Human Resource Management
A-Level Business Topic 2 10:25 English narration · English + 中文 subtitles burned in
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Transcript
Two factories.
两家工厂。
Same machines, same materials, same hours.
同样的机器，同样的原料，同样的工时。
One makes twice as much as the other.
可其中一家的产量是另一家的两倍。
The difference is not the equipment — it is the people.
差别不在设备，而在人。
Labour is the only resource that decides for itself how hard to work.
劳动力是唯一能自己决定要多努力的资源。
Managing that decision is what human resource management is for.
管理这个决定，正是人力资源管理存在的意义。
Today: what human resource management does.
今天我们来看：人力资源管理做什么。
Recruitment and training.
招聘与培训。
Measuring the workforce.
衡量员工队伍。
The motivation theories.
各种激励理论。
Financial and non-financial rewards.
经济与非经济奖励。
And management versus leadership.
以及管理与领导的区别。
Let's begin.
让我们开始吧。
Human resource management is the part of a business that looks after its people.
人力资源管理是企业中负责照管员工的部分。
It has three main jobs.
它主要有三项工作。
Workforce planning works out how many staff, and which skills, the firm will need in the future.
人力规划要算出企业未来需要多少员工、需要哪些技能。
Recruitment and selection means finding people to apply, then choosing the best.
招聘与甄选是先吸引人来应聘，再从中挑选最合适的人。
Training and development improves their skills now, and grows them for later.
培训与培养既提升他们当下的技能，也为将来培养他们。
Workforce planning looks at the firm's plans, then at the staff it already has, to find the gap.
人力规划先看企业的计划，再看现有员工，找出缺口。
That gap may be filled by hiring, by training, or by moving people.
这个缺口可以用招聘、培训或内部调岗来填上。
Selection also reads CVs, not only application forms, interviews, tests and group tasks.
甄选还要看简历，不只是申请表、面试、测试和小组任务。
Every job starts with two documents.
每个岗位都从两份文件开始。
A job description lists the title, the duties and the tasks.
职位描述列出职位名称、职责和任务。
A person specification lists the skills, qualifications and qualities the right person needs.
人员规格列出合适人选应具备的技能和素质。
Then the firm chooses where to look.
然后企业要决定去哪里找人。
Internal recruitment fills the job from inside: cheaper, faster, and the person is already known — but no new ideas arrive.
内部招聘从企业内部补缺：更便宜、更快，而且知根知底——但不会带来新想法。
External recruitment hires from outside: new skills and fresh thinking, but slower and dearer.
外部招聘从外部聘人：带来新技能和新思路，但更慢也更贵。
Then you select — application forms, interviews, tests, group tasks.
接着是甄选——申请表、面试、测试、小组任务。
There are three kinds of training to know.
有三种培训要记住。
Induction training is for new staff, so they learn how the firm works.
入职培训是给新员工的，让他们了解企业如何运作。
On-the-job training happens while doing the real job.
在岗培训是在做实际工作的过程中学习。
Off-the-job training takes the worker away — a course, or a college.
脱产培训则把员工带离工作岗位—— 去上课程，或去学校。
Training costs time and money, but it raises quality, productivity and motivation, and it keeps good people from leaving.
培训要花时间和金钱，但它能提高质量、生产率和积极性， 也能留住优秀的人。
Sometimes people leave, and the exam wants the difference.
有时员工必须离开，而考试要考的是二者的区别。
Redundancy is when the job itself is no longer needed — a machine replaced it, or the firm shrank.
裁员是指这个岗位本身不再需要了—— 被机器取代，或者企业缩减规模。
It is not the worker's fault.
这不是员工的过错。
Dismissal is when the worker is made to leave for poor work or bad behaviour — that is ending employment.
解雇是指员工因工作不力或行为不当而被迫离开。
Both sides have rights: the employer must obey the law on pay, safety and unfair dismissal; the employee must work as agreed.
双方都有权利： 雇主必须遵守关于工资、安全和不当解雇的法律；雇员必须按约定工作。
And businesses change constantly — new technology, new markets, restructuring.
而且企业时刻在变。
Managing change means planning it, explaining it, training people for new roles, and listening to their worries.
变革管理意味着事先规划、清楚解释、 为新岗位培训员工，并倾听他们的担忧。
Two numbers let a manager judge the workforce.
有两个数字能帮管理者判断员工队伍的状况。
Labour turnover is the percentage of staff who leave in a year: the number leaving, divided by the average number employed, times one hundred.
员工流失率是一年内离职员工的百分比： 离职人数除以平均雇用人数，再乘以一百。
High turnover is a warning sign — low pay, weak motivation, poor management — and it pushes up recruitment and training costs.
高流失率是一个警示信号—— 工资低、积极性差、管理不善——而且它会推高招聘和培训成本。
Labour productivity is the output made by each worker: total output divided by the number of employees.
劳动生产率是每位员工创造的产出：总产出除以员工人数。
Higher productivity means a lower cost per unit.
