human resource management instructor: prof. gu qinxuan antai college of economics & management...
TRANSCRIPT
Human Resource Management
Instructor: Prof. GU QinxuanAntai College of Economics & Management
Shanghai Jiao Tong University
1. OverviewMain modules of HRM Definition & characteristics of HRMHR Managers & The ResponsibilitiesHR Professional CompetenciesHRM, Competitive Advantage &
Strategy
Acquirement &Deployment
PlanningSecurityMaintenance
Training &Development
Job Analysis
HRPlanning
Safety& Health
LaborRelations
Selection
Recruitment
Orientation&Training
CompensationManagement
PerformanceManagement
DeploymentCareerDevelopment HRM
What to be
learned ?
Definition of Human Resource Management (HRM)
It’s not only a new system, but also a new way of thinking
to acquire, develop, operate and motivate and get the promise of company’s major resources--
those who are in and work for the company.
Characteristics of HRM , Compared to Personnel Management,
Strategic
Decisive
Systematic
AttractingRetaining
MotivatingDeveloping
People who perform HRM activities
Line Managers
HR Professionals
How to divide
the work of the two
kinds of manager
s?Discussion?
Line Managers
perform job interview perform employee orientation, coaching and
on-job training perform performance appraisal provide suggestions on pay perform disciplinary programs perform accident survey Handle complains and discontent
HRM Professionals
set up HRM procedures/processesdevelop / select HRM policies/systemsinspect / appraise HRM practicessupport / assist line managers
What competencies do HRM professionals need?
HRM Professional Competencies
Honesty
Ability of Change ManagementAbility of Culture Management
HRM Business Knowledge
Which one is more
important?
HRM & Competitive Advantage
What is competitive advantage?Cost Leadership
Differentiation
HRM &Sustainable Competitive Advantage
HRM & Business StrategyHuman Resource
What kind of talents do we need?
What type of structure do we need to achieve the goal?
To what extent, do these strengths, weaknesses, opportunities and threats relate to the competencies and qualifications of the personnel?
To what extent, do these problems impact HRM and the structure of enterprise?
To what extent, are employees’ qualification, motivation , commitment and attitude helpful or harmful to the success of enterprise?
EnterpriseWhat kind of enterprise is it?Where shall we go?
What are our strengths, weaknesses, opportunities and threats?
What are the main strategic problems facing the enterprise?
What is the critical factor of achieving the goal?
2. Job Analysis (JA)Importance of job analysisConcept of job analysis and
relevant termsMethods of job analysisJob descriptions and how to write
itTrends of job analysis
Why is JA so important?
Job Analysis
Recruitment
Organization development
HR Planning, training and development
Job evaluation and rating
Performance appraisal
/Payment
Equal Employment ,Employees and Labor Relations ,
Safety and Health
What is JA?
The process of collecting and analyzing information about job in a systematical way.
Indentify, clarify and describe tasks, responsibilities, duties, qualifications and requirements of job. Literally identify and clarify the requirement of the job holder.
Terms related to Job Analysis
Position
Job Analysis
Job Task
Job Specification Job Description
What does JA do: 6W2H• WHO: who is the job holder and the qualification
• WHAT: what to be done, what responsibilities to take
• WHOM: do it for whom, internal & external customers, supervisors & subordinates, co-workers
• WHY: why to do it, incentives and meanings
• WHEN: time of work
• WHERE: workplace and context
• HOW: how to do the work, procedures and norms
• HOW MUCH: rewards for this job
The Process of Job AnalysisSources of DataRelevant employees
Relevant internal documents
Industrial benchmark
Relevant external people……
Methods of Data CollectingInterview
Questionnaire
Observation
Diary
Critical Incident
Method based on competency analysis
Functional job analysis
Job InformationThe purpose of the job
Tasks
Responsibilities and duties
Relationships
Procedures
Performance standards
Authorities & obligations
Context
Knowledge, skills, experience, personalities required
Job Description
Job summary
Duties and tasks
KPI
Organization Structure Chart
Knowledge, skills, experience, personalities required
HR Functions
Organizational Management
Interview
Questionnaire
Diary
Critical Incident
Popular Methods of JA
Interview: Procedures
Preparation Interviewer training
Conduct interview
Information cleaning and identification
Interview method & outline
Questionnaire
Position Analysis Questionnaire
(6 factors;187 items)
Information input
Mental processes
Work output
Interpersonal Relationships
Job context
Other job characteristics
Management Position Description Questionnaire(main factors)
Decision making
Planning and organizing
Administration
Control
Inspect
Counseling and innovation
Contact
Coordinate
Representability
Monitoring business index
Organization structure chart
Knowledge/skill/ability
Working diaries
Position ?Diary writer ?Contents of diaries ?
Critical Incident Method
Specific aim
Observable behavior
Result of behavior
+-
How to identify critical incident?
How to write job description?
Job title and other code
Mission
Tasks
Involving tasks in the function
Job specification (person, match of person and job/organization)
How to descript
?
