Study Guide
学习指南
Taylor’s University
泰勒大学
Undergraduate Business Programmes
本科商业课程
April 2025 Semester
2025年4月学期
HRM60104
Human Resource Management
人力资源管理
TUTORIAL 1 (WEEK 2): INTRODUCE YOURSELF, BRIEFING ON MODULE INFORMATION BOOKLET AND STUDY GUIDE
教程 1（第 2 周）：自我介绍、模块信息手册和学习指南简介
Reading:
读数：
Chapter 1, Dessler, G. (2019), Human Resource Management. (16th Edition)
第 1 章，Dessler， G. （2019），人力资源管理。（第 16 版）
Tutorial Activities:
辅导活动：
Activity 1: Ice-Breaking Session
活动一：破冰环节
Part 1: Individual Self-Introduction in the groups
第一部分：小组中的个人自我介绍
Each student will take one minute to introduce themselves to the group. Share your name, a brief background, and one interesting fact about yourself.
每个学生将花一分钟的时间向小组介绍自己。分享你的名字、简要的背景和一个关于你自己的有趣事实。
Part 2: Group Introduction
第二部分：集团介绍
Choose one member from your group to be the spokesperson. This person will share the following information about your group:
从您的小组中选择一名成员作为代言人。此人将分享有关您小组的以下信息：
Commonality: Identify one common interest or characteristic that your group members share.
共性：确定您的小组成员的共同兴趣或特征。
Uniqueness: Highlight one extraordinary aspect about your group or one of its members that sets you apart.
独特性：突出您的团队或其成员之一的非凡方面，使您与众不同。
This activity will help everyone get to know each other better and create a sense of unity within the group.
这项活动将帮助大家更好地了解彼此，并在团队内营造团结感。
Activity 2: Explore HRM trends and challenges.
活动 2：探索人力资源管理趋势和挑战。
Learning objectives:
学习目标：
Explore HRM trends and challenges.
探索人力资源管理趋势和挑战。
Learn how to identify credible sources and cite them appropriately (APA/Harvard).
了解如何识别可靠的来源并适当引用它们（APA/哈佛）。
Instructions:
指示：
1. Form groups of 4-5 students.
1. 以 4-5 名学生为一组。
2. Search for articles related to "HR challenges today" on Google. See example topics in the table below.
2. 在 Google 上搜索与“HR challenges today”相关的文章。请参阅下表中的示例主题。
3. Choose one credible article.
3. 选择一篇可信的文章。
4. Read the selected article thoroughly.
4. 仔细阅读所选文章。
5. Summarize the article's topic and identify three key takeaways.
5. 总结文章的主题并确定三个关键要点。
6. Each group or individual (if not in a group) should work on one article.
6. 每个小组或个人（如果不在小组中）应处理一篇文章。
7. Prepare a 3-minute presentation for class.
7. 为课堂准备一个 3 分钟的演示文稿。
8. Upload your summary document (named with your team code) to TIMe's Dropbox by the upcoming Sunday at 8:00 pm or follow your tutor’s submission instructions.
8. 在即将到来的周日晚上 8：00 之前将您的摘要文档（以您的团队代码命名）上传到 TIMe 的 Dropbox，或按照导师的提交说明进行作。
Template
模板
Trends/Challenges* (Illustrate how trends like demographic workforce, technological advances, globalisation and changes in the nature of work have impacted HRM.) | Summary and Reflection Guidelines: Article Background: Provide a brief overview of the article's context and main points. Key Takeaways: Summarize the main insights you gained from the articles you read. Implications for HR Managers and Departments: Reflect on what actions HR managers and departments should consider based on your insights. | Source (References) |
Algorithm-based HR |
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Digital and social media tools |
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Green HRM |
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Telework |
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Deadline: Week 2, SUN 8:00 pm, upload to myTIMeS.
截止日期： 第 2 周，周日晚上 8：00，上传到 myTIMeS。
TUTORIAL 2 (WEEK 3): THE STRATEGIC ROLE OF HUMAN RESOURCE MANAGEMENT
教程 2（第 3 周）：人力资源管理的战略作用
Reading:
读数：
Chapter 3, Dessler, G. (2019), Human Resource Management. (16th Edition) Global edition
第 3 章，Dessler， G. （2019），人力资源管理。（第 16 版）全球版
Tutorial Activities:
辅导活动：
Activity 1: Forming Groups for Mock Interview Assessment
活动一：组成小组进行模拟面试评估
The tutor will brief students on the requirements of the Mock Interview assessment. Students are to form groups of no more than 5 students for this assessment. Groups will remain the same for the second group assignment unless any issues arise.
导师将向学生介绍模拟面试评估的要求。学生将以不超过 5 名学生为一组进行本次评估。除非出现任何问题，否则第二个小组分配的小组将保持不变。
Activity 2: Experiential Exercises
活动二：体验式练习
Developing an HR Strategy for Starbucks
为星巴克制定人力资源战略
Purpose:
目的：
The purpose of this exercise is to give students experience in developing an HR strategy, in this case, by developing one for Starbucks. Students should be familiar with the material in this chapter, especially, the slides on HR strategy alignment.
本练习的目的是让学生体验制定人力资源战略，在这种情况下，通过为星巴克制定战略。学生应该熟悉本章中的材料，尤其是关于人力资源战略调整的幻灯片。
Instructions:
指示：
You are probably already quite familiar with what it’s like to have a cup of coffee or tea in a Starbucks coffee shop, but if not, spend some time in one prior to this exercise.
您可能已经非常熟悉在星巴克咖啡店喝杯咖啡或茶是什么感觉，但如果没有，请在本练习之前花一些时间在其中。
In a group of 4-5 students, develop an outline for an HR strategy for Starbucks. Your outline should include three basic elements:
在 4-5 名学生的小组中，制定星巴克人力资源战略大纲。您的大纲应包括三个基本要素：
Strategy for Starbucks
星巴克战略
Workforce requirements (in terms of employee competencies and behaviours) this strategy requires.