生产率越高，单位成本越低。
Higher labour productivity lowers the cost of each unit, so the firm can compete better.
更高的劳动生产率降低每件产品的成本，所以企业能更有竞争力。
The employer must also follow the law on working hours, not only on pay, safety and unfair dismissal.
雇主还必须遵守工时方面的法律，不只是工资、安全和不当解雇。
And the point of managing change is that staff accept the change instead of resisting it. That is why both of these numbers matter.
而变革管理的要点，是让员工接受变革，而不是抵制它。
Two quick calculations.
两道小计算。
A firm employs two hundred people on average, and thirty leave during the year.
某企业平均雇用两百人，一年中有三十人离职。
A team of eight workers makes two thousand four hundred units in a week.
另有一个八人小组，一周生产两千四百件产品。
Find the labour turnover, and the labour productivity.
求员工流失率和劳动生产率。
Pause here and try them.
先暂停，自己算一算。
Thirty leavers divided by two hundred employed, times one hundred, gives fifteen percent.
三十名离职者除以两百名雇员，再乘以一百，得到百分之十五。
Two thousand four hundred units divided by eight workers gives three hundred units per worker per week.
两千四百件除以八名工人，得到每人每周三百件。
Now the heart of the topic.
现在进入本专题的核心。
Motivation is the desire to work hard and do the job well.
激励是指努力工作、把事情做好的意愿。
Motivated staff produce more, and better; they take fewer days off, they stay longer, and they treat customers better.
有积极性的员工产出更多、质量更好；请假更少、留任更久，对顾客也更好。
So motivation is not a soft extra — it lowers costs and raises quality at the same time.
所以积极性不是可有可无的软性因素——它同时降低成本、提升质量。
Several thinkers explained what drives people.
有几位思想家解释过是什么在驱动人。
Taylor said money: pay a worker for each unit made — piece rate — and output rises.
泰勒说是钱：按件付酬——计件工资——产量就会上升。
That is scientific management.
这就是科学管理。
Mayo's human relations school found that people also work for attention, teamwork, and belonging to a group.
梅奥发现，人也为了受到关注、团队合作和归属感而工作。
McClelland said we are driven by three needs in different amounts: achievement, power, and affiliation.
麦克利兰说，我们被三种需求以不同比重驱动：成就、权力和归属。
And Vroom added expectancy: people work hard only if they believe the effort will really bring a reward they want.
而弗鲁姆提出了期望理论：只有当人相信努力真的会带来自己想要的回报时，才会努力。
Maslow's hierarchy of needs arranges them as a pyramid, and said we climb it from the bottom.
马斯洛把人的需求排成一座金字塔，并说我们从底部往上攀登。
First the physiological needs — food, water, rest — met by pay.
最底层是生理需求——食物、水、休息——由工资来满足。
Then safety: a secure job.
然后是安全需求：一份稳定的工作。
Then social needs: friendship, and belonging to a team.
再往上是社交需求：友谊，以及归属于一个团队。
Then esteem: respect and recognition.
再上是尊重需求：被尊重和被认可。
And at the top, self-actualisation, reaching your full potential.
最顶端是自我实现，充分发挥自己的潜能。
Meet the lower needs first, or the higher ones will not motivate at all.
先满足低层需求， 否则高层需求根本起不到激励作用。
Herzberg split the same question in two.
赫茨伯格把同一个问题一分为二。
Hygiene factors are things like pay, working conditions and company rules.
保健因素是指工资、工作条件和公司规章之类的东西。
Get them wrong and staff are unhappy — but fixing them only removes the unhappiness; it does not motivate.
做得不好，员工就会不满——但把它们改好，只是消除了不满，并不能带来激励。
Motivators are different: achievement, responsibility, recognition, interesting work.
激励因素则不同：成就、责任、认可、有趣的工作。
These give real, lasting motivation.
这些才带来真正持久的动力。
The lesson is sharp — paying more stops complaints, but it does not create drive.
结论很尖锐——加薪能止住抱怨，却造不出干劲。
Financial motivators are rewards paid in money.
经济激励是以钱支付的奖励。
Wages are paid by the hour or the week, often for manual work.
工资按小时或按周支付，常见于体力劳动。
A salary is a fixed yearly amount, paid monthly.
薪水是固定的年度金额，按月发放。
Piece rate pays for each unit made.
计件工资按生产的件数付酬。
Commission pays a share of what you sell.
佣金按你卖出的金额提成。
Then the ones tied to results: a bonus for good performance, profit sharing, and performance-related pay for hitting targets.
还有与结果挂钩的几种：绩效好发奖金、利润分享， 以及达标才有的绩效工资。
And fringe benefits — a company car, health care — which are not cash at all.
另外还有附加福利——公司配车、医疗保险——它们根本不是现金。
Non-financial motivators reward people by changing the work itself.
非经济激励通过改变工作本身来奖励员工。
Job enrichment gives more challenging tasks and real responsibility.
工作丰富化给予更有挑战性的任务和真正的责任。
Job rotation moves a worker between tasks, so the job stays interesting.
