Collect and analyze data 5. Verify 6. Job descripe compet -nciesbased job descriptions
4-27
IMPROVING PERFORMANCE: HR Practices Around the Globe
• Daimler Alabama emphasizes o Just-in-time inventory
4-
o Work teams o Continuous improvement • Stressing competencies rather than duties
4-28
Review
4-
4-29
Translating Strategy into HR Policies &
Practices: Improving Performance at the
4-14
Methods for Collecting Job Analysis Information
• Interviews • Questionnaires • Observation 4• Diary/logs • Quantitative
techniques • Internet-based
4-3
Define talent management
and explain why it is
4-9
Conducting a Job Analysis
1. How will information be used? 2. Background information 3. Representative4p-ositions 4. Collect and analyze data 5. Verify 6. Job descripe compet -nciesbased job descriptions
4-27
IMPROVING PERFORMANCE: HR Practices Around the Globe
• Daimler Alabama emphasizes o Just-in-time inventory
4-
o Work teams o Continuous improvement • Stressing competencies rather than duties
4-28
Review
4-
4-29
Translating Strategy into HR Policies &
Practices: Improving Performance at the
4-14
Methods for Collecting Job Analysis Information
• Interviews • Questionnaires • Observation 4• Diary/logs • Quantitative
techniques • Internet-based
4-3
Define talent management
and explain why it is
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
人力资源管理_英文版__human_resources.ppt
Dedicated facilities in which job candidates undergo a series of performance simulation tests to evaluate 22 their managerial potential.
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force
Job Description 职务说明书
A written statement of what the job holder does, how it is done, and why it is done.
Job Specification 职务规范
A written statement of the minimum qualifications that a person must possess to perform a given job successfully.
Human Resource Planning; Recruitment/ Decruitment; Selection; Orientation; Training
• Contrast job analysis, job description, and job specification.
• Discuss the major sources of potential job candidates.
• Describe career development for today’s employees.
Current Issues in Human Resource Management
The Importance of Human Resource Management (HRM)
Necessary part of the organizing function of management Selecting, training, and evaluating the work force
人力资源管理英语.ppt
3. Determining the bargaining unit 确定谈判组
Bargaining unit is the group of employees that the union will be authorized to represent and bargain for collectively.谈判组是指由工会委派参与集体谈 判的会员。
Unionization process and collective bargaining
工会化过程和集体谈判
I. Reasons for joining unions 加入工会的原因 II. Unionization process 工会化过程 III. Tips for avoiding unionization 避免工会产生的策略 IV. Collective bargaining 集体谈判 V. Collective bargaining agreements 集体谈判协议
是 NLRB 负责人确定合适的 谈判组
5. Secret-ballot election and certification 无记名投票选举和认证
Steps involved in a union organizing campaign
与员工初次接触
授权卡片活动
是
否 工会是否获得超过30%会员授权
工会或雇主是否要求全国 劳资关系委员会举行选举
Ⅰ. Reasons for joining unions加入工会的原因
1. Employees’ dissatisfaction with wages, job security, benefits, treatment by supervisors, and chances for promotion.员工对工资，工作保障，福 利，主管对待下属的方式以及升职机会的不满。
人力资源管理英文PPT04
Campus Interview Report
Name of person interviewed Applying for position Department Qualifications Excellent
Communication Education Related Experience Interpersonal Skills Problem Solving Skills Adaptable to change
Employment planning and forecasting
Steps in Recruitment and Selection Process
Recruiting builds pool of candidates建立
候选人才库
Applirm
Internal Sources of Candidates
No substitute for knowing a candidate’s strengths and weaknesses Inside candidates may be more committed to the company and can increase morale Can backfire 逆火 Can promote inbreeding
futurestep
Tips on Choosing a Recruiter
Can they conduct a thorough search? Meet individual who will handle the search Ask about the cost Be sure you can trust them with privileged information Talk to prior clients
机工社 人力资源管理 英文版教材 PPTchapter 01
Understand why competitive advantage gained from human resource management practices is likely to be sustained over time.
1-1 Human Resource Management
Training and Development
Compensation
It entails pay and benefits.
Through the process, organizations ,measure the adequacy of their employee' job performances and communicate these evaluations to them.
Providing HR Professionals with Needed Input
Chapter Objectives
Understand the nature of a firm's human resource management practices.
Understand the roles played by line managers and human resource professionals in the human resource management process.
Understand what competitive advantage is and how companies can achieve it.
Understand how a firm's human resource management practices can help it gain a competitive advantage.
1-1 Human Resource Management
Training and Development
Compensation
It entails pay and benefits.
Through the process, organizations ,measure the adequacy of their employee' job performances and communicate these evaluations to them.
Providing HR Professionals with Needed Input
Chapter Objectives
Understand the nature of a firm's human resource management practices.
Understand the roles played by line managers and human resource professionals in the human resource management process.
Understand what competitive advantage is and how companies can achieve it.
Understand how a firm's human resource management practices can help it gain a competitive advantage.
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each? ➢ what are the education, experience,
skill and certification and licensing requirements?
22
➢ what are the job’s physical demand?
