Table of Contents
Chapter – 1 Human Resource Management - ‫ ادارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬................................................................. 2
Chapter – 2 Basics of Strategic HRM - ‫ أﺳﺎﺳﯾﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬................................................ 7
Chapter – 3 Analysis and Design of Work - ‫ﺗﺣﻠﯾل وﺗﺻﻣﯾم اﻟﻌﻣل‬..................................................................... 11
Chapter – 4 Human Resource Planning and Recruitment - ‫ ﺗﺧطﯾط اﻟﻣوارد اﻟﺑﺷرﯾﺔ واﻟﺗوظﯾف‬.......................... 16
Chapter – 5 Selection and Placement - ‫ اﻻﺧﺗﯾﺎر واﻟﺗوظﯾف‬............................................................................. 20
Chapter – 6 Employee Training - ‫ ﺗﺪرﯾﺐ اﻟﻤﻮظﻔﯿﻦ‬.......................................................................................... 22
Chapter – 7 Performance Management - ‫ إدارة اﻷداء‬.................................................................................. 26
Chapter – 8 Managing Human Resources Globally - ً ‫ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻋﺎﻟﻣﯾﺎ‬............................................ 30
Chapter – 9 Employee Recognition & Compensation – ‫ اﻟﺗﻌرف ﻋﻠﻰ اﻟﻣوظف وﺗﻌوﯾﺿﺎﺗﮫ‬................................. 35
Chapter – 10 Career Management & Development - ‫ إدارة وﺗطوﯾر اﻟﻣﺳﺎر اﻟوظﯾﻔﻲ‬........................................ 38
Chapter – 1 Human Resource Management - ‫ادارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
Human Resource Management - ‫ادارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
HR Departments Perform Roles – ‫أدوار أﻗﺳﺎم اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
One way to think the roles and responsibilities of HR department is to consider HR as a business within the company with
three product lines.
.‫ﺗﺗﻣﺛل إﺣدى طرق اﻟﺗﻔﻛﯾر ﻓﻲ أدوار وﻣﺳؤوﻟﯾﺎت ﻗﺳم اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻋﺗﺑﺎر اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻛﻌﻣل ﺗﺟﺎري داﺧل اﻟﺷرﻛﺔ ﻣﻊ ﺛﻼﺛﺔ ﺧطوط إﻧﺗﺎج‬
1. Administrative Services and Transactions - ‫اﻟﺧدﻣﺎت اﻹدارﯾﺔ واﻟﻣﻌﺎﻣﻼت‬
which includes compensation, hiring, staffing.
.‫واﻟﺗﻲ ﺗﺷﻣل اﻟﺗﻌوﯾض واﻟﺗوظﯾف واﻟﺗوظﯾف‬
2. Business Partner Services - ‫ﺧدﻣﺎت ﺷرﻛﺎء اﻷﻋﻣﺎل‬
includes developing effective HR systems and helping implement business plans, talent management
‫ﯾﺗﺿﻣن ﺗطوﯾر أﻧظﻣﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻔﻌﺎﻟﺔ واﻟﻣﺳﺎﻋدة ﻓﻲ ﺗﻧﻔﯾذ ﺧطط اﻷﻋﻣﺎل وإدارة اﻟﻣواھب‬
3. Strategic Partner - ‫ﺷرﯾك اﺳﺗراﺗﯾﺟﻲ‬
includes contributing to business strategy based on considerations of human capital, business capabilities,
readiness, and developing HR practices as strategic differentiation.
‫ وﺗطوﯾر ﻣﻣﺎرﺳﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬، ‫ اﻟﺟﺎھزﯾﺔ‬، ‫ﯾﺗﺿﻣن اﻟﻣﺳﺎھﻣﺔ ﻓﻲ إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل ﻋﻠﻰ أﺳﺎس اﻋﺗﺑﺎرات رأس اﻟﻣﺎل اﻟﺑﺷري وﻗدرات اﻟﻌﻣل‬
.‫ﻛﺗﻣﺎﯾز اﺳﺗراﺗﯾﺟﻲ‬
The six competencies that are needed for the HR profession - ‫اﻟﻛﻔﺎءات اﻟﺳت اﻟﻼزﻣﺔ ﻟﻣﮭﻧﺔ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬.
1.
Credible activist - ‫ﻧﺎﺷط ذو ﻣﺻداﻗﯾﺔ‬
delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid
observation, taking appropriate risks.
.‫ وﯾﺗﺣﻣل اﻟﻣﺧﺎطر اﻟﻣﻧﺎﺳﺑﺔ‬، ‫ وﯾوﻓر اﻟﻣراﻗﺑﺔ اﻟﺻرﯾﺣﺔ‬، ‫ وﯾؤﺛر ﻋﻠﻰ اﻵﺧرﯾن‬، ‫ وﯾﺷﺎرك ﻓﻲ اﻟﻣﻌﻠوﻣﺎت وﯾﺑﻧﻲ ﻋﻼﻗﺎت ﺛﻘﺔ‬، ‫ ﯾﻘدم ﻧﺗﺎﺋﺞ ﺑﻧزاھﺔ‬.۱
2.
Cultural steward - ‫ﻣﺿﯾف ﺛﻘﺎﻓﻲ‬
facilitates change, develops and values the culture, and helps employees navigate the culture.
.‫ ﯾﺳﮭل اﻟﺗﻐﯾﯾر وﯾطور وﯾﻘﯾم اﻟﺛﻘﺎﻓﺔ وﯾﺳﺎﻋد اﻟﻣوظﻔﯾن ﻋﻠﻰ اﻟﺗﻧﻘل ﻓﻲ اﻟﺛﻘﺎﻓﺔ‬.۲
3.
Talent manager/organizational designer - ‫ اﻟﻣﺻﻣم اﻟﺗﻧظﯾﻣﻲ‬/ ‫ﻣدﯾر اﻟﻣواھب‬
develop talent, design reward systems, and shapes the organization.
.‫ ﺗطوﯾر اﻟﻣواھب وﺗﺻﻣﯾم أﻧظﻣﺔ اﻟﻣﻛﺎﻓﺂت وﺗﺷﻛﯾل اﻟﻣﻧظﻣﺔ‬.۳
4.
Strategic architect - ‫ﻣﮭﻧدس اﺳﺗراﺗﯾﺟﻲ‬
recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that
contribute to the business strategy.
.‫ وﯾطور اﺳﺗراﺗﯾﺟﯾﺎت اﻷﻓراد اﻟﺗﻲ ﺗﺳﺎھم ﻓﻲ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل‬، ‫ ﯾدرك اﺗﺟﺎھﺎت اﻷﻋﻣﺎل وﺗﺄﺛﯾرھﺎ ﻋﻠﻰ اﻷﻋﻣﺎل واﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻷدﻟﺔ‬.٤
5.
Business Ally - ‫ﺣﻠﯾف اﻷﻋﻣﺎل‬
understands how the business makes money and the language of the business.
.‫ ﯾﻔﮭم ﻛﯾف اﻷﻋﻣﺎل ﺗﺟﻧﻲ اﻷﻣوال وﻟﻐﺔ اﻟﻌﻣل‬.٥
6.
Operational executor - ‫اﻟﻣﻧﻔذ اﻟﺗﺷﻐﯾﻠﻲ‬
implements workplace policies, advances HR technology, and administers day-to-day work of maintaining people.
.‫ ﺗﻧﻔذ ﺳﯾﺎﺳﺎت ﻣﻛﺎن اﻟﻌﻣل وﺗطور ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ وﺗدﯾر اﻟﻌﻣل اﻟﯾوﻣﻲ ﻟﻠﺣﻔﺎظ ﻋﻠﻰ اﻟﻧﺎس‬.٦
Competencies HR Professionals Need - ‫اﻟﻛﻔﺎءات اﻟﺗﻲ ﯾﺣﺗﺎﺟﮭﺎ ﻣﺗﺧﺻﺻو اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
1) Credible Activist
• Delivers results with integrity,
• shares information,
• builds trusting relationships,
• positively influences others,
• providing candid observation,
• taking appropriate risks.
2) Cultural Steward
• Facilitates change,
• Develops and values the culture,
• helps employees navigate the culture.
3) Talent Manager/Organizational designer
• Develops talent,
• designs reward systems,
• shapes the organization.
4) Strategic Architect
• Recognizes business trends and their impact on the
business
• evidence-based HR,
• develops people strategies that contribute to the
business strategy
5) Business Ally
• Understands how the business makes money
• Understands language of business.
6) Operational Executor
• Implements workplace policies,
• advances HR technology,
• administers day-to-day work of maintaining people.
‫ ﻧﺎﺷط ﻣوﺛوق‬.۱
، ‫• ﯾﺣﻘﻖ ﻧﺗﺎﺋﺞ ﺑﻧزاھﺔ‬
، ‫• ﯾﺷﺎرك اﻟﻣﻌﻠوﻣﺎت‬
، ‫• ﯾﺑﻧﻲ ﻋﻼﻗﺎت ﺛﻘﺔ‬
، ‫• ﯾؤﺛر ﺑﺷﻛل إﯾﺟﺎﺑﻲ ﻋﻠﻰ اﻵﺧرﯾن‬
، ‫• ﺗوﻓﯾر اﻟﻣراﻗﺑﺔ اﻟﺻرﯾﺣﺔ‬
.‫• أﺧذ اﻟﻣﺧﺎطر اﻟﻣﻧﺎﺳﺑﺔ‬
‫ ﻣﺿﯾﻔﺔ ﺛﻘﺎﻓﯾﺔ‬.۲
، ‫• ﯾﺳﮭل اﻟﺗﻐﯾﯾر‬
، ‫• ﯾطور وﯾﻘﯾم اﻟﺛﻘﺎﻓﺔ‬
.‫• ﯾﺳﺎﻋد اﻟﻣوظﻔﯾن ﻋﻠﻰ اﻟﺗﻧﻘل ﻓﻲ اﻟﺛﻘﺎﻓﺔ‬
‫ اﻟﻣﺻﻣم اﻟﺗﻧظﯾﻣﻲ‬/ ‫ ﻣدﯾر اﻟﻣواھب‬.۳
، ‫• ﯾطور اﻟﻣواھب‬
، ‫• ﺗﺻﻣﯾم أﻧظﻣﺔ اﻟﻣﻛﺎﻓﺂت‬
.‫• ﯾﺷﻛل اﻟﻣﻧظﻣﺔ‬
‫ ﻣﮭﻧدس اﺳﺗراﺗﯾﺟﻲ‬.٤
‫• ﯾﺗﻌرف ﻋﻠﻰ اﺗﺟﺎھﺎت اﻷﻋﻣﺎل وﺗﺄﺛﯾرھﺎ ﻋﻠﻰ اﻷﻋﻣﺎل‬
، ‫اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻷدﻟﺔ‬
‫ﯾطور اﺳﺗراﺗﯾﺟﯾﺎت اﻷﻓراد اﻟﺗﻲ ﺗﺳﺎھم ﻓﻲ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل‬
•
•
‫ ﺣﻠﯾف اﻷﻋﻣﺎل‬.٥
‫• ﯾﻔﮭم ﻛﯾف ﺗﺟﻧﻲ اﻷﻋﻣﺎل اﻟﻣﺎل‬
.‫• ﯾﻔﮭم ﻟﻐﺔ اﻟﻌﻣل‬
‫ اﻟﻣﻧﻔذ اﻟﺗﺷﻐﯾﻠﻲ‬.٦
، ‫• ﺗﻧﻔذ ﺳﯾﺎﺳﺎت ﻣﻛﺎن اﻟﻌﻣل‬
، ‫• ﺗﻘدم ﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫• ﯾدﯾر اﻟﻌﻣل اﻟﯾوﻣﻲ ﻟﻠﺣﻔﺎظ ﻋﻠﻰ اﻟﻧﺎس‬
HRM Function Changing - ‫ﺗﻐﯾﯾر وظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
•
•
Time spent on administrative tasks is decreasing and its roles as a strategic business partner, change agent, and
employee advocate are increasing
‫ وﻣداﻓﻊ ﻋن اﻟﻣوظف آﺧذ ﻓﻲ اﻻزدﯾﺎد‬، ‫ ووﻛﯾل ﺗﻐﯾﯾر‬، ‫اﻟوﻗت اﻟذي ﯾﻘﺿﯾﮫ ﻓﻲ اﻟﻣﮭﺎم اﻹدارﯾﺔ آﺧذ ﻓﻲ اﻟﺗﻧﺎﻗص وأدواره ﻛﺷرﯾك ﺗﺟﺎري اﺳﺗراﺗﯾﺟﻲ‬
•
This shift presents two important challenges - ‫ﯾﻣﺛل ھذا اﻟﺗﺣول ﺗﺣدﯾﯾن ﻣﮭﻣﯾن‬:
 Self-service – giving employees online access to information about HR issues
‫ ﻣﻧﺢ اﻟﻣوظﻔﯾن اﻟوﺻول ﻋﺑر اﻹﻧﺗرﻧت إﻟﻰ اﻟﻣﻌﻠوﻣﺎت اﻟﻣﺗﻌﻠﻘﺔ ﺑﻘﺿﺎﯾﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬- ‫ اﻟﺧدﻣﺔ اﻟذاﺗﯾﺔ‬
 Outsourcing – the practice of having another company provide services
‫ ﻣﻣﺎرﺳﺔ وﺟود ﺷرﻛﺔ أﺧرى ﺗﻘدم اﻟﺧدﻣﺎت‬- ‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
•
As part of its strategic role, one of the key contributions that HR can make is to engage in evidence-based HR.
