HND人力资源管理报告

1.0 Introduction

Escape to the Wild is a successful company, which sells specialist clothing for outdoor leisure pursuits through mail order and through a small number of retail outlets. It is a privately owned company, which has been in business for over 15 years. Initially, the range of items available in its mail-order catalogue was extended and the company took over larger warehouse premises for stock and dispatch of goods. Four years ago, it opened its first retail outlet and, since then, constantly increased other outlets. Two years ago, it set up a website for customers to order goods online. As the business has expanded and become more complex, the workforce has increased from 20 to approaching 300. The need for more staff has been identified right across the company.

But managers recruit the staff they need. Salary administration is outsourced. And staff training is ad hoc. Mangers think they spend too much time on what they consider to be routine and administration issues. And the increasing number of employees has resulted in the finance section spending too much time on staff-related issues and they feel out of their depth. So Escape to the Wild need to create a human resource function.

The report is advising the managing director on the human resource function would be appropriate for the company. In the report, there have describe at least four activities that the function will undertake, the purpose of the activities and why they are important for helping the company to succeed. In addition, the report give the recommendations and reasons about the structure of the human resource function, include the number of staff should be employed in human resources, the roles they will undertake and their reporting lines. And explains the human resource responsibilities leave with line managers. Then is state the benefits for individual employees of the company having a human resource function.

2.0 Main body

2.1 Four Functions of the HR

Human resource management is concerned with the development and implementation of people strategies, which are integrated with corporate strategies and ensures that the culture, values and structure of the organization. Through a series of process for employees, mobilize the enthusiasm of the employees, play employees potential, create value for enterprises, to ensure the realization of organizational goals. Key functions of human resources management is human resources planning; recruitment, selection and induction; employee relations; pay and reward; job design and evaluation; training and development. Four functions that report suggest is recruitment, selection and induction; job design and evaluation; training and development; employee relations.

Recruitment, selection and induction, recruitment is through various information ways to attract talent, and according to certain standards choose job candidates, with plenty of quantity to satisfy the organization’s human resources need of process. Selection is select applicants from most likely to choose a job or organization effectively that the most appropriate personnel process. Induction is the candidates who own ability fit to the right position in company, at the same time, the process must be done fairly and lawfully. These function is allow the company to use the free managers from management tasks relevant recruitment, ensure a systematic approach to recruitment and a fair approach to recruitment, also continue to support need to more staff to support the expansion of the company. And these activities can display as formulate and send out application packs; make the advertisement; release the information online; or arrange selection meetings and other selection activities. In the case, the company is continuing to expand, and the need for more staff has been identified right across the company. Due to the increase in the number of employees, management employees was increased difficultly, so the company needs a special department to manage the employee’s recruitment, selection and induction. It can help the company

pick out the suitable employees and ensure that the company's human resources application is sufficient and high quality.

Job design and evaluation, job design is a according to organization and individual needs, to work contents, functions and working relationship, thus effectively designed to achieve the organization goals and meet the needs of individuals process. Job evaluation is according to certain job evaluation standard, to work the formal, the system of comparison and evaluation, also refers to measure a task or work for a group of relative value. Job design will help the company improvement and perfect of employee relations and motivate their enthusiasm, and evaluation can support fair employment practice and a fair policy about pay and reward. These activities include create common descriptions with employees about new jobs or current jobs, and arrange staff meeting to ensure job content, also can evaluate employees currently work performance. To the company, the managers also concerned about the inconsistencies in job descriptions, recruitment and selection practices and matters relating to employee pay and conditions. Companies need to have the job analysis and job design to employees, it will help employees responsibility and propitious to distinguish retain talent.

Training and development, training means organizations to adopt various ways on employees with plans of training, so as to promote organization efficiency and the realization of organizational goals. Development is broader in scope and concentrates on get a new ability beneficial in the present and future work. These functions help the company better training employees and retain the high quality employees, and then it can grow its own managers and from internal promoted employees, also can enable training to be more focused, systematic and directly related to business goals, and provide a strategic approach to training. These activities such as undertake training needs analysis and any training administration, provide training advice and guidance to employees and managers, also produce costed training plans, source training providers, and deliver in-house training. In the case, the managing director

has expressed his wish that the company take a more strategic approach to the way it recruits, trains and promotes its employees. It makes the company need to have employees training and development.

