1、Human Resource Management,Instructor: Prof. GU Qinxuan Antai College of Economics 187 items) Information input Mental processes Work output Interpersonal Relationships Job context Other job characteristics,Management Position Description Questionnaire(main factors) Decision making Planning and organ

2、izing Administration Control Inspect Counseling and innovation Contact Coordinate Representability Monitoring business index Organization structure chart Knowledge/skill/ability,Working diaries,Position？ Diary writer？ Contents of diaries？,Critical Incident Method,How to identify critical incident?,H

3、ow to write job description?,Job title and other code Mission Tasks Involving tasks in the function Job specification (person, match of person and job/organization),How to descript?,Job title and other code,Job Title: Product Engineering Job Code: G023 Headcount: 2 Job Grade: Department: Marketing S

4、upervisor: Marketing Manager,Job Description,Description of Mission,A HR Manager: responsible for HRM, provide effective HR support and service,An Asset Business Manager of Bank: According to the goal of corporate assets business, develop new product and improve existing product, support and partici

5、pate in product selling, advance competitiveness of product to promote selling.,Description of Task,The verbal to describe the task should be specific Each task has one action and one object If possible, use quantitative word Use the words familiar to incumbent,Counsel Answer Appoint Order Direct Ap

6、praisal Arbitrage Distribute Assist Participate Etc.,Include tasks in the description of function,Description of substantial activity Description of contact Description of context Description of work output,Job Specification,Explicit Factors Knowledge Skill Ability Experience,Implicit Factors Attitu

7、de Value Motivation Other personal characteristics,The new trend of job analysis Intra-Role Job-Performance Extra-Role Job-OCB Others,Case of Job Analysis Discussion and Analysis,3. HR Planning,Concept and Meaning of HR Planning Process of HR Planning Forecast of HR Demand Forecast of HR Supply Equi

8、librium of HR Demand Other is behavior, attitude, qualification influencing output.,What is performance management?,Combining organization performance and individual performance and putting individual performance management onto strategic level by goal / planning, instruction / coach, appraisal / ex

9、amination, reward / feedback, improvement/advancement, achieve performance goal with employees to achieve strategic goal of organization.,Performance management system,Clarify organization strategy and goal,Clarify performance management goal,Performance Planning,Performance Appraisal,Promoting perf

10、ormance,Improvement and updating,What is performance appraisal? Performance appraisal is a process to identify, appraise and feed back the performance. A formal discussion between supervisor and subordinate; Get to know subordinates current performance and reason; Discuss how to make subordinate mor

11、e effectively; Benefit subordinates, supervisor and organization.,Change thinking of employees by performance appraisal,Whatever is important is measured,Whatever is rewarded is measured,Whatever is measured is achieved,Whatever is achieved is rewarded,Effects of Performance Appraisal,Others,Motive,

12、Counsel,HR Planning,Award Rate each dimension with scale like: very good, good, average, bad, very bad; Weigh each dimension; Combine other methods such as KPI, MBO.,MBO,SMART Special Measurable Attainable Relevant Time-bound,FEW Focused targets Empowerment Lever Weighted grade,Performance Appraisal

13、 under MBO,new input,delete improper index,enterprise performance appraisal,Common goal of enterprise: enterprise performance appraisal index,Department goal: department performance appraisal index,Supervisor lists objective and suggest performance appraisal index,Subordinate lists objective and sug

14、gest performance appraisal index,Agree on objective and index,Mid-appraisal and mid-feed back according to the objective,Terminal appraisal according to objective or amended objective,MBO Strength: Weakness:,KPI,SMART,Balanced Scorecard,Internal Business Process To satisfy stock holders and customer

15、s, what should we specify in business process? objective appraisal index plan,Finance To do a good job in finance, what should we show to stock holders? objective appraisal index plan,Learning Internal Business Processto satisfy customer, we have to improve internal business process； Learning Reflec

16、ts main factors influencing the strategic success of enterprise; Unveils the cause and effect relationship between indices and point out how non-financial indices influence long-term financial objective; Encourages employees work for biggest benefits of enterprise; Makes organization cohesive by fac

17、ilitating communication. Therefore, when using BSC, managers have to choose a set of index,Balanced Scorecard,360,superior subordinate,Focus person Zhang,Why is 360 ? How to use,colleague,colleague,11 Key Management Competencies,Achievement-orientation Decisive and confident Talent cultivating Analy

18、tical thinking Customer-orientation Commanding Conceptual thinking Team working Team leading Influencing and persuading Initiative,Example,Potential reviewers and their features,Line supervisor or manager? Superior manager? Reviewees? Peers? Subordinates? Clients or customers? External experts or co

19、nsultants?,Role in performance appraisal,Reviewer: Reviewee: Top Management: HR Department:,Appraisal Interview Why? How?,Thinking of Appraisal Interviewer,Self (Ask yourself) Do I want different treat? Can I change? Is it helpful to feedback? How can I feedback effectively？,To others Value of feedb