.‫ ﺗﺗﻣﺛل إﺣدى اﻟﻣﺳﺎھﻣﺎت اﻟرﺋﯾﺳﯾﺔ اﻟﺗﻲ ﯾﻣﻛن أن ﺗﻘدﻣﮭﺎ اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻻﻧﺧراط ﻓﻲ اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻷدﻟﺔ‬، ‫ﻛﺟزء ﻣن دورھﺎ اﻻﺳﺗراﺗﯾﺟﻲ‬
•
•
Evidence-based HR – demonstrating that human resource practices have a positive influence on the company’s bottom
line or key stakeholders.
.‫ ﻹﺛﺑﺎت أن ﻣﻣﺎرﺳﺎت اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻟﮭﺎ ﺗﺄﺛﯾر إﯾﺟﺎﺑﻲ ﻋﻠﻰ أرﺑﺎح اﻟﺷرﻛﺔ أو أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟرﺋﯾﺳﯾﯾن‬- ‫اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻣﺳﺗﻧدة إﻟﻰ اﻷدﻟﺔ‬
•
Competitive Challenges Influencing HRM - ‫اﻟﺗﺣدﯾﺎت اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
•
Three competitive challenges that companies now face will increase the importance of HRM practices:
:‫ﺛﻼﺛﺔ ﺗﺣدﯾﺎت ﺗﻧﺎﻓﺳﯾﺔ ﺗواﺟﮭﮭﺎ اﻟﺷرﻛﺎت اﻵن ﺳﺗزﯾد ﻣن أھﻣﯾﺔ ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
•
1. The Challenge of sustainability – includes providing a return to shareholders, providing high quality products and
services and experiences for employees, social responsibility, and effectively using new work arrangements.
‫ واﺳﺗﺧدام‬، ‫ واﻟﻣﺳؤوﻟﯾﺔ اﻻﺟﺗﻣﺎﻋﯾﺔ‬، ‫ وﺗﻘدﯾم ﻣﻧﺗﺟﺎت وﺧدﻣﺎت وﺧﺑرات ﻋﺎﻟﯾﺔ اﻟﺟودة ﻟﻠﻣوظﻔﯾن‬، ‫ ﯾﺷﻣل ﺗوﻓﯾر ﻋﺎﺋد ﻟﻠﻣﺳﺎھﻣﯾن‬- ‫ ﺗﺣدي اﻻﺳﺗداﻣﺔ‬.۱
.‫ﺗرﺗﯾﺑﺎت اﻟﻌﻣل اﻟﺟدﯾدة ﺑﻔﻌﺎﻟﯾﺔ‬
2. The Global Challenge - In order to survive, U.S. companies must, improve HRM practices, develop global markets
and better prepare employees for global assignments.
‫ ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺎت اﻷﻣرﯾﻛﯾﺔ ﺗﺣﺳﯾن ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ وﺗطوﯾر اﻷﺳواق اﻟﻌﺎﻟﻣﯾﺔ وإﻋداد اﻟﻣوظﻔﯾن‬، ‫ ﻣن أﺟل اﻟﺑﻘﺎء‬- ‫ اﻟﺗﺣدي اﻟﻌﺎﻟﻣﻲ‬.۲
.‫ﺑﺷﻛل أﻓﺿل ﻟﻠﻣﮭﺎم اﻟﻌﺎﻟﻣﯾﺔ‬
3. The technology challenge – with advances in technology, companies must change employees and managers work
roles, create high performance work systems, and develop-commerce and e-HRM.
، ‫ وإﻧﺷﺎء أﻧظﻣﺔ ﻋﻣل ﻋﺎﻟﯾﺔ اﻷداء‬، ‫ ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺎت ﺗﻐﯾﯾر أدوار ﻋﻣل اﻟﻣوظﻔﯾن واﻟﻣدﯾرﯾن‬، ‫ ﻣﻊ اﻟﺗﻘدم ﻓﻲ اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬- ‫ اﻟﺗﺣدي اﻟﺗﻛﻧوﻟوﺟﻲ‬.۳
.‫وﺗطوﯾر اﻟﺗﺟﺎرة وإدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻹﻟﻛﺗروﻧﯾﺔ‬
The Sustainability Challenge - ‫ﺗﺣدي اﻻﺳﺗداﻣﺔ‬
• Sustainability - ‫اﻻﺳﺗداﻣﺔ‬
The ability of a company to survive and succeed in a dynamic competitive environment
‫ﻗدرة اﻟﺷرﻛﺔ ﻋﻠﻰ اﻟﺑﻘﺎء واﻟﻧﺟﺎح ﻓﻲ ﺑﯾﺋﺔ ﺗﻧﺎﻓﺳﯾﺔ دﯾﻧﺎﻣﯾﻛﯾﺔ‬
• Stakeholders - ‫أﺻﺣﺎب اﻟﻣﺻﺎﻟﺢ‬
Shareholders, the community, customers and all other parties that have an interest in seeing that the company succeeds
‫اﻟﻣﺳﺎھﻣون واﻟﻣﺟﺗﻣﻊ واﻟﻌﻣﻼء وﺟﻣﯾﻊ اﻷطراف اﻷﺧرى اﻟﺗﻲ ﻟﮭﺎ ﻣﺻﻠﺣﺔ ﻓﻲ رؤﯾﺔ ﻧﺟﺎح اﻟﺷرﻛﺔ‬
 Sustainability includes the ability to: ‫ﺗﺷﻣل اﻻﺳﺗداﻣﺔ اﻟﻘدرة ﻋﻠﻰ‬
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provide a return to shareholders
‫• ﺗوﻓﯾر ﻋﺎﺋد ﻟﻠﻣﺳﺎھﻣﯾن‬
‫ﻟﻠﻣوظﻔﯾن‬
‫اﻟﺟودة‬
‫ﻋﺎﻟﯾﺔ‬
‫ﻋﻣل‬
‫وﺧﺑرات‬
‫وﺧدﻣﺎت‬
‫• ﺗﻘدﯾم ﻣﻧﺗﺟﺎت‬
provide high-quality products, services, and work experiences for employees
‫اﻟﺑﺷري‬
‫اﻟﻣﺎل‬
‫ورأس‬
‫اﻟﻣﻠﻣوﺳﺔ‬
‫ﻏﯾر‬
‫اﻷﺻول‬
‫ﻋﻠﻰ‬
‫ﺿوﻋﺔ‬
‫اﻟﻣو‬
‫• زﯾﺎدة اﻟﻘﯾﻣﺔ‬
increase value placed on intangible assets and human capital
‫اﻻﺟﺗﻣﺎﻋﯾﺔ‬
‫• اﻟﻣﺳؤوﻟﯾﺔ‬
social responsibility
‫• اﻟﺗﻛﯾف ﻣﻊ اﻟﺧﺻﺎﺋص اﻟﻣﺗﻐﯾرة وﺗوﻗﻌﺎت اﻟﻘوى اﻟﻌﺎﻣﻠﺔ‬
Adapting to changing characteristics and expectations of the labor force
‫• اﻟﻘﺿﺎﯾﺎ اﻟﻘﺎﻧوﻧﯾﺔ واﻷﺧﻼﻗﯾﺔ‬
Legal and ethical issues
‫• اﻻﺳﺗﺧدام اﻟﻔﻌﺎل ﻟﺗرﺗﯾﺑﺎت اﻟﻌﻣل اﻟﺟدﯾدة‬
Effectively use new work arrangements
 The changing structure of the economy - ‫اﻟﮭﯾﻛل اﻟﻣﺗﻐﯾر ﻟﻼﻗﺗﺻﺎد‬
 Skill demands for jobs are changing - ‫ﻣﺗطﻠﺑﺎت اﻟﻣﮭﺎرة ﻟﻠوظﺎﺋف ﺗﺗﻐﯾر‬
 Knowledge is becoming more valuable - ‫أﺻﺑﺣت اﻟﻣﻌرﻓﺔ أﻛﺛر ﻗﯾﻣﺔ‬
 Intangible assets -- human capital, customer capital, social capital, and intellectual capital
‫ رأس اﻟﻣﺎل اﻟﺑﺷري ورأس اﻟﻣﺎل ﻟﻠﻌﻣﻼء ورأس اﻟﻣﺎل اﻻﺟﺗﻣﺎﻋﻲ ورأس اﻟﻣﺎل اﻟﻔﻛري‬- ‫ اﻷﺻول ﻏﯾر اﻟﻣﻠﻣوﺳﺔ‬
 Knowledge workers – employees who contribute to the company through a specialized body of knowledge
‫ اﻟﻣوظﻔون اﻟذﯾن ﯾﺳﺎھﻣون ﻓﻲ اﻟﺷرﻛﺔ ﻣن ﺧﻼل ھﯾﺋﺔ ﻣﻌرﻓﯾﺔ ﻣﺗﺧﺻﺻﺔ‬- ‫ ﻋﻣﺎل اﻟﻣﻌرﻓﺔ‬
 Empowerment – giving employees responsibility and authority to make decisions regarding all aspects of product
development or customer service
‫ ﻣﻧﺢ اﻟﻣوظﻔﯾن اﻟﻣﺳؤوﻟﯾﺔ واﻟﺳﻠطﺔ ﻻﺗﺧﺎذ اﻟﻘرارات اﻟﻣﺗﻌﻠﻘﺔ ﺑﺟﻣﯾﻊ ﺟواﻧب ﺗطوﯾر اﻟﻣﻧﺗﺞ أو ﺧدﻣﺔ اﻟﻌﻣﻼء‬- ‫ اﻟﺗﻣﻛﯾن‬
 Learning organization - ‫ﻣﻧظﻣﺔ ﺗﻌﻠﯾﻣﯾﺔ‬
Changes in Employment Expectations - ‫اﻟﺗﻐﯾﯾرات ﻓﻲ ﺗوﻗﻌﺎت اﻟﺗوظﯾف‬:
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Alternative work arrangements - ‫ﺗرﺗﯾﺑﺎت اﻟﻌﻣل اﻟﺑدﯾﻠﺔ‬
include independent contractors, on-call workers, temporary workers, and contract company workers
‫ﺗﺷﻣل اﻟﻣﻘﺎوﻟﯾن اﻟﻣﺳﺗﻘﻠﯾن واﻟﻌﺎﻣﻠﯾن ﺗﺣت اﻟطﻠب واﻟﻌﺎﻣﻠﯾن اﻟﻣؤﻗﺗﯾن وﻋﻣﺎل اﻟﺷرﻛﺎت اﻟﻣﺗﻌﺎﻗدة‬
The Global Challenge - ‫اﻟﺗﺣدي اﻟﻌﺎﻟﻣﻲ‬
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To survive - companies must compete in international markets
Be prepared to deal with the global economy and competition – made tougher due to technology
Offshoring – exporting of jobs from developed countries to less developed countries
On-shoring – exporting jobs to rural parts of the country
‫ ﯾﺟب أن ﺗﺗﻧﺎﻓس اﻟﺷرﻛﺎت ﻓﻲ اﻷﺳواق اﻟدوﻟﯾﺔ‬- ‫ﻣن أﺟل اﻟﺑﻘﺎء‬