Employee relations refers to the company and employees, staff and employee relation, employee relations will to enterprise’s development potential strong impact, the enterprise should guide build positive work environment. Employee relations can attract and retain good employees, improve employee productivity, increasing staff to enterprise's loyalty, improve working morale, and promotes the company performance. Employee relations activities is the company should actively cultivate employee accordance degrees, strengthen and improve the employee relationship management, and fully respect employees' opinions and Suggestions, also need fair and impartial evaluation staff, and to let employees feel own value, then they can provide communication opportunities to staff. In the company, some employees are leaving, as they are feeling dissatisfied with what they see as an unfair approach to human resource issues. Company has to realize the employee relation is very important, and to establish good relations.

2.2 Factors and Effects on Choice of the HR Function

At present, the size of the company has approximately 300 employees, and there have a large cost rather than benefit to HR function. And the company’s growth rate is quickly, HR will be affected to expertise, such as recruitment, training and induction employees. And now, company’s decision making by managers, etc, although they complain about spent many time on HR activities, they may not be happy to have decision made by HR function, when they previous had independence power. Company has many problems in currently, such as administration, finance section spending too much time on staff-related issues and they feel out of their depth, and inconsistencies. HR function is helpful to solve the current problems and will show that HR function can add value to the company. The activities the managing director

would like to see addressed that is take a more strategic approach to the way it recruits, trains and promotes its employees. The current structure of the company will affect reporting lines for the HR function and how senior HR manager could be in the company, such as reporting to a director and to the managing director. Company’s HR function has to provide fair employment policies and procedures to all employees.

2.3 The Structure of the HR Function

The line manager is Finance Director, because the finance director has handles many HR queries, such as issues employment contracts and deals with requests for special paid leave. And manager director sometimes is the representative to decision making, therefore they would do not want to also do not like to have director line management for HR, it will weaken their rights. In addition, to the corporate management team, buy right of their knowledge of HR activities, wan to appoint and HR manager at the same level as themselves.

There have 3 people in the recruitment, selection and induction, each people manage aspect. And because of the job design and evaluation are difficult to manage, so it has 2 people to work respectively, so as the training and development, each have 2 people. Employee relations key is communication, and communication is needed time and method, so it has 4 people specializes in this.

2.4 The Roles and Responsibilities of the HR Function

HR manager is to develop an HR strategy, that including recruitment, selection and training, and help employees have development in work. They have to support the suggestions about recruitment, selection and training employees to line manager, and ensure the development of consistent HR policies and procedures. In addition, they have to make job design with employees and evaluate them.

Recruitment, selection and induction’s responsibility is to expanding the scope of the talent selection, and provide plenty of talents for the company’s operations. Make the n ew blood for the company; this is to transport enterprise innovation and development. Ensure company development of high quality required human resources. Recruitment is attracting different talents, selection is choosing the suitable and ability talent work into the company and induction is giving a reasonable position to talent.

Job design make the company to determine employee’s work purpose and scope, the degree and kind of responsibility permissions, the skills requires, and the change with the company updated timely. In addition, the company can evaluate the employees through some methods such as each month performance, test, or year-end assessment. It will improve employee’s enthusiasm, and ensure the high quality of employees, and be helpful for further expansion of the company.

Training’s responsibilities is improving employees' knowledge level, increase the staff's innovation ability. And department is arouse the enthusiasm of the employees,

and keep talents. These will cultivate excellent talents for the company, and improves the productivity; in addition, it can help the company enhancement company's core competitiveness and operating efficiency, so as to achieve the company’s organizational goals.

Employee relations emphasis is communication, it have to establish free communication and amity atmosphere, and help the company to realize management goals provide spiritual support and ideological dynamic. And things from various aspects make accurate response to the judge, also can enhance mutual understanding, and deepen feelings, especially helpful for understanding th e mind and employee’s psychological state. Communication is not only an important means of information transmission, or establishes good employee relation main ways, employee relation’s responsibilities is set up the communication platform to exchange the information.

2.5 The Human Resource Responsibilities leave with Line Managers. Line managers control the recruitment, selection and induction decision, their responsibilities is to le t the company has sufficient human resources. Line manager should allocated employees to do the recruitment, selection and induction of the work, and they have to make the rules to recruitment and selection, and then, they need make the decision about who can work in the company in the end. In addition, they have to distribute work to new employees.