该战略要求的劳动力要求（在员工能力和行为方面）。
Specific HR policies and the activities necessary to produce these workforce requirements.
具体的人力资源政策和产生这些劳动力需求所需的活动。
Note: you don’t have to start from scratch and develop the HR strategy on your own.
注意：您不必从头开始并自行制定人力资源战略。
You can gather the info from the internet, for example, the official website of Starbucks.
您可以从互联网上收集信息，例如星巴克的官方网站。
You are required to outline a-c in 3-5 slides and present your thoughts in class or upload your slides to TiMes.
您需要在 3-5 张幻灯片中概述 a-c，并在课堂上展示您的想法或将您的幻灯片上传到 TiMes。
The tutor will set a timer of 40 minutes (Pomodoro, a time management method) for this task.
导师将为此任务设置 40 分钟的计时器（番茄工作法，一种时间管理方法）。
Regardless of your presentation status (presented or not presented in class), please upload your slides to T2 submission by this coming Sun at 8:00 pm or follow your tutor’s submission instructions.
无论您的演示状态如何（在课堂上展示或未展示），请在本周日晚上 8：00 之前将您的幻灯片上传到 T2 提交，或按照导师的提交说明进行作。
TUTORIAL 3 (WEEK 4): JOB ANALYSIS
教程 3（第 4 周）：作业分析
Reading:
读数：
Chapter 4, Dessler, G. (2019), Human Resource Management. (16th Edition) Global edition
第 4 章，Dessler， G. （2019），人力资源管理。（第 16 版）全球版
Tutorial Activities
辅导活动
Activity 1: Assessment 1 Briefing: Finalizing Groups for Mock Interview Assessment
活动 1：评估 1 简报：最终确定模拟面试评估小组
The tutor will walk you through the MI, covering the process, timeline, required documents, and mock interview expectations/rubric. Any grouping issues will also be addressed.
导师将引导您完成 MI，涵盖流程、时间表、所需文件和模拟面试期望/评分标准。任何分组问题也将得到解决。
Examples from previous A1 submissions may be shared for demonstration. Groups with excellent A1 performance will receive a Certificate of Excellence
可以分享以前提交的 A1 示例以供演示。A1 表现优异的团体将获颁卓越证书.
Activity 2: Develop a job description for a mock job interview.
活动 2：为模拟工作面试制定职位描述。
This exercise helps you gain experience in job description development, a valuable skill for interviews and real-world employment.
本练习可帮助您获得职位描述开发方面的经验，这是面试和实际就业的宝贵技能。
Instructions:
指示：
1. Select a job title/position and organisation for the role-play interview.
1. 选择角色扮演面试的职位/职位和组织。
2. Divide tasks among your team and gather information needed for the job description.
2. 在团队之间分配任务并收集职位描述所需的信息。
3. Create the job description and specifications, paying attention to formatting and style. Adapt templates if you choose to use them.
3. 创建职位描述和规范，注意格式和风格。如果您选择使用模板，请调整它们。
4. Pay attention to quality, professionalism, and attention to detail in your document.
4. 注意文档的质量、专业性和对细节的关注。
5. Designate one student to submit your team's work via T3 submission on TiMes, following the MI for comprehensive instructions and document requirements.
5. 指定一名学生通过 TiMes 上的 T3 提交您团队的作品，按照 MI 的全面说明和文件要求提交。
Submission Deadline: T3 is due on Sunday at 8:00 pm or follow your tutor’s submission instructions.
提交截止日期：T3 截止日期为周日晚上 8：00，或按照导师的提交说明进行作。
Documents to submit.
要提交的文件。
1. Role assignment form (find the template in MI)
1. 角色分配表（在 MI 中找到模板）
2. Job description and job specifications
2. 职位描述和职位规格
Please use the number of the tutorial and your team code to name your submission, for example, "T3-S1G1.
请使用教程编号和团队代码来命名您的提交，例如“T3-S1G1.
Note: This submission is not part of Assessment 1. However, failure to submit may result in missed feedback and lower assessment scores for your final submission.
注意：此提交不属于评估 1 的一部分。但是，未能提交可能会导致错过反馈并降低最终提交的评估分数。
Additional resources and suggestions:
其他资源和建议：
1. Choose a suitable template or format that best suits your needs (no standardized format but ensure essential job description categories are covered).
1. 选择最适合您需求的合适模板或格式（没有标准化格式，但确保涵盖基本的职位描述类别）。
2. Gather information from various sources, such as job advertisements, official websites, O*Net, and competitor resources.
2. 从各种来源收集信息，例如招聘广告、官方网站、O*Net 和竞争对手资源。
3. Tailor and refine the content for each category within the job description form to create a comprehensive document.
3. 定制和完善职位描述表中每个类别的内容，以创建全面的文档。
4. Consider various resources such as job advertisement websites, the organization's official recruitment site, O*Net, and competitors' recruitment sites. Refer to the MI for more guidance.
4. 考虑各种资源 ，例如招聘广告网站、组织的官方招聘网站、O*Net 和竞争对手的招聘网站 。有关更多指导，请参阅 MI。
Self-Submission Checklist:
自行提交清单：
1. Comprehensive structure and content.
1、结构和内容全面。
2. All items are relevant and valid.
2. 所有项目均相关且有效。
3. Clear, concise language.
3. 语言清晰、简洁。
4. Professional design, consistent verb forms, no grammar errors, and attention to consistency.
4、专业设计，动词形式一致，无语法错误，注重一致性。
5. Add a personal touch for creativity.
5. 为创造力添加个人风格。
TUTORIAL 4 (WEEK 5): SELECTION AND TESTING
教程 4（第 5 周）：选择和测试
Reading:
读数：
Chapter 6, Dessler, G. (2019), Human Resource Management. (16th Edition) Global edition
第 6 章，Dessler， G. （2019），人力资源管理。（第 16 版）全球版
TUTORIAL ACTIVITIES:
辅导活动：
Activity 1: Review Lecture 4
活动一：复习讲四
Familiarize yourself with Lecture 4 materials, especially those on structured interviews and effective interview questions.
