Download I Introduction

Theories and Methods of
Employee Evaluation
I Introduction:
Concepts, HRM Orientation,
Environment
人员测评理论和方法概述:
概念、人力资源管理动向和环境
Something about this subject
(Our objectives)
 EV is the linking of HRM with strategic goals and objectives in order to
improve business performance and develop organizational cultures that
foster innovation and flexibility.
 EV is the pattern of planned human resource deployment and activities
intended to enable an organization to achieve its goals.
 EV is for the integration and adaptation. Its concern is to ensure that: (1)
human resources (HR) management is fully integrated with the strategy
and the strategic needs of the firm; (2) HR policies cohere both across
policy areas and across hierarchies; and (3) HR practices are adjusted,
accepted, and used by line managers and employees as part of their
everyday work.
Course Introduction
Theories:
Psychology
Management
 Application
Statistics Software
Economics
 Case Analysis: Politics,Culture

Distinctive human
resources are
firms' core
competencies
(the same to your adopted
distinction )
Case Analysis without
imaginary formation

All the corporations that are taken are existed
contemporarily with demonstration on the applications

All the case figures that are taken make the operation
which are of differing internal and external environments
on current practices and development

Most of the case could be strictly classified into the Multinational corporations
Participator Works

The research papers are unnecessary for clinical students
except for your academic degree

Your Personal Resume according to the normal formation
in Chinese & English edition(in duplication)

Your letter of applying a working or studying position
according to the normal formation in Chinese & English
edition (in duplication)

The self-developmental design which is compulsory work
should be organized logically and realistically
Lecture One
The Introduction
Outlines
I
Introduction
II
Three changes stream to globalization
III Global Market: What is Effective HRM
IV The Development of HRM
V
The High-Performance Work System Challenge
VI Domestic & International
What is
Quality in
employment?
素质的概念
字典上：素即本色、白色；质指性质、本质；
素质指事物本来的性质和特点。
心理学：指人的神经系统和感觉器官上的先
天的特点。
本书：将素质定义为个体完成一定活动与任
务所具备的基本条件和基本特点。
4，素质的构成（德、才、学、识、体）
身体素质
体质
体力
精力
素质
文化
心理素质
品德
智能
其他个性 （性格、气质、兴
趣等）
What is qulity
evaluation?

Gary Dessler
Professor of Management and
International Business
College of Business
Administration
Florida International University
Introduction
“Quality evaluation is the process of acquiring,
training, appraising, and compensating employees,
and attending to their labor relations, health and
safety, and family concerns”
---Gary Dessler
Introduction (out of date)
“Quality evaluation refers to the policies, practices,
and systems that evaluates employees’ behavior,
attitudes, and performance.”
----R. A. Noe
J. R. Hollenbeck
B. Gerhart
P. M. Wright
Human Resource Practices
Company Performance
HR Planning
Recruitment
Selection
Training&Development
Compensation
Performance Management
Employee Relations
Planning : Workforce Diversity
Recruitment: Shortage of Skilled
How about it applies for HRM:
HR function is in transition from an administrative
function to a strategic business partnership.
Human Resource Management is being transformed
from a specialized, stand-alone function
to a broad corporate competency
Human resource managers that be defined broadly
build partnerships to gain competitive advantage
and achieve overall business goals.
The reasons are being explored as below
Everything gone with the wind is more than a
vicissitude, which today is no more than a dream
remembered in the quarters of security,peace and eternity.
Margaret Mitchell :《Gone with wind》
Everything Changes Call for…..
The Changes Call for
Careful Attention in Society and Economy
The Changes Call for
Careful Attention in Company Organization Forms
The Changes Call for
Careful Attention in Business Management
The Changes Call for Careful
Attention in Society and Economy
Economic Globalization
 Knowledge-based Society
 The Information Network
 Population Urbanization

Economy Globalization

Change the Frontier of Market Competition
(facing challenges of unprecedented global intensity)

Detect the Subtle Differences among World Markets
(engaging in creative thinking about new corporate competitiveness)

Recognize the Differences between Cultures & Ethnicities
(specializing in vision and unique skills on cultures and ethnicities)
Economy Globalization

Share Resource World-wide
(sharing and respecting the localism and a global perspective )

Scale Economy at the Global Level with Flexible
Response at Local Level
( Guaranteeing the local advantages around globe and
Meeting the needs of various regions)
Attention: cliché of thinking globally and acting locally
Knowledge-based Society

The Society will be a Learning Society
(more people are engaged in the production, spread,
application of knowledge)

The Effect of Knowledge Worker in Corporation Increase
(knowledge becomes the source of the competitive advantage)

The Ability of Knowledge Management are key to
Success (develop the originality and innovation of the employees and
how to turn knowledge into intellectual and management capital)