Job title and other code
Job Title: Product Engineering Job Code: G023 Headcount: 2 Job Grade: Ⅱ Department: Marketing Supervisor: Marketing Manager
Job Title Department
Job Code
Post Job Grade
IncumbentName
Term of Labor Contract
Job Description
Description of Mission
A HR Manager: responsible for HRM, provide effective HR support and service
An Asset Business Manager of Bank: According to the goal of corporate assets business, develop new product and improve existing product, support and participate in product selling, advance competitiveness of product to promote selling.
Description of Task
oThe verbal to describe the task should be specific
oEach task has one action and one object
oIf possible, use quantitative word
oUse the words familiar to incumbent
Counsel Answer Appoint Order Direct Appraisal Arbitrage Distribute Assist Participate Etc.
Include tasks in the description of function
oDescription of substantial activity
oDescription of contact
oDescription of context
oDescription of work output
Job Specification
Explicit Factors
Knowledge
Skill
Ability
Experience
Implicit Factors
Attitude
Value
Motivation
Other personal characteristics
The new trend of job analysis
Intra-Role Job--------Performance
Extra-Role Job--------OCB
Others
Case of Job Analysis
Discussion and Analysis
3. HR Planning
Concept and Meaning of HR PlanningProcess of HR PlanningForecast of HR DemandForecast of HR SupplyEquilibrium of HR Demand & Supply
What is HR Planning?
It’s the process to forecast tasks and environmental requirements of organization, and staffing to achieve the tasks and meet the requirements.
Why HR planning?
To facilitate enterprise to adapt to internal and external changes.
To lay a solid foundation of using and developing employees.
Process of HR Planning
HR Demand Analysis HR Supply Analysis
Identify Enterprise Mission & Goal
Implement practice
Control and appraise
HR Planning
QuantitativePlanning
QualitativePlanning
Planning of
structure
HR Demand Forecast
*Forecast of quantity
* Forecast of quality
*Forecast of Structure
AgeEducation
MajorSkill
Gender---
Methods of quantitative forecast
Expert forecasting methodWorkload forecasting methodRegression forecasting method
Demand forecastDemand forecast
Turnover Rate
Total number of employee left this month (year)
Total number of employee this month (year)
╳100
Demand forecastDemand forecast
Absenteeism Rate
Workday of absence of a period
Average number of employees workday
100
Demand forecast
Competency: A combination of techniques, A combination of techniques, knowledge, values, self-image, motives and so on knowledge, values, self-image, motives and so on which can distinguish high performance from which can distinguish high performance from average performance.average performance.
•Observable and measurable
•Behavior characteristics can be improved and developed
•Base on current and future business need
•Key factors driving high performance
Knowledge: The total information individual has of a specific area
Skill: The way and approach individual use his knowledge
Social Role: The image individual gives in society
Self-image: Individual image positioning
Personality: Temper or temperament leading to behavior
Motivation: Need or thought driving the continuous behavior
Competency Model
Iceberg
Skill
Self-image
Knowledge
Social Role
Personality/Motivation
OnionCompetency Model
Emotional Quotient (EQ)Knowledge
Skill
Social Role:
Self-image
Personality
Motivation
EQ
Internal flow and transfer of personnel Import from outside Export / Retire
Promotion Promotion
Leave/Exit Exit
招工 招工
High-level decision-making
Technician Management
Operation Staff
(Energy not-required)
Operation Staff
(Energy required)
HR Supply Forecast
Markov analysis
P11 P12…….P1k
P21 P22……. P2k
P= (N1 N2N3) .… … ...
Pk1 Pk2 ……Pkk
HR Supply Forecast-Succession planning of Manager
事业部会计 经理
吴民 C/2
事业部经理纪生 A/1
事业部计划经理商建 A/1
李理 B/1
技术顾问胡桐 B/2
西部地区 经理王中 A/2
陈亿 C/4
中心地区经理
章华 A/1
北部中心 经理
赵江 B/2
东部地区经理
姜新 B/3
张力 A/2
经理
洪峰 A/2
卫戍 B/3
经理助理
A, promotable now
B, needing development
C,Not fitted to position
1.superior performance
2.Above average performance
3. Acceptable performance
4. Poor performance
Succession planning
Human Resources Planning ModelForecast Demand
Considerations
Product/service demand
Economics
Technology
Financial resources
Absenteeism/turnover
Organizational growth
Management philosophy
Forecast Supply
Internal
Staffing tables
Markov analysis
Skills inventory
(Management inventory
Replacement charts
Succession planning
External
Demographic changes
Education
Labor mobility
Unemployment rate
Balance Demand and Supply
Shortage (Recruitment, overtime, redesign work, outsourcing, contingent workers)
(Full time , Part time , Recalls)
Surplus (restricted hiring, termination, degrade, retirement, temporary layoff 、 downsizing)
4. HR Obtaining
Process of RecruitmentRecruiting Channels and Their FeaturesMethods of Job InterviewMethods of Knowledge/Skill TestsMethods of mental testsEffectiveness of Selection
Factors need to be considered in selecting
Position requirement?
HR strategy?
Corporate culture?