‫ اﻟﺗﻲ أﺻﺑﺣت أﻛﺛر ﺻراﻣﺔ ﺑﺳﺑب اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬- ‫ﻛن ﻣﺳﺗﻌدًا ﻟﻠﺗﻌﺎﻣل ﻣﻊ اﻻﻗﺗﺻﺎد اﻟﻌﺎﻟﻣﻲ واﻟﻣﻧﺎﻓﺳﺔ‬
‫ ﺗﺻدﯾر اﻟوظﺎﺋف ﻣن اﻟﺑﻠدان اﻟﻣﺗﻘدﻣﺔ إﻟﻰ اﻟﺑﻠدان اﻷﻗل ﻧﻣوا‬- ‫ﻧﻘل إﻟﻰ اﻟﺧﺎرج‬
‫ ﺗﺻدﯾر اﻟوظﺎﺋف إﻟﻰ اﻟﻣﻧﺎطﻖ اﻟرﯾﻔﯾﺔ ﻣن اﻟﺑﻼد‬- On-shoring
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The Technology Challenge - ‫ﺗﺣدي اﻟﺗﻛﻧوﻟوﺟﯾﺎ‬
 Internet has created a new business model – e-commerce
‫ اﻟﺗﺟﺎرة اﻹﻟﻛﺗروﻧﯾﺔ‬- ‫ أﻧﺷﺄ اﻹﻧﺗرﻧت ﻧﻣوذج ﻋﻣل ﺟدﯾدًا‬
 Business transactions and relationships can be conducted electronically
‫ ﯾﻣﻛن إﺟراء اﻟﻣﻌﺎﻣﻼت واﻟﻌﻼﻗﺎت اﻟﺗﺟﺎرﯾﺔ إﻟﻛﺗروﻧﯾًﺎ‬
 Advances in technology have - ‫اﻟﺗﻘدم ﻓﻲ اﻟﺗﻛﻧوﻟوﺟﯾﺎ ﻓﯾﮫ‬:
 changed how and where we work - ‫ﻏﯾرت ﻛﯾف وأﯾن ﻧﻌﻣل‬
 changed skill requirements - ‫ﻣﺗطﻠﺑﺎت اﻟﻣﮭﺎرة اﻟﻣﺗﻐﯾرة‬
 increased working partnerships - ‫زﯾﺎدة ﺷراﻛﺎت اﻟﻌﻣل‬
 led to changes in company structure and reporting relationships - ‫أدت إﻟﻰ ﺗﻐﯾﯾرات ﻓﻲ ھﯾﻛل اﻟﺷرﻛﺔ وﻋﻼﻗﺎت إﻋداد اﻟﺗﻘﺎرﯾر‬
Chapter – 2 Basics of Strategic HRM - ‫أﺳﺎﺳﯾﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
Basics of Strategic HRM - ‫أﺳﺎﺳﯾﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
What is Strategic Management? ‫ﻣﺎ ھﻲ اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ؟‬
 Strategic Management is a process which helps a
company to achieve its goals by
• analyzing a company's competitive situation
• developing the company's strategic goals
• devising a plan of action
• allocating the required resources
‫ اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ ھﻲ ﻋﻣﻠﯾﺔ ﺗﺳﺎﻋد اﻟﺷرﻛﺔ ﻋﻠﻰ ﺗﺣﻘﯾﻖ‬
:‫أھداﻓﮭﺎ ﻣن ﺧﻼل‬
‫• ﺗﺣﻠﯾل اﻟوﺿﻊ اﻟﺗﻧﺎﻓﺳﻲ ﻟﻠﺷرﻛﺔ‬
‫• ﺗطوﯾر أھداف اﻟﺷرﻛﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
‫• وﺿﻊ ﺧطﺔ ﻋﻣل‬
‫• ﺗﺧﺻﯾص اﻟﻣوارد اﻟﻣطﻠوﺑﺔ‬
What is Strategic Human Resource Management? - ‫ﻣﺎ ھﻲ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ؟‬
• Strategic human resource management is the pattern of
planned human resource deployments and activities intended
to enable an organization to achieve its goals.
• HR Managers should be trained to identify the competitive
issues faced by the organization.
‫• إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ ھﻲ ﻧﻣط ﺗوزﯾﻊ اﻟﻣوارد‬
‫اﻟﺑﺷرﯾﺔ واﻷﻧﺷطﺔ اﻟﻣﺧطط ﻟﮭﺎ اﻟﺗﻲ ﺗﮭدف إﻟﻰ ﺗﻣﻛﯾن‬
.‫اﻟﻣﻧظﻣﺔ ﻣن ﺗﺣﻘﯾﻖ أھداﻓﮭﺎ‬
‫• ﯾﺟب ﺗدرﯾب ﻣدﯾري اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻋﻠﻰ ﺗﺣدﯾد اﻟﻘﺿﺎﯾﺎ‬
.‫اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻲ ﺗواﺟﮭﮭﺎ اﻟﻣﻧظﻣﺔ‬
Components of the Strategic Management Process - ‫ﻣﻛوﻧﺎت ﻋﻣﻠﯾﺔ اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
1) Strategy Formulation - ‫ﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
Strategic planning groups decide on a strategic direction
by defining
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Company’s mission and goals
External opportunities and threats
Internal strengths and weaknesses.
Five components of the strategic management process
relevant to Strategy Formulation:
-Mission is a statement of the organization's reasons for being.
-Goals are what the organization hopes to achieve in the
medium-to long-term future
-External analysis consists of examining the organization's
operating environment to identify strategic opportunities and
threats.
-Internal analysis attempts to identify the organization's
strengths and weaknesses.
-Strategic choice is the organization's strategy, which
describes the ways the organization will attempt to fulfill its
mission and achieve its long term goals.
‫ﺗﻘرر ﻣﺟﻣوﻋﺎت اﻟﺗﺧطﯾط اﻻﺳﺗراﺗﯾﺟﻲ اﻻﺗﺟﺎه اﻻﺳﺗراﺗﯾﺟﻲ‬
‫ﻣن ﺧﻼل اﻟﺗﺣدﯾد أدﻧﺎه‬
، ‫ﻣﮭﻣﺔ وأھداف اﻟﺷرﻛﺔ‬
‫اﻟﻔرص واﻟﺗﮭدﯾدات اﻟﺧﺎرﺟﯾﺔ‬
.‫ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف اﻟداﺧﻠﯾﺔ‬
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‫ﺧﻣﺳﺔ ﻣﻛوﻧﺎت ﻟﻌﻣﻠﯾﺔ اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ ذات اﻟﺻﻠﺔ‬
:‫ﺑﺻﯾﺎﻏﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
.‫ اﻟﻣﮭﻣﺔ ھﻲ ﺑﯾﺎن أﺳﺑﺎب وﺟود اﻟﻣﻧظﻣﺔ‬‫ اﻷھداف ھﻲ ﻣﺎ ﺗﺄﻣل اﻟﻣﻧظﻣﺔ ﻓﻲ ﺗﺣﻘﯾﻘﮭﺎ ﻋﻠﻰ اﻟﻣدى‬‫اﻟﻣﺗوﺳط إﻟﻰ اﻟطوﯾل‬
‫ ﯾﺗﻛون اﻟﺗﺣﻠﯾل اﻟﺧﺎرﺟﻲ ﻣن ﻓﺣص ﺑﯾﺋﺔ ﻋﻣل اﻟﻣﻧظﻣﺔ‬.‫ﻟﺗﺣدﯾد اﻟﻔرص واﻟﺗﮭدﯾدات اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
‫ﯾﺣﺎول اﻟﺗﺣﻠﯾل اﻟداﺧﻠﻲ ﺗﺣدﯾد ﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف ﻓﻲ‬.‫اﻟﻣﻧظﻣﺔ‬
‫ واﻟﺗﻲ‬، ‫اﻟﺧﯾﺎر اﻻﺳﺗراﺗﯾﺟﻲ ھو اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻣﻧظﻣﺔ‬‫ﺗﺻف اﻟطرق اﻟﺗﻲ ﺳﺗﺣﺎول ﺑﮭﺎ اﻟﻣﻧظﻣﺔ ﺗﺣﻘﯾﻖ ﻣﮭﻣﺗﮭﺎ‬
.‫وﺗﺣﻘﯾﻖ أھداﻓﮭﺎ طوﯾﻠﺔ اﻟﻣدى‬
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Components of the Strategic Management Process - ‫ﻣﻛوﻧﺎت ﻋﻣﻠﯾﺔ اﻹدارة اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
2) Strategy Implementation - ‫ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
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.‫ﺗﺗﺎﺑﻊ اﻟﻣﻧظﻣﺔ اﻹﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻲ ﺗم اﺧﺗﯾﺎرھﺎ‬
:‫ھذا ﯾﺷﻣل‬
‫ھﯾﻛﻠﺔ اﻟﻣﻧظﻣﺔ‬
‫ﺗﺧﺻﯾص اﻟﻣوارد‬
‫اﻟﺗﺄﻛد ﻣن أن اﻟﺷرﻛﺔ ﻟدﯾﮭﺎ ﻣوظﻔﯾن ﻣﮭرة ﻓﻲ اﻟﻣﻛﺎن‬
‫ﺗطوﯾر أﻧظﻣﺔ اﻟﻣﻛﺎﻓﺂت اﻟﺗﻲ ﺗﺗواﻓﻖ ﻣﻊ ﺳﻠوك اﻟﻣوظف ﻣﻊ‬
.‫اﻷھداف اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
The organization follows through on the strategy that
has been chosen. This includes :
structuring the organization
allocating resources
ensuring that the firm has skilled employees in place
developing reward systems that align employee behavior
with the strategic goals.