➢ The emotional and mental demand?
• Recruiting
• Selecting
• Human
resource development
(orienting , training , development
and career planning )
• Appraising performance
• Compensation and benefits
16
2.2.2 the use of job analysis ------ the cornerstone of HRM
Job analysis Job description and job specification
HRM activities
17
• 2.3 steps in job analysis
• Labor relation
5
1.4 Linking HRM to strategy
6
1.4.1 Corporate strategy leads to HR strategy
Corporate strategy
Business strategy
HR strategy
7
1.4.2 HR competencies lead to business strategy
➢ what are the health and safety conditions?
➢ To what hazard is there exposure, if any?
23
2.4.2 questionnaires 2.4.2.1 types: ➢ structured ➢ unstructured/open ended 2.4.2.2 advantages and
8
1.4.3 The combination of HRM and Corporate Strategy ------HR department become a strategic partner
9
1.4.3.1 The role of the HR department in strategy analysis
advantages and
disadvantages
21
2.4.1.3 typical questions ➢ why is the job being performed ➢ what are the major duties? ➢ what percentage of time is spent on
job
analysis------The
procedure for determining and
reporting the information relating
to the nature of each job (tasks,
duties, and responsibilities), and
10
1.4.3.2 The role of the HR departmentห้องสมุดไป่ตู้in strategy formulation
11
1.4.3.3 The role of the HR department in strategy implementation
12
1.5 why all managers have HRM responsibilities
1.5.1 HRM can help managers and avoid mistakes
1.5.2 HRM can help to solve “want or not ” and “can or not ”
13
Unit 2 Job Analysis
14
• 2.1 define job analysis
the human attributes required to
perform it (knowledge, skills , and
abilities) .
15
• 2.2 the use of job analysis 2.2.1 the products of job analysis
Job analysis Job description and job specification
18
2.4 job analysis techniques
➢ the interview ➢ questionnaires ➢ observation ➢ participant diary ➢ data analysis ➢ key affairs
19
2.4.1 the interview
2.4.1.1 three types:
Human Resource Management
1
Unit 1 Introduction
2
1.1 Definition HRM------those activities
designed to provide for and coordinate the human resources of an organization.
➢
individual interviews with
each employee
➢
group interviews with
employees having the same job
➢
supervisory
interviews
with one or more supervisors
20
2.4.1.2
3
1.2 The important role of HRM
• Obtain • Retain • Motivate • Utilize • Develop
Human Resource
4
1.3 the main activities involved in HRM
• Job analyses
• Human resource planning
skill and certification and licensing requirements?
22
➢ what are the job’s physical demand?
➢ The emotional and mental demand?
• Recruiting
• Selecting
• Human
resource development
(orienting , training , development
and career planning )
• Appraising performance
• Compensation and benefits
16
2.2.2 the use of job analysis ------ the cornerstone of HRM
Job analysis Job description and job specification
HRM activities
17
• 2.3 steps in job analysis
• Labor relation
5
1.4 Linking HRM to strategy
6
1.4.1 Corporate strategy leads to HR strategy
Corporate strategy
Business strategy
HR strategy
7
1.4.2 HR competencies lead to business strategy
➢ what are the health and safety conditions?
➢ To what hazard is there exposure, if any?
23
2.4.2 questionnaires 2.4.2.1 types: ➢ structured ➢ unstructured/open ended 2.4.2.2 advantages and
8
1.4.3 The combination of HRM and Corporate Strategy ------HR department become a strategic partner
9
1.4.3.1 The role of the HR department in strategy analysis
advantages and
disadvantages
21
2.4.1.3 typical questions ➢ why is the job being performed ➢ what are the major duties? ➢ what percentage of time is spent on
job
analysis------The
procedure for determining and
reporting the information relating
to the nature of each job (tasks,
duties, and responsibilities), and
10
1.4.3.2 The role of the HR departmentห้องสมุดไป่ตู้in strategy formulation
11
1.4.3.3 The role of the HR department in strategy implementation
12
1.5 why all managers have HRM responsibilities
1.5.1 HRM can help managers and avoid mistakes
1.5.2 HRM can help to solve “want or not ” and “can or not ”
13
Unit 2 Job Analysis
14
• 2.1 define job analysis
the human attributes required to
perform it (knowledge, skills , and
abilities) .
15
• 2.2 the use of job analysis 2.2.1 the products of job analysis
Job analysis Job description and job specification
18
2.4 job analysis techniques
➢ the interview ➢ questionnaires ➢ observation ➢ participant diary ➢ data analysis ➢ key affairs
19
2.4.1 the interview
2.4.1.1 three types:
Human Resource Management
1
Unit 1 Introduction
2
1.1 Definition HRM------those activities
designed to provide for and coordinate the human resources of an organization.
➢
individual interviews with
each employee
➢
group interviews with
employees having the same job
➢
supervisory
interviews
with one or more supervisors
20
2.4.1.2
3
1.2 The important role of HRM
• Obtain • Retain • Motivate • Utilize • Develop
Human Resource
4
1.3 the main activities involved in HRM
• Job analyses
• Human resource planning