Recruitment Process
HR Planning
Alternative for recruiting
Recruiting
Internal External
Internal approach External approach
Hiring
Recruitment channelInternalExternal
Internal approaches
• Promotion
• Transfer
• Rehiring
External approaches• Advertisement
• School
• Job-introduction agency (Job Hunter)
• Internet• Recommendation
(RJP: Realistic Job Preview)
Compare Internal & External Approach
Internal External
Advantages Know applicants better;
Shorter time needed for applicant to adapt;
Good for morale;
Increase the ROI of employees
Big talent pool;
More choice
Disadvantages
Small talent pool;
Internal undesirable competition;
“Inbreeding”
Difficult to select, appraise;
High cost;
Longer time needed for applicant to adapt;
Discourage internal staff
Selecting
Process
Method
Process
Resume, background investigation
First round interview
Test (Knowledge/skill, mental)
Second round interview
Medical or other examination
Probation
selection
primary selection
Method
ResumeJob InterviewTestProbation
ResumePersonal InformationEducation & TrainingWorking ExperienceOther related ability and specialtyExpectation and requirementReference and announcement
As an HR Manager, how do you think about job interview?
approach, communication, understanding, image, etc.
Job Interview
Example of Interview Scoring Score
Item
5
Very satisfying
4
Satisfying
3
Average
2
Unsatisfying
1
Vey unsatifying
Remarks
Image/
appearance
Behavior
Communication
Experience
Knowledge
Attitude
Personality
Types of Job Interview• structured interview vs. unstructured
interview• individual interview vs. group interview• normal interview vs. stress interview• first interview vs. second interview
Procedures• Preparation (JA 、 main responsibilities,
proper interview site, time)
• Build harmonious atmosphere
• Q&A
• Ending interview
• Review and appraise interview
Main content Personal information Education background Working experience Job seeking motives or reasons Working requirements Specialty, interest and hobby
Expectation or requirement
What problems should be noticed?
Any techniques?
Exercise
Test
• Work related knowledge & skill test
• Psychological test
Work related knowledge & skill test
Oral test or written testWork Sampling Assessment Center
Assessment Center• in-basket
• non-leader group discussion
• role play
• business game
• phone interview
• speech
• case study
• behavior oriented interview
Features of Assessment Center
High effectivenessHigh costDifficult to designExperts needed
No-leader Group Discussion
Exercise
Psychological Test
• Personality
• Attitude
• Intelligence
• Ability
Temperament Extroversion vs. Introversion Personality Managerial personality
Personality
Measurement of personality
Self-report
Projection
Cognition Test (Spatial/Numerical/Verbal)Please find the orderliness of the following numbers and fill the blanks.
1 、 21 , 18 , 15 , 12,? ( )
2 、 18 , 17 , 15 , 14 , 11,? ( )
3 、 3 , 8 , 5 , 10 , 7,? ( )
4 、 1 , 3 , 9 , 27,? ( )
5 、 47 , 38 , 30 , 23 , 17,? ( )
Effective StaffingHR StrategyPositionCultureReward
Personality Knowledge/SkillMotivationAttitude
Results
AttractionPerformanceAttendanceSatisfactionOthers
InfluenceMatch
5. Performance ManagementConcepts of Performance, Performance Management, Performance Appraisal
Performance Management System
Performance Appraisal and Methods
Performance Appraisal Interview
Main Factors of Designing Performance Appraisal
New Trends of Performance Appraisal
Thinking
Performance management of sales: what will do if he does a good job? (Choose 3 from following)(1) Appraise for his performance ;(2) Call others to learn from him ;(3) Promote him to sales manager ;(4) Give him sales award ;(5) Remind him of health ;(6) Advise him to do medical check ;(7) Require him to do medical check in the appointed hospital and submit medical report ;(8) Discuss healthy life and work style with him.
What is performance ?Two respect:
One is output of employees;
Other is behavior, attitude, qualification influencing output.
What is performance management?
Combining organization performance and individual performance and putting individual performance management onto strategic level by goal / planning, instruction / coach, appraisal / examination, reward / feedback, improvement/advancement, achieve performance goal with employees to achieve strategic goal of organization.
systematic objective
communication process
Performance management systemClarify organization strategy and goal
Clarify performance management goal
Performance Planning
Performance Appraisal
Promoting performance
Improvement and updating
What is performance appraisal?Performance appraisal is a process to identify,
appraise and feed back the performance. A formal discussion between supervisor and
subordinate; Get to know subordinates’ current performance
and reason; Discuss how to make subordinate more
effectively; Benefit subordinates, supervisor and organization.