To the job design and evaluation, line manager have to give employees distribution of work based on individual ability, and establish the methods that evaluate employees. And line managers have to give employees as much autonomy and control, and give employees a learning opportunity. In addition, they may let employees for their performance accomplish know fairly well, for example, competent and subordinate to conduct regular performance feedback interview, and establish channel allowing employees to their colleagues and clients about the evaluation. And allow employees

to decide the pace of work within the scope of certain. Also they can l et staff to responsible for complete work.

Training and development line manager have to training employees by themselves, and they have to make the training and development plan. Their responsibilities are reducing accidents and improve the quality of work, and to improve the staff overall quality. In addition, they have to reduce the company’s loss, and improve the ability of research and develop new products, also improve the management content. To the development, line manager should give the employees develop opportunities, and help them realize personal value.

To employees relations, line manager’s responsibilities is keep the company have a good employees relations, so they have to fair treatment and respect employees, and solve the problems to employees. Line managers need to continually communicate with employees so as to make the enterprises to formulate policies, rules and procedures can get the support, and need to subordinates consistently, to strengthen. And they can use some methods to promote employee relations, such as meeting, company internal publish, and conversation.

2.6 The Sustainable Development of the Company

Different levels of contribution of human resource management, administrative, advisory, policy and strategy formulation. The enterprise survival and the development of the core proposition is sustainable development. And this is based on organization’s concept basis, mission pursuit, core values and core capabilities. Also include company’s strategy and competition advantages. In addition, there are several aspects, objective basis, the market with the customer, customer loyalty, and create a unique value for customers. However, these are based on the employees’ core expertise and skills. And company’s sustainable development all based on human resource development and management system.

2.7 Employees’ Psychological Contract

The psychological contract came into being when a person entered an organization. This contract was different from written contract; it was implicit, dynamic and meant many things. And the contact was violations and how changing terms and conditions of employment. Psychological contact will have a positive or negative effect on the motivation and performance of individual employees.

2.8 The Benefits for Individual Employees of the Company having a HR Function.

Solve the concerns employees’inconsistencies in terms and conditions. In the case, some employees are leaving because of they are feeling dissatisfied with what they see as an unfair approach to human resource issues. If the company has HR function, it will help the company has a more systematic approach to the way it recruits, trains and promotes its employees, and make the company continue successful and profitable expansion.

Address the concerns individual managers have about inconsistencies in recruitment practices. In the case, the managers are the inconsistencies in job descriptions, recruitment and selection practices and matters relating to employee pay and conditions. HR function will help the employees understand work clearly, and have a stable pay policy. To the company, HR function makes it have a complete recruitment and selection practices, keep the employees high conditions, and fair employment practices.

Finance section should no longer manage administration issues that could be dealt with by a HR section. In the case, the increasing number of employees has resulted in the finance section spending too much time on staff-related issues and they feel out of their depth. If the company has a HR section, these staff-related issues may sole by

HR section, finance section could only manage the financial problems. It’s helpful to company have a clear and accurate financial information.

The other benefits including support relevant training opportunities for career development, and to the managers, they will feel have more time to manage, rather than feel out of their depth in HR administrative issues.

3.0 Conclusion

Escape to the Wild is a successful company, which sells specialist clothing for outdoor leisure pursuits through mail order and through a small number of retail outlets. With the development of the company, the employees have increased from 20 to approaching 300. But company has no dedicated human resource function. And the company exist some problems that is managers are the inconsistencies in job descriptions, recruitment and selection practices and matters relating to employee pay and conditions.

The report is about set a human resource section in Escape to the Wild. There have four functions in HR section to help the company to succeed, that is recruitment, selection and induction; job design and evaluation; training and development; employees relations. And then, the report given a new structure of the human resource function, and include the number of staff should be employed in human resources, the roles they will undertake and their reporting lines. It will make the company have a clear organization structure, and help company responsibility classification. And then, if the company having a HR functions, it’s helpful to address the concerns employees about terms and conditions, and managers about recruitment and practices, financial section should no longer feel ‘out of their depth’, and manager will have more time to manage. So, set a human resource section is required to Escape to the Wild.

