1-6單元HRM專業(yè)英語(yǔ)課后答案LtD《人力資源管理專業(yè)英語(yǔ)》課后習(xí)題答案Unit1AnOverviewofHumanResourceManagementKEYTOEXERCISES(I)ThesuccessofSouthwestAirlinescomesfrommanagingpeopleeffectively,acombinationofanumberofimportantbutlessvisibleaspectsofoperations.Inthetraditional,the“HumanResourceManagement”werecalled“personnel”.Someemployeesattemptedtostartunionsforstrikeforimprovedconditionsbefore1900.Theimportanceofcollectivebargainingandunion/managementrelationsfollowingthelaborunions’risetopowerinthe1940sand1950sexpandedtheresponsibilitiesofthepersonnelareainmanyorganizations,especiallythoseinmanufacturing,utilities,andtransportation.Theyare“organizationalrestructuring”and“workforcediversity”.MuchoftheresponsibilityforsafetyhadbeensubcontractedtoBoeing,andNASA’ssafetyculturehadbecome‘reactive,complacentanddominatedbyunjustifiedoptimism,displayingnointerestinunderstandingaproblemanditsimplications’.Besides,theenormouscostmaybethegreatestculprits.Self-servicereferstogivingemployeescontrolofHRtransactions.Self-servicealsofitswiththechangingpsychologicalcontract—employeesareexpectedtotakegreaterresponsibilityfortheirowncareers.Self-serviceisbeingusedforawiderangeofHRservicesincludingtrainingcoursecatalogsandcourseenrollment,benefitsenrollmentandinquiries,andattitudesurveys.Thesedutiesinclude:Respectingpersonsandnotusingthemsolelyasmeanstoone’sownendsNotdoinganyharmTellingthetruthKeepingpromisesTreatingpeoplefairlyandnotwithoutdiscriminationNotdeprivingpeopleofbasicrights“Badapple”tellsaboutthatsomeindividualsaresimplypredisposedtobehaveunethicallyandshouldbeweededoutbytheselectionprocess.HRbenchmarkingistheprocessofcomparingone’sHRpracticeswiththoseofanotherfirm,particularlyacompetitor,asawaytooutperformthecompetition.anotherishavingaclearlyidentifiedHRplan.ThestepsintheHRplanningprocessareshowninFigure3.2.NoticethattheHRplanningprocessbeginswithconsideringtheorganizationalObjectivesandstrategies.ThenbothexternalandinternalassessmentsofHRneedsandsupplysourcesmustbedoneandforecastsdeveloped.Factorstoconsiderincludethecurrentlevelofemployeeknowledge,skills,andabilitiesinanorganizationandtheexpectedvacanciesresultingfromretirement,promotion,transfer,sickleave,ordischarge.Uppermanagementhasabetterviewofthehumanresourcedimensionsofbusinessdecisions.HRcostsmaybelowerbecausemanagementcananticipateimbalancesbeforetheybecomeunmanageableandexpensive.Moretimeisavailabletolocatetalentbecauseneedsareanticipatedandbeforetheactualstaffingisrequired.④Betteropportunitiesexisttoincludewomenandminoritygroupsinfuturegrowthplans.⑤Developmentofmanagerscanbebetterplanned.Attheheartofstrategicplanningistheknowledgegainedfromscanningtheexternalenvironmentforchanges.WorkforceCompositionandWorkPatterns;GovernmentInfluences;GeographicandCompetitiveConditions;EconomicConditions.AnalyzingthejobsthatwillneedtobedoneandtheskillsofpeoplecurrentlyavailabletodothemisthenextpartofHRplanning.Individualemployeedemographics;Individualcareerprogression;Individualperformancedate.Unit4JobAnalysisandDesignKEYTOEXERCISES(I)Jobdesignreceivesattentionforthreemajorreasons:jobdesigncaninfluenceperformanceincertainjobs,especiallythosewhereemployeemotivationcanmakeasubstantialdifference.Jobdesigncanaffectjobsatisfaction.Jobdesigncanimpactbothphysicalandmentalhealth.Theyarefivetypesofworksthatonefirminclude,andtheyare:Full-timeemployeesPart-timeemployeesIndependentcontractorsTemporaryworkersContingentworkersOneapproachfordesigningorredesigningjobsistosimplifythejobtasksandresponsibilities.Severalotherapproachesalsohavebeenusedaspartofjobdesign.Thereare:jobenlargementandjobenrichment;jobrotation;jobsharing.Thereareseveraladvantagestojobrotationwithonebeingthatitdevelopsanemployee’scapabilitiesfordoingseveraldifferentjobs.Whilejobdesignattemptstodevelopjobsthatfiteffectivelyintotheflowoftheorganizationwork,themorenarrowfocusofjobanalysiscentersonusingaformalsystemtogatherdateaboutwhatpeopledointheirjobs.Thepurposesofjobanalysisareasfollowing:WorkactivitiesandbehaviorsInteractionswithothersPerformancestandardsFinancialandbudgetingimpactMachinesandequipmentusedWorkingconditionSupervisiongivenandreceivedKnowledge,skills,andabilitiesneededThejobanalysisresponsibilitiesareincludetwotypicaldivisions,theyare:HRUNITCoordinatesjobanalysisWritesjobdescriptionsandspecificationsforreviewbymanagersPeriodicallyreviewsjobdescriptionsandspecificationsReviewsmanagerialinputtoensureaccuracyMayseekassistancefromoutsideexpertsfordifficultorunusualanalyses1)Task-basedjobanalysisisthemostcommonformandfocusesonthetasks,duties,andresponsibilitiesperformedinajob.Competenciesareindividualcapabilitiesthatcanbelinkedtoperformancebyindividualsorteams.2)Unlikethetraditionaltask-basedapproachtoanalyzingjobs,thecompetencyapproachconsidershowknowledgeandskillsareused.Unlikethetraditionaltask-basedjobanalysis,onepurposeofthecompetencyapproachistoinfluenceindividualandorganizationalbehaviorsinthefuture.Thecompetencyapproachmaybebroadlyfocusedonbehaviors,ratherthanjustontask,duties,andresponsibilities.Someofthemorecomprehensivecomprehensivecompetency-basedjobanalysiscomponentsmayextensivelyincludeknowledge,skills,abilities,andpersonalitycharacteristics.Therearefivemethodsofjobanalysis:Observation,WORKSAMPLING,EMPLOYEEDIAR/LOG,Interviewing,andQuestionnaires.Thetypicalareascoveredinajobanalysisquestionnaireare:DutiesandpercentageoftimespentoneachContactwithotherpeopleRegulardutiesSpecialdutiesperformedlessfrequentlyInternalcontactsExternalcontactsSupervisionPhysicaldimensionsSupervisiongiventoothersSupervisionreceivedfromothersPhysicaldemandsWorkingconditionsDecisionsmadeJobholdercharacteristicsRecordsandreportspreparedMaterialsandequipmentFinancial/budgetresponsibilitiesKnowledgeShillsAbilitiesTrainingneededO*netisadatabasecompiledbytheU.S.,butnotspecificallyajobanalysis.Unit6TheRecruitmentProcessKEYTOEXERCISES(I)Whatisrecruitment?Itisaprocessofsearchingforprospectiveemployeesandstimulatingthemtoapplyforjobsintheorganization.Whatisthedifferencebetweenrecruitmentandselection?Technicallyspeakingthefunctionofrecruitmentprecedestheselectionfunctionanditincludesonlyfinding，developingthesourcesofprospectiveemployeesandattractingthemtoapplyforjobsinanorganization，whereastheselectionistheprocessoffindingoutthemostsuitablecandidatetothejoboutofthecandidatesattracted.Formaldefinitionofrecruitmentwouldgiveclear-cutideaaboutthefunctionofrecruitment.Whataretheobjectivesofrecruitment?1)Toattractpeoplewithmulti-dimensionalskillsandexperiencesthatsuitthepresentandfutureorganizationalstrategies.2)Toinductoutsiderswithanewperspectivetoleadthecompany.3)Toinfusefreshbloodatalllevelsoftheorganization.4）Todevelopanorganizationalculturethatattractscompetentpeopletothecompany.5）Tosearchorheadhuntpeoplewhoseskillsfitthecompany’svalues6）Todevisemethodologiesforassessingpsychologicaltraits.7）Toseekoutnon-conventionaldevelopmentgroundsoftalent.8）Tosearchfortalentgloballyandnotjustwithinthecompany.9）Todesignentrysalarythatcompetesonqualitybutnotonquantum.10）Toanticipateandfindpeopleforpositionsthatdoesnotexistyet.Whatistherelationshipbetweenrecruitmentpolicyandpersonnelpolicyofthesameorganization?Recruitmentpolicyofanyorganizationisderivedfromthepersonnelpolicyofthesameorganization.Inotherwords,theformerisapartofthelatter.Whatarethemeritsofcentralizedrecruitment?1)Averagecostofrecruitmentpercandidate/unitshouldberelativelylessduetoeconomiesofscale.2)Itwouldhavemoreexpertiseavailabletoit.3）Itcanensurebroaduniformlyamonghumanresourcesofvariousunits/zonesinrespectofeducation,skill,knowledge,talentetc.4）Itwouldgenerallybeabovemalpractices,abuseofpowers,favourites,biasetc.5）Itwouldfacilitateinterchangeabilityofstaffamongvariousunits/zones.6）Itenablesthelinemanagersofvariousunitsandzonestoconcentrateontheiroperationalactivitiesbyrelievingthemfromtherecruitmentfunctions.7）Itenablestheorganizationstohavecentralizedselectionprocedures,promotionalandtransferprocedureetc.8）Itensuresthemosteffectiveandsuitableplacementtocandidates9）Itenablescentralizedtrainingprogramswhichfurtherbringsuniformityandminimizesaveragecostofstaff.Whatarethemeritsofdecentralizedrecruitment?1)Theunitconcernedconcentratesonlyonthosesources/placeswhereitnormallygetsthesuitablecandidates,Assuchthecostofrecruitmentwouldberelativelyless.2)Theunitgetsmostsuitablecandidatesasitiswellawareoftherequirementsofthejobsregardingcultural,traditional,familybackgroundaspects,localfactors,socialfactorsetc.3)Unitscanrecruitcandidatesasandwhentheyarerequiredwithoutanydelay.4)Theunitswouldenjoyfreedominfindingout,developingthesources,inselectingandemployingthetechniquestostimulatethecandidates.5)Theunitwouldrelativelyenjoyadvantageabouttheavailabilityofinformation,controlandfeedbackandvariousfunctions/processesofrecruitment.6)Theunitwouldenjoybetterfamiliarityandcontrolovertheemployeesitrecruitsratherthanonemployeesselectedbythecentralrecruitmentagency.Whatfactorscouldaffectrecruitment?Bothinternalandexternalfactorsaffectrecruitment.Theexternalfactorsincludesupplyofanddemandforhumanresources,employmentopportunitiesand/orunemploymentrate,labourmarketconditions,political,legalrequirementandgovernmentpolicies,socialfactors,informationsystemsetc.Theinternalfactorsincludethecompany’spaypackageincludingsalary,fringebenefitsandincentives,qualityofworklife,organizationalculture,careerplanningandgrowthopportunities,sizeofthecompany,company’sproduct/services,geographicalspreadofthecompany’soperationsviz.,local,nationalorglobal,company’sgrowthrate,roteofTradeUnionsandcostofrecruitment.Whataretheadvantagesanddisadvantagesofinternalrecruiting?Theadvantagesofinternalrecruitingarerecruitingcosts,motivationandfamiliarity.Thedisadvantagesofinternalrecruitingareinbreeding,EEOCriteriaandmoretraining.Whydoorganizationspreferinternalsources?1)Internalrecruitmentcanbeusedasatechniqueofmotivation.2)Moraleoftheemployeescanbeimproved.3)Suitabilityoftheinternalcandidatescanbejudgedbetterthantheexternalcandidatesas“knowndevilsarebetterthanunknownangels.”4)Loyalty,commitment,asenseofbelongingness,andsecurityofthepresentemployeescanbeenhanced.5)Employees’psychologicalneedscanbemetbyprovidinganopportunityforadvancement.6)Employees’economicneedsforpromotion,higherincomecanbesatisfied.7)Costofselectioncanbeminimized.8)Costoftraining,induction,orientation,periodofadaptabilitytotheorganizationcanbereduced.9)Tradeunionscanbesatisfied.10)Socialresponsibilitytowardsemployeesmaybedischarged.11)Stabilityofemploymentcanbeensured.10.Whatisthepurposeofaninterview?Thepurposeofaninterviewistogivetheselectorachancetoassessyouandforyoutodemonstrateyourabilitiesandpersonality.It’salsoanopportunityforyoutoassessthemandtomakesuretheorganizationandpositionarerightforyou.11.Howmanykindsofexecutivesearchfirmsarethere?Whatarethey?Two.Theyareretainerfirmsandcontingencyfirms.UNIT13EmployeeBenefitsandServicesKEYTOEXERCISES(I)Unlikepayforperformanceandotherincentiveplansbenefitsandservicesareavailabletoworksaslongastheyareemployedbyanorganization.incentivesintendedtomotivateemployees,butbenefitsandservices,cancreatemorefavorableattitudestowardsthebusiness,whichcanimprovecommitmentandorganizationalperformanceinthelongerterm.Benefitcanbedividedintothefollowingcategories:Pensionschemes(theyaregenerallyregardedasthemostimportantemployeebenefit;)Personalsecurity(Therearebenefitsthatenhancetheindividual’spersonalandfamilysecuritywithregardtoillness,health,accidentorlifeinsurance;)Financialassistance(Loans,housepurchaseschemes,relocationassistanceanddiscountsoncompanygoodsorservices;)Personalneeds(Entitlementsthatrecognizetheinterfacebetweenworkanddomesticneedsorresponsibilities.)3、1)Theyareunemploymentinsurance,socialsecurity,andworkers’compensation.2)Unemploymentinsuranceprovidesincomebenefitsforunemployedindividualsinspecificinstances.Workersareunemployedthroughnofaultoftheirownmustmeeteligibilityrequirementsoftheirstate.Socialsecurity:allindividualsareeligibleforMedicareattheageof65,regardlessofwhethertheyhaveretiredornot.ThegoalofthepensionportionoftheSocialSecuritysystemwastoprovideincometoretiredpeople.Workers’compensation:Employeeswhoincurexpensesasaresultofjob-relatedillnessesoraccidentsreceiveadegreeoffinancialprotectionfromworker’scompensationbenefits.4、1)Threemajorformsofinsuranceareinvolved:health,life,anddisabilityincomereplacement.2)Coveremployeeswhohaveaccidentsatworkthatleavethemunabletowork,temporarilyorpermanently,withpaymentssupplementingbenefitsformworkers’compensationandsocialsecurity.5、1)A401(k)planisadefinedcontributionretirementplanthatallowsworkerstosaveforretirementinaccountinequities,fixed-incomesecurities,andbonds.2)Process:Anemployeechoosestodeferaportionofhiscurrentpay,andinsteadsetsthatmoneyasideinaretirementaccount.Overthecourseiftheemployee’sworkingcareer,hiscontributionswillcontinuegoingintohisaccountonaregularbasis,allowinghimtotakeadvantageofdollar-coataveragingandhopefullyearnanadequateinvestmentreturn.Uponretirementemployeewillbeabletowithdrawformtheaccumulatedbalancetoprovidearevenuestream(tosupplementSocialSecurityandanyotherpensionbenefit).Atthattime,themoneywithdrawnwillbesubjecttoincometaxes.6、Inadefinedbenefitpensionplan,theemployeeuponretirementreceivesanannuity,afixedstreamofpayments.Thedefinedcontributionplansarethoseinwhichtheemployeragreestocontributeasumofmoney,basedonaformulaspecifiedwithintheplan,intoanindividualaccountforeachparticipant.2)7、1)Therehave:Childandeldercare;Wellnessprograms;FlexibleBenefitsPlansandReimbursementAccounts.2)Childandeldercare:Someorganizationsaretakingthisconceptastepfurtherandincludingeldercareaspartofthebenefitspackage.Wellnessprograms:Employersaresearchingforinnovativewaystocontrolhealthcarecosts,reduceabsenteeism,andimproveworkerproductivity.FlexibleBenefitsPlansandReimbursementAccounts:Withthecontinuedescalationinthecostofbenefitsandthediversityofthelaborforce.8、1)Aflexible(cafeteria)benefitsplanallowsemployeestochoosebetweentwoormoretypesofbenefits.Reimbursementaccountorflexiblespendingaccountsprovidefundsfromwhichemployeespayforexpensesnotcoveredbytheregularbenefitspackage.2)Fundscanbeallocatedforun-reimbursedhealthcare,childcare,andforelderlyordisabledrelatives.9、Tomanagethebenefitsprogrameffectively,certainstepsarenecessary.1)Step1.SetObjectivesandStrategyforBenefits.2)Step2.InvolveParticipants.3)Step3.CommunicateBenefits.4)Step4.MonitorCostsClosely.Unit14ManagingHumanResourcesinaForeignSubsidiaryKEYTOEXERCISES(I)1)Anenterprisethathasaninterlockingnetworkofsubsidiariesinseveralcountries.2)Inthe1950sand1960s,mostlargemultinationalcompaniesoperatingintheworldwereAmerican.Theyoperatedinaworldeconomyrelativelysalefromcompetitionfromfirmsofothernationalities.Inthe1970sanparticularlyinthe1980s,theworldofinternationalbusinessbecamefarmorecomplexandcompetitive.Inthe1990s,thenatureofinternationalbusinessistrulyglobalinnature,withitpossibleforaFrenchfirmtomanufactureaproductinFermateinaplantpartiallystaffedbyU.SandBelgiannationalsandwithmostoftheproductbeingsoldinBritain.TheroleofasubsidiaryHRmanageristodevelopHRpracticesthatare(1)acceptablewithinthelocalcultureand(2)acceptabletomanagementattheMNC’sheadquarters.Oneofourguidingprinciplesisthatourrestaurantsshouldalwaysbeareflectionofthecommunitiestheyserve-notonlytheindividualsweemployandthecultureandethnicityofthosecommunities,butalsotheemploymentpractices.Thebalancingofthesetworequirementsisadifficulttask.1)whethersubsidiaryHRmanagersarehome,hostorthirdcountrynationals,theybringtheirown“culturalbaggage,”whichmayaffecttheirabilitytoaccommodateculturaldifferencesinthehostworkforce.2)Employeesinasubsidiarymaycons