Change thinking of employees by performance appraisal
Whatever is important is
measured
Whatever is rewarded is measured
Whatever is measured is
achieved
Whatever is achieved is rewarded
Effects of Performance Appraisal
Effects of Performance Appraisal
Others
Motive
CounselHR Planning
Award &
punishment
Training
StaffingPromotion
Common problems in appraisalUnclear standards
(qualitative, general, vague)
Unscientific methods (unpractical)
Done for show
Depend on leaders or relationships
The results not applied
Lack of feedback
Factors influence appraisal result Recognition and attitude to appraisal of
organization Index and criterion of appraisal Methods of appraisal Characteristics of reviewees (recognition, attitude
and skill) Characteristics of reviewers (qualification and skill)
Halo effect Recency effect
Central tendency Emotional effect
Effect of hint Strictness/Leniency
Like me effect Bandwagon effect
Methods of Performance AppraisalComparison methodList method (Check list)Graphic rating scale methodBehaviorally anchored rating scales
(BARS)Management by objectives (MBO)KPIBalanced Scorecard (BSC)360 degreesCITEssay method
Ranking methodPaired comparison methodForced distribution method
Graphic rating scale method
Items ScoreExcellent Good Average Need to Improve Bad
Knowledge
Communication
Team work
Interpersonal
Skills
Intiative
Output
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
e.g. 1: analysis
List performance index and rate every index
e.g. 2: analysis
Items 5 4 3 2 1 Weight Remarks
Knowledge
Performance
Initiative
Team work
Key points of graphic rating scale method
Distract dimensions or factors of appraisal;
Rate each dimension with scale like: very good, good, average, bad, very bad;
Weigh each dimension;
Combine other methods such as KPI, MBO.
MBO
Prepare for objective setting of next stage
Supervisor appraises subordinate’s
performance according to existing criterion
Supervisor and subordinate discuss
object
Agree on the criterion
Supervisor suggests on the execution if
need
Subordinate executes the
objective
SMARTSpecial Measurable Attainable Relevant Time-bound
FEWFocused targets
Empowerment LeverWeighted grade
Performance Appraisal under MBO
new input
delete improper index
enterprise performance appraisal
Common goal of enterprise: enterprise performance appraisal index
Department goal: department performance appraisal index
Supervisor lists objective and suggest performance appraisal index
Subordinate lists objective and suggest performance appraisal index
Agree on objective and index
Mid-appraisal and mid-feed back according to the objective
Terminal appraisal according to objective or amended objective
MBO
Strength:
Weakness:
KPI
Strategic Goal
Enterprise KPI
Department KPI
Position KPI
Enterprise KRA
Department KRA
PositionKRA
SMART
Internal Business Process
To satisfy stock holders and customers, what should we specify in business process?
objective appraisal index plan
Finance
To do a good job in finance, what should we show to stock holders?
objective appraisal index plan
Learning & Growth
To achieve our expectation, how should we change and improve?
objective appraisal index plan
CustomerTo achieve our expectation, what should we show to customers?
objective appraisal index plan
Strategy & Vision
Logical of BSC Stock-holder Satisfaction——finance index ,
to satisfy stock holders’ needs to meet the performance index ;
Customer Satisfaction——to satisfy stock holders, to satisfy customers is a must. Those are opportunities where they aren’t satisfied; Internal Business Process——to satisfy customer, we have to improve internal business process ;
Learning & Growth——to improve internal business process, we must learn and grow.
Indicates: Financial & non-financial factorsResult & driving factorsInternal & external factors
For performanc
e
Design Philosophy of BSCDesign Philosophy of BSCAs a part of appraisal system, BSC: Balances different strategic index to coincide the objectives; Reflects main factors influencing the strategic success of
enterprise; Unveils the cause and effect relationship between indices and point
out how non-financial indices influence long-term financial objective;
Encourages employees work for biggest benefits of enterprise; Makes organization cohesive by facilitating communication.
Therefore, when using BSC, managers have to choose a Therefore, when using BSC, managers have to choose a set of indexset of index
360360°°
superior
subordinate
Focus personZhang
Jiang
Luo,Chen
Chen, Zhang
Zhang
Why is 360 °?How to use
colleague colleague
11 Key Management Competencies
• Achievement-orientation
• Decisive and confident
• Talent cultivating
• Analytical thinking
• Customer-orientation
• Commanding
• Conceptual thinking
• Team working
• Team leading
• Influencing and persuading
• Initiative
Example
Potential reviewers and their features
Line supervisor or manager?
Superior manager?
Reviewees?
Peers?
Subordinates?
Clients or customers?
External experts or consultants?
Role in performance appraisal
Reviewer:
Reviewee:
Top Management:
HR Department:
Appraisal Interview
• Why?
• How?
Thinking of Appraisal Interviewer
Self (Ask yourself)Do I want different treat?
Can I change?
Is it helpful to feedback?
How can I feedback effectively?
To othersValue of feedback to receiver
Acceptability
Use non-verbal hint
Avoid
•Ambiguous words
•Words need explanation
Content (focus on): •Accuracy
•Relevant materials and data
•Specific behavior
•Positive and negative sides of behavior
•Common ideas and views
Appraisal Interview: 3 ways
Inform and sell Inform and listen
Solve problem
Notification for Appraisal Interview: Build trustful atmosphere Specify purpose of interview Explain result or explanation of scoring
according to existing standards and objectives Affirm strengths and achievements, point
weakness, and provide advice and methods Use listening skills Encourage reviewee to speak out Discuss next objective and action plan to
achieve objective Not preach, no looking backward
Main Factors considered in Designing Appraisal Plan
Object and purposeMethodStandard (index)ReviewerCycle and timeFeedbackApplication of result (award,
punishment and training, etc.)
New trends of performance appraisal Turn from past-orientation to future-
orientation, focus on employees’ long-term values to team instead of on past and current values.
