文档介绍：该【hnd人力资源管理导论outcome 】是由【我是开始】上传分享，文档一共【7】页，该文档可以免费在线阅读，需要了解更多关于【hnd人力资源管理导论outcome 】的内容，可以使用淘豆网的站内搜索功能，选择自己适合的文档，以下文字是截取该文章内的部分文字，如需要获得完整电子版，请下载此文档到您的设备，方便您编辑和打印。“Escape”是一家成功的公司,专门通过邮购和小型的零售专营店来toWild
销售户外休闲服饰。它作为一家私营公司小规模的经营了超过15年的,一直到
六年前,一位经理被聘请来扩展公司业务。首先,公司增加了邮购目录上的商
品数,并且用了更大的仓库来存放和配送货物。四年前,“Escape”开toWild
了第一家自己的零售专营店,到现在,已经有了10家零售专营店,并有计划再
多开五间店。两年前,公司建立了自己的网站,实现了网上购物,这部分的业
务发展迅速,还带了了很多海外的订单。这位新经理上任以来,公司员工已由
原来的20人发展到300人,业务也变得更大更复杂,持续需要加强员工来源已
经成为这家户外服饰专营公司最强烈的需求,需要更多的员工是这家公司的当
务之急。
“Escape”公司toWild没有明确的人力资源部门。部门经理们根据自己部门
的职责招聘新人,负责确定他们的薪酬水平。薪酬管理业务已经外包,员工培
训一般是临时组织的,财务主管负责处理员工的合同和特殊情况,例如产假和
加薪。
在这个快速发展的时期,公司已经开始将更多的精力投入到服务正在增加的客
户群中。到目前为止,公司中员工的关系比较良好,但是,公司的现状表明是
时候建立规定和程序从而能用更系统的方法去解决人力资源的问题。
在最近的公司管理层会议上,部门经理们不断的抱怨说他们花了太多的时间在
处理一些日常的行政问题上,而这些问题明明都可以由人力资源部门来解决,
如果公司能有一个这样的部门。不断增加的员工数量使得财务部门花大量的时
间来处理与人事相关的问题。同时,部门经理们也会因为工作描述,招聘和甄
选的实际操作,以及员工的薪酬待遇等问题产生矛盾。一个管理层的人员最近
参加了一个关于员工法案的研讨会,法律的复杂性带来的实际问题是公司更加
需要一个专门的部门来公平的处理员工的问题。
同样,员工们也开始抱怨一些条款和条件中的矛盾,有一些人离职了,因为他
们对自己遭受到的人力资源问题觉得不满意。所有的管理队伍都同意引进更系
统的管理方法。总经理已经表达了愿望:希望公司能用更战略的方法来招聘,
培训和发展员工,从而保证留住这些为公司创造成功和利益的人力资源。
ThehumanresourcemanagementforEscapetotheWild
Introduction:ThisreportisanadvantagereportforEscapetotheWild,in
it,wewilltalkitshumanaboutresourcemanagementandhowtomanagemoreit
talkaboutthejoyfulinfluenceforthiscompany.
1.
Thehumanresourcecanmanagementbedefinedasastrategicandcoherent
approachtothemanagementofanorganization’smostvaluedassets:thepeople
workingtherewhoindividuallyandcollectivelycontributetotheachievement
ofitsobjectives.
Therangeofhumanresourcemanagementactivitiesarehumanresourceplanning,
recruitmentandselection,jobanalysisanddesign,traininganddevelopment,
employeerelations,payandreward,employeewelfare,performancemanagement
andappraisal,ensuringfairemploymentpractice.
Inthisreport,Iwilltalkaboutfouractivities:humanresourceplanning,
recruitmentandselection,jobanalysisanddesignandtrainingand
development.
(1)Humanresourceplanning
Thehumanresource’sfunctionplanningandpurpose:
Toensurethatfirmhasrightnumberofpeople,intherightplace,with
therightskillsattherighttime.
Tosupport’expansionfirmsstrategy.
ToensuringHRresourcesupplementshumaneresourcedemands.
Tosethumanresourceobjectivesanddecidinghowtomeetthem.
Dohumanresourceplanningneedtoemployeesneedforacompany,itinclude
threesteps:
Howmanyemployeeswillweneed?
Theexpecteddemand’sproductforcompanyofserviceismostimportantwhen
forecastingpersonnelneeds.
Howmanycandidateswillbesuppliedinsideoforganization?
