工商管理专业英语 课程讲稿

授课题目（教学章、节或主题）：Unit 3 Human Resource Management

授课方式 课时
理论课√ 讨论课□ 实验课□ 习题课□ 其他□ 4
（请打√） 安排
教学要求（分掌握、熟悉、了解三个层次）：
To grasp the information of human resource management, intrinsically and extrinsically motivated
behaviour. To be familiar with performance analysis.

教学重点、难点及关键知识点：
Job analysis, HRM selection, performance appraisal, intrinsically and extrinsically motivated behaviour.

方法及手段：
Lectures and discussion.

教学基本内容（教学过程） 改进设想（教学过程）

Unit 3 Human Resource Management

Text A Human Resource Management

Undoubtedly, any organization’s success depends on how it manages its resources.

A firm’s resources propel it toward its goals, just as an engine propels an automobile
toward its destination. Many of an organization’s resources are nonhuman, such as
land, capital, and equipment. Although the management of these resources is very
important, a business cannot succeed without also managing its human resources
(i.e., its people) properly. Just as automobiles will not operate efficiently if they are
not driven by capable people, organizations will not operate successfully unless they
too are “driven” by capable people. People determine the
Organization’s objectives, and people run the operations that allow the organization
to reach its objectives.
Human resource management, focusing on the people aspect of management,
consists of practices that help the organization deal effectively with its people during
the various phases of the employment cycle: pre-selection, selection, and post-
selection.
The HRM pre-selection practices, which are human resource planning and job
analysis, lay the foundation for the other HRM practices. The organization must
decide what type of job openings will exist in the upcoming period and determine
what qualifications are necessary to perform these jobs. In other words, firms must
analyze and plan for their treatment of workers before they can carry out the
remaining HRM practices.
Human resource planning helps managers anticipate and meet changing needs
relating to the acquisition, deployment and utilization of its employees. The

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organization first maps out an overall plan (called a strategic plan). Then, through a
process called demand and supply forecasting, it estimates the number and types of
employees needed to carry out successfully its overall plan. Such information enables
a firm to plan its recruitment, selection, and training strategies. For example, let’s
say that a firm’s HR plan estimates that 15 additional engineers will be needed
during the next year. The firm typically hires recent engineering graduates to fill such
positions.Because these majors are in high demand, the firm decides to begin its
campus recruiting early in the academic year, before other companies can “snatch
away” the best candidates.
Job analysis is a systematic procedure of gathering, analyzing, and documenting
information about particular jobs. The analysis specifies what each worker does, the
work conditions, and the worker qualifications necessary to perform the job
successfully. Job analysis information is used to plan and coordinate nearly all HRM
practices, such as these: determining job qualifications for recruitment purposes,
choosing the most appropriate selection techniques, developing training programs,
helping to determine pay rates. For example, an organization may decide to use a
mechanical aptitude test to screen applicants because a job analysis indicated that the
nature of the work had recently changed and was now more demanding.
HRM selection practices are policies and procedures used by organizations to
staff their positions, which include recruiting applicants, assessing their
qualifications, and ultimately selecting those who are deemed to be the most
qualified.Organizations use recruitment to locate and attract job applicants for
particular positions. Organizations may recruit candidates internally or externally.
The aim of recruitment practices is to identify a suitable pool of applicants quickly,
cost efficiently,and legally. Selection involves assessing and choosing among job
candidates. To be effective, selection processes must be technically sound
(i.e.accurate) and legal.
In the post-selection phase, the organization develops HRM practices for
effectively managing people once they have “come through the door”. These
practices are designed to maximize the performance and satisfaction levels of a
firm’s employees by providing them with the necessary knowledge and skills to
perform their job and by creating conditions that will energize, direct, and facilitate
the employees’ efforts toward meeting the organization’s objectives.
Training and development are planned learning experiences that teach workers
how to perform their current or future jobs effectively. Training focuses on present
jobs, whereas development prepares employees for possible future jobs. Training and
development practices are designed to improve organizational performance by
enhancing the knowledge and skill levels of employees. Training and development is
an ongoing process, changes in technology and the environment, as well as in an
organization’s goals and strategies often require organizational members to learn new
techniques and ways of working.
Through the performance appraisal process, organizations measure the adequacy