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Strategy Implementation (HRM Practices) - (‫ﺗﻧﻔﯾذ اﻹﺳﺗراﺗﯾﺟﯾﺔ )ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
Job Analysis - the process of getting detailed information
about jobs.
Recruitment - the process through which the organization
seeks applicants.
Training - a planned effort to facilitate learning of job-related
knowledge, skills, and behavior.
.‫ ﻋﻣﻠﯾﺔ اﻟﺣﺻول ﻋﻠﻰ ﻣﻌﻠوﻣﺎت ﻣﻔﺻﻠﺔ ﺣول اﻟوظﺎﺋف‬- ‫• ﺗﺣﻠﯾل اﻟوظﯾﻔﺔ‬
.‫ اﻟﻌﻣﻠﯾﺔ اﻟﺗﻲ ﻣن ﺧﻼﻟﮭﺎ ﺗﺑﺣث اﻟﻣﻧظﻣﺔ ﻋن اﻟﻣﺗﻘدﻣﯾن‬- ‫• اﻟﺗوظﯾف‬
‫ ﺟﮭد ﻣﺧطط ﻟﺗﺳﮭﯾل ﺗﻌﻠم اﻟﻣﻌرﻓﺔ واﻟﻣﮭﺎرات واﻟﺳﻠوك اﻟﻣﺗﻌﻠﻖ‬- ‫• اﻟﺗدرﯾب‬
.‫ﺑﺎﻟوظﯾﻔﺔ‬
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Job design - making decisions about what tasks should be
grouped into a particular job.
• Selection - identifying the applicants with the appropriate
knowledge, skills, and ability.
• Development - the acquisition of knowledge, skills, and
behavior that improves employees' ability to meet the
challenges of future jobs.
.‫ اﺗﺧﺎذ اﻟﻘرارات ﺑﺷﺄن اﻟﻣﮭﺎم اﻟﺗﻲ ﯾﺟب ﺗﺟﻣﯾﻌﮭﺎ ﻓﻲ وظﯾﻔﺔ ﻣﻌﯾﻧﺔ‬- ‫ﺗﺻﻣﯾم اﻟوظﯾﻔﺔ‬
.‫ ﺗﺣدﯾد اﻟﻣﺗﻘدﻣﯾن ﺑﺎﻟﻣﻌرﻓﺔ واﻟﻣﮭﺎرات واﻟﻘدرة اﻟﻣﻧﺎﺳﺑﺔ‬- ‫اﻻﺧﺗﯾﺎر‬
‫ اﻛﺗﺳﺎب اﻟﻣﻌرﻓﺔ واﻟﻣﮭﺎرات واﻟﺳﻠوك اﻟذي ﯾﺣﺳن ﻗدرة اﻟﻣوظﻔﯾن ﻋﻠﻰ‬- ‫اﻟﺗطوﯾر‬
.‫ﻣواﺟﮭﺔ ﺗﺣدﯾﺎت اﻟوظﺎﺋف اﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬
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Performance management - helps ensure that employees’ activities and outcomes are congruent with the organization’s objectives.
.‫ ﺗﺳﺎﻋد ﻋﻠﻰ ﺿﻣﺎن أن أﻧﺷطﺔ اﻟﻣوظﻔﯾن وﻧﺗﺎﺋﺟﮭم ﻣﺗواﻓﻘﺔ ﻣﻊ أھداف اﻟﻣﻧظﻣﺔ‬- ‫• آداء اﻹدارة‬
HRM function can be thought of as having six menus of HRM
practices, from which companies can choose the ones most
appropriate for implementing their strategy.
‫ﯾﻣﻛن اﻋﺗﺑﺎر وظﯾﻔﺔ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻋﻠﻰ أﻧﮭﺎ ﺗﺣﺗوي ﻋﻠﻰ ﺳﺗﺔ ﻗواﺋم‬
‫ واﻟﺗﻲ ﯾﻣﻛن ﻟﻠﺷرﻛﺎت ﻣن ﺧﻼﻟﮭﺎ اﺧﺗﯾﺎر‬، ‫ﻟﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫اﻟﻘواﺋم اﻷﻛﺛر ﻣﻼءﻣﺔ ﻟﺗﻧﻔﯾذ اﺳﺗراﺗﯾﺟﯾﺗﮭﺎ‬
Each of these menus refers to a particular functional area of
HRM:
job analysis/design,
recruitment/selection,
training and development,
performance management,
pay structure,
incentives, and benefits, and labor-employee relations.
:‫ﺗﺷﯾر ﻛل ﻣن ھذه اﻟﻘواﺋم إﻟﻰ ﻣﺟﺎل وظﯾﻔﻲ ﻣﻌﯾن ﻓﻲ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫ ﺗﺻﻣﯾم اﻟوظﯾﻔﺔ‬/ ‫ﺗﺣﻠﯾل‬
‫ اﻻﺧﺗﯾﺎر‬/ ‫اﻟﺗوظﯾف‬
‫اﻟﺗدرﯾب واﻟﺗطوﯾر‬
‫إدارة اﻷداء‬
‫ھﯾﻛل اﻷﺟور‬
‫ واﻟﻌﻼﻗﺎت ﺑﯾن اﻟﻌﻣﺎل واﻟﻣوظﻔﯾن‬، ‫ واﻟﻣزاﯾﺎ‬، ‫اﻟﺣواﻓز‬
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Types of Strategy - ‫أﻧواع اﻹﺳﺗراﺗﯾﺟﯾﺔ‬
•
Michael Porter suggests that competitive advantage comes from
creating value by:
1) Cost Leadership (Reducing Costs / Cost Strategy)
2) Differentiation (Charging a premium price for a differentiated
product or service)
‫( ﯾﻘﺗرح ﻣﺎﯾﻛل ﺑورﺗر أن اﻟﻣﯾزة اﻟﺗﻧﺎﻓﺳﯾﺔ ﺗﺄﺗﻲ ﻣن ﺧﻠﻖ اﻟﻘﯾﻣﺔ ﻣن‬۱
:‫ﺧﻼل‬
(‫ إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻛﻠﻔﺔ‬/ ‫( ﻗﯾﺎدة اﻟﺗﻛﻠﻔﺔ )ﺗﻘﻠﯾل اﻟﺗﻛﺎﻟﯾف‬۲
(‫( اﻟﺗﻣﺎﯾز )ﻓرض ﺳﻌر ﻣﻣﺗﺎز ﻟﻣﻧﺗﺞ أو ﺧدﻣﺔ ﻣﺗﻣﺎﯾزة‬۳
HRM Needs in Strategic Types - ‫اﺣﺗﯾﺎﺟﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻷﻧواع اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
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Different strategies require different types of employees.
Role Behaviors:
- Cost strategy firms seek efficiency and therefore
carefully define the skills they need in employees and use
worker participation to seek cost-saving ideas.
- Differentiation firms need creative risk takers.
.‫ﺗﺗطﻠب اﻻﺳﺗراﺗﯾﺟﯾﺎت اﻟﻣﺧﺗﻠﻔﺔ أﻧواﻋﺎ ﻣﺧﺗﻠﻔﺔ ﻣن اﻟﻣوظﻔﯾن‬
:‫ﺳﻠوﻛﯾﺎت اﻟدور‬
‫ ﺗﺳﻌﻰ ﺷرﻛﺎت إﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻛﻠﻔﺔ إﻟﻰ ﺗﺣﻘﯾﻖ اﻟﻛﻔﺎءة وﺑﺎﻟﺗﺎﻟﻲ ﺗﺣدﯾد‬‫اﻟﻣﮭﺎرات اﻟﺗﻲ ﯾﺣﺗﺎﺟوﻧﮭﺎ ﻓﻲ اﻟﻣوظﻔﯾن ﺑﻌﻧﺎﯾﺔ واﺳﺗﺧدام ﻣﺷﺎرﻛﺔ اﻟﻌﻣﺎل‬
.‫ﻟﻠﺑﺣث ﻋن أﻓﻛﺎر ﻟﺗوﻓﯾر اﻟﺗﻛﺎﻟﯾف‬
.‫ ﺗﺣﺗﺎج ﺷرﻛﺎت اﻟﺗﻣﺎﯾز إﻟﻰ ﻣﺟﺎزﻓﯾن ﻣﺑدﻋﯾن‬-
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Directional Strategies - ‫اﺳﺗراﺗﯾﺟﯾﺎت اﻻﺗﺟﺎه‬
1) External Growth Strategy - ‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو اﻟﺧﺎرﺟﻲ‬
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Strategy emphasising on acquiring vendors and
suppliers or buying businesses
Allows a company to expand into new markets
Mergers & Acquisitions are prominent examples of
this strategy
‫ﺗرﻛز اﻹﺳﺗراﺗﯾﺟﯾﺔ ﻋﻠﻰ اﻛﺗﺳﺎب اﻟﺑﺎﺋﻌﯾن واﻟﻣوردﯾن أو‬
‫ﺷراء اﻷﻋﻣﺎل‬
‫ﯾﺳﻣﺢ ﻟﻠﺷرﻛﺔ ﺑﺎﻟﺗوﺳﻊ ﻓﻲ أﺳواق ﺟدﯾدة‬
‫ﻋﻣﻠﯾﺎت اﻻﻧدﻣﺎج واﻻﺳﺗﺣواذ ھﻲ أﻣﺛﻠﺔ ﺑﺎرزة ﻋﻠﻰ ھذه‬
‫اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
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‫اﺳﺗراﺗﯾﺟﯾﺔ ﺗرﻛز ﻋﻠﻰ زﯾﺎدة ﺣﺻﺗﮭﺎ ﻓﻲ اﻟﺳوق أو‬
(‫ﺗﻘﻠﯾل اﻟﺗﻛﺎﻟﯾف أو إﻧﺷﺎء واﻟﺣﻔﺎظ ﻋﻠﻰ ﻣﻛﺎﻧﺔ )ﻣرﻛز‬
‫ﻓﻲ اﻟﺳوق ﻟﻠﻣﻧﺗﺟﺎت واﻟﺧدﻣﺎت‬
‫ﯾﺗطﻠب أن ﺗﺣﺎﻓظ اﻟﺷرﻛﺔ ﻋﻠﻰ اﻟﻣﮭﺎرات اﻟﺣﺎﻟﯾﺔ‬
‫اﻟﻣوﺟودة ﻓﻲ اﻟﻣﻧظﻣﺔ‬
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2) Concentration Strategy - ‫اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗرﻛﯾز‬
A strategy focussing on increasing market share,
reducing costs or creating and maintaining a market
niche (position) for products and services
It requires that the company maintain the current
skills that exist in the organization
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3) Internal Growth Strategy - ‫إﺳﺗراﺗﯾﺟﯾﺔ اﻟﻧﻣو اﻟداﺧﻠﻲ‬
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A strategy focussing on new market and product
development, innovation and joint ventures
‘Growth’ requires that a company constantly hire,
transfer and promote individuals
Necessitates new skill sets present and future
employees must have
‫اﺳﺗراﺗﯾﺟﯾﺔ ﺗرﻛز ﻋﻠﻰ ﺗطوﯾر اﻟﺳوق واﻟﻣﻧﺗﺟﺎت اﻟﺟدﯾدة‬
‫واﻻﺑﺗﻛﺎر واﻟﻣﺷﺎرﯾﻊ اﻟﻣﺷﺗرﻛﺔ‬
‫ﯾﺗطﻠب "اﻟﻧﻣو" أن ﺗﻘوم اﻟﺷرﻛﺔ ﺑﺎﺳﺗﻣرار ﺑﺗﻌﯾﯾن اﻷﻓراد وﻧﻘﻠﮭم‬
‫وﺗرﻗﯾﺗﮭم‬
‫ﯾﺳﺗﻠزم ﻣﺟﻣوﻋﺎت ﻣﮭﺎرات ﺟدﯾدة ﯾﺟب أن ﯾﻣﺗﻠﻛﮭﺎ اﻟﻣوظﻔون‬
‫اﻟﺣﺎﻟﯾون واﻟﻣﺳﺗﻘﺑﻠﯾون‬
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4) Downsizing - ‫ﺗﻘﻠﯾص‬
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It is the planned elimination of large numbers of employees,
designed to enhance organizational effectiveness (Rightsizing)
Main HRM challenge: To boost the morale of employees who
remain after downsizing
Key opportunity: Allows company to get rid of “Dead Wood”
and make way for fresh ideas
‫ اﻟﻣﺻﻣم ﻟﺗﻌزﯾز‬، ‫ھو اﻻﺳﺗﺑﻌﺎد اﻟﻣﺧطط ﻷﻋداد ﻛﺑﯾرة ﻣن اﻟﻣوظﻔﯾن‬
(‫اﻟﻔﻌﺎﻟﯾﺔ اﻟﺗﻧظﯾﻣﯾﺔ )ﺗﻘﻧﯾن‬
‫ رﻓﻊ اﻟروح اﻟﻣﻌﻧوﯾﺔ ﻟﻠﻣوظﻔﯾن‬:‫اﻟﺗﺣدي اﻟرﺋﯾﺳﻲ ﻹدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫اﻟذﯾن ﺑﻘوا ﺑﻌد ﺗﻘﻠﯾص ﺣﺟﻣﮭم‬
‫ اﻟﺳﻣﺎح ﻟﻠﺷرﻛﺔ ﺑﺎﻟﺗﺧﻠص ﻣن "اﻟﻐﺎﺑﺔ اﻟﻣﯾﺗﺔ" وإﻓﺳﺎح‬:‫اﻟﻔرﺻﺔ اﻟرﺋﯾﺳﯾﺔ‬
‫اﻟﻣﺟﺎل ﻷﻓﻛﺎر ﺟدﯾدة‬
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The Role of HR in Providing a Competitive Advantage - ‫دور اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ ﺗﻘدﯾم ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬
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HR can provide a strategic competitive advantage in two
additional ways:
1) Emergent Strategies
- Those that evolve from the grass roots of the organization
 What actually is done versus what is planned.