熟悉第 4 讲的材料，尤其是关于结构化面试和有效面试问题的材料。
Activity 2: Prepare Mock Interview
活动二：准备模拟面试
1. Draft Interview Questions
1. 起草面试问题
Structure your interview and create 10 effective questions (Detailed instructions in the MI).
安排您的面试并创建 10 个有效的问题（MI 中的详细说明 ）。
Indicate the question type and explain the rationale for each question.
指出问题类型并解释每个问题的基本原理。
Propose predetermined answers for each question.
为每个问题提出预定答案。
Refer to the unstructured interview example video for reflections.
请参阅非结构化访谈示例视频进行反思。
2. Presentation Order and Notes:
2. 演示顺序和注意事项：
We'll use a random system to determine the presentation order in class.
我们将使用随机系统来确定课堂上的演示顺序。
Time allocation for role-playing:
角色扮演的时间分配：
Each group has 30 minutes.
每组有 30 分钟。
Keep the mock interview within 12-20 minutes.
将模拟面试保持在 12-20 分钟内。
Reserve the remaining time for the performance review.
为绩效评估保留剩余时间。
Submission of T4-interview questions:
提交 T4-面试题：
T4 is due on Sunday at 8:00 pm on MyTIMeS. However, please contact your tutor directly before Friday if you have slots scheduled for next week and would like to have some feedback before the slots. This will allow time for any necessary improvements.
T4 将于周日晚上 8：00 在 MyTIMeS 上发布。但是，如果您安排了下周的时段，并希望在时段之前获得一些反馈，请在周五之前直接联系您的导师。这将留出时间进行任何必要的改进。
Below are Detailed instructions from the MI
以下是 MI 的详细说明
Pre-Interview: Interview Questions
面试前：面试问题
Please select at least 10 (TEN) CLASSIC/EFFECTIVE interview questions from the sample question list below. during the mock interview (COMPULSORY); effective questions refer to knowledge, behavioural, situational.
请从下面的示例问题列表中选择至少 10 （十） 个经典/有效面试问题。在模拟面试期间（必填）;有效问题是指知识、行为、情境 。
Brief rationale (why) of these questions (COMPULSORY)
这些问题的简要理由（为什么）（必填）
Produce sample answers to those questions (COMPULSORY).
为这些问题提供示例答案（必填）。
For the mock interview performance (12-20 min), you don’t have to include all the interview questions in your tutorial work.
对于模拟面试表现（12-20 分钟），您不必在辅导工作中包含所有面试问题。
You are recommended to prepare a script/CV for the role-playing (Optional). The tutor will award bonus marks according to your initiative and quality of work. These are supplementary documents for your assignment.
建议您为角色扮演准备脚本/简历（可选）。导师将根据您的主动性和工作质量授予加分。这些是您作业的补充文件。
Sample questions (Find exemplary answers online. I would highly recommend Linda Raynier and The ultimate guide to mock interview)
示例问题（在线查找示例性答案。我强烈推荐 Linda Raynier 和模拟面试终极指南 ）
Warm-up questions: (NOT EFFECTIVE QUESTION BUT SHOULD BE AN INTEGRAL PART OF INTERVIEWS)
热身问题：（不是有效的问题，但应该是面试不可或缺的一部分）
1. Tell me/us about yourself.
1. 介绍一下我/我们自己。
Tips from a seasoned HR professional
经验丰富的人力资源专业人士的提示
Knowledge-based questions (job-specific, concepts, terms, theories, techniques, qualifications etc…)
基于知识的问题（特定工作、概念、术语、理论、技术、资格等）
2. How do you conduct a job performance review meeting with your subordinates?
2. 如何与下属进行工作绩效评估会议？
3. What are the steps of producing a job description?
3. 制作职位描述的步骤是什么？
4. What is the difference between HR metrics and analytics?
4. 人力资源指标和分析有什么区别？
5. How do you make a cheesecake?
5. 芝士蛋糕怎么做？
6. What is HACCP (Hazard Analysis Critical Control Points)?
6. 什么是 HACCP（危害分析关键控制点）？
Behavioural questions (past behaviours are good predictors of future job performance, using the past tense, usually start with the phrase “tell me about a time”). Good answers are structured by the STARR method.
行为问题（过去的行为是未来工作绩效的良好预测指标，使用过去时，通常以短语“告诉我一段时光”开头）。好的答案是由 STARR 方法构建的。
7. Tell me/us about a time you dealt with a challenging situation at work.
7. 告诉我/我们您在工作中遇到过挑战性情况的经历。
8. Tell me/us about a time you demonstrated strong leadership /teamwork spirit/excellent customer service…
8. 告诉我/我们您表现出强大领导力/团队合作精神/卓越客户服务的经历......
9. Describe a time you experienced a conflict while working on a team project.
9. 描述您在团队项目中遇到冲突的经历 。
10. Tell me/us about a time you reached a big goal at work.
10. 告诉我/我们你在工作中达到一个大目标的经历。
Situational questions (hypothetical scenario to assess relevant KSAs, using subjunctive mood, usually start with “what would you do”)
情境问题（使用虚拟语气评估相关 KSA 的假设场景，通常以“你会怎么做”开头）
11. What would you do if you receive a complaint about the food poison?
11. 如果你收到有关食物中毒的投诉 ， 你会怎么做 ？
Alternatives: What would you do if an angry and dissatisfied customer confronted you? How would you resolve their concern?