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of their employees’ job performances and communicate these evaluations to them.
One aim of appraisal systems is to motivate employees to continue appropriate
behaviors and correct inappropriate ones. Management may also use performance
appraisals as tools for making HRM-related decisions, such as promotion, demotions,
discharges and pay raises.
On the basis of performance appraisals, managers distribute pay to employees.
By rewarding high-performing organizational members with pay raises, bonuses, and
the like, managers increase the likelihood that an organization’s most valued human
resources are motivated to continue their high levels of contribution to the
organization. Moreover, by linking pay to performance, high-performing employees
are more likely to stay with the organization, and managers are more likely to fill
positions that become open with highly talented individuals. Benefits, such as health
insurance or employee discounts, are important outcomes that employees receive by
virtue of their membership in an organization.
Last, but not least, labor relations encompass the steps that managers take to
develop and maintain good working relationship with the labor unions that may
represent their employees’ interests.
Managers must ensure that all these practices fit together and complement their
company’s structure and control system. For example, if managers decide to
decentralize authority and empower employees, they need to invest in training and
development to ensure that lower level employees have the knowledge and expertise
they need to make the decisions that top managers would make in a more centralized
structure.

Notes
1. Although the management of these resources is very important, a business cannot
succeed without also managing its human resources (i.e., its people) properly.
本句中，Although the management of these resources is very important是一个让步状语
从句，Although的意思是“尽管”、“虽然”。
注意：在英语中，从句中有although时，主句中不能再用连接词but,但可用副词yet,nevertheless等。请看下
例：
Although it was so cold, he went out without an overcoat.
天气虽然很冷，他没有穿大衣就出去了。
2. Just as automobiles will not operate efficiently if they are not driven by capable
people, organizations will not operate successfully unless they too are “driven” by
capable people.
本句中，Just as automobiles will not operate efficiently if they are not driven by
capable people 是一个比较状语从句，在该从句中，if they are not driven by capable people 是一个
条件状语从句，修饰 will not operate efficiently. unless they too are “driven” by capable
people也是一个条件状语从句，修饰 will not operate successfully.unless的意思是“如果不，除非”，等于if
not.请看下例：
I shall go there tomorrow unless I’m too busy.