 HR plays an important role in facilitating the
communication of emergent strategies between levels in
the hierarchy.
2) Enhancing Firm Competitiveness
 By developing a rich pool of talent, HR can assure the
company's ability to adapt to a dynamic environment.
‫ﯾﻣﻛن ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ ﺗوﻓﯾر ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ اﺳﺗراﺗﯾﺟﯾﺔ‬
:‫ﺑطرﯾﻘﺗﯾن إﺿﺎﻓﯾﺗﯾن‬
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– ‫( اﻹﺳﺗراﺗﯾﺟﯾﺎت اﻟﻧﺎﺷﺋﺔ‬۱
‫ﺗﻠك اﻟﺗﻲ ﺗﺗطور ﻣن اﻟﻘواﻋد اﻟﺷﻌﺑﯾﺔ ﻟﻠﻣﻧظﻣﺔ‬
.‫ ﻣﺎ ﯾﺗم ﻓﻌﻠﮫ ﻓﻲ اﻟواﻗﻊ ﻣﻘﺎﺑل ﻣﺎ ھو ﻣﺧطط ﻟﮫ‬
‫دورا ﻣﮭ ًﻣﺎ ﻓﻲ ﺗﺳﮭﯾل ﺗوﺻﯾل‬
ً ‫ ﺗﻠﻌب اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫اﻻﺳﺗراﺗﯾﺟﯾﺎت اﻟﻧﺎﺷﺋﺔ ﺑﯾن اﻟﻣﺳﺗوﯾﺎت ﻓﻲ اﻟﺗﺳﻠﺳل اﻟﮭرﻣﻲ‬
‫( ﺗﻌزﯾز ﺗﻧﺎﻓﺳﯾﺔ اﻟﺷرﻛﺔ‬۲
‫ ﯾﻣﻛن‬، ‫ ﻣن ﺧﻼل ﺗطوﯾر ﻣﺟﻣوﻋﺔ ﻏﻧﯾﺔ ﻣن اﻟﻣواھب‬
‫ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ ﺿﻣﺎن ﻗدرة اﻟﺷرﻛﺔ ﻋﻠﻰ اﻟﺗﻛﯾف ﻣﻊ ﺑﯾﺋﺔ‬
.‫دﯾﻧﺎﻣﯾﻛﯾﺔ‬
Chapter – 3 Analysis and Design of Work - ‫ﺗﺣﻠﯾل وﺗﺻﻣﯾم اﻟﻌﻣل‬
Analysis and Design of Work - ‫ﺗﺣﻠﯾل وﺗﺻﻣﯾم اﻟﻌﻣل‬
Work-flow Analysis - ‫ﺗﺣﻠﯾل ﺳﯾر اﻟﻌﻣل‬
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Work-flow analysis provides a means for the managers to
understand all the tasks required to produce a highquality product as well as the necessary skills to perform
those.tasks
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Work flow analysis consists of 3 important steps:
1) Analyzing work outputs
• Work outputs are products of, or services provided
by, a work unit
2) Analyzing work processes
• Work processes are the activities that members of a
work unit engage in, to produce a given output.
3) Analyzing work inputs
• Work inputs are the "ingredients" that go into the
work processes and can be broken down into three
categories: raw material, equipment and human skills.
Developing a Workflow Analysis - ‫ﺗطوﯾر ﺗﺣﻠﯾل ﺳﯾر اﻟﻌﻣل‬
‫ﯾوﻓر ﺗﺣﻠﯾل ﺗدﻓﻖ اﻟﻌﻣل وﺳﯾﻠﺔ ﻟﻠﻣدﯾرﯾن ﻟﻔﮭم ﺟﻣﯾﻊ اﻟﻣﮭﺎم‬
‫اﻟﻣطﻠوﺑﺔ ﻹﻧﺗﺎج ﻣﻧﺗﺞ ﻋﺎﻟﻲ اﻟﺟودة ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ اﻟﻣﮭﺎرات‬
‫اﻟﻼزﻣﺔ ﻷداء ﺗﻠك اﻟﻣﮭﺎم‬
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:‫ ﺧطوات ﻣﮭﻣﺔ‬۳ ‫• ﯾﺗﻛون ﺗﺣﻠﯾل ﺗدﻓﻖ اﻟﻌﻣل ﻣن‬
‫( ﺗﺣﻠﯾل ﻣﺧرﺟﺎت اﻟﻌﻣل‬۱
‫• ﻣﺧرﺟﺎت اﻟﻌﻣل ھﻲ ﻣﻧﺗﺟﺎت أو ﺧدﻣﺎت ﺗﻘدﻣﮭﺎ وﺣدة ﻋﻣل‬
‫( ﺗﺣﻠﯾل إﺟراءات اﻟﻌﻣل‬۲
‫• ﻋﻣﻠﯾﺎت اﻟﻌﻣل ھﻲ اﻷﻧﺷطﺔ اﻟﺗﻲ ﯾﻧﺧرط ﻓﯾﮭﺎ أﻋﺿﺎء وﺣدة اﻟﻌﻣل‬
.‫ﻹﻧﺗﺎج ﻣﺧرﺟﺎت ﻣﻌﯾﻧﺔ‬
‫( ﺗﺣﻠﯾل ﻣدﺧﻼت اﻟﻌﻣل‬۳
‫• ﻣدﺧﻼت اﻟﻌﻣل ھﻲ "اﻟﻣﻛوﻧﺎت" اﻟﺗﻲ ﺗدﺧل ﻓﯾﮭﺎ ﻋﻣﻠﯾﺎت اﻟﻌﻣل‬
‫ اﻟﻣواد اﻟﺧﺎم واﻟﻣﻌدات‬:‫وﯾﻣﻛن ﺗﻘﺳﯾﻣﮭﺎ إﻟﻰ ﺛﻼث ﻓﺋﺎت‬
.‫واﻟﻣﮭﺎرات اﻟﺑﺷرﯾﺔ‬
Organizational Structure - ‫اﻟﮭﯾﻛل اﻟﺗﻧظﯾﻣﻲ‬
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Organizational structure provides cross-sectional overview of the static
relationship between individuals and units that create the outputs
•
Two important dimensions of structure are:
1. Centralization
It is the degree to which authority (decision making power) at the top of the
organizational chart
2. Departmentalization
It refers to the degree to which work units are grouped based upon
functional similarity or similarity of workflow
‫ﯾوﻓر اﻟﮭﯾﻛل اﻟﺗﻧظﯾﻣﻲ ﻧظرة ﻋﺎﻣﺔ ﻣﻘطﻌﯾﺔ ﻟﻠﻌﻼﻗﺔ‬
‫اﻟﺛﺎﺑﺗﺔ ﺑﯾن اﻷﻓراد واﻟوﺣدات اﻟﺗﻲ ﺗﻧﺷﺊ اﻟﻣﺧرﺟﺎت‬
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:‫اﻟﺑﻌدان اﻟﻣﮭﻣﺎن ﻟﻠﮭﯾﻛل ھﻣﺎ‬
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‫ اﻟﻣرﻛزﯾﺔ‬.۱
‫إﻧﮭﺎ اﻟدرﺟﺔ اﻟﺗﻲ ﺑﮭﺎ اﻟﺳﻠطﺔ )ﺳﻠطﺔ اﺗﺧﺎذ اﻟﻘرار( ﻓﻲ‬
‫اﻟﺟزء اﻟﻌﻠوي ﻣن اﻟﮭﯾﻛل اﻟﺗﻧظﯾﻣﻲ‬
‫ اﻟﺗﻘﺳﯾم‬.۲
‫ﯾﺷﯾر إﻟﻰ اﻟدرﺟﺔ اﻟﺗﻲ ﯾﺗم ﺑﮭﺎ ﺗﺟﻣﯾﻊ وﺣدات اﻟﻌﻣل ﺑﻧﺎ ًء‬
‫ﻋﻠﻰ اﻟﺗﺷﺎﺑﮫ اﻟوظﯾﻔﻲ أو اﻟﺗﺷﺎﺑﮫ ﻓﻲ ﺳﯾر اﻟﻌﻣل‬
Structural Configuration - ‫اﻟﺗﻛوﯾن اﻟﮭﯾﻛﻠﻲ‬
Functional Structure - ‫ھﯾﻛل وظﯾﻔﻰ‬
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It employs a functional arrangement scheme with high levels of centralization
Functional structures are very efficient.
