"Introduction to Human Resource Management" Review Outline
Examination question types: question and answer questions, essay questions, open questions and case analysis questions.
1. Questions and answers
1. What is the meaning of human resources? In what ways does it function?
The so-called human resources refer to the sum of the physical and mental power that people have that contribute to value creation and can be utilized by the organization.
1. Human resources are the key elements of wealth formation.
2. Human resources are the main force of economic development.
3. Human resource is the primary resource of an enterprise.
2. What is the meaning of human resource management? What are its functions and goals?
The so-called human resource management, simply put, is modern personnel management, which refers to the enterprise through various policies, systems and management practices to attract, retain, motivate and develop employees, mobilize the enthusiasm of employees, give full play to the potential of employees, and then promote Management activities for the achievement of organizational goals.
The function of human resource management refers to the role it has or should have. This role is not relative to other things, but has a certain degree of independence. It reflects the attributes of human resource management itself. The functions of human resource management are mainly reflected in four aspects: absorption, maintenance, development, and motivation.
The absorption function mainly refers to attracting and allowing outstanding talents to join the enterprise; the maintenance function refers to keeping the employees who have already joined in the enterprise; the development function refers to allowing employees to retain skills that can meet current and future work needs; motivation Function refers to enabling employees to create excellent performance in their existing jobs.
The goal of human resource management should be understood from the two levels of ultimate goal and specific goal.
The ultimate goal is to achieve the overall strategy and goals of the enterprise, and the specific goals include:
(1) Guarantee the quantity and quality of human resources in the source of value
(2) Create a good human resource environment for value creation
(3) Ensure the accuracy and effectiveness of employee evaluation
(4) Realize fair and reasonable employee distribution
3. What are the functions of human resource management? What is the relationship between them?
1Human resource planning 2Job analysis and competency model 3Employee recruitment 4Performance management
5 Salary Management 6 Training and Development 7 Career Planning and Management 8 Employee Relations
The relationship between human resource planning and other functions of human resource management:
P28 lower left
4. How to understand the status and function of human resource management?
The status of human resource management refers to its position in the whole enterprise. The correct understanding should be:
1. There is a part-to-whole relationship between human resource management and enterprise management. Human resource management is an integral part of business management. 2. Human resource management cannot represent enterprise management and cannot solve all problems of enterprise management.
The role of human resource management: 1 helps to achieve and improve the performance of enterprises. 2 Contribute to the realization of corporate strategy.
5. What is strategic human resource management? What are the typical characteristics?
Strategic human resource management is the process of formulating corresponding human resource management policies, systems and management measures based on organizational strategy to promote the realization of organizational strategy.
Basic Features of Strategic Human Resource Management
1. Strategic: Strategic is the most fundamental feature of strategic human resource management.
2. Systematic: Human resource management policies, systems and management practices designed by enterprises to gain competitive advantages constitute a system.
3. Compatibility: Compatibility is the core requirement of strategic human resource management.
4. Dynamics Dynamics mainly refers to the flexibility and flexibility of human resources management, that is, the adaptability of human resources and management to the internal and external environments of the organization.
6. Why should human resource management attach importance to motivation theory? (did not find)
In human resource management and development, motivation is one of its core elements. Whether it is the acquisition, development or integration of human resources, incentives are implemented. Incentive refers to the systematic activity of motivating, guiding and maintaining the behavior of employees by designing appropriate external reward forms and working environment with certain behavioral norms and punitive measures to effectively achieve organizational and personal goals.
Whether the incentives are scientific or not is directly related to the quality of human resource utilization.
1. Incentives can mobilize the enthusiasm of employees and improve corporate performance. In addition to the individual capabilities of employees, the level of motivation is also a decisive factor in the performance of work behavior. No matter how capable employees are, they will not have good behavior if they are not motivated to work.
2. Incentives can tap people's potential and improve the quality of human resources. The survey and research of Harvard University in the United States shows that without incentives, only 20%-30% of potential can be brought into play, but with full incentives, 80%-90% can be brought into play, so incentive is an important way to tap potential.
It can be seen that the incentive to mobilize people's enthusiasm is the basic way and important means of human resource development and management, so enterprises attach great importance to incentives.
7. What are the main components of the external environment of human resource management? How do they affect human resource management?
Human resource management external environment:
① Politics (political environment, government management methods and policies.)
② Economy (different economic systems will lead to different human resource management methods. The economic development situation determines the future prospects of the enterprise, thus affecting the demand for human resources of the enterprise, and the supply forecast of human resources must take into account the external labor market conditions. In the ongoing Economic development and labor market conditions should also be considered when recruiting, firing, and other human resource management activities.)
③ Law (The influence of law on human resource management activities of enterprises is mainly reflected in its restraint and normative functions.