Turn from focus on individual performance to on both individual and team performance.
Emphasize particularly on team-oriented behavior in appraisal factors to maximize “team output” .
6. Training6. Training
Importance of TrainingTraining SystemTraining MethodsTraining Effectiveness Appraisal
Training is ever important.Challenges in information age New concept of learning organizationDownsizing of organizationTrend of globalizationChange of management mode and work
mode
TrainingTraining
Question:
HR Manager Wu got the order from general manager that let him prepare to provide some employees with training in sales skills. But, Mr. Wu didn’t what to do when considering the over 100 employees. If you were Mr. Wu ,what would you do?
Training SystemTraining System
Need Analysis
Plan Implementation Appraisal
T & DMode
Need AnalysisNeed Analysis
Need of Enterprise
Need ofBusiness Unit
Need ofIndividual
Method of Need Analysis• Observation
• Interview
• Questionnaire
• Performance Appraisal
• Special assessment
Application of Need AnalysisAccount for surveyed companies
Interview 69 %Observation 21 %Performance appraisal record 53 %Interview with senior management 79 %Interview with supervisor and related principal
74 %Special assessment 0 %Others 10 %
Notification in PlanningAnalysis of input and outputTo seek support from top managementParticipation from line managers in
planning
Content
ConceptInterpersonal relationshipSkill
MethodOn-job
Off-job
Mentor/Rotation/Coach/Action Learning/Junior Board
Presentation/Scene imitation/Behavior demonstration/Outdoor training/Virtual learning
H point of training
Autonomy
Practice
Communication
A
H
Plateau Phenomenon in Learning
1st training
2nd training
3rd training
4th training
Time
Effects
5th training
Organizer?Trainer?Trainee?
Plateau Phenomenon in Learning
Why ?
Four-level Appraisal Proposed by Kirk Patrick
Participation
Testing
Influence to working behavior
Influence to Performance
Reaction
Learning
Behavior
ResultROI ?
Four-level Appraisal Proposed by Kirk Patrick
Value Frequency Difficulty
Reaction
Learning
Behavior
Result
Low
High
High
Low
Easy
Difficult
AppraisalAppraisalReaction level appraisal Trainer? Content? Location? Time? Facilities? Accommodation? ……
Difference of appraising
exterior training and
interior training?
AppraisalAppraisalLearning level appraisal-
Content, knowledge mastery?
Behavior level appraisal-
Condition-Influence of atmosphere to behavior?
AppraisalAppraisal
Behavior level appraisal-
What are the indices?
Result level appraisal-
What are the indices?
EnthusiasmProductivityEfficiency
SatisfactionRetention Rate
Error Rate ROI……
7. Career Development7. Career Development
Concept of Career
Career Planning
Career Stages
Occupational Values
Occupational Orientation
Career DevelopmentCareer Development
Ideas:
Helping employees to grow is helping enterprise to grow.
Responsibility of both enterprise and employees.
Basic activity of HRM
What is career ?What is career ?
Career is different from job, it has two meanings at least:
Career represents specialization. Without specialization, there is no modern concept of career. Professionalism means one specialize in some work.
Career reflects a spiritual pursuit, a self-recognition. The development of career is a process of self-actualization. Career requires people of loyalty.
What is career?What is career?
Greenhaus: Career is the experience related to work (e.g. position, duty, decision, other subjective explanation related to work and the aggregate of all activities during work time)
A series of continually changing activities related to work
Two Parts of Career: External Career & Internal CareerTwo Parts of Career: External Career & Internal CareerExternal Career, external to individual: a perception of the organizational career context: job title, promotion , job context, status, treatment
Internal Career, internal to individual: a subjective feeling to career: satisfactory of personal values, needs, interests, exertion of skills or ability.
What do job satisfaction and career success mean?
Career PlanningCareer Planning
Ability of self-perception, interests, personality and values.
Develop vocational self-concept and combine personal development and organizational development to know trends and key success factors of careers, to identify one’s career goals and to choose the course of achieving his career goal.
Expectation or plan of sequent jobs one will have of his life.
Types of Career PlanningTypes of Career PlanningOrganization oriented career planningFocus on work and build career path to help employees to promote
Individual oriented career planningFocus on individual career instead of career needs. It depends on individual. Personal objectives and skills are the key points.
*Clarify organizational need to employees in the future*Appraise personal potential and training needs*Match organizational need to personal ability*Exam and develop organizational career planning
*Clarify personal ability, interests and values*Plan life and career goal*Appraise all alternative in/out organization*Interest and goals change as stages of life
Lead personal objective to match organizational objectives
Company development A
BC
B
BB
B
A
AA
A
C
C
C
C
Enterprise HRD objectives
Individual development
Stages of Career DevelopmentStages of Career Development
Exploration Stage (18-25) (16-25)
Establishment stage (25-45) (20-35)
Maintain stage (45-60) (35-55)
Decline stage (After 60) (50-75)
Self-appraisal : ValuesSelf-appraisal : Values
Values: Individual’s overall appraisal and view that whether the objects (people, matter, thing) around him are good, important.