4, 0 Reference

https://www.sodocs.net/doc/a017864595.html,/view/10537065783e0912a2162a7e.html https://www.sodocs.net/doc/a017864595.html,/view/9787.htm

https://www.sodocs.net/doc/a017864595.html,/view/141536.htm

https://www.sodocs.net/doc/a017864595.html,/view/296821.htm

hnd_人力资源管理outcome1

1. Human Resource Management was introduced as a term to reflect how organisations achieed the best from their employees. It was reconised that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. Human Resource Management refers to the practices and policies you need to carry out the personnel aspects of your management job, specifically, acquiring, training, appraising, rewarding, and providing a safe, ethical, and fair environment for your company’s employee s. 2. （1） Human resources management is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources management, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel-related tasks. a.Emerging of Personnel Management/Social justice Evolution of Personnel management started in 19th century. During the 19th century’s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The fist Trade Union Conference held in 1868. The personnel function arises from the work of nineteenth century social reformers. b.Grouth in PM 1914-1939/Human bureaucracy The exact growth of personnel management started during First World War. Include the supply of welfare officer made mandatory by government and the title labour manager or employment manager came in the year 1920 in engineering industry and other industries where the factories was very importanty to handle absence、recruitment and so on. Second world war increased the importance of having personnel department In the early twentieth century, personnel began to move away from its primary focus on welfare. This was a period in which large-scale industrial organisations began to emerge. Personnel as a specialism started to take shape, with responsibility to look at areas such as organisational design and staffing. Some social scientis ts’ studies promoted the development of PM. For examples: Frederick Taylor and Elton Mayo c.Consent by negotiation During the 1950s and 1960s, the personnel function widened its role in organisations to include a bargaining role. Industrial relations became a key personnel role. The statutory duty placed on nationalised industries required them to negotiate with unions representing employees. University courses began to appear for personnel specialists. Personnel management perform different function such as Collective bargaining role, Implementation of legislation role, Social conscience of the business role, Growing performance improvement role. d. Organisation and integration

HND人力资源管理导论Outcome

“Escape to Wild”是一家成功的公司，专门通过邮购和小型的零售专营店来销售户外休闲服饰。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 to Wild”开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 to Wild”公司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

2018年度人力资源状况分析报告

2018年度人力资源状况分析报告 为了更好地完善公司的人力资源制度改革，帮助公司人力资源管理走向规范化、标准化、职业化，通过有效管理，更大程度提升调动员工工作积极性。本次人力资源分析主要采用了问卷调查、员工行为观察、员工代表沟通交流、整理汇总历史资料等方法，通过这些方法基本清晰公司人力资源管理的现状，并对公司在人力资源管理各个环节中出现的问题进行了重点分析，形成了以下报告： 第一部分 公司的人力资源现状 一、 集团总部人力资源结构分析 (一) 集团总部现有员工119 人，其中，高层管理人员11人，占9.24%,中层人员 24人，占20.2%,基层84 人，占 70.6% (二) 不包括基层后勤辅助类岗位的总部员工现有107人，其中男、女比例如下 (三) 高层队伍结构分析 ◆ 高层队伍的年龄结构良好，平均年龄44岁，年富力强，学历结构较合理，全日制第一学历均在大专及以上，资质上有6人（占55%）持一级建造师证，职称上36%为高工，18%为中级，18%为助工，28%没有任何职称。 ◆ 高层队伍的结构缺陷主要是 ● 73%的高层是从事项目施工和项目管理出身，司龄10年以上，缺乏专业的企业管理方面的训练，在11名高层中只有2名是在2012年通过社会招聘引进的，有一定现代化企业管理经历。 ● 高层人员的职称和资质匹配度不足以应对企业发展需求 (四) 中层队伍结构分析 ◆ 中层队伍的平均年龄是38.7岁，年龄结构如下：

◆ 中层队伍的工龄结构分析：现有人员中54%是在2010年改制后通过社会招聘引进的，优势在于这批人即拥有一定的新知识和新技能，又有较好的工作经验，同时劣势是缺乏对建筑行业的认知。其余在改制前入职人员，其在中恒工作时间均超过10年，企业忠诚度较高，同时缺乏的是专业的职业化训练和素养。 ◆ 中层队伍的第一学历结构分析：本科占29%,大专占 46%，中专以及下占25%。通过函授或其它在职教育形式，90%大专及以下学历的员工有提升，获得大专及上学历，同时还有二名中层获取MBA 硕士学历。 ◆ 中层队伍的职称和资质结构分析：职称上8%为高工，13%为中级，17%为助工，62%还未获得任何职称。资质上有8位（33% ）中层获得一级建造师。缺陷是：职称和资质持有率太低，有待提升。 (五) 基层队伍结构分析 ◆ 基层队伍的平均年龄是30.6岁，具体占比如下： ◆ 基层队伍的第一学历结构如下： ◆ 基层队伍工龄结构分析