④ Culture (Because culture can affect people's way of thinking and behavior, it will have an important impact on human resource management. Under different cultural traditions, human resource management models are also different)
8. What are the main components of the internal environment of human resource management? How do they affect human resource management?
The internal environment of human resource management:
Enterprise development strategy: There are generally three types of development strategies: growth strategy (internal growth strategy and external growth strategy), stable strategy, and contraction strategy.
The organizational structure of the enterprise: the setting and combination of departments and positions within the enterprise
The life cycle of an enterprise: entrepreneurial stage, collectivization stage, formalization stage, cooperation stage
Corporate culture: the sum of values, moral principles and other ideologies shared by the members of the company that are gradually formed in the development process of the company
9. How to understand the roles of human resource managers and human resource management departments?
The American International Society for Human Resource Management believes that human resource managers should assume four roles: business partners, change promoters, leaders and human resource management experts. Professor Dave Ulrich of the University of Michigan also divides human resource managers and departments into four roles: (1) strategic partner (2) management expert (3) employee motivator (4) change agent
10. What qualities should human resource managers possess?
We can divide the quality requirements of human resources managers into four categories:
Professional and technical knowledge means that human resource management personnel must master the knowledge related to various functional activities undertaken by human resource management, and have the ability to design and formulate various human resource systems, programs and policies. Professional knowledge is the basis of work and an important symbol that distinguishes us from other managers.
Business knowledge means that human resource management personnel should understand the industry in which the company is engaged and be familiar with the business carried out by the company. When formulating policies and guidelines, consider the industry situation and actual situation of the enterprise.
Implementation ability : mainly refers to the ability of human resource management personnel to implement and implement various human resource systems and programs. This kind of implementation is often not direct, but pushes the line department to implement it. Implementation ability includes many specific items: such as communication and coordination ability, analysis and judgment ability, organizational ability, planning ability and adaptability.
Ideological quality refers to the human resources management personnel must have certain ideological and moral qualities. Because most of the decisions made by human resource managers are based on the immediate interests of employees, and the information they have is also related to the secrets of the company and employees. Therefore, as human resource managers, personal factors cannot be involved in the work, and professional ethics must be observed in the work. Cannot violate professional ethics.
11. What is job analysis? What is its meaning and function?
Job analysis refers to the process of understanding a job in an organization and describing the information related to this job in a format, so that others can understand the job.
The most fundamental purpose of job analysis is that managers and employees can correctly understand the position and ensure that the organization's expectations are implemented and realized.
Functions: 1. Job analysis provides basis for other human resource management activities. 2. Job analysis has a certain spillover effect on enterprise management.
12. What are the steps of job analysis? What needs to be done at each step?
(1) Preparatory stage : (1) Determine the purpose and use of job analysis (2) Establish a job analysis team
(3) Provide training for job analysts (4) Make other necessary preparations
(2) Investigation stage :
(1) Formulate a time plan schedule for job analysis to ensure that this work can be carried out step by step
(2) According to the purpose of job analysis, choose the method of collecting job content and related information
(3) Collect job background information (4) Collect job-related information
(3) Analysis stage : (1) Organize data (2) Review data (3) Analyze data
(4) Completion stage :
(1) Writing job descriptions
(2) Summarize the entire job analysis process, find out the successful experience and existing problems, so as to facilitate better job analysis in the future
(3) Apply the results of position analysis to relevant aspects of human resource management and enterprise management, and truly play the role of position analysis
13. What is Human Resource Planning? What is the significance of human resource planning?
Human resource planning, also called human resource planning, refers to forecasting the supply and demand of personnel in a certain period of time under the guidance of enterprise development strategy and business planning, and taking corresponding measures to balance manpower according to the predicted results. The supply and demand of resources is to meet the needs of enterprises for personnel, provide human resources guarantee of high quality and quantity for the development of enterprises, and provide human resources support for the achievement of strategic goals and long-term interests of enterprises.
It includes two aspects: (1) overall planning of human resources; (2) business planning of human resources
The main contents of overall human resources planning include:
(1) The comparison result of supply and demand can also be called net demand, and the purpose of human resource planning is to obtain this result;
(2) Explain the company's needs for various human resources and the overall framework of various human resource allocations during the planning period, and clarify important policies, policies and principles related to human resources, such as recruitment, promotion, demotion, and training of talents Major guidelines and policies related to development, rewards and punishments, wages and benefits;
(3) Determine the human resources investment budget.