替代方案：如果一个愤怒和不满意的客户面对你，你会怎么做？您将如何解决他们的担忧？
12. What would you do when you find a room is double-booked while checking in the guests?
12. 当您在为客人办理入住手续时发现房间被重复预订时 ， 您会怎么做 ？
13. What would you do if you made a mistake that no one else noticed? Would you address the error and risk slowing things down or ignore it to keep the project or task moving forward?
13. 如果你犯了一个别人没有注意到的错误， 你会怎么做 ？您会解决错误并冒着放慢速度的风险，还是忽略它以保持项目或任务向前发展？
14. What would you do if you were asked to perform a task you’ve never done before?
14. 如果你被要求执行一项你以前从未做过的任务 ， 你会怎么做 ？
Closing
关闭
15. What have I forgotten to ask?
15. 我忘记问什么？
16. Do you have any questions for us? (COMPULSORY)
16. 您有什么问题要问我们吗？（必修）
Resources:
资源：
The ultimate guide to mock interview
模拟面试终极指南
Very important to get your answers STRUCTURED and SPECIFIC by using signposts or STAR(R/E) method wherever possible!
尽可能使用路标或 STAR（R/E） 方法让您的答案结构化和具体化非常重要！
Key Action points for students:
学生的要点：
1. Submit (Team leader) your interview questions on myTiMes by this coming Sun at 8:00 pm feedback (no need if you have submitted it via Teams in advance)
1. 在即将到来的周日晚上 8：00 之前在 myTiMes 上提交（团队负责人）您的面试问题反馈（如果您提前通过 Teams 提交，则无需）
2. Discuss the flow of the role-play (12 and 20 minutes/interview).
2. 讨论角色扮演的流程（12 分钟和 20 分钟/面试）。
3. Prepare the interview questions and transcript (optional) for the interview.
3. 准备面试题和成绩单（可选）。
4. Rehearse your role-playing.
4. 排练你的角色扮演。
TUTORIAL 5 (WEEK 6): Assessment 1: Mock Interview
教程 5（第 6 周）：评估 1：模拟面试
LEARNING OUTCOMES:
学习成果：
To assess students’ interviewing skills in a mock job interview.
在模拟工作面试中评估学生的面试技巧。
To provide students with practice using some of the interview techniques taught in class.
为学生提供使用课堂上教授的一些面试技巧的练习。
To evaluate the strengths and weaknesses of a job interview
评估求职面试的优势和劣势
To identify any common interview mistakes or errors and suggest remedy actions
识别任何常见的面试错误或错误并提出补救措施
READING:
读数：
Chapter 7, Dessler, G. (2019), Human Resource Management. (16th Edition) Global edition
第 7 章，Dessler， G. （2019）， 人力资源管理。（第 16 版）全球版
Groups assigned slots for Week 6 will conduct the mock interview and participate in the performance review meeting with the tutor.
分配第 6 周名额的小组将进行模拟面试并参加与导师的绩效评估会议。
Mock Interview Reminders:
模拟面试提醒：
Dress code: professionally appropriate.
着装要求：专业合适。
Punctuality is key!
准时是关键！
No notes allowed for interviewees during the role-playing.
在角色扮演过程中，受访者不允许做笔记。
Assign a videographer to record the role-playing scene and submit the link or video to your tutor.
指派一名摄像师录制角色扮演场景，并将链接或视频提交给您的导师。
Practice, Practice, Practice!!
练习，练习，再练习！！
Performance Review Reminders:
绩效评估提醒：
Be prepared to reflect on your A1 assignment, discussing strengths and areas for improvement after the mock interview.
准备好反思你的 A1 作业，在模拟面试后讨论优势和需要改进的领域。
Take advantage of the opportunity to discuss any concerns or confusion regarding the assignment and receive support.
利用这个机会讨论有关任务的任何疑虑或困惑并获得支持。
Prepare to answer behavioral, situational, and knowledge-based questions.
准备回答行为、情境和基于知识的问题。
Evaluation will focus on empathy, relationship management, and leadership as per the A1 rubrics.
根据 A1 评分标准，评估将侧重于同理心、关系管理和领导力。
TUTORIAL 6 (WEEK 7): Assessment 1: Mock Interview
教程 6（第 7 周）：评估 1：模拟面试
LEARNING OUTCOMES:
学习成果：
● To assess students’ interviewing skills in a mock job interview.
● 在模拟求职面试中评估学生的面试技巧。
● To provide students with practice using some of the interview techniques taught in class.
● 为学生提供课堂上教授的一些面试技巧的练习。
● To evaluate the strengths and weaknesses of a job interview
● 评估求职面试的优缺点
● To identify any common interview mistakes or errors and suggest remedy actions
● 识别任何常见的面试错误或错误并提出补救措施
READING:
读数：
Chapter 7, Dessler, G. (2019), Human Resource Management. (16th Edition) Global edition
第 7 章，Dessler， G. （2019）， 人力资源管理。（第 16 版）全球版
Groups assigned slots for Week 7 will conduct the mock interview and participate in the performance review meeting with the tutor.
分配第 7 周名额的小组将进行模拟面试，并与导师一起参加绩效评估会议。
Mock Interview Reminders
模拟面试提醒
Dress professionally.
着装专业。
Be punctual.
要准时。
Interviewees are not allowed to use notes during the role-play.
受访者在角色扮演过程中不得使用笔记 。
Record your mock interview (assign a friend or use a phone stand) and include the video link in your submission.
录制您的模拟面试（指定朋友或使用电话支架）并在您的提交中包含视频链接。
Practice beforehand to ensure a smooth performance.
事先练习以确保顺利进行。
A short performance review with your tutor will follow the role-play.
角色扮演结束后，将与您的导师进行简短的绩效评估。
Performance Review Reminders
绩效评估提醒
Be ready to reflect on your A1 assignment — highlight strengths and areas for improvement.