However, they tend to be inflexible and insensitive to subtle differences across products, regions, or clients
‫إﻧﮫ ﯾﺳﺗﺧدم ﻣﺧطط ﺗرﺗﯾب وظﯾﻔﻲ ﺑﻣﺳﺗوﯾﺎت ﻋﺎﻟﯾﺔ ﻣن اﻟﻣرﻛزﯾﺔ‬
.‫اﻟﮭﯾﺎﻛل اﻟوظﯾﻔﯾﺔ ﻓﻌﺎﻟﺔ ﻟﻠﻐﺎﯾﺔ‬
‫ ﻓﺈﻧﮭم ﯾﻣﯾﻠون إﻟﻰ أن ﯾﻛوﻧوا ﻏﯾر ﻣرﻧﯾن وﻏﯾر ﺣﺳﺎﺳﯾن ﻟﻼﺧﺗﻼﻓﺎت اﻟدﻗﯾﻘﺔ ﻋﺑر اﻟﻣﻧﺗﺟﺎت أو اﻟﻣﻧﺎطﻖ أو اﻟﻌﻣﻼء‬، ‫وﻣﻊ ذﻟك‬
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Divisional Structure - ‫ھﯾﻛل اﻷﻗﺳﺎم‬
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It employs a workflow arrangement and low levels of centralization.
Because of their workflow focus, their semi-autonomous nature, and their proximity to a homogenous consumer
base, divisional structures tend to be more flexible and innovative.
• However, they are not very efficient
.‫• ﯾﺳﺗﺧدم ﺗرﺗﯾب ﺳﯾر اﻟﻌﻣل وﻣﺳﺗوﯾﺎت ﻣﻧﺧﻔﺿﺔ ﻣن اﻟﻣرﻛزﯾﺔ‬
.‫ﺎرا‬
•
ً ‫ ﺗﻣﯾل ھﯾﺎﻛل اﻷﻗﺳﺎم إﻟﻰ أن ﺗﻛون أﻛﺛر ﻣروﻧﺔ واﺑﺗﻛ‬، ‫ وﻗرﺑﮭﺎ ﻣن ﻗﺎﻋدة ﻣﺳﺗﮭﻠﻛﯾن ﻣﺗﺟﺎﻧﺳﺔ‬، ‫ وطﺑﯾﻌﺗﮭﺎ ﺷﺑﮫ اﻟﻣﺳﺗﻘﻠﺔ‬، ‫ﻧظرا ﻟﺗرﻛﯾز ﺳﯾر اﻟﻌﻣل‬
ً
‫ ﻓﮭﻲ ﻟﯾﺳت ﻓﻌﺎﻟﺔ ﻟﻠﻐﺎﯾﺔ‬، ‫• وﻣﻊ ذﻟك‬
Job Analysis - ‫ﺗﺣﻠﯾل اﻟوظﯾﻔﺔ‬
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Job Description is a list of tasks, duties, and responsibilities (TDRs)
Job Specification is a list of knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must
have to perform the job
(TDRs) ‫• اﻟوﺻف اﻟوظﯾﻔﻲ ھو ﻗﺎﺋﻣﺔ ﺑﺎﻟﻣﮭﺎم واﻟواﺟﺑﺎت واﻟﻣﺳؤوﻟﯾﺎت‬
‫( اﻟﺗﻲ ﯾﺟب ﻋﻠﻰ اﻟﻔرد اﻣﺗﻼﻛﮭﺎ ﻷداء اﻟوظﯾﻔﺔ‬KSAOs) ‫• ﻣواﺻﻔﺎت اﻟوظﯾﻔﺔ ھﻲ ﻗﺎﺋﻣﺔ ﺑﺎﻟﻣﻌرﻓﺔ واﻟﻣﮭﺎرات واﻟﻘدرات واﻟﺧﺻﺎﺋص اﻷﺧرى‬
The Importance of Job Analysis to HR Managers
Sample Job Description - ‫ﻧﻣوذج اﻟوﺻف اﻟوظﯾﻔﻲ‬
Job Title: Maintenance Mechanic
General Description of Job: General maintenance and repair of
all equipment used in the operations of a particular district.
Includes the servicing of company used vehicles, shop
equipment, and machinery used on job sites.
1. Essential duty (40%) Maintenance of Equipment
2. Essential duty (40%) Repair of Equipment
3. Essential duty (10%) Testing and Approval
4. Essential duty (10%) Maintain Stock
Nonessential functions: Other duties assigned
‫ ﻣﯾﻛﺎﻧﯾﻛﻲ ﺻﯾﺎﻧﺔ‬:‫اﻟﻣﺳﻣﻰ اﻟوظﯾﻔﻲ‬
‫ اﻟﺻﯾﺎﻧﺔ اﻟﻌﺎﻣﺔ وإﺻﻼح ﺟﻣﯾﻊ اﻟﻣﻌدات اﻟﻣﺳﺗﺧدﻣﺔ‬:‫اﻟوﺻف اﻟﻌﺎم ﻟﻠوظﯾﻔﺔ‬
‫ ﯾﺷﻣل ﺧدﻣﺔ ﺳﯾﺎرات اﻟﺷرﻛﺔ اﻟﻣﺳﺗﺧدﻣﺔ وﻣﻌدات‬.‫ﻓﻲ ﻋﻣﻠﯾﺎت ﻣﻧطﻘﺔ ﻣﻌﯾﻧﺔ‬
.‫اﻟﻣﺗﺎﺟر واﻵﻻت اﻟﻣﺳﺗﺧدﻣﺔ ﻓﻲ ﻣواﻗﻊ اﻟﻌﻣل‬
‫( ﺻﯾﺎﻧﺔ اﻟﻣﻌدات‬٤۰٪) ‫ واﺟب أﺳﺎﺳﻲ‬.1
‫( إﺻﻼح اﻟﻣﻌدات‬٤۰٪) ‫ واﺟب أﺳﺎﺳﻲ‬.2
‫( اﺧﺗﺑﺎر واﻋﺗﻣﺎد‬۱۰٪) ‫ واﺟب أﺳﺎﺳﻲ‬.3
‫( ﺻﯾﺎﻧﺔ اﻟﻣﺧزون‬۱۰٪) ‫ واﺟب أﺳﺎﺳﻲ‬.4
‫ اﻟﻣﮭﺎم اﻷﺧرى اﻟﻣﻌﯾﻧﺔ‬:‫اﻟوظﺎﺋف ﻏﯾر اﻷﺳﺎﺳﯾﺔ‬
Job Design & Redesign - ‫ﺗﺻﻣﯾم اﻟوظﺎﺋف وإﻋﺎدة اﻟﺗﺻﻣﯾم‬
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Job design
It is the process of defining the way work will
be performed and the tasks that will be
required in a given job
Job redesign
It refers to changing the tasks or the way
work is performed in an existing job
Four approaches used in job design are:
Mechanistic Approach
Motivational Approach
Biological Approach
Perceptual-Motor Approach
‫ﺗﺻﻣﯾم اﻟوظﯾﻔﺔ‬
‫إﻧﮭﺎ ﻋﻣﻠﯾﺔ ﺗﺣدﯾد اﻟطرﯾﻘﺔ اﻟﺗﻲ ﺳﯾﺗم ﺑﮭﺎ أداء اﻟﻌﻣل واﻟﻣﮭﺎم اﻟﺗﻲ ﺳﺗﻛون‬
‫ﻣطﻠوﺑﺔ ﻓﻲ وظﯾﻔﺔ ﻣﻌﯾﻧﺔ‬
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‫إﻋﺎدة ﺗﺻﻣﯾم اﻟوظﯾﻔﺔ‬
‫ﯾﺷﯾر إﻟﻰ ﺗﻐﯾﯾر اﻟﻣﮭﺎم أو اﻟطرﯾﻘﺔ اﻟﺗﻲ ﯾﺗم ﺑﮭﺎ ﺗﻧﻔﯾذ اﻟﻌﻣل ﻓﻲ وظﯾﻔﺔ‬
‫ﻣوﺟودة‬
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:‫أرﺑﻌﺔ ﻣﻧﺎھﺞ ﻣﺳﺗﺧدﻣﺔ ﻓﻲ ﺗﺻﻣﯾم اﻟوظﺎﺋف ھﻲ‬
‫ﻧﮭﺞ ﻣﯾﻛﺎﻧﯾﻛﻲ‬
‫ﻧﮭﺞ ﺗﺣﻔﯾزي‬
‫اﻟﻧﮭﺞ اﻟﺑﯾوﻟوﺟﻲ‬
‫ﻧﮭﺞ اﻹدراك اﻟﺣرﻛﻲ‬
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1) Mechanistic Approach - ‫ﻧﮭﺞ ﻣﯾﻛﺎﻧﯾﻛﻲ‬
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This approach has its roots in classical industrial engineering
Focuses on designing jobs around the concepts of:
Task Specialization
Skill Simplification
Repetition
‫• ھذا اﻟﻧﮭﺞ ﻟﮫ ﺟذوره ﻓﻲ اﻟﮭﻧدﺳﺔ اﻟﺻﻧﺎﻋﯾﺔ اﻟﻛﻼﺳﯾﻛﯾﺔ‬
:‫• ﯾرﻛز ﻋﻠﻰ ﺗﺻﻣﯾم اﻟوظﺎﺋف ﺣول ﻣﻔﺎھﯾم‬
‫ ﺗﺧﺻص اﻟﻣﮭﺎم‬
‫ ﺗﺑﺳﯾط اﻟﻣﮭﺎرة‬
‫ اﻟﺗﻛرار‬
2) Motivational Approach - ‫ﻧﮭﺞ ﺗﺣﻔﯾزي‬
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The motivational approach to job design focuses on the job
characteristics that affects
 the psychological meaning
 motivational potential of job design
A focus on increasing job complexity through:
 job enlargement
 (broadening the types of task performed)
 job enrichment
 (empowering workers by adding more decisionmaking authority to jobs)
‫ﯾرﻛز اﻟﻧﮭﺞ اﻟﺗﺣﻔﯾزي ﻟﺗﺻﻣﯾم اﻟوظﺎﺋف ﻋﻠﻰ‬
‫ﺧﺻﺎﺋص اﻟوظﯾﻔﺔ اﻟﺗﻲ ﺗؤﺛر‬
‫ اﻟﻣﻌﻧﻰ اﻟﻧﻔﺳﻲ‬
‫ اﻟﻘدرة اﻟﺗﺣﻔﯾزﯾﺔ ﻟﺗﺻﻣﯾم اﻟوظﯾﻔﺔ‬
:‫اﻟﺗرﻛﯾز ﻋﻠﻰ زﯾﺎدة اﻟﺗﻌﻘﯾد اﻟوظﯾﻔﻲ ﻣن ﺧﻼل‬
‫ ﺗوﺳﯾﻊ اﻟوظﯾﻔﺔ‬
(‫)ﺗوﺳﯾﻊ أﻧواع اﻟﻣﮭﺎم اﻟﻣؤداة‬

‫)ﺗﻣﻛﯾن اﻟﻌﻣﺎل ﻣن ﺧﻼل إﺿﺎﻓﺔ اﻟﻣزﯾد ﻣن‬
(‫ﺳﻠطﺔ اﺗﺧﺎذ اﻟﻘرار ﻟﻠوظﺎﺋف‬

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‫ اﻹﺛراء اﻟوظﯾﻔﻲ‬
3) Biological Approach - ‫اﻟﻧﮭﺞ اﻟﺑﯾوﻟوﺟﻲ‬
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This approach comes primarily from the sciences of biomechanics (the
study of body movements) which is usually referred as Ergonomics
Ergonomics is examining the interface between an individuals’
physiological characteristics and the physical work environment
The goal of this approach is to minimize the physical strain on the worker
Focuses on outcomes such as:
 physical fatigue
 aches and pains
 health complaints
‫ﯾﺄﺗﻲ ھذا اﻟﻧﮭﺞ ﺑﺷﻛل أﺳﺎﺳﻲ ﻣن ﻋﻠوم اﻟﻣﯾﻛﺎﻧﯾﻛﺎ اﻟﺣﯾوﯾﺔ‬
‫)دراﺳﺔ ﺣرﻛﺎت اﻟﺟﺳم( واﻟﺗﻲ ﯾﺷﺎر إﻟﯾﮭﺎ ﻋﺎدة ً ﺑﺎﺳم ﺑﯾﺋﺔ اﻟﻌﻣل‬
‫ﺗدرس ﺑﯾﺋﺔ اﻟﻌﻣل اﻟﻌﻼﻗﺔ ﺑﯾن اﻟﺧﺻﺎﺋص اﻟﻔﺳﯾوﻟوﺟﯾﺔ ﻟﻸﻓراد‬
‫وﺑﯾﺋﺔ اﻟﻌﻣل اﻟﻣﺎدﯾﺔ‬
‫اﻟﮭدف ﻣن ھذا اﻟﻧﮭﺞ ھو ﺗﻘﻠﯾل اﻟﺿﻐط اﻟﺑدﻧﻲ ﻋﻠﻰ اﻟﻌﺎﻣل‬
:‫ﯾرﻛز ﻋﻠﻰ ﻧﺗﺎﺋﺞ ﻣﺛل‬
‫ اﻟﺗﻌب اﻟﺟﺳدي‬
‫ اوﺟﺎع واﻵم‬
‫ ﺷﻛﺎوى ﺻﺣﯾﺔ‬
4) Perceptual-Motor Approach - ‫ﻧﮭﺞ اﻹدراك اﻟﺣرﻛﻲ‬
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This approach has its roots in the human-factors literature
It focuses on human mental capabilities and limitations
The goal is to design jobs that do not exceed people's
mental capabilities
It tries to improve reliability, safety, and user reactions by
designing jobs in a way that reduces the information
processing requirements of the job.