6 Main Life ValuesTheatrical (Knowledge discovering)Economical (Money, material)Religious (Relief)Aesthetic (Creation of beauty)Social (Helpful)Political (Powerful)
Self-appraisal: Values Related to CareerSelf-appraisal: Values Related to Career
Altruism: make efforts for people’s happiness and benefitsAesthete: pursuit and enjoy beautyIntelligence stimulus: learn and explore new things and solve new problemsIndependency: do things in personal way, not disturbed by othersAchievement: achieve personal goals continuouslyReputation: the job enjoys high statusManagement: gain control over people or thingEconomic reward: enough money to get what they want, a rich lifeSecurity: job security, not worry by pay or job transfer, etc.Social interaction: interact with people, set up broad social relationshipsSupervisory relationship (companion , interpersonal relationship): easy going, naturalDiversity: change of job content, colorfulComfort: comfort, easy and good job context
Self-appraisal: Vocational InterestSelf-appraisal: Vocational Interest
Like or dislike specific activity or object. Interests reflect what one likes. Interest come from values, family life, social classes, culture, material conditions.
Holland proposed 6 career orientation based on interests
Career OrientationCareer OrientationRealistic orientationWorking with hands, tools, machines, and things; practical, mechanically inclined, and physical: forest manager, farmer, agronomist, machinist, etc.
Investigative orientation
Working with theory and information, analytical, intellectual, scientific: biologist, chemist, professor, mathematician, etc.
Artistic orientationNon-conforming, original, independent, chaotic, creative: advertiser, musician, artist, designer, etc.
Conventional orientationPrecise, perfect attention to detail, orderly, organizing, status: accountant, banker
Social orientationCooperative environments, supporting, helping, healing/nurturing: social work, public relation, clinical psychologist
Enterprising orientationCompetitive environments, leading, persuading, selling, dominating, promoting, status: manager, judge, lawyer, administration, etc.
Career AnchorCareer Anchor
life styleCareerAnchor
security/ stability
autonomy/ independence
technical/ functional
general managerial
entrepreneurial creativityservice/
dedication to a cause
pure challenge
Schein propose 8 types of Career Anchor in 90s (5 original types)
Career Planning
Workshop: Theme
Who am I?value/interest/personality/ability
How am I treated?Feedback: does the appraisal from others or organization coincide with my self-appraisal?
What is my career goal?short term/long term
How to achieve my career goal?make plan
Career Planning
Workshop
8. Compensation Management
Definition of CompensationPay Mode and Pay for WhatTypes of Compensation SystemDesign Principles of Compensation SystemProcedures & Methods of Compensation DesigningMaintenance of Compensation StructureTrends of Compensation Management
Total Compensation
Non-economic Rewards
Fixed salaryMonthly bonusYearly bonusReimbursementInsurancePaid leaveProfit sharingStock holding ``````
RecognitionChallengesJob contextAtmosphereDevelopment & promotionAbility improvementJob securityJob title``````
Economic Rewards
Internal and
External?
Long term and
Short term?
Compensation Management
Different Perspectives
direct compensation
indirect compensation
non-financial reward
basic salary
allowance & benefit
merit pay
healthcare
housing assistance
other benefit(e.g.: education assistance for
children)
private secretary
bigger office
job title
stock
profit sharing
training
participate in decision-making
interest
communication
responsibility
growth
team work
Total Compensation
Internal External
Concept of Total: Internal and External
Different Perspective
s
basic salary merit pay reward
salarycommissionprofit sharingstock optionetc.
deferred reward
saving planstock purchaseetc.
protection
medicare insurancelife insurancedisability incomepensionsocial securityetc.
non-work
holidayfestivalsick leaveetc.
service & allowance
recreationcarfinancingcheap / free mealetc.
Traditional Compensation
(Economic, external)
indirect compensation
direct compensation
Different Perspectives
Policy Method
Objective
Internal ConsistencyJob Analysis; Job Description; Job Appraisal; Internal Structure Efficiency
Opportunity
Legal、
External CompetitivenessMarket Definition; Market Survey; Policy; Compensation Standards
ContributionTenure-based; Performance-based; Performance-oriented; Award system
ManagementPlan; Budget; Communication; Appraisal
Pay Mode (G.T.Milkovich & J.M. Newman)
Pay for(cash income)
Basic salary/Post allowancePosition -based
Merit pay/Deferred bonusPerformance-based
Special contributionSpecial skillsPerson-based
Position1P
Position+Performance2P
Position+Performance+Person3PC
ash incom
e
Pay for 3P
Compensation System
Based on work Based on person
Skill AbilityKnowledge Experience
Responsibility Performance
Basic Types of Compensation System
Popular types of Compensation System
Position-basedSkill-basedTenure-basedPerformance-basedMixed Structure
CompetitionMotive
Economic
Fair
Legal
Principles of Compensation
Designing
Offset
Steps to Design Compensation System
Compensation Strategy
Job Analysis
Job Appraisal
Compensation Structure
Market Survey
Compensation Standard
Appraisal & Control
Clarify Organizational Strategy
Organizational Structure Design; Write Job Specification
Indentify Compensation Factors; Choose Job Appraisal Method
Draw Compensation Structure Line
Survey of District and Industry
Range and Number of Compensation Indentified
Appraisal; Cost Control, etc.
