part 4 assessment and development of human resources
第六章 绩效考核
CHAPTER 6 Appraising and Managing Performance
【教学目的和要求】
1 、掌握 绩效考核的常用方法 教学时数： 1.5
2 、能够解决 绩效考核的常见问题 教学时数： 0.5
3 、 掌握 绩效面谈 的基本技术 教学时数： 0.5
4 、理解和掌握 绩效考核与绩效管理的关系 教学时数： 0.5
【基础知识】
This chapter examines a variety of approaches to performance appraisal and management. The chapter begins with a model of the performance-management process that examines the system's purposes. Then, the specific approaches to performance management are discussed, including the strengths and weaknesses of each approach. The various sources of performance information are also presented. Next, the errors resulting from subjective assessments of performance are identified, as well as the means for reducing those errors. Then, the effective components to performance feedback are discussed.
I The appraisal process
1.1 Introduction to the appraisal process
1.2 Appraisal methods
1.3 Appraising performance: problems and solutions
II The appraisal interview
2.1 Types of interviews
2.2 How to conduct the appraisal interview
III The role of appraisals in managing performance
3.1 Do appraisals really help to improve performance?
3.2 The performance management approach
3.3 Performance management abroad
3.4 TQM-based appraisals
IV Summary
【教学总时数】 3 课时
参考资料 ：
1.Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter 8.
2. G. Dessler(2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter 9.
3. 宝利嘉 编著，《如何评估和考核员工绩效》，中国经济出版社， 2001 年 3 月第 1 版。
4. 劳埃德 . 拜厄斯 等著，李业昆等译，《人力资源管理》，人民邮电出版社， 2004 年 1 月第 1 版，第 12 章。
5. 亚瑟 .W. 小舍曼 等著，张文贤 主译，《人力资源管理》。东北财经大学出版社，汤姆森出版集团， 2001 年 3 月第 1 版，第 8 章。
6. 张一驰 编著，《人力资源管理教程》，北京大学出版社， 1999 年 9 月第 1 版，第 7 章。
作业与练习 ：
1. What would you consider the strategy of our university (e.g., research, undergraduate teaching, graduate teaching, combination)? How might the performance-management system for faculty members fulfill its strategic purpose of eliciting the types of behaviors and results required by this strategy?
2. Superficially, it seems preferable to use objective performance data (such as productivity figures), when available, rather than subjective supervisory ratings to assess employees. Why might objective data be less effective performance measures than subjective ratings?
亲验式活动 4 ：
DEVELOPING HRM SKILLS: EXPERIENTIAL EXERCISE 4
教学时数： 1
Learning purpose:
To improve students' ability of performance appraisal and interview.
Summary of the activity:
Larry Beavers, supervisor of the electrical department, has a busy day laid out for today, but he needs to squeeze in the last of his performance appraisals. They are due today, and he has only one more signature to get. On arriving for work he thinks, “I hate doing performance appraisals. It is the worst part of a supervisor's job. But, it does allow me to point out deficiencies that the workers must be aware of if they are to improve their performance. The guy I'm appraising today has always exceeded his quotas, he is very helpful to the workers he likes and is excellent on the new computerized production setup, but if he wants to advance, he will need to change his behavior. He seems to have problems working with the females on the line and doesn't seem to be very open-minded. Also, on September 23rd he failed to secure his work area. This guy really has problems; maybe our talk will do some good; either way I need to get this done. On the positive side, this is the last performance appraisal until next year.”
Today is the day that Alex Martin gets his performance appraisal, and he is excited about it. Before the meeting with Larry, his supervisor, he thinks, “I've been very good on the new computerized setup, and very helpful to my friends on the line, and this will help me get my promotion. I expect that the boss saved my performance appraisal for last to praise my performance and recommend me for that promotion that I've deserved for some time. I've been passed over for promotion for too long, this has been a great year for me, and this will cap off a year of excellent performance.”
When these two get together, it will be a meeting of two quite different minds, and in all likelihood the meeting will be filled with disagreement and dissatisfaction, and maybe even hard feelings. This exercise will require two of you to actively participate. One person will play the supervisor conducting the performance appraisal, and the other will be evaluated.
INSTRUCTIONS TO THE INSTRUCTOR
Select two individuals—one to serve as the supervisor and one to play the role of the employee being evaluated. Make sure that all class members and participants are familiar with the appropriate section of the text. Allow participants at least five minutes to become prepared to play their roles. Each participant should follow the roles given him or her. All students not participating in the role-playing exercise should carefully observe the behavior of both participants.
Questions.