准备好反思你的 A1 作业——突出优势和需要改进的领域。
Use this time to clarify any concerns or confusion about the assignment.
利用这段时间澄清对作业的任何疑虑或困惑。
Prepare to answer behavioral, situational, and knowledge-based questions.
准备回答行为、情境和基于知识的问题。
You will be evaluated based on empathy, relationship management, and leadership, aligned with the A1 rubric.
您将根据同理心、关系管理和领导力进行评估，并符合 A1 评分标准。
TUTORIAL 7 (WEEK 8): Performance Management 1
教程 7（第 8 周）：绩效管理 1
Learning objective
学习目标
Develop and improve independent learning ability.
发展和提高自主学习能力。
Consolidate learning on recruitment and selection, particularly structured interviews; improve your communication skills [Writing]
巩固招聘和选拔方面的学习，特别是结构化面试;提高你的沟通技巧 [写作]
Gain HRM insight from HRM practitioners; improve your communication skills (speaking) and social intelligence (networking)[Video]
从人力资源管理从业者那里获得人力资源管理见解;提高沟通技巧（口语）和社交智力（网络）[视频]
Activity 1: Case study
活动一：案例研究
Instructions:
指示：
Work in groups to discuss the case study and answer the questions provided.
分组讨论案例研究并回答提供的问题。
Sally is a sales manager at a large pharmaceutical company. The fiscal year will end in one week. She is overwhelmed with end-of-the year tasks including reviewing the budget she is likely to get for next year, responding to phone calls of customers, and supervising a group of 10 salespeople. It’s a very hectic time, probably the most hectic time of the year.
莎莉是一家大型制药公司的销售经理。财政年度将在一周后结束。她被年终任务压得喘不过气来，包括审查明年可能获得的预算、接听客户的电话以及监督 10 名销售人员。这是一个非常忙碌的时期，可能是一年中最忙碌的时期。
She receives a phone call from the HR Department: ‘Sally, we have not received your performance reviews for your 10 employees; they are due by the end of the fiscal year.’ Sally thinks ‘Oh, those performance reviews… What a waste of my time!’ From Sally’s point of view, there is no value in filling out those meaningless forms. She does not see her subordinates in action because they are in the field visiting customers most of the time. All she knows about their performance is based on sales figures, which depend more on the products offered and geographic territory covered than the effort and motivation of each salesperson. And nothing happens in terms of rewards regardless of her ratings.
她接到人力资源部的电话：“莎莉，我们还没有收到你对你 10 名员工的绩效评估;他们应在本财年结束前到期。莎莉想，'哦，那些绩效评估......真是浪费我的时间！从莎莉的角度来看，填写那些毫无意义的表格是没有价值的。她没有看到她的下属在行动，因为他们大部分时间都在现场拜访客户。她对他们的业绩所知道的只是基于销售数据，这更多地取决于所提供的产品和所覆盖的地理区域，而不是每个销售人员的努力和动机。无论她的收视率如何，在奖励方面都没有发生任何事情。
These are lean times in her organisation, and salary adjustments are based on seniority rather than merit. She has less than 3 days to turn in her forms. What is she going to do? She decides to go down the path of least resistance: to please her employees, she gives everyone the maximum possible rating. In this way, she believes they will be happy with their ratings, and Sally will not have to deal with complaints or follow-up meetings. Sally fills out the forms in less than 20 minutes and gets back to her ‘real job’.
这是她组织的低迷时期，薪资调整是基于资历而不是绩效。她只有不到 3 天的时间来交表格。她要做什么？她决定走阻力最小的道路：为了取悦她的员工，她给每个人尽可能高的评价。这样，她相信他们会对自己的收视率感到满意，莎莉也不必处理投诉或后续会议。莎莉在不到 20 分钟的时间内填写了表格，然后回到了她的“真正的工作”中。
Question:
问题：
1. What’s the difference between performance management and performance appraisal? Based on the scenario, which one is being practiced in Sally’s company?
1、绩效管理和绩效考核有什么区别？根据场景，莎莉的公司正在练习哪一个？
2. If this is performance management, what key processes are missing? What areas need improvement?
2. 如果这是绩效管理，缺少哪些关键流程？哪些方面需要改进？
TUTORIAL 8 (WEEK 9): Performance Management 2
教程 8（第 9 周）：绩效管理 2
READING:
读数：
Chapter 10, Dessler, G. (2019), Human Resource Management. (16h Edition)
第 10 章，Dessler， G. （2019），人力资源管理。（16 小时版）
Activity 1: Announce/Brief on Assignment 2 Group Report (30%)
活动 1：宣布/简报任务 2 小组报告 （30%）
See assignment instructions in the MI and related documents on Teams and TIMeS.
请参阅 MI 中的分配说明以及有关 Teams 和 TIMeS 的相关文档。
You are expected to register the organization of choice and data collection methods during the tutorial session. You can change the company and method later.
您应该在教程课程期间注册所选组织和数据收集方法 。您可以稍后更改公司和方法。
Activity 2: Grading the Professor/Discuss TES Rating Items
活动二：教授评分/讨论 TES 评分项目
Instructions:
指示：
Review the TES Questions
查看 TES 问题
Discuss and Answer the Following Questions in Your Group:
在小组中讨论并回答以下问题：
a. What appraisal method is used in the TES?
一个。TES 使用什么评估方法？
Identify the general type of performance appraisal tool (e.g., graphic rating scale, behaviorally anchored scale, etc.).
确定绩效评估工具的一般类型（例如，图形评级量表、行为锚定量表等）。
Explain why you categorized it that way.
解释为什么你这样分类。
b. What are the key performance factors assessed by the TES?
b.TES 评估的关键绩效因素是什么？
List the main categories or themes covered in the questions (e.g., use of real-world examples, feedback, learning tools, student engagement, etc.).