Operation Strategy & Compensation Strategy
Grow: investigate to grow.
Mature: keep profit and market.
Decline: gain profit and consider to other business field
to shape an aggressive and entrepreneurial management team: high salary + middle bonus
to award market and management skill: middle salary + middle bonus
to focus on cost control and avoid too much compensation.
Operation Strategy
Compensation Strategy
What to considerate when setting compensation strategy:
Short-term, long-term and strategy about objectives, returns, market share
Many aspects, e.g. management style, communication way, diversity of product and services, centralization decentralization and big changes in organization such as merger and acquisition.
E.g. learning to skills, performance, and success team work, etc.
Business:
Culture:
Staff:
Behavior encouraged by Compensation System
Labor market: External factors:
Features and needs of all kinds of
employees, and their expectations to compensation.
Target geographic district, industry or talent components and difficulty in recruiting and retaining key talents.
Current and future
economic and legal
conditions.
4 Foreign Compensation Packages
Base 50%
Benefits 17%
Options 17%
Bonus 17%
Base 70%
Benefits 20%
Options 4%
Bonus 6%
Performance-Driven
Market Match
4 Foreign Compensation Packages
Base 50%
Benefits 30%
Options 10%
Bonus 10%
Base 80%
Benefits 20%
Work-Life Balance
Security(Commitment)
Compensation Package of Top Management in American Public Company
Basic salary 38
%
Non-fixed(bonus) 26%
Stock option 36%
Compensation and Stock Holding of Top Management in China
Data from “ 榮正”咨询
President not hold stock - 63.66 %; GM not hold stock - 65.68 %;Secretary to president not hold stock - 75 %
Top Management in AmericaBasic salary: 32 % , Short-term
incentive: 17 % , Long-term incentive: 51 % ;
Top Management in SingaporeBasic salary: 53 %, Short-
term incentive: 14 %, Long-term incentives;
Top Management in ChinaBasic salary: 85 % , Short-term
incentive: 15 % , Long-term incentive: nearly 0%.Data from 韬睿咨询
Components of Compensation: Example for Compensation Structure
Compensation
Basic Compensation
Merit Compensation
Basic Salary
Allowance
Pay for position
Indentify Internal Grades According to Job Analysis & Job Appraisal
Purpose of Job Appraisal: use the factors with the information from job analysis to decide grades systematically.
OutputResponsibility & Influence of
Decision
Job Context
Input Skill
Knowledge Training
Work experience
Process Management
•Complexity•Headcount
Interpersonal relationship•Internal•External
Study & Analysis
Methods of Job Appraisal
Direct Sequence
Paired Comparison
Classified Matching
Market Price
Score
Factor Comparison
Hay’s
Scoring
Job classificationIndentify job componentsIndentify grades for each job componentIndentify the weight of job componentsCalculate total scores of components and jobsPut jobs into grades
Steps:
Decompose from job to develop a series of standard scale to compare jobs.
Collect & Analyze Market DataCollect & Analyze Market Data
ABC Company
$$$Market’s
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Pay (Monetary Value)
Relative Job Grades
Market Target Pay Line
Indentify & Adjust Market Compensation Curve
A Typical Compensation StructureA Typical Compensation Structure
$
Grades
Grades and Broad BendsGrades and Broad Bends
$
Grades
$
Broad Grades
$
Broad Bends
Maintenance of Compensation Structure
Review structure annually or bi-annually
Collect and analyze market data
Refine market target pay line
Merit increases
Determining individual salary increases
Pay actions based on job or status changes
Trends of Compensation Management
Turn fixed compensation cost to changeable performance bonus
Broader grades to adapt to flat organization
More emphasize on bonus to performance, productivity and ability
Focus on total cash and turn some into “risky” compensation
9. Labor Relations:Employment Contract and Labor Dispute Concept & Characteristics of Employment Contract
Types of Employment Contract
Conclusion, Modification and Termination of Employment Contract
Legal Liability for Violation of Employment Law
Concept & Characteristics of Labor Dispute
Types of Labor Dispute
Prevention and Settlement of Labor Dispute
Employment Contract
Contract which is about the labor relations between employees and employers, and definitions about the
rights and obligations of both parties.
Legal Characteristics of employment contract
劳动合同概述
1
2
3
The form of employment contract is an agreement
The content of employment contract is about the rights and obligations of labor
The subject of employment contract is the employee and the employer
The legal effect of employment contract
劳动合同概述
The employment contract signed according the law has legal effect. Such contract is the law between the two
parties which must be strictly abided by, otherwise will bear adverse legal consequences.