Human resource business planning is the decomposition and specificity of the overall plan, including personnel supplement plan, staff allocation plan, personnel succession and promotion plan, personnel training and development plan, salary incentive plan, employee relationship plan, retirement and dismissal plan, etc.
significance
(1) Human resources planning is helpful to the formulation of corporate development strategies
(2) Human resource planning helps enterprises maintain a stable personnel situation
(3) Human resource planning helps enterprises reduce labor costs
(4) Human resource planning also has guiding significance for other functions of human resource management
14. How to balance the supply and demand of human resources?
(1) Total supply and demand balance, structural mismatch:
(1) Perform internal reconfiguration of personnel
(2) Targeted and specialized training for personnel to enable them to work for vacant positions
(3) Carry out personnel replacement, release those personnel that the enterprise does not need, and supplement the personnel that the enterprise needs, so as to adjust the personnel structure
(2) Supply exceeds demand
(1) Expand the scale of operation, or develop new growth points to increase the demand for human resources
(2) Permanent layoffs or dismissal of employees
(3) Encourage employees to retire early
(4) Freeze recruitment
(5) Shorten the working hours of employees, realize job sharing or reduce the wages of employees
(6) Training for redundant employees
(3) Supply is less than demand
(1) Hiring people from outside, including rehiring retirees
(2) Improve the work efficiency of existing employees
(3) Extend working hours and allow employees to work overtime
(4) Reduce the turnover rate of employees, reduce employee turnover, and at the same time carry out internal deployment, and increase the supply of certain positions by increasing internal mobility
(5) Some businesses of the enterprise can be outsourced
15. What is recruitment? What's the point of it?
Recruitment refers to the process of formulating corresponding vacancy plans and finding suitable personnel to fill these vacancies under the guidance of the overall development strategy plan of the enterprise. Recruitment includes three parts: recruiting, selection and hiring.
The effective implementation of recruitment work is of great significance not only to human resource management itself, but also to the entire enterprise, which is mainly manifested in the following aspects
(1) Recruitment determines whether an enterprise can absorb excellent human resources
(2) Recruitment affects the flow of personnel. The authenticity of information transmission in the recruitment process will affect the flow of candidates after entering the enterprise.
(3) Recruitment affects the cost of human resource management
(4) Recruitment is an effective way for enterprises to carry out external publicity
16. What are the pros and cons of internal versus external recruitment? How should companies use these two approaches?
Advantages of Internal Recruitment
1. It is conducive to improving the morale and development expectations of employees
2. Familiar with organizational work procedures, corporate culture, leadership styles, etc., and be able to work quickly
3. Have a strong sense of identity with the company's goals, and the possibility of resignation is small, which is conducive to the long-term development of individuals and companies.
4. Low risk, have a basic understanding of employees' work performance, ability and character, and have high reliability
5. Save time and cost.
Disadvantages of Internal Recruitment
1. It is easy to cause excessive internal friction among colleagues.
2. Competitive losers feel psychologically unbalanced and comforted, which can easily lower morale.
3. The new incumbent faces the 'old man' and it is difficult to establish a leadership reputation.
4. Prone to inbreeding problems, conservative thinking and concepts, narrow scope of thinking, lack of innovation and vitality.
Advantages of External Recruitment
1. Injecting fresh "blood" into the enterprise can bring vitality to the enterprise
2. Avoid the tension caused by competition within the enterprise
3. Put pressure on the internal personnel of the enterprise and stimulate their work motivation
4. The range of choices is relatively wide, and excellent talents can be recruited
Disadvantages of external recruitment
1. It is a blow to the internal personnel, who feel hopeless for general promotion, which will affect the enthusiasm for work.
2. External personnel do not understand the situation of the enterprise, and it takes a long time to adapt
3. It is difficult to make an objective evaluation if you don’t know much about external personnel, and the reliability is relatively poor
4. External personnel do not necessarily agree with the company's values and corporate culture, which will affect the stability of the company
Since these two channels have their own advantages and disadvantages, enterprises often need to comprehensively consider these advantages and disadvantages before making a decision when choosing whether to recruit from the inside or from the outside. Generally speaking, companies often use these two methods in combination, recruiting from the outside for grassroots positions, and promoting or deploying from within for high-level or key positions.
17. What is staff selection? What is the meaning and principle of selection?
Employee selection refers to the use of certain tools and means to identify and inspect the recruited job seekers, distinguish their personality characteristics and knowledge and skill levels, and predict their future job performance, so as to select the most suitable candidates needed by the enterprise. job vacancy fillers.
Recruitment selection is the entrance management of human resources, that is, to select and check the personnel entering the organization, which is of great significance in human resource management:
1. Effective recruitment and selection can continuously enrich the new force for the organization, realize the rational allocation of human resources within the organization, and provide human resource guarantee for the development of the organization.
2. Effective selection and recruitment can enhance the stability of organizational personnel and reduce the loss of personnel.