‫ھذا اﻟﻧﮭﺞ ﻟﮫ ﺟذوره ﻓﻲ أدﺑﯾﺎت اﻟﻌواﻣل اﻟﺑﺷرﯾﺔ‬
‫ﯾرﻛز ﻋﻠﻰ اﻟﻘدرات اﻟﻌﻘﻠﯾﺔ اﻟﺑﺷرﯾﺔ واﻟﻘﯾود‬
‫اﻟﮭدف ھو ﺗﺻﻣﯾم وظﺎﺋف ﻻ ﺗﺗﺟﺎوز اﻟﻘدرات‬
‫اﻟﻌﻘﻠﯾﺔ ﻟﻠﻧﺎس‬
‫ﯾﺣﺎول ﺗﺣﺳﯾن اﻟﻣوﺛوﻗﯾﺔ واﻷﻣﺎن وردود ﻓﻌل‬
‫اﻟﻣﺳﺗﺧدم ﻣن ﺧﻼل ﺗﺻﻣﯾم اﻟوظﺎﺋف ﺑطرﯾﻘﺔ ﺗﻘﻠل‬
.‫ﻣن ﻣﺗطﻠﺑﺎت ﻣﻌﺎﻟﺟﺔ اﻟﻣﻌﻠوﻣﺎت ﻟﻠوظﯾﻔﺔ‬
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Trade-Offs among Different Approaches to Job Design - ‫اﻟﻣﻘﺎﯾﺿﺎت ﺑﯾن اﻷﺳﺎﻟﯾب اﻟﻣﺧﺗﻠﻔﺔ ﻟﺗﺻﻣﯾم اﻟوظﺎﺋف‬
Job Design Approach
‫ﻧﮭﺞ ﺗﺻﻣﯾم اﻟوظﯾﻔﺔ اﻟﻧﺗﺎﺋﺞ اﻹﯾﺟﺎﺑﯾﺔ‬
Motivational
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Mechanistic
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‫ﺗﺣﻔﯾزﯾﺔ‬
‫ﻣﯾﻛﺎﻧﯾﻛﻲ‬
Biological
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Perceptual-Motor
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‫ﺑﯾوﻟوﺟﻲ‬
‫اﻹدراك اﻟﺣﺳﻲ‬
Positive Outcomes
‫اﻟﻧﺗﺎﺋﺞ اﻹﯾﺟﺎﺑﯾﺔ‬
Higher job satisfaction
Higher motivation
Greater job involvement
Lower absenteeism
‫ رﺗﻔﺎع اﻟرﺿﺎ اﻟوظﯾﻔﻲ‬
‫ داﻓﻊ أﻋﻠﻰ‬
‫ ﻣﺷﺎرﻛﺔ وظﯾﻔﯾﺔ أﻛﺑر‬
‫ اﻧﺧﻔﺎض اﻟﺗﻐﯾب ﻋن اﻟﻌﻣل‬
Decreased training time
Higher utilization levels
Lower likelihood of error
Less chance of mental overload and stress
‫ ﺗﻘﻠﯾل وﻗت اﻟﺗدرﯾب‬
‫ ﻣﺳﺗوﯾﺎت اﺳﺗﺧدام أﻋﻠﻰ‬
‫ اﻧﺧﻔﺎض اﺣﺗﻣﺎﻟﯾﺔ اﻟﺧطﺄ‬
‫ ﻓرﺻﺔ أﻗل ﻟﻠﺣﻣل اﻟذھﻧﻲ واﻟﺗوﺗر‬
Less physical effort
Less physical fatigue
Fewer health complaints
Lower absenteeism
Higher job satisfaction
‫ ﺟﮭد ﺑدﻧﻲ أﻗل‬
‫ ﺗﻌب ﺑدﻧﻲ أﻗل‬
‫ ﺷﻛﺎوى ﺻﺣﯾﺔ أﻗل‬
‫ اﻧﺧﻔﺎض اﻟﺗﻐﯾب ﻋن اﻟﻌﻣل‬
‫ ارﺗﻔﺎع اﻟرﺿﺎ اﻟوظﯾﻔﻲ‬
Lower likelihood of error
Lower likelihood of accidents
Less chance of mental overload
and stress
Lower training time
Higher utilization levels
‫ اﻧﺧﻔﺎض اﺣﺗﻣﺎﻟﯾﺔ اﻟﺧطﺄ‬
‫ اﻧﺧﻔﺎض اﺣﺗﻣﺎﻟﯾﺔ وﻗوع اﻟﺣوادث‬
‫ ﻓرﺻﺔ أﻗل ﻟﻠﺣﻣل اﻟﻌﻘﻠﻲ اﻟزاﺋد واﻟﺗوﺗر‬
‫ وﻗت ﺗدرﯾب أﻗل‬
‫ ﻣﺳﺗوﯾﺎت اﺳﺗﺧدام أﻋﻠﻰ‬
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Negative Outcomes
‫اﻟﻧﺗﺎﺋﺞ اﻟﺳﻠﺑﯾﺔ‬
Increased training time
Lower utilization levels
Greater likelihood of error and stress
‫ زﯾﺎدة وﻗت اﻟﺗدرﯾب‬
‫ ﻣﺳﺗوﯾﺎت اﺳﺗﺧدام أﻗل‬
‫ زﯾﺎدة اﺣﺗﻣﺎﻟﯾﺔ اﻟﺧطﺄ واﻟﺗوﺗر‬



Lower job satisfaction
Lower motivation
Higher absenteeism
‫اﻧﺧﻔﺎض اﻟرﺿﺎ اﻟوظﯾﻔﻲ‬
‫اﻧﺧﻔﺎض اﻟداﻓﻊ‬
‫ارﺗﻔﺎع ﻧﺳﺑﺔ اﻟﺗﻐﯾب ﻋن اﻟﻌﻣل‬



Higher financial costs because
of changes in equipment or job
environment
‫ ارﺗﻔﺎع اﻟﺗﻛﺎﻟﯾف اﻟﻣﺎﻟﯾﺔ ﺑﺳﺑب اﻟﺗﻐﯾﯾرات ﻓﻲ‬
‫اﻟﻣﻌدات أوﺑﯾﺋﺔ اﻟﻌﻣل‬



Lower job satisfaction
Lower motivation
‫اﻧﺧﻔﺎض اﻟرﺿﺎ اﻟوظﯾﻔﻲ‬
‫اﻧﺧﻔﺎض اﻟداﻓﻊ‬


Chapter – 4 Human Resource Planning and Recruitment - ‫ﺗﺧطﯾط اﻟﻣوارد اﻟﺑﺷرﯾﺔ واﻟﺗوظﯾف‬
Human Resource Planning and Recruitment - ‫ﺗﺧطﯾط اﻟﻣوارد اﻟﺑﺷرﯾﺔ واﻟﺗوظﯾف‬
Forecasting
• Forecasting is the first stage of Human Resource Planning
‫• اﻟﺗوﻗﻊ ھو اﻟﻣرﺣﻠﺔ اﻷوﻟﻰ ﻣن ﺗﺧطﯾط اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
• It determines the demand and supply of human resources and predicts in what positions either surpluses
(excesses) or shortages will exist in the future.
‫• ﯾﺣدد اﻟطﻠب واﻟﻌرض ﻣن اﻟﻣوارد اﻟﺑﺷرﯾﺔ وﯾﺗﻧﺑﺄ ﻓﻲ أي اﻟﻣواﻗف إﻣﺎ اﻟﻔﺎﺋض )اﻟﺗﺟﺎوزات( أو اﻟﻧﻘص اﻟﺗﻲ ﺳﺗﻛون ﻣوﺟودة ﻓﻲ اﻟﻣﺳﺗﻘﺑل‬
• The are 3 important components of this stage
‫• وھﻧﺎك ﺛﻼﺛﺔ ﻋﻧﺎﺻر ھﺎﻣﺔ ﻓﻲ ھذه اﻟﻣرﺣﻠﺔ‬
1. Determining human resource Demand.
• human resource demand can be predicted by the use of statistical
techniques such as leading indicator, which is an objective measure
that accurately predicts future human resource demand
2. Determining human resource Supply
• Internal human resource supply is determined by a detailed analysis
of how many people are currently in various job categories,
• It could be modified to reflect changes in the near future caused by
retirements, promotions, transfers, voluntary turnovers, or
terminations.
3. Determining human resource Surplus or Shortage
• By comparing forecasts for human resource supply and demand for
specific jobs, the organization can determine what it needs to do.
