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1、Copyright 2004 South-Western. All rights reserved.*112Explain human resource planning by firms.Explain how a firm can ensure equal opportunity and the benefits of doing so.Differentiate among the types of compensation that firms offer to employees.Describe the skills of employees that firms develop.
2、Explain how the performance of employees can be evaluated.Copyright 2004 South-Western. All rights reserved.*113bonusboycottcommissionscompensation packageemployee benefitsemployment testexternal recruitinghuman resource managerhuman resource planninginternal recruitingCopyright 2004 South-Western.
3、All rights reserved.*114job analysisjob descriptionjob specificationperquisitesprofit sharingpromotionsalarystock optionsCopyright 2004 South-Western. All rights reserved.*115NameOne task of human resource planning is recruiting true/false?The overall performance of most employees is based on multip
4、le criteria true/false?The document that specifies credentials necessary to qualify for the job position is a :a. Job specification b. Job description c. job analysis d. job evaluation e. performance evaluationWhen a firm attempts to fill job openings with persons it already employs, it is engaging
5、in:a. intrapreneurship b. internal recruiting c.entrenchment d. precruiting e. focused recruitingCopyright 2004 South-Western. All rights reserved.*116Go to these sites to learn more; http:/ http:/ http:/ 2004 South-Western. All rights reserved.*117Planning to satisfy a firms needs for employeesFore
6、casting Staffing NeedsNeeds may be determined by assessing the firms growth trends.During a temporary increase, the firm can offer overtime to existing workers, hire temporary workers for part-time or seasonal work.Copyright 2004 South-Western. All rights reserved.*118Start with your organization ch
7、artPut each organization on an excel spreadsheet in a columnIn the top few rows put the number of sales, or other activities which would drive employmentHave the managers of each department fill in how many employees they will need and what skillsHave your financial department check to see if you ca
8、n afford that many people and re do if necessary.Copyright 2004 South-Western. All rights reserved.*119Job analysis Determining the tasks and the necessary credentials for a particular positionJob specification states the credentials needed to qualify for a position.Job description states the tasks,
9、 duties and responsibilities of a job position.Copyright 2004 South-Western. All rights reserved.*1110Goal of recruiting is to ensure an adequate supply of qualified candidates for employment.Internal/externalCopyright 2004 South-Western. All rights reserved.*1111Internal Recruiting filling open pos
10、itions with existing employees whose personalities are known, capabilities and limitations can be assessed.An opportunity for a promotion or more desirable tasks.RecruitingExternal RecruitingFilling positions with applicants from outside the firm.May recruit more qualified candidates.Firms dont have
11、 as much information as they do for internal applicants.Copyright 2004 South-Western. All rights reserved.*1112Screening out Unqualified Applicants- Recruiting software programs eliminate the need for individuals to read and categorize resumes received.Interview Process-Applicants punctuality, commu
12、nication skills, attitude and other more detailed information. Contacting References- Offering limited benefits, because only the references who are likely to provide strong recommendations are listed.Employment Tests (Optional)Physical Examination (Optional)Hiring Decision Exhibit 11.3&11.4Copyrigh
13、t 2004 South-Western. All rights reserved.*1113From the job description, list the responsibilities of the position.For each responsibility, list some task which need to be performed to accomplish the responsibility.For one or two of the tasks, list a skill that the candidate would need.Develop a beh
14、avioral question for that skill. Copyright 2004 South-Western. All rights reserved.*1114Job CFO Responsibility ensure the company meets its financial goals Task Develop and manage a budgeting system Skill Analyze a budget to uncover the risks to the company Behavioral question Tell me about a time w
15、hen you able to identify and communicate a financial risk during budget time?Copyright 2004 South-Western. All rights reserved.*1115Now you try as a team for one of your companys positions. Develop a complete analysis for one of your top managers for the PLAN.Copyright 2004 South-Western. All rights