3. Effective recruitment and selection can reduce the cost of personnel initial training and capacity development.
4. Effective recruitment and selection can improve the efficiency of the organization.
Principle
1, choose people according to the situation, know the people and know the people
2. Appoint people on their merits and make good use of them
3. Fair competition and merit-based recruitment
4. Help each other with strict love, guide and help
What is career planning and management? What's their point?
1 Career planning refers to a person's analysis of his own situation and objective environment, establishing his own career goals, obtaining career information, choosing a career that can achieve the goal, and formulating an action plan and action plan to achieve the goal.
2 Career management is the planning, organization, leadership, control, etc. of employees' career history and career development in order to better realize employees' career ideals and career pursuits, and seek to maximize the consistency of organizational interests and personal career success. Take a series of measures.
(1) Significance to employees
(1) Help employees realize their career goals and career ideals
(2) Help employees be more productive at work throughout their careers
(3) Help employees better control their professional life and achieve work-family balance
(2) Significance to enterprises
(1) It can stabilize the workforce and reduce staff turnover
(2) Effective career management can improve corporate performance
(3) Pay attention to career planning and career management, which is conducive to the construction and promotion of corporate culture
18. What is meant by training and development? What's their point?
Training and development means that enterprises use various methods to equip employees with the knowledge and skills needed to complete their current or future work and to change their work attitudes, so as to improve the performance of employees in their current or future positions, and ultimately achieve corporate A planned or continuous activity to improve overall performance.
The essence of training and development is the same, they both improve the overall performance of the company by improving the work performance of employees, but the focus is different, one is more concerned about the present, while the other is more concerned about the future.
1 Training and development help to improve the performance of the enterprise;
2 Training and development help to enhance the competitive advantage of the enterprise;
3 Training and development help to improve employee satisfaction;
4 Training and development help to cultivate corporate culture;
5 Training and development help to enhance the attractiveness of enterprises to outstanding talents.
Principles: the principles of serving corporate strategy and planning, the principle of goals, the principle of differentiation, the principle of incentives, the principle of emphasizing practical results, and the principle of benefits.
19. How to conduct training needs analysis?
The analysis of training needs includes three levels: organizational analysis, task analysis and personnel analysis, which jointly determine whether training is necessary
(1) Organization analysis is carried out at the enterprise level. It includes two aspects. One is to analyze the future development direction of the enterprise to determine the future training focus and direction of the enterprise; Evaluate the overall performance of the company, find out the existing problems and analyze the causes of the problems, so as to determine the current training focus of the enterprise. Through organizational analysis, it is possible to determine what kind of training is required at the enterprise level.
(2) Task analysis. The main object of task analysis (task analysis) is each position in the enterprise. Through task analysis, it is necessary to determine the tasks of each position, the standards to be achieved by each task, and the knowledge, skills, and abilities necessary to successfully complete these tasks. and other factors. It can be seen that task analysis is actually the job analysis we mentioned earlier, but it is more detailed than job analysis.
(3) Personnel analysis is carried out for employees. Personnel analysis includes three aspects:
One is to evaluate the individual performance of the employees, find out the existing problems and analyze the causes of the problems, so as to determine the training needs to solve the current problems; the other is to compare the current status of the employees with their future positions according to the employee's job change plan The requirements are compared to determine the training needs to solve future problems; the third is to analyze the training preparation of employees to ensure that employees have the willingness to receive training and have basic skills. Through personnel analysis, it is necessary to be able to determine which personnel in the enterprise need to receive training and what kind of training they need to receive.
20. What is performance management? What is the meaning of performance management?
Performance management refers to setting employee performance goals and collecting performance-related information, regularly evaluating and giving feedback on the completion of employee performance goals, so as to ensure that employees' work activities and work outputs are consistent with the organization, thereby ensuring organizational goals Completed management tools and processes.
(1) Performance management helps to improve the performance of enterprises
(2) Performance management helps to ensure consistency between employee behavior and corporate goals
(3) Performance management helps to improve employee satisfaction
(4) Performance management helps to realize the scientific and reasonable decision-making of other human resources management
21. What are key performance indicators?
1. Key performance indicators are the key indicator system to measure the effectiveness of corporate strategy implementation
2. Key performance indicators reflect the performance indicators that add value to the organization's strategic goals
3. Key performance indicators are quantifiable and behavioral standard systems used to evaluate and manage employee performance
22. What is Balanced Scorecard? How many dimensions are there in general?
The Balanced Scorecard is based on the strategy and mission of the enterprise, and relies on the corporate strategy described in the strategic map to decompose each strategy, formulate measurement indicators and target values, and at the same time match it with an action plan to achieve the goal, forming a set of Measure and evaluate the strategy index system.
The Balanced Scorecard measures the performance of an enterprise from four levels: financial level, customer level, internal process level, and learning and growth level.