列出问题涵盖的主要类别或主题（例如，使用现实世界的例子、反馈、学习工具、学生参与度等）。
c. Are there any important teaching aspects not covered by the TES?
c. 是否有任何重要的教学方面没有被 TES 涵盖？
d. What suggestions do you have to improve the TES?
d. 您对改进 TES 有什么建议？
Propose at least two additional questions or dimensions that could enhance the comprehensiveness of this appraisal tool.
提出至少两个额外的问题或维度，以增强该评估工具的全面性。
Justify your suggestions based on what you believe constitutes effective teaching.
根据您认为构成有效教学的内容来证明您的建议的合理性。
TUTORIAL 9 (WEEK 10): PERFORMANCE MANAGEMENT
教程 9（第 10 周）：绩效管理
LEARNING OUTCOME:
学习成果：
Describe the performance appraisal process.
描述绩效评估过程。
Explain and illustrate the problems to avoid in appraising performance.
解释并说明评估绩效时应避免的问题。
Perform an effective feedback-giving
执行有效的反馈提供
READING:
读数：
Performance Management and Appraisal; Coaching, Career, and Talent Management, Dessler, G. (2017), Human Resource Management. (15h Edition)
绩效管理与考核;教练、职业和人才管理，Dessler， G. （2017），人力资源管理。（15 小时版）
TUTORIAL ACTIVITIES:
辅导活动：
Activity 1: Role-playing: giving effective negative feedback
活动一：角色扮演：给予有效的负面反馈
Select a role: Giver (Supervisor, one group member), Receiver (Employee, one group member), and Observers (Notetaker, the rest of group members).
选择一个角色：给予者（主管，一名组成员）、接收者（员工，一名组成员）和观察者（记事者，其余组成员）。
Pick a scenario and take 20 minutes to prepare for roles, less than 5 minutes to give feedback during role-play session, and 3 minutes for observers to debrief on what they observed.
选择一个场景，花 20 分钟准备角色，在角色扮演期间提供反馈的时间不到 5 分钟，观察员花 3 分钟汇报他们观察到的情况。
Scenario 1:
场景 1：
Jane is a team member who has been with your department for about 1 year. She struggles with regular attendance, frequently calling out with little notice and using her sick and vacation time to the point she almost has no balance left. Even when Jane is present, some days she arrives at 8 am and other days she doesn’t come in until 8:30 am even though your department has an expectation for staff to be present by 8 am sharp. On Monday you announce to your team that their colleague, Chris, just started parental leave, so your department is short-staffed temporarily. On Tuesday, Jane calls again to say she is running late.
Jane 是一名团队成员，已经在您的部门工作了大约 1 年。她很难定期出勤，经常在没有通知的情况下打电话，并利用她的病假和休假时间，以至于她几乎没有平衡。即使 Jane 在场，有时她早上 8 点到达，有时她直到早上 8：30 才进来，尽管您的部门希望员工在早上 8 点整之前到场。周一，你向你的团队宣布，他们的同事克里斯刚刚开始休育儿假，所以你的部门暂时人手不足。周二，简再次打电话说她迟到了。
Scenario 2:
场景 2：
John is a team member who recently transferred to your department from another UA college. He came with high recommendations from his previous supervisor. He has a tendency to stray from strict adherence to University policies related to financial documentation. You’ve just received report of a P- card violation from FSO. After reviewing the details, you see that John was responsible.
John 是最近从另一所 UA 学院调到您所在部门的团队成员。他得到了前任主管的高度推荐。他倾向于偏离严格遵守大学与财务文件相关的政策。您刚刚收到 FSO 的 P- 卡违规报告。查看细节后，您会发现是约翰负责的。
Any other scenarios:
任何其他情况：
Create a scenario that you prefer to practice based on your experience.
根据您的经验创建一个您喜欢练习的场景。
Ideas: free-riding behaviours of a group member; impolite and inconsiderate in communicating with others; consistently rejecting/reacting to assignments
想法：团体成员的搭便车行为;与他人沟通时不礼貌、不体贴;始终拒绝/对任务做出反应
Key points for effective negative feedback
有效负反馈的要点
State the Problem
陈述问题
Situation, Behavior, and Impact
情况、行为和影响
Use specific situations, not abstractions or generalizations
使用特定情况，而不是抽象或概括
Focus on the behaviour, not the person
关注行为，而不是人
Focus on observations, not inferences
专注于观察，而不是推论
Focus on descriptions, not judgments
专注于描述，而不是判断
Understanding and Resolving the Problem
了解并解决问题
Be comfortable with your own silence
对自己的沉默感到舒适
Explore alternatives rather than answers
探索替代方案而不是答案
Share ideas rather than advice
分享想法而不是建议
Getting Commitment in Action
将承诺付诸行动
Ask open-ended questions, the answers to which are what they need to do differently
提出开放式问题，答案是他们需要以不同的方式做的事情
Don’t answer your own questions
不要回答自己的问题
Ask for the change you want, and have them tell you how it will occurEnsure understanding
要求你想要的改变，让他们告诉你它是如何发生的确保理解
Resources on effective feedback
有关有效反馈的资源
How to tell someone they smell
如何告诉别人他们闻到了气味
Ted talk: the secret to giving great feedback
Ted 演讲：提供良好反馈的秘诀
The BOOST model in the lecture
讲座中的 BOOST 模型
Observer Feedback:
观察者反馈：
On this form, provide feedback to your peer playing the role of the feedback giver. Select one representative observer to describe how the supervisor demonstrated the following skills.
