福建江夏学院
2011 至 2012 学年第 二 学期
实 验 报 告
实验课程： 人力资源管理专业英语 专业： 人力资源管理本科 班级： 组别： 执笔人：
工商管理系
Managers and HR Professionals at Sands
Corporation:Friends or Foes?
Sands
Corporation is a medium-sized company that manufactures
specialized computer equipments used in cars, serving as a subcontractor toseveral automobile manufactures as well as to the military. Federal contractsare an important part of Sands’ total sales. In 1965 the firm had 130employees. And the personnel department had a full-time director (a highschool graduate) and a part-time clerk. The department was responsible formaintaining files, placing recruitment ads in the newspaper at management’srequest, processing employment applications and payroll, answering phones,and handling other routine administrative tasks. Managers and supervisorswere responsible for most personnel matters, including who to hire, promote,fire and train.
Today Sands employs 700 people. Personnel, now called the human
resources department, has a full-time director with a master’s degree inindustrial relations, three specialists ( with appropriate college degrees andcertifications: one in compensation, one in staffing, and one in training anddevelopment), and four personnel assistants. Sands’ top management believesthat a strong HR department with a highly qualified staff can do a better jobof handling most personnel matters than line supervisors can. It is alsoconvinced that a good HR department can keep line managers frominadvertently creating costly legal problems. One of Sands’ competitorsrecently lost a $5 million sex discrimination suit, which ahs onlystrengthened Sands’ resolve to maintain a strong HR department.
Some of the key responsibilities the company assigns to its HR departmentare:
(1) Hiring The HR department approves all ads, screens all applicants, tests and interviews candidates, and so forth. Line supervisors are given a limited list of candidates ( usually no more than three ) per position from which to choose.
(2) Workforce diversity The HR department ensures that the composition O Ands’ workforce meets the government’s diversity guidelines for federalcontractors.
(3) Compensation The HR department sets the pay range for each job based on its own compensation studies and survey data of salaries at similar
companies. The department must approve all pay decisions.
(4) Employee appraisal The HR department requires all supervisors to complete annual appraisal forms on their subordinates. The department
scrutinizes these appraisals of employees’ performance closely; it is notuncommon for supervisors to be called on the carpet to justify performanceratings that are unusually high or low.
(5) Training The HR department conducts several training programs for employees, including programs in improving human relations, quality management, and the use of computer packages.
(6) Attitude surveys The HR department conducts an in-depth attitude survey of all employees each year, asking them how they feel about various facets of their job, such as satisfaction with supervisor and working conditions.
Over the past few weeks several supervisors have complained to top
executives that the Hr department has taken away many of their management fights. Some of their gripes are:
(1) The HR department ranks applicants based on test scores or otherformal criteria (for example, years of experience). Often the peoplethey pick do not fit well in the department and /or do not get alongwith the supervisor and co-workers.
(2) Excellent performers are leaving because the HR department willnot approve pay raises exceeding a fixed limit for the job title held,even when a person is able to perform duties beyond those specifiedin the job description.
(3) It takes so long to process the paperwork to hire new employees thatthe unit loses good candidates to competitors.
(4) Much of the training required of employees is not focused on thejob itself. These “pre-packaged standardized” programs wastevaluable employee time and provide few benefits to the company.(5) Supervisors are afraid to be truthful in their performance ratings forfear of being investigated by the HR department.
(6) Attitude survey data are broken down by department. The HRdepartment then scrutinizes departments with low scores. Somesupervisors feel that the attitude survey has become a popularitycontest that penalizes managers who are willing to make necessary(but unpopular) decisions.
The HR department director rejects all of these accusations, arguing that
supervisors “just want to do things their way, not taking into account what isbest for the company.”
Questions:
1. What seems to be the main source of conflict between supervisors and theHR department at Sands Corporation?
2. Do you believe that managers should be given more autonomy to makepersonnel decisions such as hiring, appraising, and compensatingsubordinates? If so, what are some potential drawbacks to granting them thisauthority?
3. How should Sands’ top executives deal with the complaints expressed bysupervisors? How should the director of the HR department deal with thesituation?