16、 reserved.*1116Managers must not discriminate in selection based on factors unrelated to job performance.Federal laws prohibit such discrimination.Diversity Incentives-Increase employees innovation. -Enable employees to understand and interact with a diverse set of customers. -A larger proportion of
17、 eligible employees will be from minority groups. Copyright 2004 South-Western. All rights reserved.*1117Equal Pay Act of 1963 Men and women same work/ same pay.Civil Rights Act of 1964 Prohibits discrimination based on race, skin color, gender, religion, or national origin.Age Discrimination in Emp
18、loyment Act of 1967 (amended 1978) 40 years old or older.Americans with Disabilities Act (ADA) of 1990KNOW THESE.Copyright 2004 South-Western. All rights reserved.*1118Total monetary compensation and benefits offered to employees Salary Stock options Commissions Bonuses Profit sharing Employee benef
19、its Perquisites (perks)Copyright 2004 South-Western. All rights reserved.*1119Stock Options is a form of compensation that allows employees to purchase shares of their employers stock at a specific price, regardless of the stocks market price.Employees are motivated because as part-owners of the fir
20、m, they share its profits.May cause a conflict of interests. Managers have an incentive to exaggerate the earnings, issue overly optimistic reports or withhold bad news, so as to push up the stock price and sell their stock holdings at a high price.Copyright 2004 South-Western. All rights reserved.*
21、1120Commissions: compensations for meeting specific sales objectives.Bonus: An extra onetime payment at the end of a period in which performance was measured.Employee Benefits: additional employee benefits beyond compensation payments, such as paid vacation time, health, life, or dental insurance; a
22、nd pension programs.Copyright 2004 South-Western. All rights reserved.*1121Perquisites: additional privileges beyond compensation payments and employee benefits.Offered to high-level employees.Free parking, a company car, club memberships, etc.Comparison across Jobs: Exhibit 11.6Copyright 2004 South
23、-Western. All rights reserved.*1122Firms that invest in training programs for their employees are more profitable. Technical Decision-making Customer service Safety Human relationsCopyright 2004 South-Western. All rights reserved.*1123Segmenting the Evaluation into Different Criteria-Pinpoint specif
24、ic strengths and weaknesses of employees. -Specific information about how they may improve.-Objective Versus Subjective Criteria Copyright 2004 South-Western. All rights reserved.*1124ABCDNumber of days absentQuality of a designers workPercentage of DeadlinesmissedWillingness of an employee to help
25、othersCopyright 2004 South-Western. All rights reserved.*1125Using a Performance Evaluation FormAssigning Weights to the Criteria-Different criteria must be weighted separately.-The sum of the weights of all criteria should be 100 percent.-The weighting system should be communicated to employees whe
26、n they begin a job position.-An overall rating is developed.Copyright 2004 South-Western. All rights reserved.*1126 State job responsibilities at time of hiring and any changes in job responsibilities. Inform employees of deficiencies and provide opportunity for employees to respond to criticism. be
27、 consistent Why? Employee Lawsuits (due process, discrimination)Copyright 2004 South-Western. All rights reserved.*1127Employees receiving favorable evaluations may deserve recognitions or promotions.Supervisors must determine the reasons for poor performance and decide whether to take any additiona
28、l actions.Actions may include reassigning employees to new jobs, suspending them temporarily or firing them.Actions taken should be consistent with the firms guidelines. Copyright 2004 South-Western. All rights reserved.*1128Possible reasons for lawsuits: -The Plaintiff did not receive due process;-
29、The firing occurred because of discrimination. Firms should establish training and performance evaluation guidelines to reduce chances of lawsuits or increase their chances of winning if a suit does occur.Copyright 2004 South-Western. All rights reserved.*1129Upward Appraisals- Used to measure the m
30、anagerial abilities of supervisorsCopyright 2004 South-Western. All rights reserved.*1130Explain human resource planning by firms.Explain how a firm can ensure equal opportunity and the benefits of doing so.Differentiate among the types of compensation that firms offer to employees.Describe the skills of employees that firms develop.Explain how the performance of employees can be evaluated.