23. What is the role of the balanced scorecard in the performance management of enterprises?
The Balanced Scorecard measures the enterprise's financial level, customer level, internal process level, and learning and growth level from four levels. These four levels organically combine financial indicators and non-financial indicators, breaking the traditional performance management system framework with financial indicators as the core. Moreover, the Balanced Scorecard closely links the strategic goals and performance evaluation indicators of the enterprise, plays a more clear guiding role in the behavior of employees, and helps the realization of the strategic goals of the enterprise. At the same time, the Balanced Scorecard achieves the balance of financial indicators and non-financial indicators, the balance of internal and external indicators of the organization, the balance of leading indicators and lagging indicators, and the balance of long-term indicators and short-term indicators.
24. How to give performance feedback? (will not summarize)
1) Prepare the materials required for performance feedback
Supervisors and HR departments need to prepare employee performance evaluation forms and performance evaluation reports in advance.
2) Analyze employee performance appraisal results
The supervisor and the human resources department jointly analyze the characteristics of the employee performance evaluation results and the evaluation results of the previous performance cycle to understand which qualities of employees have been improved, what quality deficiencies still exist, what characteristics exist in employee performance results, and what subjective factors affect employee performance. The results had a critical impact.
3) Prepare performance feedback outline
The performance feedback outline is the main issue to be discussed by supervisors, human resources departments and employees when conducting performance feedback. The outline should clearly explain the purpose of performance feedback, which issues to discuss first, and which issues to discuss later. The performance feedback outline should pay attention to the relationship between issues. Try to avoid asking broad questions. A complete performance feedback outline can ensure that employees correctly understand the performance evaluation results and clearly know the company's expectations and evaluations of employees.
The main content and results of the performance feedback outline include:
Guidance: the purpose and significance of performance feedback
Employee Performance Evaluation Results
The characteristics (advantages and deficiencies) of the performance evaluation results of employees in this period
Employee comments on performance appraisal results
Comparison of employee performance evaluation results with the results of the previous performance cycle (which qualities have been improved and which qualities need to be improved)
The difference between the employee's actual performance and the performance target stipulated in the performance agreement
Reasons for Performance Differences
4) Implement a performance feedback process
a. Develop a performance feedback plan
Performance feedback is a systematic project, and every employee in an enterprise will face this problem. We recommend that enterprises adopt a top-down order to carry out performance feedback work. The performance evaluation results of the department heads are actually the results of the evaluation of the overall performance of the department. The difference between the overall performance of the department and the performance target is formed by the joint action of all employees in the department. The top-down order of making a performance feedback plan is helpful to think about performance issues from different levels and analyze the reasons for performance differences in detail. break down. Of course, the purpose of decomposition is not to pursue responsibility, but to discover various possible reasons for poor performance, so that these obstacles can be removed in a timely manner, and the performance level of employees, teams and the company as a whole can be continuously improved.
b. Inform employees to prepare in advance
Inform employees to prepare for personal work summary and key analysis of several issues, allowing employees to prepare these issues in advance can speed up the process of performance feedback work and improve work efficiency. Questions that require employees to prepare are as follows:
Self-evaluation of employees (clear advantages and disadvantages, which need to be explained with specific examples)
Employee comments on performance appraisal results
The reasons for the difference between the actual performance and the performance target
What significant improvements have been achieved in this performance cycle, and what are the specific performances?
Through the work of this performance cycle, which qualities do you think need to be improved (use specific examples to illustrate)
c. Make a record of the process
If conditions permit, it is best to record the process of performance feedback. These records will be used as valuable information for formulating performance improvement plans for employees and conducting performance coaching for employees.
d. Consensus is key
In performance feedback, in addition to clearly informing employees of the performance evaluation results, it is also necessary to jointly analyze the reasons for the difference between actual performance and performance goals with employees. Supervisors and employees must reach a consensus on these reasons and specific measures to solve these problems (supervisor support and performance improvement) .
25. What misunderstandings exist in performance appraisal? How to avoid it?
1 halo effect
2 logical errors
3 recent error
4 primacy effect
5 like me effect
6 contrast effect
7 spillover effects
8 Leniency tendencies
In order to reduce or even avoid these mistakes or inappropriate behaviors, the following measures should be taken:
First, establish a sound performance target system. Performance appraisal indicators and performance appraisal standards should be specific and clear.
Second, choose the appropriate assessment subject. The assessment subject should know the employee's performance on the assessment indicators best.
Third, choose the appropriate assessment method. For example, forced distribution and sorting can avoid the tendencies of leniency, strictness and centralization.
Fourth, train the assessment subjects. Before the assessment begins, the assessment subject should be trained to point out these possible misunderstandings, so that they can consciously avoid these misunderstandings during the assessment process.
