human resource management instructor: prof. gu qinxuan antai college of economics & management...

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

Critical Incident

Method based on competency analysis

Functional job analysis

Job InformationThe purpose of the job

Responsibilities and duties

Relationships

Procedures

Performance standards

Authorities & obligations

Context

Knowledge, skills, experience, personalities required

Job Description

Job summary

Duties and tasks

Organization Structure Chart

Knowledge, skills, experience, personalities required

HR Functions

Organizational Management

Interview

Questionnaire

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

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

Ability

Experience

Implicit Factors

Attitude

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

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

Self-image

Knowledge

Social Role

Personality/Motivation

OnionCompetency Model

Emotional Quotient (EQ)Knowledge

Social Role:

Self-image

Personality

Motivation

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

Very satisfying

Satisfying

Average

Unsatisfying

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

• 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

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

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.

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

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

Strength:

Weakness:

Strategic Goal

Enterprise KPI

Department KPI

Position KPI

Enterprise KRA

Department KRA

PositionKRA

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?

Learning & Growth

To achieve our expectation, how should we change and improve?

CustomerTo achieve our expectation, what should we show to customers?

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

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

Luo,Chen

Chen, 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

•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

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

Plateau Phenomenon in Learning

1st training

2nd training

3rd training

4th training

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

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

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

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

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

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

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

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

.. ... .

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

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

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. 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

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

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.

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

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

Legal liability for violating the employment contract

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

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

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.

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

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

Employer

EmployeeNational

management

1. Causes of labor dispute

2. Preventive measures

The treatment of labor dispute

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

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.)

human resource management instructor: prof. gu qinxuan antai college of economics & management...

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