人民大2024管理学原理（第10版）英文教师手册robbinscoulter_fom10_im_07.docx

CHAPTER7MANAGINGHUMANRESOURCES1.EARNINGOUTCOMESAfterreadingthischapter,studentsshouldbeableto:7-1.DescribethekeyCOnIPOnenofthehumanresourcemanagementprocessandtheimpor(aninfluencesonthatprocess.7-2.Discussthetasksassociatedwithidentifyingandselectingcompetentemployees.7-3.Explainhowemployeesareprovidedwithneededskillsandknowledge.7-4.Dewribestrategiesforretainingcom)etent.high-performingemployees.7-5.Discussconte11p<>rarj,issuesinmanaginghumanresources.ManagemCnlMythMyth:Managersdon'tneedtoknowabouthumanresourcesbecausethasthejoboftheHRdepartment.Truth:AlthoughtheHRdepartmenlProVidCSmuchneede<ladvice,suggestions,andsupportactivities,managersdohaveimportantHRresponsibilitiesandareinvolvedwithHRdecisionsinlheirworkunits.VVHATISTHEHUMANRESOURCEMANAGEMENTPROCESSANDVVHATINF1.UENCESIT?A.Introduction1. Thequalityofanorganizationisdeterminedbythequalityof>eoleitemploys.2. StaffingandhumanresourcemanagementdecisionsandmethodsarecriticaltoensuringthatIheorganizationhiresandkee>stherightpersonnel.3. Exhibit7-1in(11xlucesthekeycomponentsofthehumanresourcemanagementprocess.a)Itrepresentseightactivities,orsteps,thatifproperlyexecuted,willstaffanorganizationwithcompetent,high-performingemployees.4. Thefirstthreestepsrepresentemploymentplanning,(headditionofstaffthroughrecruitment,andthereductioninstaffthroughdownsizing,andselection.a)Executedproperly,thesestepsleadtotheidenIificalionandSdCCliOnofcompetentemployees.5. Orienlation,trainingarldevelopmenthelppeople(oadaptiotheOrganizaiionandensurelhaIheirjobskillsandknowledgearekepicurrent.6. Finally,theHRMProCeSShelpstoidentifyperlb11nancegoals,correctperk)11nanceproblemsifnecessar),.amihelpemployeessustainahighlevelofpertbrnance(e.g.,performanceappraisal.ComPenSationandl>enefi(s,andsafetyandhealth).7. TheexternalenvironmentinfluencesIhCenlircenploynenlprocess.8. Whatisthe1.egalEnvironmentofHRM?1. Sincelhemid-1960s,thefederalgovcmnentintheUnitedStaleshasgreatlyexpandedi(sinuenceoverHRMbyenactinganumberoflawsandregulations.2. SeeExhibit7-2forthemajorlawsaffectingHRM.3. Nolmanymajorfederalemploymen!discriminationlawshavebeenpassedrecently,butmanystatelawshavebeenpassedwhichaddtotheprovisionsoffederallaws.4. Today'semployersmustensurethatequalemploymentopportunitiesexistIbrjobapplicantsandcurrentemployees.a) Forexample,decisionsregardingwhowillbehiredorwhichemployeeswillbechosenforamanagementtrainingProgranlmustbemadevi(houlregardtorace,sex,religion,age,color,nationalorigin,ordisability.b) ExceptionscanoccuronlywhenspecialCircumslancesexist.C)Forexample,acommunityfiredepartmentcandenyemploymenttoafirefighterapplicantwhoisconfinedtoawheelchair.1)Butifthatsameindividualisapplyingforadeskjob.suchasfiredepartmentdispatcher,thedisabilitycannotbeusedasareasontodenyemployment.d)Forexample,employmentlawsprotectmostemployeeswhosereligiousbeliefsrequireaspecificstyleofdress(robes,longshirts,longhair.etc.).I)Butifthespecificstyleofdressmaybehazardousorunsafeintheworksetting(e.g.whenoperatingmachinery),acompanycouldrefusecohireapersonwhowouldnotadoptasaferdresscode.5. Balancingthe"shouldsandshould-notsDiscussThis:Whyisitimportant(Oscientificallystudytheworkplace?DoyouthinkitiseasiertodaytoscientificallystudytheworkplacethanitwasbackinMunstcrbcrg,sdays?Whyorwhynot?C.AreHRMUwstheSameGlobally?I.YouIWalloknowJhelawsandFegUlaIiOnSthatapplyinyourlocale.a)CanadianlawsPCruIiningloHRMpraclicescloselyparallelthoseintheUnitedStales.1)TheCanadianHutnunRightsActprovidesfederallegislationthatprohibitsdiscriminationonthebasisofrace,religion,age,maritalstatus,sex,physicalormentaldisability,ornationalorigin.2)ThereisInOrUdecentralizationOflawmakingtotheprovinciallevelinCanada.Here'sachallengingHRissueformanagers:Abusinessmodelthatreliesheavilyontheappearanceofemployeesandbalancing(herightsofthoseemployee，therestaurarilchainthathiresau11ciivewaitresseswhoareexpectedtowear(amilkgood)inlighttopsandshortshorts,uses(hatbusinessInOdC1.However,whenoneofitswaitresseshadb11insurgerj,Ioremoveatumor,hermanagerinitiallysaidthewomancouldwearafckchenocap"I。coverherscarandlackofhair.However,aregionalmanagerIalcrsaidthatwasnotsufficientandawigwasnecessary.Thewaitresslaterfiledafederaldiscriminationlawsuitagainsttherestaurantsayingthatshewasforcedoutofherjobibrrefusingtowearawig.DiscussThis:Howmight(hisissueaffectbalancingtherightsOfemployeesagainstabusinessnxlelIhal飞basedonemployeeappearancesHRprocessessuchasrecruitment,selection,andperformancemanagenent?WhatpossibleHRethicalissue(三)doyouseeinthisstory?'ofcomplyingwiththeselawsoftenfallsundertherealmofaffirmativeaction.a)Affirmativeactionprogramsensurethatdecisionsandpracticesenhancetheemployment,upgrading,andretentionofmembersofprotectedgroups.6. Americanmanagersarenotcompletelyfreetochoosewhomtheyhire,promote,orfire.FromthePaSttothePreSentHugoMutisterbergwasapioneerinthefieldofindustrialpsychologyandis*,generallycreditedwithcreati