HND人力资源管理outcome1

Individual Report F84T 34 Managing People and Organisations Outcome 1 NAME: u SCN: CLASS：

Contents Introduction (2) Section 1: Relationship between goals, objectives and policies (2) Section 2: Differences between the formal and informal organization (3) Section 3: Open System Theory (3) Section 4: Different stakeholders (4) Section 5: Effective control strategy (5) Conclusion (6) Reference (6)

Introduction The purpose of the report is what to understand more fully the organization management. I learned company's departments’ work together in order to achieve the company's goals. This report has five sections which are relationship between goals, objectives and policies，differences between the formal and informal organization，open System Theory, different stakeholders and effective control strategy. Section 1: Relationship between goals, objectives and policies The relationship between goals, objectives and policy facilitates to the effective management. Goals and objectives provide the desired results, and the policy is guiding people how to do. Feasible policies can help the realization of the aims and objectives of better. Goals: Goals are long-term. Consumer goals are to provide to the customer the demand of consumers.Shangri-La Hotels maintain a high quality of customer service. This is the Shangri-la Hotel's consumer goals. Product goals are to provide customers with high quality product. Craig insisted on selecting the freshest fruits and vegetables this is the Shangri-la Hotel product goals. Service goals are to provide customers with high standards of service. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. This is the Shangri-la Hotel's service goals. Objectives: Objectives are short-term. Objectives are more specific than the goals; it can determine the specific direction. Objectives can help an organization determine a number of factors such as the time factor and the causal factors. The Shangri-la Hotel promises when customers need the waiter, waiter arrive within five minutes to the customer side. The Shangri-la Hotel maintained a 3-star Michelin chef. These are the Shangri-la Hotel's objectives. SMART make objectives more effective more efficient concrete. Kitchen staff training date is by May 1999. Waiting staff to attend table within 3 minutes.

人力资源管理工作个人建议

人力资源管理工作个人建议 以下是我个人在做人事工作中累积的工作经验及在考取人力资源管师二级证书的过程中在培训机构学习的总结，以示参考。 现代化的人力资源的管理工作对于公司稳步良好的发展是至关重要的，如果人力资源管理的工作做的不到位，会造成人员流动率高，员工工作满意度差，对薪酬不满，对工作没有热情，工作积极性不高，久而久之造成公司企业文化沉闷，死板，各扫门前雪的局面，从而阻碍公司发展，甚至造成经营亏损及倒闭。 人力资源规划流程步骤及要点：1，确定企业的战略及经营目标，并对外部经营环境 进行分析，预测企业未来发展状况。 2，提供企业内部基本人力资源信息，可从年龄，学历，人员分布状况各方面。 3,人力资源需求预测，结合企业战略经营目标，未来发展状况，从业务发展，过去 几年内人员流动情况，机构设置等方面预测为实现企业目标和满足企业更好发展所 需要的人员数量，类型及要求。 4，人力资源供给预测，即搞清楚企业内部现在的人力资源情况，对现在有人员要做 到人尽其才，才尽其用，还要考虑企业内部人员未来的调整状况做预测分析，岗位 调整或取消，调配或晋升等，要做好员工培训工作，员工的职业生涯设计，继任规 划等，这样使企业人员有持续性。 5.确定招聘需要，并实施招聘规划，需求预测的全部人数减去内部可提供的人力资 源数量，就等于需要向外部招聘的人数。 6与其它规划相协调，如财务规划，业务规划等。 7，制度建设完善，人本成本预算。 8，招聘风险评估，实施修正，评估及再应用。 对于在公司服务期满一年的优秀员工要给其做员工职业生涯规划，以留住人才。 员工职业发展规划流程：1,自我评价：员工对自己的能力，兴趣，爱好及职业发展 做出分析和评价. 2,组织评价：组织对员工个人能力兴趣，爱好等进行评估，有助于员工正确认自己 并了解自己在组织中的地位。 3, 提供信息：对组织内部可以提供的晋升机会，要公平的提供给每一位员工. 4,提供辅导：提供职业咨询辅导，双方要沟通协商，提供有利于员工发展的建议. 5,建立目标：管理层和员工共同协商为员工制定职业发展目标，只有确定目标，员 工才有发展方向. 6制定行动计划：落实目标的具体措施，不断的进行修正和评估。 招聘工作流程及要点： 1对需招聘的岗位进行工作分析，和部门主管沟通并确定其工作内容，目的，职责， 职能要求，确定岗位说明书。 2对需招聘的岗位进行胜任能力分析，建立岗位胜任模型，从个人能力，岗位能力， 组织环境因素三个方面对知识，技能，自我认知，社会角色，特征，动机进行分析。 3招聘策略的规划：时间，地点，人员的组成，渠道的选取，招聘方法的确定。 4招聘计划的制定，所要招聘的人数，面试地点，时间及到岗时间，及所需费用的