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如果我不太忙，明天将到那儿去。
Unless he studies hard, he will never pass the examination.
他如果不努力学习，就永远不能考及格。
3. HRM selection practices are policies and procedures used by organizations to staff
their positions. which include recruiting applicants, assessing their qualifications, and
ultimately selecting those who are deemed to be the most qualified.
本句中，used by organizations to staff their positions是一个动词不定式短语，作定语，修饰和限定
policies and procedures,该短语也可以扩展为一个定语从句：which are used by organizations to
staff their positions. which include recruiting applicants, assessing their
qualifications,and ultimately selecting those who are deemed to be the most qualified
是一个非限定性定语从句，对policies and procedures作进一步补充说明。在该非限定性定语从句中， who are
deemed to be the most qualified是一个定语从句，修饰和限定 those。
4. These practices are designed to maximize the performance and satisfaction levels
of a firm’s employees by providing them with the necessary knowledge and skills to
perform their job and by creating conditions that will energize, direct, and facilitate
the employees’ efforts toward meeting the organization’s objectives.
本句中，to maximize the performance and satisfaction levels of a firm’s employees
是一个动词不定式短语，作目的状语，修饰谓语 are designed. by providing them with the necessary
knowledge and skills to perform their job and by creating conditions that will
energize,direct,and facilitate the employees\' efforts toward meeting the
organization’s objectives是方式状语，也修饰谓语。在该方式状语中，to perform their job是一个动词不定
式短语，作定语，修饰和限定 knowledge and skills, that will energize, direct, and facilitate the
employees\' efforts toward meeting the organization\'s objectives 是一个定语从句，修饰和限定
conditions。
5. By rewarding high-performing organizational members with pay raises,
bonuses,and the like,managers increase the likelihood that an organization’s most
valued human resources are motivated to continue their high levels of contribution to
the organization.
本 句 中 ， By rewarding high-performing organizational members with pay raises,
bonuses, and the like 是 方 式 状 语 ， 修 饰 谓 语 increase, that an organization’s most valued
human resources are motivated to continue their high levels of contribution to the
organization是一个同位语从句，作the likelihood的同位语，对其进行说明。to continue their high
levels of contribution to the organization 是 一 个 动 词 不 定 式 短 语 ， 作 目 的 状 语 ， 修 饰 谓 语 are
motivated.
6. Last, but not least, labor relations encompass the steps that managers take to
develop and maintain good working relationship with the labor unions that may
represent their employees’ interests.
本句中，that managers take是一个定语从句，修饰和限定 the steps, to develop and maintain
good working relationship with the labor unions 是一个动词不定式短语，作定语，也修饰和限定 the
steps. that may represent their employees’ interests 是一个定语从句，修饰和限定 the labor
unions.
7. For example, if managers decide to decentralize authority and empower

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employees, they need to invest in training and development to ensure that lower level
employees have the knowledge and expertise they need to make the decisions that
top managers would make in a more centralized structure.
本句中，if managers decide to decentralize authority and empower employees 是一个
条件状语从句， to ensure that lower level employees have the knowledge and expertise
they need to make the decisions that top managers would make in a more centralized
structure 是一个动词不定式短语，作目的状语，修饰谓语 need to invest.在该短语中，they need是一个定语从句，
修饰和限定 the knowledge and expertise,to make the decisions 是一个动词不定式短语，作定语，也修
饰 和 限 定 the knowledge and expertise.that top managers would make in a more
centralized structure 是一个定语从句，修饰和限定 the decisions.

Text B The Nature of Motivation

Even with the best strategy in place and an appropriate organizational
architecture, an organization will be effective only if its members are motivated to
perform at a high level. One reason why leading is such an important managerial
activity is that it entails ensuring that each member of an organization is motivated to
perform highly and help the organization achieve its goals. When managers are
effective, the outcome of the leading process is a highly motivated workforce.A key
challenge for managers of organizations both large and small is to encourage
employees to perform at a high level. Thus, it is important for us to understand what
motivation is, where it comes from, and why managers need to promote high levels
of it for an organization to be effective and achieve its goals.
Motivation may be defined as psychological forces that determine the direction
of a person’s behavior in an organization, a person’s level of effort, and a person’s
level of persistence in the face of obstacles.The direction of a person’s behavior
refers to the many possible behaviors that a person could engage in. For
example,employees at The Container Store know that they should do whatever is
required to meet a customer’s container needs and don’t have to ask permission to do
something out of the ordinary. Effort refers to how hard people work. Employees at
The Container Store exert high levels of effort to provide superior customer service.
Persistence refers to whether, when faced with roadblocks and obstacles, people keep
trying or give up. For example,when Hayden Tidwell, a salesperson at The Container
Store in Dallas couldn’t find a box in the store that would hold a customer’s
painting, rather than giving up and telling the customer he was sorry, he persisted
and made a custom-size box with cardboard and tape.
Motivation is so central to management because it explains why people behave
the way they do in organizations-why employees at The Container Store provide
such excellent customer service and enjoy doing so. Motivation also explains why a
waiter is polite or rude, and why a kindergarten teacher really tries to get children to
enjoy learning or just goes through the motions. It explains why some managers
themselves truly put their organizations’ best interests first whereas others are more