Aqualificationsinventorycanfacilitateforecastingthesupplyofinternal
candidates.
Forecastingthesupplyofoutsidecandidates.
Iftherearenotenoughqualifiedinsidecandidatestofillanticipatedopenings,
requireforecastinggeneraleconomicconditions,locallabormarketconditions,
andoccupationsmarketconditions.
Thisactivityisveryusefulforthiscompany,becauseitcanenablethatthe
employeemovementsinto,within,andoutoforganizationaresmooth/less
,theycaneffect
onmanypartsinthecompany,atlast,itcanbecomethecompetitiveadvantage.
EscapetotheWildislakeofhumanresourceplanningthroughitsdevelopment,
iftheydoitwell,thenthecompanywillhasitsowncompetitiveadvantage.
(2)Jobanalysis
Jobanalysisistheprocedurethroughwhichyoudeterminethedutiesofthese
includestwojobparts:
toproduceinformationonthejob’
processeslikenext:
Collectingjobanalysisinformation.
Tocarryoutjobanalysisneedcomprehensiveinformationaboutcertainjob.
Writingjobdescription.
Ajobdescriptionisawrittenstatementofwhatthejobholderdoes,howhe
orshedoesit,andunderwhatconditionsthejobispreferment.
Writingpersonspecifications.
Personspecificationshowsdetailsofthepersonalqualitiesanindividualwill
,
characteristicsandattributesthatapersonneedstodoaparticularjob.
Itcanenablethatcompetent,motivatedemployeeswithpositivejobattitudes,
job-relatedHRMandminimizedHRM-relatedlawsuits.
Inthiscase,throughitsdevelopmentthecompanyisbeguntodoit,because
ofthis,
analysisletsomecompetitiveadvantagestothiscompany.
(3)Recruitmentandselection
Recruitmentistheprocessofidentifyingtheneedforanewemployee,defining
thejobattractingcandidatesandselectingthosebestsuitedforthejob.
Selectionistheprocessofchoosingwhichpersontoappointfromthosethat
applyforajobvacancy.
,we
willmaketheheredistinctionbetweeninitialtheactionsandconsiderations
whenplanningstaffrecruitmentandtheprocessofselectinganindividualfrom
apoolofapplicants.
involveschoosingthemostsuitablepeoplefromthosethatapplyforavacancy;
thisensuresthatthoseselectedforinterviewhavethebestfitwitthejob
requirements.
Theprocessofrecruitmentandselectionislikenext:
Vacancyreview
Applyingtofillavacancy
Preparationofjobdescriptionandpersonspecification
Preparingarecruitmentadvertisement
Placingtheadvertisement
Receiptofapplications
Arrangeselectioninterviewsandotherselectionactivities
Writetosuccessfulandunsuccessfulcandidatesatvariousstagesofthe
process
Evaluationoftherecruitmentandselectionprocess
Itcouldensurerecruithigh-qualityapplicants,ifacompanyhashigh-quality
employees,thenproductiveemployeescanincreaseoverallproductivityand
improvedchancesofselectingbestqualifiedandtrainingneedsandcostsare
minimized,throughthesebestpartsandcombinewiththiscompany’ssituation,
ifitcanhavehigh-qualityemployeesandtakelowcostfortheemployees
.
(4)Traininganddevelopment
Traininganddevelopment“plannedrefersefforttobyaanorganizationto
facilitatethelearningofjob-relatedbehavioronthepartofitsemployees”.
Traininganddevelopmentisalsoameanstoprovideemployeeswithrelevant
skillssoastoimprovetheefficiencyoftheirorganization.
Thegoalsandfunctionoftraininganddevelopingarelikenext:
Toimprovean’sindividuallevelofself-awareness
Toimprovean’sindividualskillinoneormoreareasofexpertise
Toincreasean’sindividualmotivationtoperformhisorherjob
Togrowitsownmanagersandpromotefromwithin
Tohelpretaingoodqualityemployees
TheprocessesofT&Darelikenext:
Identifyingtrainingneeds
ProducingT&Dplanning
ImplementingT&Dplanning
Evaluatingtheprogram
ThroughgoodT&D,thecompanycouldimproveemployeecompetence,permanent
changeinKSAsofnewemployeesandpermanentchangeinKSAsofcurrent
employees.
Inaword,EscapetotheWildcanthroughthesepartsinitsowncompanyto
improvehisproduceandhisquicklydevelopmentintheworld.
2.
