人力资源的调动与流动.ppt
合集下载
相关主题
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
TO THE DETAILS? DID MANAGEMENT PROVIDE A CLEAR AND ADEQUATE EXPLANATION OF THE
REASONS FOR THE LAYOFFS? WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS? WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES
人力资源的调配与流动
人员调配
经主管部门决定而改变人员的工作岗位职务、工作单位或 隶属关系的人事变动。
人员调配
意义
实现组织目标 人尽其才 实施人力资源计划 激励员工 改善组织气氛
人员调配
原则
因事设人 用人所长 协商一致 照顾差异（性别、年龄、能力、气质、兴趣等）
人员调配
原因
工作需要 调整优化 照顾困难 落实政策
the wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, train and conduct orientation
the wages of support staff who hook up computers and phones, process identification badges
Managing the Effects of Layoffs on Survivors
FACTORS AFFECTING SURVIVORS' REACTIONS 影响幸存者反应的因素 Perceived Fairness 公平感 Changed Working Conditions 变化的工作条件
Recruiting and new-hire processing costs 重新雇佣成本
the direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checks
Separation costs 分离成本
severance pay 离职工资 unemployment costs 事业成本 litigation fees 诉讼费用
Vacancy costs 空缺成本
lost opportunities in sales and service 销售与服务机会的流失 overtime pay for employees who pick up the slack 有关人员的加班工资
施乐 英特尔
思科 宝洁 爱立信 Delphi 北电网络 迪斯尼 爱华 大宇 康柏
1.6万 7.5万（未来2年） 2.6万（3年内） 已经裁减1.2万 5200 5000 5500至8000 9600 3300 11,500 15,000 4000(3%) 50% 6500 5000
Turnover Costs
人员职务升降
原则
德才兼备原则 机会均等原则 民主监督原则 “阶梯晋升”与“破格提拔”相结合 有计划替补和晋升原则
人员流动
TURNOVER 人员流动
Resignation/Quit （辞职） Dismissal（解雇） Layoff（临时解雇）
裁员风暴
朗讯 通用电气 戴姆勒·克莱斯勒 摩托罗拉
PROCESS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Changed Working Conditions
HOW MUCH SHOULD I WORRY ABOUT THE POSSIBIwenku.baidu.comITY OF FURTHER LAYOFFS?
HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?
WHAT IS MY FUTURE HERE? WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?
Managing the Effects of Layoffs on Survivors
Before the layoff, managers should:
Pre-turnover costs Separation costs Vacancy costs Recruiting and new-hire
processing costs
Turnover Costs
Pre-turnover costs 离职前成本
slower work pace 工作效率降低 increased absenteeism 缺勤增加
WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN? DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO
HELP SOFTEN THE BLOW FOR THOSE LAID OFF? DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION
Evaluate the relationship between the layoff and corporate strategy and culture
FACTORS AFFECTING SURVIVORS' REACTIONS
Perceived Fairness
IS THE LAYOFF JUSTIFIED? IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE? DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE? IN IMPLEMENTING THE LAYOFF, HOW WELL DID THE ORGANIZATION ATTEND
REASONS FOR THE LAYOFFS? WERE CUTBACKS SHARED AT HIGHER MANAGERIAL LEVELS? WHAT DECISION RULE WAS USED TO DETERMINE WHICH EMPLOYEES
人力资源的调配与流动
人员调配
经主管部门决定而改变人员的工作岗位职务、工作单位或 隶属关系的人事变动。
人员调配
意义
实现组织目标 人尽其才 实施人力资源计划 激励员工 改善组织气氛
人员调配
原则
因事设人 用人所长 协商一致 照顾差异（性别、年龄、能力、气质、兴趣等）
人员调配
原因
工作需要 调整优化 照顾困难 落实政策
the wages of employees who recruit, process paperwork, conduct interviews and tours, give tests, train and conduct orientation
the wages of support staff who hook up computers and phones, process identification badges
Managing the Effects of Layoffs on Survivors
FACTORS AFFECTING SURVIVORS' REACTIONS 影响幸存者反应的因素 Perceived Fairness 公平感 Changed Working Conditions 变化的工作条件
Recruiting and new-hire processing costs 重新雇佣成本
the direct cost of advertisement and promotional materials, referral bonuses, relocation expenses, sign-on bonuses, background checks
Separation costs 分离成本
severance pay 离职工资 unemployment costs 事业成本 litigation fees 诉讼费用
Vacancy costs 空缺成本
lost opportunities in sales and service 销售与服务机会的流失 overtime pay for employees who pick up the slack 有关人员的加班工资
施乐 英特尔
思科 宝洁 爱立信 Delphi 北电网络 迪斯尼 爱华 大宇 康柏
1.6万 7.5万（未来2年） 2.6万（3年内） 已经裁减1.2万 5200 5000 5500至8000 9600 3300 11,500 15,000 4000(3%) 50% 6500 5000
Turnover Costs
人员职务升降
原则
德才兼备原则 机会均等原则 民主监督原则 “阶梯晋升”与“破格提拔”相结合 有计划替补和晋升原则
人员流动
TURNOVER 人员流动
Resignation/Quit （辞职） Dismissal（解雇） Layoff（临时解雇）
裁员风暴
朗讯 通用电气 戴姆勒·克莱斯勒 摩托罗拉
PROCESS?
FACTORS AFFECTING SURVIVORS' REACTIONS
Changed Working Conditions
HOW MUCH SHOULD I WORRY ABOUT THE POSSIBIwenku.baidu.comITY OF FURTHER LAYOFFS?
HOW DOES MY JOB COMPARE TO THE ONE THAT I HAD BEFORE THE LAYOFFS?
WHAT IS MY FUTURE HERE? WHAT ARE THE REACTIONS OF MY FELLOW SURVIVORS?
Managing the Effects of Layoffs on Survivors
Before the layoff, managers should:
Pre-turnover costs Separation costs Vacancy costs Recruiting and new-hire
processing costs
Turnover Costs
Pre-turnover costs 离职前成本
slower work pace 工作效率降低 increased absenteeism 缺勤增加
WOULD BE LAID OFF VERSUS CHOSEN TO REMAIN? DID THE ORGANIZATION PROVIDE TANGIBLE CARETAKING SERVICES TO
HELP SOFTEN THE BLOW FOR THOSE LAID OFF? DID THE ORGANIZATION INVOLVE ITS EMPLOYEES IN THE LAYOFF DECISION
Evaluate the relationship between the layoff and corporate strategy and culture
FACTORS AFFECTING SURVIVORS' REACTIONS
Perceived Fairness
IS THE LAYOFF JUSTIFIED? IS THE LAYOFF CONGRUENT WITH CORPORATE CULTURE? DID THE ORGANIZATION PROVIDE AMPLE ADVANCED NOTICE? IN IMPLEMENTING THE LAYOFF, HOW WELL DID THE ORGANIZATION ATTEND