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國外著名hr咨詢公司hrm培訓(xùn)(參考版)

2024-12-26 13:52本頁面
  

【正文】 inter site providers ? Inter accessed globally, but only by those with access to and who use the technology ? Specialised sites available – graduates,engineers, puters ? Watch for cost, regular updating, on line sifting ? Advertising issues apply Handling Applications ? Information used to: ? Enable self selection ? Sift candidates ? CV ? Or ? Application form ? Develop image: ? Professional process ? Psychological contract ? Maintain interest ? Candidate as customer Selection ? The importance: ?It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more…. ? Smith amp。 agencies direct applications word of mouth open days inter other media Advertisements ? Can be internal, press – local, national, international, inter, professional journals , other ? Purpose – attract attention, create and maintain interest, stimulate action ? Content – anisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue application Criteria for Choosing a Recruitment Method ? Effectiveness ? Labour market issues ? Number of applicants ? Self selection ? Cost ? Time ? Confidentiality Headhunting ? Individuals are approached directly to checkout and stimulate interest in position ? Reasons for use: confidentiality very senior posts scarce skills obvious candidates raise interest and awareness in those that might not be actively seeking change ? Ethics Inter based Recruitment ? How? Through pany website。 development First line supervision Results orientation And monitoring the outes by RESULTS TRACKING Approaches to Culture Change (Bate) STEP 4 SUSTAINING THE DESIRED CULTURE Sustained achievement of objectives and internalisation of the ongoing change process. Approaches to Culture Change (Bate) Why People Resist Culture Change ? Selective perception ? Habit ? Security ? Economic ? Status and esteem Multicultural Organisations ? A culture that fosters and values diversity ? Pluralism as an acculturation process ? Full structural integration ? Full integration of informal works ? Absence of institutionalised cultural bias ? Minimum of intergroup conflict due to proactive management of diversity Changing Culture Culture Exit those who reject new culture Enter amp。 may conflict with espoused values and each other Culture Change ? Why change? Environment changes: ? Business – mergers, technology, market ? Government – laws, H amp。 goodwill amp。 normbased Taken for granted Invisible Preconscious Common Organisation Stories ? Can employees break the rules? ? Is the big boss human? ? Can the little person rise to the top? ? Will I get fired? ? How will the boss react to mistakes? ? Will the anisation help me when I have to move? ? How will the anisation deal with obstacles? CULTURE: Socialisation: learning prearrival: “preconception” metamorphosis: “absorb” security mitment productivity encounter: “provisional” (Hamp。 creations: Technology。 facilitate the learning process ? Emphasises renewal aspect and dynamic capabilities of the anisation ? Capacity of a firm to renew, adapt and augment its core petencies over time ? Successful anisations bine multiple modes of strategy making with high levels of petence and astute leadership with employee involvement in strategy making ResourceBased Theory of the Firm ResourceBased Theory amp。Social works define norms ? Internal context of firm influenced by social groups, interests, resources and micropolitics ? Different forms of anisation successful indifferent cultures ? Systemic perspective includes national culture, family, gender, social groups ? Strategy must be sensitive to these Systemic and HR ? HR policies and processes will have to reflect local culture ? Management style and strategies for motivation and mitment reflect local and national culture ? Critique – focuses on difference at the expense of similarity and crosscultural influences ResourceBased Theory of the Firm ? Places HR at heart of strategy ? Competitive advantage stems from strategic core petencies built up over time ? Recognises importance of leadership in building top team。 by government, law, international agreements ? Concept of flexibility important Processual – life is messy ? Concept of bounded rationality ? Subjective interpretation of data therefore strategy flawed and inplete ? We take the first best option – sufficing ? Organisations as coalitions – consensus by negotiation ? Minimum adaptation for survival rather than proactive change – spare capacity as buffer ? Strategy a forting ritual Processual and HRM ? HR policies evolving and reactive ? Soft HRM ? OD, best practice and development of internal petencies important ? Critique – lacks vision。s turbulent and global environment。 looks na239。 excellent etc ? Below standard performance can be used to generate development needs ? Can provide forum for the identification of new/changing petence requirements ? Can provide forum for setting acquisition of petence time scales ? Provides a clear and agreed framework for performance evaluation and discussion Appraisal Development ? Provides a framework for individual training needs ? No transfer problems as petence can only be demonstrated by on the job behaviours ? Development contributes directly to current performance ? Encourages a broad based approach to development activities ? Ensures line manager mitment to development ? Offers mo
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