26. What is salary management? What does it mean?
The meaning of salary management: Under the guidance of business strategy and development plan, the enterprise comprehensively considers the influence of various internal and external factors, determines the salary system, salary level, salary structure, and salary form, specifies the salary that employees deserve, and makes salary adjustments and adjustments. The process of salary control.
Significance of salary management:
① Effective compensation management helps to attract and retain excellent employees
② Effective salary management helps to motivate employees
③ Effective salary management helps to improve the performance of the enterprise
④ Effective salary management helps to shape a good corporate culture
7 What principles should salary management follow?
(1) Principle of legality
(2) Fairness principles (1) External fairness (2) Internal fairness (3) Individual fairness
(3) Timeliness principle
(4) Economic principle
(5) Dynamic original site
27. What are the main factors affecting salary management?
(1) External factors of the enterprise
(1) National laws, regulations and policies (2) Labor market conditions (3) Price level (4) Salary situation of other enterprises
(2) Internal factors of the enterprise (1) The business strategy of the enterprise (2) The development stage of the enterprise (3) The financial status of the enterprise
(3) Personal factors of the employee (1) Position of the employee (2) Ability and performance of the employee (3) Working years of the employee
28. What aspects are included in the basic decision-making of salary management?
Basic decision-making in compensation management:
① Salary system (position salary system, ability salary system. Internal organization)
② Salary level (reflects the external competitiveness and salary cost of the company's salary. Compared with other companies. Including leading strategy, matching strategy, lagging strategy, mixed strategy)
③ Compensation structure (combination of different types of compensation in the overall compensation of employees and the enterprise. Divided into highly flexible compensation mode, highly stable compensation mode, and harmonious compensation mode)
④Salary structure (the number of salary levels within the company, the range of changes in each level, and the relationship between different salary levels. Including narrow-band structures with multiple levels and small salary ranges, and very few broadband structures with large salary ranges)
29. How to determine the basic salary?
The design of basic salary usually needs to consider two factors: one is internal fairness, which is realized through job evaluation; the other is external fairness, which is realized through salary survey. As we mentioned earlier, there are two basic salary systems, the position salary system and the skill salary system, which focus on different focuses. One focuses on "position" and the other focuses on "people". However, from the perspective of basic salary design, the two systems are basically the same. consistent. Moreover, most companies now adopt the job salary system, so here we mainly introduce the design of the job salary system.
The design of basic salary generally needs to be implemented in accordance with the following steps: firstly, job analysis should be carried out to define the job responsibilities and qualification requirements of the job; then job evaluation should be carried out to determine the relative value of each job; The results of the job evaluation are combined with the results of the job evaluation to establish a salary curve; finally, the salary level is determined according to the salary curve
30. What is employee relationship management? What is the meaning of employee relationship management?
We believe that employee relationship management is the process in which enterprises adopt various management methods and management behaviors to adjust the mutual relationship between enterprises and employees, and between employees and employees, so as to make them virtuous circle and develop, so as to achieve organizational goals.
significance
1. The improvement of employee relations is of great significance to corporate profitability and long-term development
2. The improvement of employee relations is conducive to promoting the physical and mental health of employees
3. The improvement of employee relations helps to enhance employees' understanding and trust in the company
31. How to manage employee resignation?
Employee resignation includes three situations: voluntary resignation, involuntary resignation and natural resignation. Among them, voluntary resignation refers to the outflow of employees who leave the enterprise at their own will; involuntary resignation refers to the outflow of enterprise personnel due to reasons of the enterprise or other objective reasons rather than the will of employees; natural resignation refers to the outflow of employees due to some unavoidable reasons. The outflow of enterprise employees caused by the loss of human resources.
The management of voluntary resignation employees is divided into four steps: analyze the reasons for employees voluntary resignation and classify them
Refinement; Find the organizational system factors that lead to the reasons for employee turnover; Make policy improvements aimed at reducing the number of voluntary employees; Evaluate the results of the implementation of changes and make corrections.
2. Essay questions and open questions
1. Combine theory with practice, and discuss why human resource management is crucial to all managers.
We believe that the significance of modern human resource management to enterprises is at least reflected in the following aspects:
1. to corporate decision-makers. People, money, things, information, etc. can be said to be the main aspects of enterprise management, and people are the most important, living, and primary resources. Only when the resource of "people" is well managed can we grasp the management The essentials, the program, and the program can be described.
2. For Human Resource Management. People are not only the "object" to be managed, but also the "subject" with thoughts, feelings, and subjective initiative. How to formulate scientific, reasonable, and effective human resource management policies and systems, and provide effective information for the decision-making of enterprise organizations, will always be It is the subject of Human Resource Management.
3. for general managers. It is impossible for any manager to be a "universal messenger", and more should play a role of "decision-making, guidance, and coordination" in the work of subordinates. He not only needs to complete the business work effectively, but also needs to train subordinates, develop the potential of employees, and establish a good team organization.