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concerned with maximizing their salaries, and why some workers put forth twice as
much effort as others.
Motivation can come from intrinsic sources. Intrinsically motivated behavior is
behavior that is performed for its own sake; the source of motivation is actually
performing the behavior, and motivation comes from doing the work itself. Many
managers are intrinsically motivated; they derive a sense of accomplishment and
achievement from helping their organization to achieve their goals and gain
competitive advantages. Jobs that are interesting and challenging are more likely to
lead intrinsic motivation than are jobs that are boring or do not make use of a
person’s skills and abilities. An elementary school teacher who really enjoys
teaching children, a computer programmer who loves solving programming
problems, and a commercial photographer who relishes taking creative photographs
are all intrinsically motivated. For these individuals, motivation comes from
performing their jobs whether it be teaching children, finding bugs in computer
programs, or taking pictures.
Extrinsically motivated behavior is behavior that is performed to acquire
material or social rewards or to avoid punishment; the source of motivation is the
consequences of the behavior, not the behavior itself. A car salesperson who is
motivated by the high salary and status that go along with the job, and a factory
worker who is motivated by the opportunity to earn a secure income are all
extrinsically motivated.Their motivation comes from the consequences they receive
as a result of their work behaviors.
People can be intrinsically motivated, extrinsically motivated, or both
intrinsically and extrinsically motivated. A top manager who derives a sense of
accomplishment and achievement from managing a large corporation and strives to
reach year-end targets to obtain a hefty bonus is both intrinsically and extrinsically
motivated. Similarly, a nurse who enjoys helping and taking care of patients and is
motivated by having a secure job with good benefits is both intrinsically and
extrinsically motivated.
Regardless of whether people are intrinsically or extrinsically motivated, they
join and are motivated to work in organizations to obtain certain outcomes. An
outcome is anything a person gets from a job or organization. Some outcomes, such
as autonomy, responsibility, a feeling of accomplishment, and the pleasure of doing
interesting or enjoyable work, result in intrinsically motivated behavior.Other
outcomes, such as pay, job security, benefits, and vacation time, result in
extrinsically motivated behavior.
Organizations hire people to obtain important inputs. An input is anything a
person contributes to the job or organization, such as time, effort, education,
experience,skills, knowledge,and actual work behaviors. Inputs such as these are
necessary for an organization to achieve its goals.Managers strive to motivate
members of an organization to contribute inputs that help the organization achieve its

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goals. How do manages do this? They ensure that members of an organization obtain
the outcomes they desire when they make valuable contributions to the organization.
Managers use outcomes to motivate people to contribute their inputs to the
organization. Giving people outcomes when they contribute inputs and perform well
aligns the interests of employees with the goals of the organization as a whole
because when employees do what is good for the organization, they personally
benefit. Managers seek to ensure that people are motivated to contribute important
inputs to the organization, that these inputs are put to good use or focused in the
direction of high performance, and that high performance results in workers
obtaining the outcomes they desire.

Reading Material Text Who Appraises Performance?

We have been assuming that managers or the supervisors of employees evaluate

performance. This is a pretty fair assumption, for supervisors are the most common
appraisers of performance; indeed each year, 70 million U.S. citizens have their job
performance appraised by their managers or supervisors. Performance appraisal is an
important part of most managers’ job duties. Managers are responsible for not only
motivating their subordinates to perform at a high level but also making many
decisions hinging on performance appraisals, such as pay raises or promotions.
·Self, Peers, Subordinates, and Clients.
When self-appraisals are used, managers supplement their evaluations with an
employee’s assessmentl6l of his or her own performance.Peer appraisals are
provided by an employee’s coworkers. Especially when subordinates work in groups
or teams, feedback from peer appraisals can motivate team members while providing
managers with important information for decision making. A growing number of
companies are having subordinates appraise their manager’s performance and
leadership as well. And sometimes customers or clients provide assessments of
employee performance in terms of responsiveness to customers and quality of
service. Although appraisals from each of these sources can be useful, managers need
to be aware of potential issues that may arise when they are used. Subordinates
sometimes may be inclined to inflate self-appraisals, especially if organizations are
downsizing and they are worried about their job security. Managers who are
appraised by their subordinates may fail to take needed but unpopular actions out of
fear that their subordinates will appraise them negatively.
·360-degree performance appraisals.
To improve motivation and performance, some organizations include 360-
degree appraisals and feedback in their performance appraisal systems, especially for
managers. In a 360-degree appraisal, a manager’s performance is appraised by a
variety of people, beginning with the manager’s self-appraisal and including peers or
co-workers, subordinates, superiors and sometimes even customers or clients. The