(1)
Throughthecasecompany,wecansee’tthatthemanagementstructureisn
,ithas300staffs,butitsstructure
ofthehumanresourcemanagement’thavingfullfunctionfunctionisninthis
firm,
takesomeadvantagestoit.
Fromnextpicture,thecompanydidn’thavethelastdepartmentinitsstructure
thatisHRdirector,thisdepartmentisthiscasecompanyarebuildingnow.
Becauseof300staffsinthisform,insomeoperations,theratioofHR
departmentstafftothenumberofemployeesisoneforevery100employeesor
oneforevery200employees,soitsuitableto1:100managementsituation,so
weonlyneedtoaddtwo’sormember,threesoHRthedirectornewstructure
pictureislikenext,ithasfivedepartmentsandtheHRdirectoristhenew
one.
ThepositionsofHRdepartmentarealwaysincludingthese:
Directorofhumanresources
Laborrelationsspecialist(directoroflaborrelations)
Employmentmanager
Payrolladministrator
Benefitsadministrator
Directoroftraining/trainingmanager
Throughthefactofthiscompanyandthetheory,sowecanseethenextstructure
ismuchmoresuitableforthecompany.
ManagingDirector
MarketingAdvisorPersonalAssistant
FinanceDirectorOnlineandMailOrderRetailOutletsPurchaseand
HRDirector
SalesDirectorDirectorDistribution
Director
1accountant2IT/webspecialists10store1warehouse
manager1training
2finance1mail-ordermanagers1buyingmanager
manager
supervisorsmanager20assistant3distribution
1HRrecruiter
8finance1assistantmail-storemanagerssupervisors
assistantsordermanager150full-time/5buyers
2secretarial3salesteamleaderspart-time/casual15dispatch/
supportstaff30full-time/part-timeretailstaffwarehouse
staff
customerservicestaff4secretarial/
4secretarial/
4secretarial/adminadminstaffadminstaff
staff
TheHRdirectorguidesandmanagementtheoverallprovisionofhumanresource
services,policies,
HRpracticesandobjectivesthatwillprovideanemployee-oriented,high
,
policies,andprogramsthroughHRstaff,heisalsoneedtodoreportstothe
CEOandservesontheexecutivemanagementteam,andassistsandadvisescompany
managementaboutHRissues.
Thecorporatehumanresourcerecruiterisresponsiblefordeliveringallfacets
todealrecruits’
playacriticalroleinensuringwearehiringthebestpossibletalent.
Developandexecuterecruitingplans.
Networkthroughindustrycontracts,association.
Coordinateandimplementcollegerecruitinginitiatives.
Administrativedutiesandkeeprecords.
Sothroughthe’scompanyfactweneedHRDirectorandHRRecruitertomanage
thecompany’shumanresourcemanagement.
(2)Thehumanresource’managementsoperationisbasedonthelinemanagers,
becauseofthelinemanagersarethelastusersinthecompany,sotheyneed
tocooperatewithhumanresourcemanagerstodohumanresourcemanagementwell
toassurethecompanydevelopwell.
Linemanagers’HRMresponsibilitiesarelikenext:
Placingtherightpersonintherightjob
Startingnewemployeesintheorganizations
Trainingemployeesforjobsthatarenewtothem
Improvingthejobperformanceofeachperson
Gainingcreativecooperationanddevelopingsmoothworkingrelationships
Interpretingthe’companyspoliciesandprocedures
Controllinglaborcosts
Developingtheabilitiesofeachperson
Creatingandmaintainingdepartmentalmorale
Protectingemployees’healthandphysicalconditions
3.
Ifthecompanyprovidesgoodhumanresourcemanagement,thenitwilltakegood
psychologicalcontract.
Thepsychologicalcontractisthattheperceptionsofthetwoparties,employee
andemployer,ofwhattheirmutualobligationsaretowardseachother.
Thecontextualandbackgroundfactorswilleffectonthepolicyandpractice
andthenwillbethepsychological,allwilleffectonthestateofthe
psychoticallycontract,
throughgoodpsychologicalcontracttoprovidegoodsituationsforhis
employeesandmakegoodrelationshipswiththem,thiswillhavegoodeffect
onthecompany,andalsohavemanyadvantagewithemployeesandemployers.
Inthisreportwetalkaboutalotoffunctionsandeffectsonhumanresource
managementforacompany,andwealsobasedonthecasecompanytoprovidethem.
Throughtheseparts,wealsohelpthecasecompanyimproveitsmanagementon
humanresourcemanagement.