HRM Case Study Report
1. Item
Managers and HR Professionals at Sands Corporation: Friends or Foes?
2. Purpose
2.1 Grasping the basic functions of HR professionals
2.2 Knowing the roles of HR professionals in today’s changing world
2.3 Realizing the importance of cooperation between the HR department andline managers in HRM
3. Process
3.1 Giving the reading material
3.2 Reading
3.3 Group division3.4 Discussion
3.5 Writing a study report
4、Group Members
5、Analysis & Conclusion
*注：
1.本注释不是正文的部分，只是本式样的说明解释；
2．标题编号方法应采用分级阿拉伯数字编号方法，第一级为“1”、“2”、“3”等，第二级为“2.1”、“2.2”、“2.3”等，第三级
为“2.2.1”、“2.2.2”、“2.2.3”等，但分级阿拉伯数字的编号一般不超过四级，两级之间用下角圆点隔开，每一级的末尾不加标点，编号与标题内容间空一个汉字空格，标题应顶格。
3. 一级标题为小三号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后各0.5行间距；
4. 二级标题为四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
5. 三级以下标题为小四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
6. 三级以上时可以先使用⑴⑵⑶……后①②③……编制小标题，格式按同正文；
7. 正文在标题下另起段不空行，为小四号，中文用宋体，英文用Times New Roman体，缩放、间距、位置标准，无左右缩进，首行缩进2字符（两个汉字），无悬挂式缩进，段前、段后间距无，行间距为1.25倍多倍行距；
8. 强行分页时请用插入分页符换页；
9. 正文中表格与插图的字体一律用5号楷体；表格用三线表；10. 页眉用五号，中文用楷体，英文用Times New Roman体。
福建江夏学院
2011 至 2012 学年第 二 学期
实 验 报 告
实验课程： 人力资源管理专业英语 专业： 人力资源管理本科 班级： 组别： 执笔人：
工商管理系
Automated Hiring
“It’s wonderful!” says Linda Prince, an HR administrator with Procter & Gamble. She was referring to the use of an interactive voice response (IVR) system for hiring. An IVR system incorporates a toll-free phone number that candidates may call anytime from anywhere. Usually, a toll-free listing is published in a local newspaper and a Touch-Tone phone is required. The IVR system presents automated questions and can screen candidates based on
experience, availability, and match with characteristics needed for the job and with the organization’s culture. If the candidate answers the automated screening questions satisfactorily, the IVR program can schedule an in-personal interview.
P &G used an IVR system to search for production technicians for a manufacturing plant. The company set criteria so callers could disqualify themselves. Candidates who had been convicted of a felony, did not have a high school diploma or its equivalent, declined to rotate shifts, or rejected the starting salary were disqualified. Those who passed the initial screening took an automated skills test. Candidates who passed that test were scheduled for a face-to-face interview. Ms Prince’s assessment is that the IVR system provided more opportunity to job candidates because the phone lines were rarely busy and were accessible 24 hours a day, seven days a week. Also, the system may have been more effective than human beings at quickly screening out inappropriate applicants and saving the cost of further processing for those candidates.
Questions:
1.Do you agree that an IVR system provides job candidates with moreopportunity and may be more efficient than human beings at screening outinappropriate candidates?
2. In what circumstances do you think IVR should or should not be used? Forexample, is it appropriate if you manage a small business and need to hiretwo people?
HRM Case Study Report
1. Item
Automated Hiring
2. Purpose
2.1 Grasping the basic recruiting methods
2.2 Knowing some new types of methods in today’s changing environment2.3 Comparing the advantages and disadvantages of several differentrecruiting methods
3. Process
3.1 Giving the reading material3.2 Reading
3.3 Group division3.4 Discussion
3.5 Writing a study report
4、Group Members
5、Analysis & ConclusionAnswers:
1. Yes, I agree . Because the phone lines were rarely busy and were
accessible 24 hours a day, seven days a week.
2. I think IVR should be used when you need to hire many people and IVRshould not be used if you just want to hire very few people . For example , itis not appropriate if you manage a small business and need to hire twopeople.