在此表格中，向扮演反馈提供者角色的同伴提供反馈。选择一位具有代表性的观察员来描述主管如何展示以下技能。
1. Describes the situation in which the behaviour occurred.
1. 描述行为发生的情况。
Comment:
评论：
2. Focuses on specific behaviour.
2. 专注于特定行为。
Comment:
评论：
3. Uses descriptions of behaviour, not abstractions.
3. 使用行为描述，而不是抽象。
Comment:
评论：
4. States the consequences of the employee’s behaviour to others.
4. 说明员工行为对他人造成的后果。
Comment:
评论：
5. Listens to the feedback of the employee.
5. 倾听员工的反馈。
Comment:
评论：
6. Asks open-ended questions of employees.
6. 向员工提出开放式问题。
Comment:
评论：
7. Explores alternatives, not answers.
7. 探索替代方案，而不是答案。
Comment:
评论：
8. Ensures employee understands feedback.
8. 确保员工理解反馈。
Comment:
评论：
9. Does the employee commit to a specific change in behaviour?
9. 员工是否承诺改变行为？
Comments:
评论：
10. The giver displays appropriate body language.
10. 给予者表现出适当的肢体语言。
Comments:
评论：
Submission is optional
提交是可选的
Submit your worksheet (copy the instructions above and fill in the blanks) on myTIMes by this coming Sunday at 8:00 pm.
在下周日晚上 8：00 之前在 myTIMes 上提交您的工作表（复制上面的说明并填写空白）。
Appendix
附录
-Video of the role-playing
-角色扮演视频
-Script (optional)
-脚本（可选）
Remember to name your submissions with the tutorial number and group code such as “T9-S4G1”
请记住使用教程编号和组代码命名您的提交，例如“T9-S4G1”
Activity 2: Assignment Consultation
活动二：作业咨询
You can ask for advice on how to organize your data collection and write the report.
您可以就如何组织数据收集和撰写报告寻求建议。
The tutor might ask you to brief the progress of your group assignment.
导师可能会要求您简要介绍小组作业的进度。
Recommend handouts on argument, evidence, and references on theories.
推荐关于论点 、 证据和理论参考文献的讲义 。
TUTORIAL 10 (WEEK 11): Employee Rewarding: Pay Determinants
教程 10（第 11 周）：员工奖励：薪酬决定因素
LEARNING OUTCOME:
学习成果：
List the factors that determine pay rates.
列出决定工资率的因素。
Identify the compensable factors in evaluating a job.
确定评估工作时的可补偿因素。
Compare competency-based and traditional pay plans.
比较基于能力的薪酬计划和传统薪酬计划。
.
READING:
读数：
Chapter 11, Establishing strategic pay plans, Dessler, G. (2019), Human Resource Management. (16th Edition)
第 11 章，制定战略薪酬计划，Dessler， G. （2019），人力资源管理。（第 16 版）
TUTORIAL ACTIVITIES:
辅导活动 ：
Activity 1: Group Discussion (Optional)
活动一：小组讨论（可选）
Hotel Paris Case – The New Compensation Plan
巴黎酒店案——新的赔偿计划
Refer to Chapter 11 p380 in the textbook.
请参阅教科书中的第 11 章 p380。
Your groups are required to answer ONE of the questions below. You have 30 minutes to work on the answer and 5 minutes to present the answer (slides) in class.
您的小组必须回答以下问题之一 。您有 30 分钟的时间来研究答案，并有 5 分钟的时间在课堂上展示答案（幻灯片）。
Questions
问题
1. Lisa knew little about setting up a new compensation plan. Based on what you learned here in Dessler Human Resource Management, what would you tell her if she asked, “How do I set up a new compensation plan for the Hotel Paris?”
1. 丽莎对制定新的薪酬计划知之甚少。根据您在 Dessler 人力资源管理中学到的知识，如果她问“我如何为巴黎酒店制定新的薪酬计划”，您会怎么告诉她？
2 Would you suggest that Hotel Paris implement a competency-based pay plan for its non-managerial staff? Why or why not? Outline what they need to do for one.
2 您是否建议巴黎酒店为其非管理人员实施基于能力的薪酬计划？为什么或为什么不？概述他们需要为一个人做什么。
Activity 2: Assignment consultation
活动二：作业咨询
1. You can ask advice for on how to organize your data collection and write the report.
1. 您可以就如何组织数据收集和撰写报告寻求建议。
2. The tutor might ask you to brief the progress of your group case study.
2. 导师可能会要求你简要介绍小组案例研究的进展情况。
3. Physical attendance is NOT required but you need to take the attendance yourself. You can use the session for your field study.
3. 不需要亲自出席，但您需要自己出席。您可以将该会话用于实地研究。
Recommended: handout on argument, evidence and references on theories for Assignment 2.
推荐： 作业 2 的论证证据讲义和理论参考资料。
AMO model
AMO 模式 l
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.
江，K.，勒帕克，DP，胡，J.，和贝尔，JC（2012）。人力资源管理如何影响组织成果？介导机制的荟萃分析研究。管理学院杂志，55（6）， 1264-1294。
SDT
特殊数据交换
Manganelli, L., Thibault-Landry, A., Forest, J., & Carpentier, J. (2018). Self-determination theory can help you generate performance and well-being in the workplace: A review of the literature. Advances in Developing Human Resources, 20(2), 227-240.
Manganelli， L.、Thibault-Landry， A.、Forest， J. 和 Carpentier， J. （2018）。自决理论可以帮助您在工作场所提高绩效和幸福感：文献综述。人力资源开发进展，20（2）， 227-240。
Recommend: write clearly, concisely, and precisely to tidy up your writing of Assignment 2 for higher marks.
推荐： 写得清晰、简洁、准确 ， 整理作业 2 的写作，获得更高的分数。
TUTORIAL 11 (WEEK 12): Employee Rewarding: Pay for Performance
教程 11（第 12 周）：员工奖励：按绩效付费
LEARNING OUTCOME:
学习成果：
Understand pay for performance and motivate employees.
了解绩效薪酬并激励员工。
Evaluate advantages, challenges, and strategies of pay for performance.
评估绩效薪酬的优势、挑战和策略。
.