20、ack to receiver Acceptability Use non-verbal hint,Avoid Ambiguous words Words need explanation,Content (focus on): Accuracy Relevant materials and data Specific behavior Positive and negative sides of behavior Common ideas and views,Appraisal Interview: 3 ways,Inform and sell,Inform and listen,Solve

21、 problem,Notification for Appraisal Interview:,Build trustful atmosphere Specify purpose of interview Explain result or explanation of scoring according to existing standards and objectives Affirm strengths and achievements, point weakness, and provide advice and methods Use listening skills Encoura

22、ge reviewee to speak out Discuss next objective and action plan to achieve objective Not preach, no looking backward,Main Factors considered in Designing Appraisal Plan,Object and purpose Method Standard (index) Reviewer Cycle and time Feedback Application of result (award, punishment and training,

23、etc.),New trends of performance appraisal,Turn from past-orientation to future-orientation, focus on employees long-term values to team instead of on past and current values. Turn from focus on individual performance to on both individual and team performance. Emphasize particularly on team-oriented

24、 behavior in appraisal factors to maximize “team output” .,6. Training,Importance of Training Training System Training Methods Training Effectiveness Appraisal,Training is ever important. Challenges in information age New concept of learning organization Downsizing of organization Trend of globaliza

25、tion Change of management mode and work mode,Training,Question: HR Manager Wu got the order from general manager that let him prepare to provide some employees with training in sales skills. But, Mr. Wu didnt what to do when considering the over 100 employees. If you were Mr. Wu ,what would you do?,

26、Training System,Need Analysis,Plan,Implementation,Appraisal,T practical, mechanically inclined, and physical: forest manager, farmer, agronomist, machinist, etc.,Investigative orientation Working with theory and information, analytical, intellectual, scientific: biologist, chemist, professor, mathem

27、atician, etc.,Artistic orientation Non-conforming, original, independent, chaotic, creative: advertiser, musician, artist, designer, etc.,Conventional orientation Precise, perfect attention to detail, orderly, organizing, status: accountant, banker,Social orientation Cooperative environments, suppor

28、ting, helping, healing/nurturing: social work, public relation, clinical psychologist,Enterprising orientation Competitive environments, leading, persuading, selling, dominating, promoting, status: manager, judge, lawyer, administration, etc.,Career Orientation,Career Anchor,life style,Schein propos

29、e 8 types of Career Anchor in 90s (5 original types),Career Planning Workshop: Theme,Who am I? value/interest/personality/ability,How am I treated? Feedback: does the appraisal from others or organization coincide with my self-appraisal?,What is my career goal? short term/long term,How to achieve my

30、 career goal? make plan,Career Planning Workshop,8. Compensation Management,Definition of Compensation Pay Mode and Pay for What Types of Compensation System Design Principles of Compensation System Procedures Job Description; Job Appraisal; Internal Structure,Efficiency Opportunity Legal 、,External

31、 Competitiveness Market Definition; Market Survey; Policy; Compensation Standards,Contribution Tenure-based; Performance-based; Performance-oriented; Award system,Management Plan; Budget; Communication; Appraisal,Pay Mode (G.T.Milkovich Write Job Specification,Indentify Compensation Factors; Choose

32、Job Appraisal Method,Draw Compensation Structure Line,Survey of District and Industry,Range and Number of Compensation Indentified,Appraisal; Cost Control, etc.,Operation Strategy Top Management in Singapore Basic salary: 53， Short-term incentive: 14，Long-term incentives; Top Management in China Bas

33、ic salary: 85, Short-term incentive: 15, Long-term incentive: nearly 0%.,Data from 韜睿咨詢,Components of Compensation: Example for Compensation Structure,Compensation,Basic Compensation,Merit Compensation,Basic Salary,Allowance,Pay for position,Indentify Internal Grades According to Job Analysis & Job

34、Appraisal,Purpose of Job Appraisal: use the factors with the information from job analysis to decide grades systematically.,Output Responsibility & Influence of Decision,Job Context,Input Skill Knowledge Training Work experience,Process Management Complexity Headcount Interpersonal relationship Inte

35、rnal External Study & Analysis,Methods of Job Appraisal,Direct Sequence Paired Comparison Classified Matching Market Price Score Factor Comparison Hays,Scoring,Job classification Indentify job components Indentify grades for each job component Indentify the weight of job components Calculate total s

36、cores of components and jobs Put jobs into grades,Steps:,Decompose from job to develop a series of standard scale to compare jobs.,Collect & Analyze Market Data,ABC Company $,Markets $,Pay (Monetary Value),Relative Job Grades,Market Target Pay Line,Indentify & Adjust Market Compensation Curve,A Typi

37、cal Compensation Structure,$,Grades,Grades and Broad Bends,$,$,Maintenance of Compensation Structure,Review structure annually or bi-annually,Collect and analyze market data,Refine market target pay line,Merit increases,Determining individual salary increases,Pay actions based on job or status chang

38、es,Trends of Compensation Management,Turn fixed compensation cost to changeable performance bonus Broader grades to adapt to flat organization More emphasize on bonus to performance, productivity and ability Focus on total cash and turn some into “risky” compensation,9. Labor Relations:Employment Co