工作轮换让员工在不同任务之间轮转，使工作保持新鲜。
Job enlargement adds more tasks at the same level.
工作扩大化在同一层级上增加更多任务。
Empowerment lets staff make their own decisions about their work.
授权让员工自己决定与工作有关的事。
And teamworking organises people into teams with shared goals.
团队合作把员工组织成有共同目标的团队。
These cost little — and Herzberg would say they motivate far more than money.
这些花费很少—— 而按赫茨伯格的说法，它们比金钱更能激励人。
Management means getting work done through other people, to reach the firm's objectives.
管理是指通过他人把工作做成，从而实现企业的目标。
Fayol listed five functions: planning, setting the objectives; organising the people and resources; commanding, giving clear instructions; coordinating, so every part fits together; and controlling, checking results against the plan.
法约尔列出了五项职能： 计划，也就是设定目标；组织，也就是安排人员和资源；指挥，也就是下达清晰的指令； 协调，让各个部分配合一致；以及控制，把结果与计划对照并纠正偏差。
Mintzberg disagreed that it is so neat.
明茨伯格不认为管理这么整齐。
He said managers play ten roles in three groups — interpersonal, informational, and decisional — because real management is busy and varied.
他说管理者要扮演三大类共十种角色—— 人际、信息和决策——因为真实的管理既忙碌又多变。
Mintzberg's three groups are worth naming in full.
明茨伯格的三大类值得完整说出来。
Interpersonal roles mean working with people.
人际角色是与人共事。
Informational roles mean gathering and sharing information.
信息角色是收集和分享信息。
Decisional roles mean making the choices.
决策角色是做出选择。
Together they show that real management is busy and varied, not just Fayol's five neat functions sitting in a cycle.
合在一起说明，真实的管理既忙碌又多变，不只是法约尔那五个整齐的职能围成一圈。
Finally, leadership is not the same thing as management.
最后，领导与管理并不是一回事。
A manager plans, organises and controls the day-to-day work.
管理者负责计划、组织和控制日常工作。
A leader sets a vision, inspires people, and guides them through change.
领导者则提出愿景、激励他人，并带领大家渡过变革。
The best people do both.
最出色的人两者兼备。
Effective management matters because it raises productivity, keeps good staff, helps the firm adapt, and turns plans into real results.
有效的管理之所以重要，是因为它提高生产率、留住优秀员工、 帮助企业适应变化，并把计划变成真实的成果。
And leaders differ in how they lead.
领导之间的差别，还在于领导的方式。
Three styles, and the exam wants you to match one to a situation.
三种风格，考试要你把其中一种和具体情境对上。
An autocratic leader decides alone and tells staff what to do.
专制型领导独自做决定，然后告诉员工去做什么。
Decisions are fast, and that suits a crisis, or a workforce that is new or unskilled, or anywhere safety demands a single voice.
决策很快，这适合危机时刻、适合新手或技能不足的团队， 也适合任何必须只有一个声音才安全的场合。
The cost is that nobody is consulted, so good ideas are missed and morale can sink.
代价是没有人被征求意见，所以好点子被漏掉，士气也可能低落。
A democratic leader consults the team and shares the decision.
民主型领导会征求团队意见，共同做决定。
You get better ideas and much stronger commitment, because people helped choose — but it takes time, which is exactly what you do not have in an emergency.
你能得到更好的主意，也能得到强得多的投入，因为大家参与了选择—— 但这需要时间，而时间恰恰是紧急情况下最缺的。
And a laissez-faire leader sets the goal and then steps back, leaving the team to work out how.
放任型领导则是定下目标就退到一边，让团队自己想办法。
With skilled, self-motivated experts — designers, researchers, doctors — that is the style that gets the best from them.
面对技能高、自我驱动的专家——设计师、研究人员、医生—— 这种风格最能把他们的水平发挥出来。
With an inexperienced team it drifts, because nobody is giving direction.
面对没有经验的团队，它就会失控，因为没有人给方向。
Here is the sentence that earns the evaluation mark: no style is best in itself.
下面这句话能拿到评价分：没有哪一种风格本身就是最好的。
The right style depends on the task, on how skilled the staff are, and on how much time there is.
合适的风格，取决于任务、员工的技能水平，以及你有多少时间。
Three marks students give away.
三个学生白白丢掉的分。
First, calculate labour turnover and labour productivity correctly, then say what the number means — high turnover raises recruitment and training costs.
第一，正确计算员工流失率和劳动生产率， 并说出这个数字意味着什么——高流失率会抬高招聘和培训成本。
Second, link a theory to a method: Maslow to needs, Herzberg to hygiene versus motivators, Taylor to pay.
第二，把理论与方法对应起来：马斯洛对应需求，赫茨伯格对应保健因素与激励因素， 泰勒对应报酬。
Third, split motivators into financial and non-financial before you evaluate.
第三，评价之前先把激励措施分成经济与非经济两类。
Get these right, and this topic is yours.
把这些做对，这个专题就是你的了。