Theories and Methods of Employee Evaluation

1
Theories and Methods of Employee Evaluation

• I Introduction
• Concepts, HRM Orientation, Environment
• ???????????
• ??????????????

2
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.

3
Course Introduction

• Theories
• Psychology
• Management
• Application
• Statistics Software
• Economics
• Case Analysis Politics,Culture

4

• Distinctive human resources are firms' core
  competencies
• (the same to your adopted distinction )

5

• 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 Multi-national corporations

6
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

7
Lecture One The Introduction
8
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

9
What is Quality in employment?
10
?????

• ???????????????????????????????
• ???????????????????????
• ?????????????????????????????????

11
4,?????(?????????)
??
????
??
??
??
??
??
????
??
???? (?????????)
12
What is qulity evaluation?
13

Gary Dessler Professor of Management and
International Business College of Business
Administration Florida International University
14
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

15
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

16
Human Resource Practices
HR Planning
Company Performance

HR Planning Recruitment Selection TrainingDevelop
ment Compensation Performance Management
Employee Relations
 
17
Planning Workforce Diversity
18
Recruitment Shortage of Skilled
19

• How about it applies for HRM

20
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
21
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

22
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

23
The Changes Call for Careful Attention in
Society and Economy

• Economic Globalization
• Knowledge-based Society
• The Information Network
• Population Urbanization

24
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)

25
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

26
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
  ).

27
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

28
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.

29
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 Workers Cultures and
  Values
• (encountering clashes among values and
  sensations)
• Inequality among Employees
• (creating problems according to the complex
  compensation factors)

30
The Changes Call for Careful Attention in
Company Organization Forms

• Virtual Organizations and Dynamic Alliances will
  be Types of Future Business Organization
  (????????????????????)
• 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

31
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
• (???????????????????????????)
• Corporations consider various types that be
  regarded as the regular activities against such a
  background.

32
The Changes Call for Careful Attention in
Evaluation of Business Management

• Changes in Business Existing Fundamentals ????
  
• Changes in the Ultimate Source of Business
  Development ????
• Changes in Development Strategy ????
• Changes in Company Organization Forms
  ????
• Changes in Business Activities ????

33
Changes in Business Existing
Fundamentals
Fighting for Resources
Fighting for Markets
Building Competence
Worldwide Position
1950s
1990s
2010s
Year
Cost Reduction ??????
Gain Growth ??????
34
Changes in the Ultimate Source of Business
Development
Produce and Sale Products and Services ????? ????
??
Generates, Utilizes, and Transfer
Knowledge ???????????
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.
35
Globalization is the trend!
Nowadays the earth is just like a village.
36
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 (McDonalds 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 )

37

• 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
  

38
Originally primarily oriented
consideration

• Competing through high Competing by
  meeting Competing through
• performance work system
  stockholders needs
  globalization

Change employees and managers
work roles Integrate technology and social
systems
Provide a return to shareholders Develop
employees and create a positive work environment
Expand into foreign Markets Prepare employees
to work in foreign location
Business Competitiveness
39
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.

40
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

41
The Development of HRM

• Economic Man
• Social Man
• Cultural Man
• (Maslows human needs theory)

42
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 workers
  output can be maximized only through financial
  incentives.

43

• ????????????
• ??(???????) ??????,????,??????
• ???????????,????????????
• ?????????,?????????????,???????
• ???????????????,????????????
• ????,??????
• ?????,???,???,???,???????,?
• ??????????

44
Professor George Elton Mayo (1880-1949), the
organizer of Hawthorn Experiment

• from scientific management to human relations.

45
The Development of HRM

• Treating employees with dignity
  would both enhance employee satisfaction and
  enable the achievement of higher productivity.

46
????????????

• ???????????????
• ????????????????????????,???????????,?????????????
  ?
• ?????????????????????????????????????
• ????????????????,???????????????????????????
• ?????????????????????,??????????,?
  ???????????????????,???????????,????????????,???
  ??,????????,????????,????????,????????,???????
  ?,????????,????????,?????

47
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
  employees needs.

48
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.

49
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(???????). As a
  result, employees need job-specific product
  knowledge and basic learning skills to keep up
  with product development and design improvements.

50
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.

51
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.

52
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.

53

• Domestic International
  HRM

54
Domestic HRM

• Human resource planning
• Staffing
• Performance management
• Training and development
• Compensation and benefit
• Labor relations

55
International HRM

• The three broad HR activities
• Procurement(??), allocation(??), and
  utilization(??)
• 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 third-country nationals

56
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

57
Variables that Moderate Differences between
Domestic and Intl 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

58
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.

59

• Thank You Very Much!