*注：
1.本注释不是正文的部分，只是本式样的说明解释；
2．标题编号方法应采用分级阿拉伯数字编号方法，第一级为“1”、“2”、“3”等，第二级为“2.1”、“2.2”、“2.3”等，第三级
为“2.2.1”、“2.2.2”、“2.2.3”等，但分级阿拉伯数字的编号一般不超过四级，两级之间用下角圆点隔开，每一级的末尾不加标点，编号与标题内容间空一个汉字空格，标题应顶格。
3. 一级标题为小三号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后各0.5行间距；
4. 二级标题为四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
5. 三级以下标题为小四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
6. 三级以上时可以先使用⑴⑵⑶……后①②③……编制小标题，格式按同正文；
7. 正文在标题下另起段不空行，为小四号，中文用宋体，英文用Times New Roman体，缩放、间距、位置标准，无左右缩进，首行缩进2字符（两个汉字），无悬挂式缩进，段前、段后间距无，行间距为1.25倍多倍行距；
8. 强行分页时请用插入分页符换页；
9. 正文中表格与插图的字体一律用5号楷体；表格用三线表；10. 页眉用五号，中文用楷体，英文用Times New Roman体。
福建江夏学院
2011 至 2012 学年第 二 学期
实 验 报 告
实验课程： 人力资源管理专业英语 专业： 人力资源管理本科 班级： 组别： 执笔人：
工商管理系
Building a Better Carrot
--- Companies Struggle to Make Their Bonus Plans
More Effective
Navigant Consulting Inc., a Chicago-based management consultancy, is the product of more than 25 acquisitions over six years. No wonder that, until recently, its short-term incentive-pay system was seriously flawed. There was no consistent method of rewarding performance.
“It was difficult to manage so many disparate incentive tools,” says Julie Howard, vice president and human-capital officer. “It was a mess.”
So last summer Navigant redesigned the system. Its short-term cash bonus plan now consists of two basic elements: Incentive pay for Navigant’s 400 senior professionals is based largely on the company’s performance, while its 800 consulting and administrative staff are rewarded primarily according to individual performance.
It’s too soon to tell fully what effect the change has had, though already the company is seeing reduced attrition. The hopes that the new incentive plan will help the $244 million (in sales) company recover from two straight years of losses. “People are very excited about it,” says Howard, who has been touring the country to explain the program to employees. “ Clarity is a big thing.”
Navigant is one of an increasing number of companies that now offer
incentive pay to many non-management personnel, linking pay more closely to performance, as it shifts from fixed to more-variable annual compensation. However companies clearly are struggling to design their incentive programs in an effective way. Of course, plan specifics vary with a
company’s culture, size, industry, and competitive position. Gut any winning formula must address the following question: To what degree should payouts be linked to the performance of the corporation as a whole; to that of an
employee’s division, plant, team, or project; to the achievement of individual goals; or to some combination of all of these?
Questions:
1. How did Navigant design its incentive plan?
2. What functions are expected from the new incentive plan?
HRM Case Study Report
1. Item
Building a Better Carrot--- Companies Struggle to Make Their Bonus PlansMore Effective
2. Purpose
2.1 Understanding the basic components of a total compensation program2.2 Knowing the basic pay, incentive pay and benefits
2.3 Realizing the importance of flexible benefit plan in today’s newenvironment
3. Process
3.1 Giving the reading material3.2 Reading
3.3 Group division3.4 Discussion
3.5 Writing a study report
4、Group Members
5、Analysis & Conclusion
*注：
1.本注释不是正文的部分，只是本式样的说明解释；
2．标题编号方法应采用分级阿拉伯数字编号方法，第一级为“1”、“2”、“3”等，第二级为“2.1”、“2.2”、“2.3”等，第三级
为“2.2.1”、“2.2.2”、“2.2.3”等，但分级阿拉伯数字的编号一般不超过四级，两级之间用下角圆点隔开，每一级的末尾不加标点，编号与标题内容间空一个汉字空格，标题应顶格。
3. 一级标题为小三号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后各0.5行间距；
4. 二级标题为四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
5. 三级以下标题为小四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
6. 三级以上时可以先使用⑴⑵⑶……后①②③……编制小标题，格式按同正文；
7. 正文在标题下另起段不空行，为小四号，中文用宋体，英文用Times New Roman体，缩放、间距、位置标准，无左右缩进，首行缩进2字符（两个汉字），无悬挂式缩进，段前、段后间距无，行间距为1.25倍多倍行距；
8. 强行分页时请用插入分页符换页；
9. 正文中表格与插图的字体一律用5号楷体；表格用三线表；10. 页眉用五号，中文用楷体，英文用Times New Roman体。
福建江夏学院
2011 至 2012 学年第 二 学期
实 验 报 告
实验课程： 人力资源管理专业英语 专业：组别： 人力资源管理本科 班级： 执笔人： 工商管理系
Safety Problems at Blakely
Several severe accidents have recently occurred in the 12-employee
assembly department of Blakely Company, which has a total workforce of 65 employees. The supervisor of this department, Joe Benson, is quite perturbed and, in response to questions by the general manager and owner of the company, claimed the employees do not listen to him. He has warned them about not taking safety precautions, he explained, but he can’t police their every move. The general manager countered, “Accidents cost us money for repairs; lost time, medical expenses, human suffering, and what not. It’s important that you stop it. Your department has a bad safety record --- the worst in the company. You are going to have to correct it.”