READING:
读数：
Chapter 12, Pay for performance and financial incentives, Dessler, G. (2019), Human Resource Management. (16th Edition)
第 12 章，绩效薪酬和经济激励，Dessler， G. （2019）， 人力资源管理。（第 16 版）
Tutorial activities:
辅导活动：
Activity 1: Review Lecture 11
活动一：复习第十一讲
Activity 1: A2 consultation
活动一：A2 咨询
The tutor will remind students of all the materials and resources available for Assessment 2, monitor their progress, and provide feedback upon request.
导师将提醒学生评估 2 可用的所有材料和资源，监控他们的进度，并根据要求提供反馈。
TUTORIAL 12 (WEEK 13): Benefits and Total Rewards Model
教程 12（第 13 周）：收益和总奖励模型
Objectives:
目标：
Discuss the total rewards model
讨论总奖励模型
Prepare for the final exam.
准备期末考试。
READING:
读数：
Chapter 13, Dessler, G. (2019), Human Resource Management. (16th Edition)
第 13 章 ，Dessler， G. （2019）， 人力资源管理。（第 16 版）
TUTORIAL ACTIVITIES:
辅导活动：
Revision exercise based on a past paper.
基于过去论文的修改练习。
Instructions:
指示：
Choose one of the questions.
选择其中一个问题。
Work in groups to draft your answers.
分组起草你的答案。
Seek feedback from the tutor.
寻求导师的反馈。
SECTION A: Scenario-based Questions (40 marks)
A 部分：基于场景的问题（40 分）
Read the scenario below and answer BOTH questions.
阅读下面的场景并回答这两个问题。
Siemens Builds a Strategy-Oriented HR System
西门子构建以战略为导向的人力资源系统
Siemens is a 150-year-old German company, but it’s not the company it was even a few years ago. Until recently, Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high-tech products and services and doing so on a global basis.
西门子是一家拥有 150 年历史的德国公司，但它甚至已经不是几年前的公司了。直到最近，西门子还专注于生产电气产品。如今，该公司已多元化发展到软件、工程和服务领域。它也是全球性的，在 190 个国家/地区拥有超过 400,000 名员工。换句话说，西门子通过奉行强调高科技产品和服务多元化并在全球范围内实现的企业战略而成为世界领导者。
With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include:
有了这样的企业战略，人力资源管理在西门子发挥着重要作用。与普通公司相比，复杂的工程和服务需要更多地关注员工选择、培训和薪酬，而全球化需要在全球范围内提供这些服务。西门子从几点中总结了其人力资源战略的基本主题。这些包括：
1.A living company is a learning company. The high-tech nature of Siemens’ business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands-on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development.
1.生活公司是学习型公司。西门子业务的高科技性质意味着员工必须能够持续学习。西门子在世界各地利用其课堂和实践学徒培训相结合的系统来帮助促进这一目标。它还为员工提供广泛的继续教育和管理发展。
2.Global teamwork is the key to developing and using all the potential of the firm’s human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole Siemens process, not just bits and pieces. To support this, Siemens provides extensive training and development. It also ensures that all employees feel they’re part of a strong, unifying corporate identity. For example, HR uses cross-border, cross-cultural experiences as prerequisites for career advances.
2.全球团队合作是开发和利用公司人力资源所有潜力的关键。因为整个西门子的员工能够自由地一起工作和互动非常重要，所以员工必须了解西门子的整个流程，而不仅仅是零碎的。为了支持这一点，西门子提供了广泛的培训和发展。它还确保所有员工都觉得自己是强大、统一的企业形象的一部分。例如，人力资源部门将跨境、跨文化的经验作为职业发展的先决条件。
3.A climate of mutual respect is the basis of all relationships—within the company and with society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable assets. It, therefore, engages in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.
3.相互尊重的氛围是公司内部和与社会之间所有关系的基础。西门子认为，其员工所代表的丰富国籍、文化、语言和观点是其最宝贵的资产之一。因此，它参与了许多旨在建立开放、透明和公平并支持多样性的人力资源活动。
Questions
问题
Based on the information in this case, provide examples for Siemens of at least FOUR (4) strategically required organizational outcomes, and four required workforce competencies and behaviours.
根据本案中的信息，为西门子提供至少四 （4） 项战略上所需的组织成果以及四项所需的员工能力和行为的示例。
(20 marks/150 words)
（20 分/150 字）
2. Identify at least FOUR (4) strategically relevant HR policies and activities that Siemens has instituted (can institute) in order to help HRM contribute to achieving Siemens’ strategic goals. Justify why these practices would work using relevant theories and research evidence.
2. 确定西门子已经制定（可以制定）的至少四 （4） 项具有战略意义的人力资源政策和活动，以帮助人力资源管理为实现西门子的战略目标做出贡献。使用相关理论和研究证据证明为什么这些做法会奏效。
(20 marks/150 words)
（20 分/150 字）
SECTION B: Essay questions (60 marks)
B 部分：论文题（60 分）
Answer BOTH of the following questions.
回答以下两个问题。
Instructions:
指示：
Please define/clarify relevant terms first then use theories, cases, and empirical evidence to substantiate your arguments.
请先定义/澄清相关术语 ， 然后使用理论、案例和经验证据来证实您的论点。
1. Explain how HRM can contribute to organisational performance using the AMO model.
1. 解释人力资源管理如何使用 AMO 模型为组织绩效做出贡献。
(30 marks/200 words)
（30 分/200 字）
2. How can we design a job that is motivating and engaging according to the job characteristics model or self-determination theory?
2. 我们如何根据工作特征模型或自决理论设计出具有激励性和吸引力的工作？
(30 marks/words)
（30 分/字）
TUTORIAL 13 (WEEK 14): Recap and Revision
教程 13（第 14 周）：回顾和修订
Arrange group or individual consultations with the lecturer and tutors by booking appointments at least 3 days in advance.
至少提前 3 天预约，安排与讲师和导师的小组或个人咨询。