人力资源管理实务1

Assessment task 1 詻筱敉 Outcomes(s) covered 1 1 The definition of human resource management. Human resource management makes a clean sweep of all process about enterprise human resource economic activity, also maintaining a qualified workforce-human resource-in ways that contribute to organizational effectiveness. It use scientific way give the human resource combine with a certain material resources a reasonable training, organizing and distributing, make human resource and material resources keep a reasonable ratio. Thus can maximum achieve the object of the organization. Also it introduced as a term to reflect how organizations achieved the best from their employees, and recognized that the best way to compete in an ever-increasing worldwide market was to have highly motivated people. 2. (1) The difference of human resource management and personnel management. The terms personnel and human resource management are used inter-changeably by both organization and academics. ①The difference of manage concept Personal management is consider people as “tool”, tends to be bureaucratic, mechanistic and centralized with formally defined roles. But human resource considers people as “resource”, emphasize produce and develop. It focus on the commitment of employees; more organic, flexible and resourcecentred. ②The difference of manage method Personnel management is shorter-term and reactive, regarded as Marginalized management function. HRM takes a longer-term, proactive, strategic view, with the emphasis on helping the organization to achieve business success, regarded as Strategic management function. HRM is intergraded into line-management, rather than focused on specialist/professional roles. Also it focuses on the commitment of employees, rather than their compliance. Personnel functions tended to be bureaucratic, mechanistic and centralized, with formally defined roles. They are regarded as workforce-centered. Human resource management is more organic, flexible and resource-centered. ③The difference of manage content Personal management is recruitment new staff and fill the vacancy. In other ways, give approach people the approach work. Human resource not only has this function, but also responsible for plan the work and coordinate the relation of the work. (2) The evolution of personnel and human resource management. The first stage: social justice Evaluation of Personnel management started in 19th century. During the 1800?s governments began to feel pressure from the working class masses who started to question and defy the power of the aristocracy. This was called the social reform. The working class began to form workplace combinations and trade organizations to provide a collective voice for their rights. The first Trade Union Conference held in 1868. The personnel functionary arises from the work of nineteenth century social

HND人力资源管理 outcome4

Contents 1.0 Introduction 2.0 Findings 2.1 Current Organizational Structure 2.1.1 the Characteristic of Hierarchical Structures 2.1.2 Span of Control 2.1.3 Departmentalization 2.1.4 Communication Patterns 2.1.5 the Chain of Command 2.2 Future Organizational Structure 2.2.1 the Characteristic of Hierarchical Structures 2.2.2 Span of Control 2.2.3 Departmentalization 2.2.4 Communication Patterns 2.2.5 Chain of Demand 2.3 Contingency Approach that help determine the Future structure 2.3.1 Task 2.3.2 Technology 2.3.4 Size 2.4 Relationships 2.4.1 Line Relationship 2.4.2 Functional Relationship 2.4.3 Staff Relationship 2.4.4 Lateral Relationship 2.5 Authority, Responsibility and Delegation 3.0 Conclusion 4.0 Reference 1.0 Introduction