Joe believed he had taken the necessary precautions but was not getting satisfactory results. He also believed there were more possibilities of
accidents occurring in his department than in any other departments of the company. He decided to talk it over with the human resource manager, Fay Thomas. Fay suggested scheduling a 10-minute safety talk by a different employee each week. The first subject would be “using machine guards.” Joe thought that “good housekeeping and safety” and “no smoking” would also be good subsequent subjects.
Fay suggested that Joe schedule part of his time to review his department periodically. Furthermore, she suggested that any unsafe act he discovered should result in an immediate two-day suspension for the offender. “You have to get tough when it comes to safety. Your people are taking safety much too lightly. Of course, you start by making an announcement of what you are going to do. Put a notice to that effect on the bulletin board. Then enforce it to the letter.”
Joe believed that simply talking personally to each of his employees and urging them to work safely might get better results. However, he was
convinced that some type of incentive was needed. As a result, he devised a plan in which the employee with the fewest safety violations over the next three months would be given a day off with pay. Joe’s plan was approved byhis boss.
Questions:
1. What is Joe’s problem?
2. In your opinion, how did this problem develop? What were its maincauses?
3. What actions do you recommend Joe take? Why?
HRM Case Study Report
1. Item
Safety Problems at Blakely
2. Purpose
2.1 Realizing the importance of safety problems in an enterprise2.2 Knowing the major causes of workplace safety problems2.3 Knowing how to deal with the safety problems
3. Process
3.1 Giving the reading material3.2 Reading
3.3 Group division3.4 Discussion
3.5 Writing a study report
4、Group Members
5、Analysis & Conclusion
*注：
1.本注释不是正文的部分，只是本式样的说明解释；
2．标题编号方法应采用分级阿拉伯数字编号方法，第一级为“1”、“2”、“3”等，第二级为“2.1”、“2.2”、“2.3”等，第三级
为“2.2.1”、“2.2.2”、“2.2.3”等，但分级阿拉伯数字的编号一般不超过四级，两级之间用下角圆点隔开，每一级的末尾不加标点，编号与标题内容间空一个汉字空格，标题应顶格。
3. 一级标题为小三号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后各0.5行间距；
4. 二级标题为四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
5. 三级以下标题为小四号黑体，缩放、间距、位置标准，无首行缩进，无左右缩进，行间距1.25倍多倍行距，段前、段后无间距；
6. 三级以上时可以先使用⑴⑵⑶……后①②③……编制小标题，格式按同正文；
7. 正文在标题下另起段不空行，为小四号，中文用宋体，英文用Times New Roman体，缩放、间距、位置标准，无左右缩进，首行缩进2字符（两个汉字），无悬挂式缩进，段前、段后间距无，行间距为1.25倍多倍行距；
8. 强行分页时请用插入分页符换页；
9. 正文中表格与插图的字体一律用5号楷体；表格用三线表；10. 页眉用五号，中文用楷体，英文用Times New Roman体。
人力资源管理专业英语实验报告20120507