39、ntract and Labor Dispute,Concept & Characteristics of Employment Contract Types of Employment Contract Conclusion, Modification and Termination of Employment Contract Legal Liability for Violation of Employment Law Concept & Characteristics of Labor Dispute Types of Labor Dispute Prevention and Sett

40、lement of Labor Dispute,Employment Contract,Contract which is about the labor relations between employees and employers, and definitions about the rights and obligations of both parties.,Legal Characteristics of employment contract,勞動(dòng)合同概述,1,2,3,The form of employment contract is an agreement,The con

41、tent of employment contract is about the rights and obligations of labor,The subject of employment contract is the employee and the employer,The legal effect of employment contract,勞動(dòng)合同概述,The employment contract signed according the law has legal effect. Such contract is the law between the two part

42、ies which must be strictly abided by, otherwise will bear adverse legal consequences.,The types of employment contract,The types of employment contract,The conclusion and performance, modification, dissolution, and termination of the employment contract,1,2,3,Conclusion and performance of the employ

43、ment contract,Modification of the employment contract,Dissolution of the employment contract,4,Termination of the employment contract,1 Signature and performance of the employment contract,1,2,3,4,5,6,7,1. Essential terms of the employment contract,Terms of the employment contract,Job content,Labor

44、protection and working conditions,Repayment,Labor discipline,Conditions for terminating the employment contract,Responsibilities for violating the employment contract,勞動(dòng)合同的訂立、履行、,變更、解除與終止,Probationary period,Clauses for protecting business secrets,Career training,Any other matters upon agreement,1 C

45、onclusion and performance of the employment contract,2. Agreed content of employment contract,1,2,3,4,變更、解除與終止,4. Invalid employment contract,Employment contractsthatviolate the provisions of the laworadministrative decrees,Contracts that are concluded by deception or coercion,1 Conclusion and perfo

46、rmance of the employment contract,3. Other situations about the conclusion of employment contract,1,2,2 Modification of the employment contract,勞動(dòng)合同的訂立、履行、,變更、解除與終止,Modification of the content of the employment contract The modification of the rights and obligations of the parties Modification of th

47、e parties of the employment contract The employee or the employer in the employment contract appropriately modified the job of employees according to good causes and the needs for production and the work.,3 Termination of the employment contract,Unilateral termination The employee unilaterally termi

48、nate the employment contract The employer unilaterally terminate the employment contract The situation in which the employer cannot dissolve the employment contract Mutual termination through consultation,Type of termination,4 Termination of the employment contract,The expiration of the employment c

49、ontract,The completion of the task which the employment contract agreed upon,The employee died, retired or resigned,The employer violated the labor regulations or policies,Those who enrolled in the national examination,Those who served for military,Conditions for termination,1,2,3,4,5,6,Legal liabil

50、ity for violating the employment contract,1,2,Administrative liability for violating the employment contract,Civil liability for violating the employment contract,3,Criminal liability for violating the employment contract,1 Administrative liability for violating the employment contract,違反勞動(dòng)合同的法律責(zé)任,A

51、dministrative liability for violating the employment contract, on one hand refers to the administrative sanction imposed by the state administrative management departments in accordance with the law to the enterprises, institutions, state organs and organizations which violated the employment contra

52、cts. On the other hand it refers to the administrative punishments imposed by the employer such as the enterprises, institutions, state organs and organizations in accordance with the law to the employee who violated the employment contract and the directly liable person in the administrative manage

53、ment department, mainly including warning, demerits, serious demerits, demotion, reduction of remuneration and dismissal, expulsion, etc.,2 Civil liability for violating the employment contract,違反勞動(dòng)合同的法律責(zé)任,Civil liability for violating the employment contract, on one hand includes the economic sanct

54、ion imposed by the state administrative management departments or the judicial departments legally to the employers who violate the employment contracts. On the other hand it includes the economic punishments imposed by the employer legally to the employee who violate the employment contract and the

55、 directly liable person in the administrative management department, mainly including fines, compensation and liquidated damages, reduction of wages, reduction of repayment, etc.,3 Criminal liability for violating the employment contract,違反勞動(dòng)合同的法律責(zé)任,Criminal liability for violating the employment co

56、ntract refers to the criminal penalties imposed by the judicial departments, such as criminal detention, fines, fixed-term imprisonment, life imprisonment, death penalty, etc. once the behaviors of employees or the legal representatives which violate the employment contract constitutes a crime.,Labo

57、r dispute,勞動(dòng)爭(zhēng)議處理概述,It refers to the disputes arising from the implementation of the labor laws and regulations, the fulfillment of the employment contracts, the achievement of the labor rights and interests, and the fulfillment of the labor obligations between the employees and the employers.,勞動(dòng)爭(zhēng)議處理

58、概述,Among the two parties of the labor dispute, one is the employers, the other one is the employees who have labor relationships with former one. The content of labor disputes is based on the labor rights and obligations arising from the national labor laws and regulations and the employment contracts.,Characteristics of the labor dispute,Types of labor dispute,勞動(dòng)爭(zhēng)議處理概述,Dispute about