To Observers :
1. Did the supervisor conduct the performance appraisal correctly? Discuss any mistakes that were made.
2. In all probability, how did this performance appraisal impact the employee? Discuss the impact on the employee.
To the Supervisor :
1. Did you conduct the performance appraisal correctly? Discuss any mistakes you made.
To the Employee:
1. How did this performance appraisal impact you? Discuss the impact on you.
第七章 员工培训与发展
CHAPTER 7 Training and Developing Employees
【教学目的和要求】
1 、掌握 培训的基本操作流程 教学时数： 0.5
2 、掌握 各种常见的培训 技术 教学时数： 1
3 、能够设计简单的培训项目 教学时数： 1
【基础知识】
In this chapter, a systematic approach to training is discussed, including needs assessments, creating a learning environment, consideration of employee readiness for training, and transfer-of-training issues. Then, numerous training methods are described and reviewed. Next, the evaluation of training programs is presented. The chapter concludes with special issues of training, including Customer service training ， Teamwork training, and socialization and orientation training.
I Orienting employees
II The training process
2.1 Why the training business is booming
2.2 The 5-step training & development process
2.3 Training and learning ?
III Motivate the learner
3.1 Analyzing training needs
3.2 Task analysis: assessing new employees' training needs
3.3 Performance analysis: assessing current employees' training needs
I V Traditional training methods
V Electronic training
VI Managerial development & training
VII Evaluating the training effort
【教学总时数】 2.5 课时
参考资料 ：
1.Noe, (2000) Human Resource Management : Gaining a Competitive Advantage, (3rd ed.) Tsinghua Publishing House. Chapter 7.
2. G. Dessler(2001) Human Resource Management(8 th ed ). Tsinghua Publishing House. Chapter 7.
3. 劳埃德 . 拜厄斯 等著，李业昆等译，《人力资源管理》，人民邮电出版社， 2004 年 1 月第 1 版，第 9 章。
4. 亚瑟 .W. 小舍曼 等著，张文贤 主译，《人力资源管理》。东北财经大学出版社，汤姆森出版集团， 2001 年 3 月第 1 版，第 6 章。
5. 张一驰 编著，《人力资源管理教程》，北京大学出版社， 1999 年 9 月第 1 版，第 6 章。
作业与练习 ：
1. Assume you are general manager of a small seafood company. Most of the training that takes place is unstructured and occurs on the job. Currently, senior fish cleaners are responsible for teaching new employees how to perform the job. Your company has been profitable, but recently wholesale fish dealers who buy your product have been complaining about the poor quality of your fresh fish. For example, some fillets have not had all the scales removed, and abdomen parts remain attached to the fillets. You have decided to change the on?the?job training received by the fish cleaners. How will you modify the on?the?job training to improve the quality of the product delivered to the wholesalers?
2. To improve product quality, a company is introducing a computer--assisted manufacturing process into one of its assembly plants. The new technology is likely to result in substantial modification of jobs. Employees will also be required to learn statistical process?control techniques. The new technology and push for quality will require employees to attend numerous training sessions. Over 50 percent of the employees who will be affected by the new technology completed their formal education over 10 years ago. Only about 5 percent of the company's employees have used the tuition?reimbursement benefit. What should management do to maximize employees' readiness for training?
亲验式活动 5 ：
DEVELOPING HRM SKILLS: EXPERIENTIAL EXERCISE 5
教学时数 ： 1
Learning purpose:
Human resource development (HRD) is very important to any organization as it faces change and deals with the continual development of its employees. Training, an integral part of the HRD process, can often be used to improve employee productivity. However, effective training cannot occur in a vacuum; therefore, training requires the support and understanding of the entire organization.
This activity is intended to give students an opportunity to experience the real training situation in the organizations.
Summary of the activity:
Select two individuals—one to serve as the training specialist and the other to play the role of the supervisor. Allow participants at least five minutes to become prepared to play their roles. Participants should follow the roles given them. All students not participating in the role-playing exercise should carefully observe the behavior of both participants.
Questions.
To Observers :
1. Does this person really act like a training specialist? Explain. What effect could presenting the training process without properly explaining the details of each step in the sequence have on future training efforts? Explain.
2. Did this meeting accomplish anything fruitful for the supervisor? Explain. If the supervisor tried to utilize the training process as presented by the specialist, what would be the probable outcome? Explain.
To the Training Specialist:
1. Did you really act like a training specialist? Explain. What effect could presenting the training process without properly explaining the details of each step in the sequence have on future training efforts by the supervisors? Explain.
To Supervisors :
1. Did this meeting accomplish anything fruitful for you? Explain. If you tried to utilize the training process as presented by the specialist, what would be the probable outcome? Explain.
>> 返回 <<
|