人力资源管理系统建议报告材料

人力资源管理建议报告 第一部分问题呈现 一、收入不公平、员工缺乏发展动力是公司目前暴露出来的两个重要的问题，并会制约公司的长远发展 （54.34%的员工认为目前人员缺乏发展动力，54.95%的员工认为分配制度不合理最可能制约公司未来的发展） 1. 没有根据员工的个人发展需要和组织的要求综合考虑人才的未来发展问题，人员缺乏发展动力； 2. 人浮于事，苦乐不均；有制度，没执行，存在人情关，公司的管理更倾向于“人治”； 3. 部门之间和员工之间存在责任推委现象，没有人敢于承担责任； 4. 存在部门本位主义，不能从组织的角度考虑问题，更多的是从各部门的角度考虑问题； 5. 经理层分工不尽合理，决策速度较慢； 6. 存在官本位思想 7. 其他 其中，收入的不公平感主要体现在三个方面：外部不公平、内部不公平和自我不公平。 自我公平：即同一企业中处于相同职位的员工获得的薪酬应与其付出成正比；与自已的付出相比，近七成的员工对目前收入水平不满意（55.25%）和很不满意（12.79%）。 结论：薪酬自我不公平，导致员工敬业精神弱化，工作积极性不高。 内部公平：即同一企业中，不同职务的员工获得的薪酬应正比于其各自对企业作出的贡献与公司其他人员相比，相当多的员工对目前收入水平不满意（44%）和很不满意（13%）。结论：薪酬内部不公平，造成员工不满意倾向增加。 外部公平：即同一行业、同一地区或同等规模的不同企业中类似职务的薪酬应基本相同（当然，对于公司现状，这种“不公平”无法改变）。与公司外部相比，57%的员工对目前收入水平不满意和18%的很不满意。 结论：薪酬外部不公平，造成人员流失的隐患，并且影响外部专业人才引进。 二、员工缺乏发展动力主要体现在两方面：无法得到职位的提升与岗位的最优配置，从而导致人不能尽其能，导致员工缺乏积极性和创造性

hnd人力资源管理outcome

h n d人力资源管理 o u t c o m e SANY GROUP system office room 【SANYUA16H-

Individual Report F84T 34 Managing People and Organisations Outcome 4 NAME: SCN: CLASS:

Contents Introduction (2) Section 1:The Structure at Present in Shangri-la Hotel (2) Section 2:An Appropriate Form of Re-Structure for Shangri-la Hotel (3) Section 3:The Influence of Task, Technology, and Size on the New Structure (5) Section 4: Line, Staff ,Functional and Lateral relationships within the New Structure (6) Section 5: Authority, Responsibility and Delegation within the New Structure (7) Conclusion (8) Reference (8)

Introduction The purpose of this report is to examine the understanding of management structure in the organization and its application. There are five sections in the report: management structure before merger; management structure after new development; contingency approach and its variables after merger; different relationships within the new structure; relevance of different relationships with new structure. Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff. Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken by the top management and the other levels implement the directions that top manager gives. In the case, Craig mainly used the centralized approach. For example, all his subordinates must follow the menu made by Craig. And Craig made decisions by himself and allocated tasks to kitchen staff and waiters. It should be a centralized approach. Decentralization means top manager delegates authorities to all levels of management. In the case, Ailsa used this decentralized

某公司人力资源管理诊断及改进建议报告_[全文]

北京金自天正智能控制股份有限公司人力资源管理诊断 及改进建议报告 导读 问题剖析 初步建议 人力资源规划 主要问题呈现 工作分析 招聘 考核 薪酬 培训 职业生涯规划 根源探究 金自天正于2002 年9 月上市。一个以提供工程技术服务为主业的企业能够获得这样的成功，技术人力的作用功不可没 成功的基石 技术先进 依靠一批技术专家使自动化院原有的技术积累得到释放 冶金自动化院在提出“进入国民经济主战场”的口号以后，在市场中积极进取、奋力拼搏，获得了较大的成 功，成为科研院所改制、参与市场竞争的一个成功典范。同时国家有关部委领导也给予了高度的肯定。 制度先进承包解放了生产力，是适合当时环境的、具有一定先进性的激励和分配制度品牌优势 在冶金行业里，金子天正所依赖的自动化院的品牌知名度很高 人力资源 金自天正拥有一批有实战经验的中层干部和团结敬业的基层员工 然而时至今日，企业的内部和外部环境已经发生改变，一些管理方面的问题暴露出来，成为公司获得更大成功的障碍 暴露出来的部分人力资源管理方面的问题 内外部环境已经发生改变 其他变化… 其他 市场已经发生改变，原有的技术优势 正在丧失… 市场 由提供工程技术服务向逐渐产品化的 方向过渡… 战略 从管理上必须尽快完成由科研院所向 上市公司的转化 企业