The types of employment contract
Secondment contract
Hiring contract
Employment contract
Retain one’s position with one’s salary suspended
contract
The types of employment contract
The conclusion and performance, modification, dissolution, and termination of the
employment contract
1
2
3
Conclusion and performance of the employment contract
Modification of the employment contract
Dissolution of the employment contract
4 Termination of the employment contract
1 Signature and performance of the employment contract
1
2
3
4
5
6
7
1. Essential terms of the employment contract
Terms of the employment contract
Job content
Labor protection and working conditions
Repayment
Labor discipline
Conditions for terminating the employment contract
Responsibilities for violating the employment contract
劳动合同的订立、履行、变更、解除与终止
Probationary period
Clauses for protecting business secrets
Career training
Any other matters upon agreement
1 Conclusion and performance of the employment contract
2. Agreed content of employment contract
1
2
3
4
变更、解除与终止
4. Invalid employment contract
Employment contracts that violate the provisions of the law or administrative decrees
Contracts that are concluded by deception or coercion
1 Conclusion and performance of the employment contract
3. Other situations about the conclusion of employment contract
1
2
2 Modification of the employment contract
劳动合同的订立、履行、变更、解除与终止
Modification of the content of the employment contract
The modification of the rights and obligations of
the parties
Modification of the parties of the employment contract
The employee or the employer in the employment contract appropriately modified the job of employees according
to good causes and the needs for production and the work.
3 Termination of the employment contract
Unilateral termination • The employee unilaterally terminate the employment contract• The employer unilaterally terminate the employment contract
• The situation in which the employer cannot dissolve the employment contract
Mutual termination through consultation
Type of termination
4 Termination of the employment contract
The expiration of the employment contract
The completion of the task which the employment contract agreed upon
The employee died, retired or resigned
The employer violated the labor regulations or policies
Those who enrolled in the national examination
Those who served for military
Conditions for termination
1
2
3
4
5
6
Legal liability for violating the employment contract
1
2
Administrative liability for violating the employment contract
Civil liability for violating the employment contract
3Criminal liability for violating the
employment contract
1 Administrative liability for violating the employment contract
违反劳动合同的法律责任
Administrative liability for violating the employment contract, on one hand refers to the administrative sanction
imposed by the state administrative management departments in accordance with the law to the enterprises, institutions, state
organs and organizations which violated the employment contracts.
On the other hand it refers to the administrative punishments imposed by the employer such as the enterprises, institutions, state organs and organizations in accordance with the law to the employee who violated the employment contract and the
directly liable person in the administrative management department, mainly including warning, demerits, serious demerits,
demotion, reduction of remuneration and dismissal, expulsion, etc..
2 Civil liability for violating the employment contract
违反劳动合同的法律责任
Civil liability for violating the employment contract, on one hand includes the economic sanction imposed by the state
administrative management departments or the judicial departments legally to the employers who violate the
employment contracts. On the other hand it includes the economic punishments imposed by the employer legally to the employee who violate the employment contract and the directly
liable person in the administrative management department, mainly including fines, compensation and liquidated damages,
reduction of wages, reduction of repayment, etc..
3 Criminal liability for violating the employment contract
违反劳动合同的法律责任
Criminal liability for violating the employment contract refers to the criminal penalties imposed by the judicial
departments, such as criminal detention, fines, fixed-term imprisonment, life imprisonment, death penalty, etc. once the
behaviors of employees or the legal representatives which violate the employment contract constitutes a crime.
Labor dispute
劳动争议处理概述
It refers to the disputes arising from the implementation of the labor laws and regulations, the fulfillment of the
employment contracts, the achievement of the labor rights and interests, and the fulfillment of the labor
obligations between the employees and the employers.
劳动争议处理概述
Among the two parties of the labor dispute, one is the employers, the other one is the employees who
have labor relationships with former one.
The content of labor disputes is based on the labor rights and obligations arising from the national labor laws and regulations and the employment contracts.
Characteristics of the labor dispute
Types of labor dispute
劳动争议处理概述
Dispute about the labor payment
Dispute about the labor insurance
Dispute about employee training
Dispute about termination of
the labor relationships
Dispute about the employment contract
Dispute about the labor protection
Dispute about the infringement against personal rights
Dispute about the restitution of house and payment
Types of labor dispute
Prevention of labor dispute
Prevention of labor dispute
Employer
EmployeeNational
management
1. Causes of labor dispute
2. Preventive measures
The treatment of labor dispute
劳动争议处理概述
1.Extent of the treatment labor disputeDisputes arising from expulsion, removal, dismissal of employees,
resignation and voluntary withdrawal.Disputes arising from the implementation of the national provision about
wages, insurance, welfare, training and labor protection.Disputes arising from the performance of the employment contract
Other labor disputes which should be accepted in accordance with the laws and regulations.
2. Form of the treatment about labor disputeMediation Arbitration Litigation
Negotiation
3. Participants of the treatment about labor disputeParties
Representatives of class labor disputeAgent
Third party
劳动争议处理概述
4.Proof and evidence collection in the settlement of labor disputesThree characteristics of the evidence of labor dispute:
Objectivity, relevance and legitimacyThe classification of labor dispute evidence
Burden of Proof
5. The legal basis for the settlement of labor disputesLaws on labor entities
Laws on labor procedures
6.Application for mandatory executionMust submit an application
Must submit an application to the competent Peoples CourtMust submit an application within the limitation for implementation
Must be effective legal documentsMust be the subject which can enjoy the right of labor entities
Must be the situation that the agents refuse to fulfill the obligations which the effective legal documents regulate
The treatment of labor dispute(cont.)