Continuous changes are Strategic Weapons of a
corporation (the new mode of information communication brings about
changes in business restructuring and policies toward human resource ).
The Information Network

Gradual Disappearance of Physical Distances
bridging of the geographical gaps between businesses and ndividuals
overcoming geographical borders and limitations
fast-pacing development in technology dramatically raises
productivity and reduces trade cost
The Information Network

Reassign Internal Power within Corporation
posing significant challenges to the mode of business management
altering the internal power structure of flexibility

Redefine Work Time and Mode
enhancing the perception of the significance of in creating and
applying these technologies.
Population Urbanization

Surplus Labor Moves from Rural Areas to Towns and
Cities
(undergoing inevitably in lower level of urbanization nations)

Diversity of Employees
( differing in educational background and arising in issues of
management)

Deal with Clashes among Worker’s Cultures and Values
(encountering clashes among values and sensations)

Inequality among Employees
(creating problems according to the complex compensation factors)
The Changes Call for Careful Attention in
Company Organization Forms

Virtual Organizations and Dynamic Alliances will be
Types of Future Business Organization
(虚拟组织、动态联盟将成为未来新的组织形态)

Future competition between corporations no longer focuses on
technology itself but on how to apply the technology

Corporations focus on core technology and competence with applying
HRM as the main channel of setting up all these, in unity with
extensive core competence exert the optimally added value
The Changes Call for Careful Attention in
Company Organization Forms

Business Outsourcing, Mergers and Acquisition, and
Strategic Alliances will become Regular Activities in
Future Company Activities
(业务外包、联合、兼并、分立将成为企业经营中的经常性活动)

Corporations consider various types that be regarded as the regular
activities against such a background.
The Changes Call for Careful Attention in
Evaluation of Business Management

Changes in Business Existing Fundamentals 生存基础

Changes in the Ultimate Source of Business Development 发展源泉

Changes in Development Strategy

Changes in Company Organization Forms

Changes in Business Activities
发展战略
活动内容
组织形态
Changes in Business Existing Fundamentals
Fighting for Resources
Year
Fighting for Markets
1950s
Building Competence
Worldwide Position
1990s
2010s
Cost Reduction
Gain Growth
成本削减战略
收益增长战略
Changes in the Ultimate Source of Business
Development
Produce and Sale
Products and Services
产品与服务
的生产与销售
Generates, Utilizes,
and Transfer Knowledge
知识的创造、应用与转移
Creativity which is determined by free time and space makes the vital means of
communication establish mutual trust and mutual learning.
On-the-spot and continuous learning that are no longer regarded as an “extra-loads
or “special awards” become the vital means for whom the goal of
working is no longer merely to survive but to live and achieve.
Globalization is the trend!
Nowadays the earth is just like a village.
Signs of globalization

Beginning to lose their national identities with procedures are
integrated and coordinated on a worldwide basis
(cars and airplanes)

Investing & occupying or bankrupting & withering aboard and
domestically (McDonald’s 30,000 restaurants over 120 countries)
 Millions of people live abroad working for multinational
corporations
(Gulf countries have more foreign-born workers than native population)

Global standards and regulations for trade and commerce,
finance, products, and services are emerging
(Financial markets are open 24 hours )
A single marketplace has been created by

Advanced competitiveness of global corporations

Enhanced telecommunications by technology
Spreading free-trade among nations
Raised consumption of energy sources
Accessed unity within politics, finance and culture
Shared productions of the latest creativity




Originally & primarily oriented consideration
Competing through high
Competing by meeting
Competing through
performance work system
stockholders’ needs
globalization
Change employees’
and managers’ work
roles
Provide a return to
shareholders
Expand into foreign
Markets
Develop employees
and create a positive
work environment
Prepare employees
to work in foreign
location
Integrate technology
and social systems
Business Competitiveness
Strategic success in the Global Market:
Effective HRM

Survival depending upon the necessary abilities competes
globally, in contrast to undergo domestically

The abilities depending upon the quality & level of HRM
operates the ultimate key to success strategies

SHRM referring to the linking of human resource
management with strategic goals and objectives in order to
improve business performance and develop organizational
cultures that foster innovation and flexibility.
The Development of HRM