“想要招的人招不进来，不想要的人辞退不掉” 内部的人才储备和人才梯队没有建立起来 关键技术人才流失的现象比较严重 缺乏系统、科学、能够量化的考核体系 对于薪酬，部分员工不但“患寡”，而且“患不均” 士气不高，部分员工对未来感到迷茫 目前金自天正的人力资源管理职能比较薄弱，没有成为一个科学完整的体系，不足以为公司 未来发展提供充分的支持 规划不够系统和科学，缺乏工作分析 难以吸引所需要的人才 缺乏职业生涯规划，不能结合企业和个人发展 缺乏系统科学的考核体系，缺乏量化指标 培训受到重视不够，不系统 激励不足，存在不公正现象 培训 激励 工作规划 招聘 考核 职业生涯规划 力 战略 积 能 和 性 极 工 分 发 挥 员 充 员工认为：金自天正目前在人力资源管理方面最大的问题是一、缺乏能激励员工奋发向上的激励和分配制度，二、关键技术人员流失 4-351> ．您认为影响金自天正长远发展的人力资源管理风险来自哪些方面？（限选四项）1%

人力资源管理实务操作完全手册

第一章 人力资源部工作实务 1．小型企业人力资源部组织结构图 2．中型企业人力资源组织结构图 3．大型企业人力资源部组织结构图 4．集团公司人力资源部组织结构图 5．人力资源部周工作汇报表 6．工作分解表 7．人力资源部汇报关系与授权图 8．人力资源部业务沟通模式和内控模式 9．人力资源部职责分工表 10．当月人力资源情况汇总表 11．人力资源重要事项通报 12．某公司人力资源部年度重点工作计划表 第二章 组织与职位管理 1．小型通信企业组织结构图 2．中型软件开发企业组织结构图 3．中型家电企业子公司组织结构图 4．大型零售企业区域分公司组织结构图 5．大型房地产企业组织结构图 6．大型证券企业组织结构图 7．岗位分析调查问卷 8．工作分析访谈表 9．工作评价要素表 10．部门关键能力分析调查表 11．部门职位设置表 12．岗位设置分析表 13．职位位置组织结构图 人力资源管理 实务操作完全手册

14．任职资格学历——工作经验替代表 15．组织设计流程图 16．职位说明书编写流程图 17．组织结构调整流程图 18．岗位设置流程图 第三章人力资源规划 1．企业人力资源状况统计表 2．人力资源结构调整计划表 3．人力资源流动成本分析表 4．人力资源战略规划表 5．岗位编制计划表 6．组织调整申请表 7．岗位增编申请表 8．公司部门内部岗位调动调整表 9．人力资源规划操作流程图 10．人力资源计划制订流程图 11．人力资源预算管理流程图 第四章招聘管理 1．招聘流程图 2．招聘需求表 3．应聘人员登记表 4．面试通知书 5．面试评价表样例一 6．面试评价表样例二 7．电话面试记录表 8．结构化面试问卷样本 9．新员工试用期考核表 10．新员工试用期工作总结表 11．新员工试用期转正考核表 12．新员工提前转正申请表 13．猎头服务委托单 14．猎头服务效果评价表 15．内部人员竞聘申请表 16．外部招聘管理流程图

hnd人力资源管理outcome

Section 1:The Structure at Present in Shangri-la Hotel At present, flat structure is used in the management of the hotel. Hybrid management structure is used. Craig used the centralized and line approach to manage the restaurant .Ailsa used the decentralized and team approach to manage the hotel. In the hotel, all of the work was divided into four types according to different products or services: chambermaids, reception, kitchen staff and waiting staff.

Flat structure: it means that a business has few vertical level of management and a wide span of control. As a result, the relationship between manager and subordinate will be closed, the flow of information will be quick, and it will save administrative expenses. However, because of wide spans, the communication between the same level department and employees will be difficult. In the case, for example, in the kitchen, there were only two levels: Craig, the manager; kitchen staffs and waiters. Craig directly gave the subordinates their different tasks. So it was a flat structure. Centralization& Decentralization: the centralization means that the important decisions are taken the must tasks to top this After Ailsa used this approach. She divided all staffs in the hotel into several teams, such as the reception team managed by Antonio, the cleaning staff team, and the chambermaids team. Every team had their own specific work to do, and every team number involves in the management. So it was a team approach. Product or service: it means that the entire organization is divided into different departments according to the products or service supplied to customers. In the case, is was divided into four types: chambermaids, reception, kitchen staff and waiting staff. For example, in the management