4. For an ordinary employee. Everyone wants to control their own destiny, but what they are suitable for, what are the goals of the enterprise organization, what are the values, what are the job responsibilities, how can they effectively integrate into the organization, and how to develop their potential and develop their own in combination with the goals of the enterprise organization? ability, how to design their own career life, etc. These are issues that every employee is very concerned about, but deeply confused. We believe that modern human resource management will provide effective assistance to every employee.
2. Combine theory with practice, and analyze the main factors that affect the effectiveness of the interview.
1. First impression
Research shows that interviewers often make flippant judgments about candidates in the first few minutes of the interview. When the information conveyed by the candidate's first impression is negative, it is difficult for the job seeker to change the judgment of the interviewer. Generally speaking, interviewers are more influenced by negative information than positive information. How the job seeker approaches, how he walks, whether he smiles, whether he looks energetic, etc. have already determined the impression of the interviewer, and even the job seeker may not need to speak.
2. Not familiar with the work of the proposed position
If the interviewer cannot accurately understand the job content of the recruiting position, it is impossible to understand what type of job seeker is the most suitable. Of course, there is no omniscient interviewer, but before the interview, the interviewer should obtain a detailed description of the job information to be hired from the relevant professional department. Otherwise, the interviewer can only take the same measurement standard for all job applicants, regardless of the job they will be engaged in in the future. Therefore, the general overemphasis on the height and image of job seekers in interviews is of course the instinct of human nature at work, but it is actually a helpless means for interviewers to avoid their lack of professional knowledge and information.
3. Errors in the order of job seekers and recruitment pressure
The order in which job candidates appear affects how interviewers rate them. The study found that interviewers will give higher evaluations to general job applicants after evaluating some "unqualified" candidates. Because compared with unqualified candidates, the average job applicant will appear to be much better than it is. The impact of recruitment pressure means that the interviewer's evaluation of the job applicant will be higher than normal when the quota to be recruited is large or the number of applicants in the market is small.
4. Nonverbal Behavior and Impression Management
In an interview, if a group of job candidates said roughly the same things, those who showed more eye contact, energy levels, and a higher voice were rated higher. Since extroverted job seekers are prone to self-improvement in personality, interviewers are unconsciously easy to accept those who are good at expressing themselves. Smart job seekers will also take advantage of the interviewer through impression management, such as praising the interviewer or agreeing with the interviewer's point of view, and even strengthening the interviewer's good impression by providing the interviewer with some chores throughout the interview.
5. Personal image
The interviewer must avoid being influenced by the personal image of the job seeker unless there are special requirements for the job position. Generally speaking, people always associate good qualities and potential for success with a good-looking image. Some interviewers deliberately emphasize the importance of personal image. This is actually beyond the scope of the factors affecting the interview and may evolve into an irresponsible behavior for the company.
6. The behavior of the interviewer
The behavior of the interviewer can also have an impact on the performance and evaluation of the candidate. For example, the interviewer may inadvertently say the expected answer, such as "This job requires a lot of pressure, can you do it?". In fact, even subtle hints, such as a smile and a nod, can reveal what kind of answer the interviewer is satisfied with. There are also some interviewers who talk to themselves and talk endlessly, leaving the job seekers with no time to answer questions; the other extreme is that the interviewers let the job seekers occupy a dominant position and have no time to ask all the questions. Both of these situations will greatly reduce the effect of the interview.
3. Combine theory with practice, and discuss the role of human resource management in improving ethics and fair treatment.
4. Combine theory with practice, and talk about the important factors that should be paid attention to in career management.
First of all, the organization's career management policy is an important factor to promote the implementation of self-career management. If the organization pays attention to the career development of employees, employees will also take the initiative to implement self-career management, especially in the knowledge-based economy society. Knowledge and skills change rapidly, and it is more difficult for people to adapt to society than before. Therefore, the organization should create a learning culture and atmosphere to promote the learning and growth of employees, and lay a good human resource foundation for the development and transformation of the organization. . On the other hand, due to the intensified competition of the organization, the stability of the organization has declined. If it is a kind of people-oriented management, hoping to motivate employees to "improve the organizational commitment and satisfaction of employees", the organization should also implement this kind of long-term interests of employees. The initiative enables employees who want to achieve self-realization to develop and plan themselves in this favorable environment, and cooperate with organizational career management to achieve a win-win situation for the organization and individual employees. This may also be the reason why many Fortune 500 companies implement career management important reason.
In addition, general self-efficacy, transcendence motivation, and mastery motivation also have a positive impact on self-career management, especially transcendence motivation, which has a stronger effect than other variables. This tells us that employees with strong transcendence motivation are always They want to be leaders. To achieve this goal, they often plan their careers proactively, be proactive, and achieve more ideal results. In contrast, although mastering motivation has an effect on self-career management, it is weak. Because people with strong motivation are not necessarily very good and strong, they don’t worry about falling behind others, and pay more attention to their own feelings. Compared with people with high motivation, they have less pressure and weaker motivation. The impact of ability on self-career management is relatively minimal , indicating that people with strong abilities do not necessarily have a strong sense of self-career management. For these people, they need to be guided and encouraged to participate in career management. In short, self-career management is not only affected by organizational career management factors, but also by
achievement Personal psychological factors such as motivation and general self-efficacy.
5. Connect with your own reality and talk about your experience and inspiration in learning the course "Human Resource Management".
Through the study of human resources in this semester, I have higher requirements for myself. As an individual, in order to become a talent for enterprise development, for me now, I must strengthen my study of various skills and improve my professional skills. Ability, without good personal ability, there will be no good development. Perhaps it can be said that even the door of the enterprise cannot be entered. The improvement of professional skills and professional knowledge is essential. For the course of human resource management, it is highly applicable, so the teacher adds some practical processes in the teaching. For example, some practical examples were given to make us truly realize the talent capabilities that enterprises need. At the same time, we can also carry out some survey topics to understand the changes in the direction of enterprise employment in recent years, as well as the different talents needed by enterprises at different stages of development, so as to gain a practical understanding. As for me now, I also have to consider these issues, how to communicate with people in class and school, how to maintain my interpersonal relationships, not only brought me happiness in the human resources class, but also made me more happy. I learned more about enterprise management. To a certain extent, human resource management can be said to be interpersonal management. potential how to use them.
Through the study of human resources in this semester, I have higher requirements for myself. As an individual, in order to become a talent for enterprise development, for me now, I must strengthen my study of various skills and improve my professional skills. Ability, without good personal ability, there will be no good development. Perhaps it can be said that even the door of the enterprise cannot be entered. The improvement of professional skills and professional knowledge is essential. For me now, human resource management is not so much about managing others as it is about planning and managing myself and my expectations for the future.
Human resources are the cornerstone of enterprise development. Without human resources, there will be no development of enterprises. The good development of enterprises requires a good human resource system as a guarantee. The management of human resources is an important part of enterprise management. It is designed at all levels of enterprise development. Enterprise companies generally have a human resource department that is responsible for the company's personnel flow and personnel recruitment.
As an enterprise manager, how to manage enterprise personnel is a compulsory course. As far as I am concerned, it is an honor to have early access to this knowledge. The managers of the enterprise should consider the reasonable allocation of personnel, employee remuneration and employee salary subsidies in terms of personnel utilization. A good manager knows how to maintain a good interpersonal relationship with his subordinates and how to encourage employees to contribute to the enterprise. To develop with all one's heart and soul, how to set up a suitable salary to win over one's subordinates, enterprise managers are the bond of employees, and how employees can contribute to the enterprise. These are what managers, or employers of employees, should do.
As an important part of enterprise management, human resource management has always been the top priority of enterprise management. Many enterprises have closed down because they cannot provide backup force for enterprise development without a good human resource system. The lack of timely replenishment of personnel and the backward management model, as well as the company's benefits related to the salary level, have caused the loss of enterprise personnel.
In the fierce competition, the capabilities or innovations of enterprises in production systems, financial management, quality control, marketing, and services are relatively easy to be imitated or even surpassed by competitors, but the human resources of enterprises, as well as human resource development and management Innovation is hard to imitate. Therefore, it is not enough for an enterprise to only focus on capital, cost, and quality. Enterprises should pay more attention to the foundation of the core competence of the enterprise-human resource capabilities, and focus on cultivating and strengthening the development, utilization and management of human resources, especially the management of enterprise employees. The continuous appreciation of capital is constantly based on the exploration of its own human resource advantages, widening the gap with competitors, and maintaining continuous and rapid growth, in order to maintain a lasting competitive advantage with competitors
As for me now, I also have to consider these issues, how to communicate with people in class and school, how to maintain my interpersonal relationships, not only brought me happiness in the human resources class, but also made me more happy. I learned more about enterprise management. To a certain extent, human resource management can be said to be interpersonal management. potential how to use them.
For the course of human resource management, it is highly applicable, so some practical processes can be appropriately added in the teaching process, such as setting up mock interviews and setting up interview questions by yourself, so that students can truly realize the needs of enterprises. talent capabilities. Similarly, we can carry out some survey topics to understand the changes in the direction of enterprise employment in recent years, as well as the different talents needed by enterprises at different stages of development, and have a practical understanding. In addition, we can conduct debate competitions on issues such as professional employment situation and postgraduate entrance examinations so that students can deeply explore related issues such as employment development.
3. Case analysis questions (omitted)