In the 20th century, two dominant themes which are Efficiency
and economies of scale
In the 21st century, the replacement by new values which are
teamwork over individualism, global markets over domestic
ones, and customer-driven focus over short-run profit
Only fluid, flexible, highly adaptive organizations
will thrive in the fast-paced global economy
The Development of HRM
Economic
Man
Social Man
Cultural Man
(Maslow’s human needs theory)
The Founder of Modern Scientific Management:
Fredrick Winslow Taylor (1856-1915)
Frederick Taylor:
Scientific Management
Economic Man : a worker is
motivated primarily by
economic gain and that a
worker’s output can be
maximized only through
financial incentives.
经济人假设与荀子的性恶论
懒惰(尽可能逃避工作); 没有雄心壮志，不负责任，宁可让人领
导
个人目标与组织目标矛盾，达到组织目标须靠外力管制
缺乏理智、不能自制，易受他人影响;少数能克制自己,应负起管
理责任
目标是满足基本的生理及安全需要，选择经济上获利最大事去
做
“人之性恶，其善者伪也。”
“若夫目好色，耳好声，口好味，心好利，骨体肤理
好愉逸，是
皆生于人之情性者也。”
Professor George Elton
Mayo (1880-1949), the
organizer of Hawthorn
Experiment
from
scientific management to
human relations.
The Development of HRM

Treating employees with dignity would both enhance
employee satisfaction and enable the achievement of higher
productivity.
社会人假设与孟子的性善论
 交往的需要是人们行为的主要动机
 专业化分工和机械化使劳动本身失去了许多内在的含义，也使人失去了工作的动
力，应从工作的社会意义上寻求安慰
 工人之间的关系所形成的影响力比管理部门所采取的管理措施和奖励具有更大的
影响
 应满足工人归属、交往和友谊的需要，工人的效率随着管理人员满足他们社会需
要程度的增加而提高
“人皆有不忍人之心。……所以谓人皆有不忍人之心者，令人乍见
孺子将入于井，皆有怵惕恻隐之心——非所以内交于孺子之父母也，非
所以要誉于乡党朋友也，非恶其声而怨也。由是观之，无恻隐之心，非
人也；无羞恶之心，非人也；无辞让之心，非人也；无是非之心，非人
也。恻隐之心，仁之端也；羞恶之心，义之端也；辞让之心，礼之端也；
是非之心，智之端也。
The Development of HRM
 The
emerging trend of the human resource approach,
through which organizations benefit in two significant
ways:
an increase in organizational effectiveness and the
satisfaction of each employee’s needs.
The High-Performance Work System
Challenge

The challenge that companies face is how to integrate
technology and structure to gain a competitive advantage--that is, competing through high-performance work
systems.
High-Performance Work System Challenges: Change
in Employees’ Work Roles and Skill Requirements

New technology causes changes in basic-skill requirements and
work roles and often results in combination jobs.
For example, computer-integrated manufacturing uses robots and
computers to automate the manufacturing process. As a result, laborers,
material handlers, operator-assemblers, and maintenance jobs may be merged
into one position.

Technology is often a means to achieve product diversification and
customization(多样性和专用性). As a result, employees need jobspecific product knowledge and basic learning skills to keep up
with product development and design improvements.
High-Performance Work System Challenge:
Increase in the use of teams to perform work

One of the most popular methods of increasing employee
responsibility and control is work teams. Work teams involve
employees with various skills, who interact to assemble a product
or provide a service. Work teams frequently assume many of the
activities usually reserved for managers, also perform inspection
and quality-control activities.
High-Performance Work System Challenge:
Changes in the Nature of Managerial work

To gain the maximum benefit from the introduction of new
technology in the workplace, managers must be able to
move away from the “military model” of management,
which emphasizes controlling, planning, and coordinating
activities, and instead focus on creating work conditions
that facilitate employee creativity and innovation.
High-Performance Work System Challenge:
Changes in Company structure


The traditional design of companies emphasizes efficiency,
decision making by managers, and dissemination of
information from the top of the company to lower levels.
However, this structure will not be effective in the work
environment of the next decade, in which personal
computers will give employees immediate access to
information needed to complete customer orders or modify
product lines.
Domestic & International HRM
Domestic HRM
 Human
resource planning
 Staffing
 Performance management
 Training and development
 Compensation and benefit
 Labor relations
International HRM

The three broad HR activities:
Procurement(获得), allocation（分配）, and utilization（运用）

The three national categories in IHRM activities:
host country, home country and other countries

The three types of employees:
host-country nationals, parent-country nationals, and thirdcountry nationals
Six Factors differentiating international
from domestic






More HR activities
The need for a broader perspective
More involvement in employees’ personal lives
Changes in emphasis as the workforce mix of expatriates and local
varies
Risk exposure( Coca – Cola in India)
More external influences
Variables that Moderate Differences
between Domestic and Int’l HRM





The cultural environment
Industry type
Reliance of the multinational on its home-country domestic market
Attitudes of senior management to international organization
operations
Expanding the role of HRM in international firms
HRM Problems for the
Transnational/Global Corporation
Cultural Constraints: Cultural differences can impact the
selection, training and development, performance appraisal,
compensation and benefit, labor relations, and other functions of
HRM.
Management Processes: Many management activities can be
influenced by variances in cultural values and practices.
Thank You Very
Much!