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manager receives feedback based on evaluations from these multiple sources.
The growing number of companies begins to use 360-degree appraisals and
feedback.A 360-degrec appraisal and feedback not always as clear-cuts as it might
seem. On the other hand, son subordinates try to get back at their bosses by giving
manage negative evaluations, especially when evaluations are anonymous (to
encourage honesty and openness). A top manger at CITIC indicated that he received
a highly negative appraisal from A subordinate who tried to smear him personally.
The manager was pretty sure that the evaluation came from a very poor performer.
On the other hand, some managers coach subordinates to give, even threaten
sanctions if they fail to give, positive evaluations.
Peers often are very knowledgeable about performance, but may be reluctant to
provide an accurate and negative appraisal of someone they like or a positive
appraisal of someone the dislike. At Baxter International, when peer appraisals were
used in the information technology unit,workers tended to provide each other with
uniformly positive evaluations because they knew the evaluations were going to be
used for pay raise decisions and the were not able to provide negative feedback
anonymously. Manager at Baxter continued conducting the peer appraisals but
decided to use them primarily for self-development activities and not for pay
decisions.
In addition, whenever peers, subordinates, or anyone else evaluates a worker’s
performance, managers must be sure that the evaluators are actually knowledgeable
about the performance dimensions being assessed. For example, subordinates should
not evaluate their supervisor’s decision making if they have little opportunity to
observe this dimension of performance.
These potential problems with 360-degree appraisals and feedback do not mean
that they are not useful. Rather they suggest that for 360-degree appraisals and
feedback to be effective,there has to be trust throughout an organization. More
generally, trust is a critical ingredient in any performance appraisal and feedback
procedure. In addition,research suggests that 360-degree appraisals should focus on
behaviors rather than traits or results, and that managers need to carefully select
appropriate raters. Moreover, appraisals tend to be more honest when made
anonymously and when raters have been trained in how to use 360-degree appraisal
forms.Additionally, managers need to think carefully about the extent to which 360-
degree appraisals are appropriate for certain jobs and be willing to modify any
system they implement when they become aware of unintended problems the
appraisal system is responsible for.
Even when 360-degree appraisals are used, it is sometimes difficult to design an
effective process by which subordinates’ feedback can be communicated to their
managers. Advances in information technology provide organizations with a
potential solution to this problem. For example, ImproveNow.com has on-line
questionnaires that subordinates can fill out to evaluate the performance of their

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managers and provide the managers with feedback. Each subordinate of a particular
manager completes the questionnaire on-line independently, all responses are
tabulated, and the manager is given specific feedback on behaviors in a variety of
areas such as rewarding good performance, looking out for the subordinates’ best
interest and being supportive, and having a vision for the future.
For example, Sonia Russomanno, a manager at Alliance Funding,a New Jersey
mortgage lending organization, received feedback from her nine subordinates on-line
from ImproveNow.She received an overall grade of B and specific feedback on a
variety of dimensions. This experience drove home to Russomanno the importance
of getting honest feedback from her subordinates and listening to it to improve her
performance as a manager. She has changed how she rewards her subordinates as a
result and plans on using this service in the future to see how she is doing.