‫ ﺗﺣدﯾد اﻟطﻠب ﻋﻠﻰ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬.۱
‫• ﯾﻣﻛن اﻟﺗﻧﺑؤ ﺑﺎﻟطﻠب ﻋﻠﻰ اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻣن ﺧﻼل اﺳﺗﺧدام‬
‫ وھو ﻣﻘﯾﺎس ﻣوﺿوﻋﻲ‬، ‫اﻟﺗﻘﻧﯾﺎت اﻹﺣﺻﺎﺋﯾﺔ ﻣﺛل اﻟﻣؤﺷر اﻟراﺋد‬
‫ﯾﺗﻧﺑﺄ ﺑدﻗﺔ ﺑﺎﻟطﻠب اﻟﻣﺳﺗﻘﺑﻠﻲ ﻋﻠﻰ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫ ﺗﺣدﯾد ﻋرض اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬.۲
‫• ﯾﺗم ﺗﺣدﯾد اﻟﻌرض اﻟداﺧﻠﻲ ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ ﻣن ﺧﻼل ﺗﺣﻠﯾل‬
‫ﻣﻔﺻل ﻟﻌدد اﻷﺷﺧﺎص اﻟﻣوﺟودﯾن ﺣﺎﻟﯾًﺎ ﻓﻲ ﻓﺋﺎت وظﯾﻔﯾﺔ‬
، ‫ﻣﺧﺗﻠﻔﺔ‬
‫• ﯾﻣﻛن ﺗﻌدﯾﻠﮫ ﻟﯾﻌﻛس اﻟﺗﻐﯾﯾرات ﻓﻲ اﻟﻣﺳﺗﻘﺑل اﻟﻘرﯾب اﻟﻧﺎﺗﺟﺔ ﻋن‬
.‫اﻟﺗﻘﺎﻋد أو اﻟﺗرﻗﯾﺎت أو اﻟﻧﻘل أو اﻟدوران اﻟطوﻋﻲ أو اﻹﻧﮭﺎء‬
‫ ﺗﺣدﯾد ﻓﺎﺋض أو ﻧﻘص اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬.۳
‫• ﻣن ﺧﻼل ﻣﻘﺎرﻧﺔ ﺗوﻗﻌﺎت اﻟﻌرض واﻟطﻠب ﻋﻠﻰ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫ ﯾﻣﻛن ﻟﻠﻣؤﺳﺳﺔ ﺗﺣدﯾد ﻣﺎ ﺗﺣﺗﺎج إﻟﻰ اﻟﻘﯾﺎم ﺑﮫ‬، ‫ﻟوظﺎﺋف ﻣﺣددة‬
Strategies for Reducing an Expected Human Resource Surplus
‫اﺳﺗراﺗﯾﺟﯾﺎت ﻟﺗﻘﻠﯾل ﻓﺎﺋض اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻣﺗوﻗﻊ‬
Option
1.
2.
3.
4.
5.
6.
7.
8.
9.
Downsizing
Pay reductions
Demotions
Transfers
Work sharing
Hiring freeze
Natural attrition
Early retirement
Retraining
Speed
‫ﺗﻘﻠﯾص اﻟﺣﺟم‬
‫ﺗﺧﻔﯾﺿﺎت اﻷﺟور‬
‫ﺗﺧﻔﯾﺿﺎت‬
‫اﻟﺗﺣوﯾﻼت‬
‫ﺗﻘﺎﺳم اﻟﻌﻣل‬
‫ﺗﺟﻣﯾد اﻟﺗوظﯾف‬
‫اﻻﺳﺗﻧزاف اﻟطﺑﯾﻌﻲ‬
‫اﻟﺗﻘﺎﻋد اﻟﻣﺑﻛر‬
‫إﻋﺎدة اﻟﺗدرﯾب‬
.۱
.۲
.۳
.٤
.٥
.٦
.۷
.۸
.۹
Fast
Fast
Fast
Fast
Fast
Slow
Slow
Slow
Slow
Extent of Human Suffering
‫ﻣدى اﻟﻣﻌﺎﻧﺎة اﻹﻧﺳﺎن‬
High
High
High
Moderate
Moderate
Low
Low
Low
Low
Strategies for Reducing an Expected Human Resource Shortage
‫اﺳﺗراﺗﯾﺟﯾﺎت ﻟﻠﺣد ﻣن اﻟﻧﻘص اﻟﻣﺗوﻗﻊ ﻓﻲ اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
Option
Speed
‫ اﻟﻌﻣل اﻹﺿﺎﻓﻲ‬.۱
Fast
High
‫ اﻟﻣوظﻔﯾن اﻟﻣؤﻗﺗﯾن‬.۲
‫ اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬.۳
Fast
Fast
High
High
4. Retrained transfers
‫ اﻟﺗﺣوﯾﻼت اﻟﻣدرﺑﺔ‬.٤
Slow
High
5. Turnover reductions
‫ ﺗﺧﻔﯾﺿﺎت دوران‬.٥
Slow
Moderate
‫ اﻟﺗﻌﯾﯾﻧﺎت اﻟﺧﺎرﺟﯾﺔ اﻟﺟدﯾدة‬.٦
‫ اﻻﺑﺗﻛﺎر اﻟﺗﻛﻧوﻟوﺟﻲ‬.۷
Slow
Slow
Low
Low
1. Overtime
2. Temporary Employees
3. Outsourcing
6. New external hires
7. Technological innovation
Extent of Human Suffering
‫ﻣدى ﻣﻌﺎﻧﺎة اﻹﻧﺳﺎن‬
Downsizing – ‫ﺗﻘﻠﯾص‬
•
•
Downsizing is the planned elimination of large numbers of personnel
designed to enhance organizational competitiveness.
There are 4 major reasons for organizations to engage in downsizing:
1) Closing outdated plants or introducing technological change reduced
the need for more human resources
2) Cost reduction through decreased human resource
3) Mergers and acquisitions reduce the need for many bureaucratic
overheads
4) Relocation of operations/part of operations for economic reasons
‫• اﻟﺗﻘﻠﯾص ھو اﻟﻘﺿﺎء اﻟﻣﺧطط ﻟﮫ ﻷﻋداد ﻛﺑﯾرة ﻣن اﻟﻣوظﻔﯾن اﻟﻣﺻﻣم‬
.‫ﻟﺗﻌزﯾز اﻟﻘدرة اﻟﺗﻧﺎﻓﺳﯾﺔ اﻟﺗﻧظﯾﻣﯾﺔ‬
:‫ أﺳﺑﺎب رﺋﯾﺳﯾﺔ ﺗدﻓﻊ اﻟﻣﻧظﻣﺎت إﻟﻰ اﻻﻧﺧراط ﻓﻲ ﺗﻘﻠﯾص اﻟﺣﺟم‬٤ ‫• ھﻧﺎك‬
‫ أدى إﻏﻼق اﻟﻣﺻﺎﻧﻊ اﻟﻘدﯾﻣﺔ أو إدﺧﺎل اﻟﺗﻐﯾﯾر اﻟﺗﻛﻧوﻟوﺟﻲ إﻟﻰ ﺗﻘﻠﯾل‬.۱
‫اﻟﺣﺎﺟﺔ إﻟﻰ اﻟﻣزﯾد ﻣن اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫ ﺧﻔض اﻟﺗﻛﻠﻔﺔ ﻣن ﺧﻼل اﻧﺧﻔﺎض اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬.۲
‫ ﺗﻘﻠل ﻋﻣﻠﯾﺎت اﻻﻧدﻣﺎج واﻻﺳﺗﺣواذ ﻣن اﻟﺣﺎﺟﺔ إﻟﻰ اﻟﻌدﯾد ﻣن اﻟﻧﻔﻘﺎت‬.۳
‫اﻟﻌﺎﻣﺔ اﻟﺑﯾروﻗراطﯾﺔ‬
‫ ﺟزء ﻣن اﻟﻌﻣﻠﯾﺎت ﻷﺳﺑﺎب اﻗﺗﺻﺎدﯾﺔ‬/ ‫ ﻧﻘل اﻟﻌﻣﻠﯾﺎت‬.٤
Effects of Downsizing - ‫آﺛﺎر اﻟﺗﻘﻠﯾص‬
Studies show that - firms that announce a downsizing campaign
show worse, rather than better financial performance
• Reasons include:
1) Although the initial cost savings are a short-term plus, the
long-term effects of an improperly managed downsizing
effort can be negative
2) Many downsizing campaigns let go of people who turn out
to be irreplaceable assets
3) Employees who survive the staff purges (removals) often
become narrow-minded, self-absorbed, and risk-averse
‫ اﻟﺷرﻛﺎت اﻟﺗﻲ ﺗﻌﻠن ﻋن ﺣﻣﻠﺔ ﺗﻘﻠﯾص ﺣﺟﻣﮭﺎ ﺗظﮭر‬- ‫ﺗظﮭر اﻟدراﺳﺎت أن‬
‫أدا ًء ﻣﺎﻟﯾﺎ ً أﺳوأ ﺑدﻻً ﻣن أن ﯾﻛون أﻓﺿل‬
:‫• ﺗﺷﻣل اﻷﺳﺑﺎب‬
‫( ﻋﻠﻰ اﻟرﻏم ﻣن أن اﻟوﻓورات اﻷوﻟﯾﺔ ﻓﻲ اﻟﺗﻛﻠﻔﺔ ھﻲ ﻣﯾزة ﻗﺻﯾرة‬۱
‫ إﻻ أن اﻵﺛﺎر طوﯾﻠﺔ اﻟﻣدى ﻟﺟﮭود ﺗﻘﻠﯾص اﻟﺣﺟم اﻟﺗﻲ ﺗﺗم‬، ‫اﻷﺟل‬
‫إدارﺗﮭﺎ ﺑﺷﻛل ﻏﯾر ﺻﺣﯾﺢ ﯾﻣﻛن أن ﺗﻛون ﺳﻠﺑﯾﺔ‬
‫( ﺗﺗﺧﻠﻰ اﻟﻌدﯾد ﻣن ﺣﻣﻼت ﺗﻘﻠﯾص اﻟﺣﺟم ﻋن أﺷﺧﺎص ﯾﺗﺑﯾن أﻧﮭم‬۲
‫أﺻول ﻻ ﯾﻣﻛن ﺗﻌوﯾﺿﮭﺎ‬
(‫( اﻟﻣوظﻔﯾن اﻟذﯾن ﯾﻧﺟون ﻣن ﻋﻣﻠﯾﺎت اﻟﺗطﮭﯾر اﻟﻣوظﻔﯾن )إزاﻟﺔ‬۳
‫ وﯾﻧﻔرون اﻟﺧطر‬،‫ ذاﺗﻲ اﺳﺗﯾﻌﺎب‬،‫ﻏﺎﻟﺑﺎ ﻣﺎ ﯾﺻﺑﺣوا ﺿﯾﻘﻲ اﻷﻓﻖ‬
Employing Temporary Workers - ‫ﺗﺷﻐﯾل اﻟﻌﻣﺎﻟﺔ اﻟﻣؤﻗﺗﺔ‬
• Hiring temporary employees helps eliminate a human
resource shortage, for time being
• Temporary employment affords firms the flexibility
needed to operate efficiently
• Other advantages include:
1) Temporary employees free a firm from many
administrative tasks and financial burdens (health
insurance, pension, worker's compensation, life
insurance, etc.)
2) Smaller companies may use the services of
temporary agencies to do their employment
screening for them
3) Many temporary agencies train employees before
sending them to the employers
4) Temporary employees bring a fresh perspective to the
firm, particularly if they have worked in a number of
other organizations
، ‫ﯾﺳﺎﻋد ﺗﻌﯾﯾن ﻣوظﻔﯾن ﻣؤﻗﺗﯾن ﻓﻲ اﻟﻘﺿﺎء ﻋﻠﻰ ﻧﻘص اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫ﻓﻲ اﻟوﻗت اﻟﺣﺎﻟﻲ‬
‫ﯾوﻓر اﻟﺗوظﯾف اﻟﻣؤﻗت ﻟﻠﺷرﻛﺎت اﻟﻣروﻧﺔ اﻟﻼزﻣﺔ ﻟﻠﻌﻣل ﺑﻛﻔﺎءة‬
•
•
:‫• ﺗﺷﻣل اﻟﻣزاﯾﺎ اﻷﺧرى‬
‫( ﯾﺣرر اﻟﻣوظﻔون اﻟﻣؤﻗﺗون اﻟﺷرﻛﺔ ﻣن اﻟﻌدﯾد ﻣن اﻟﻣﮭﺎم اﻹدارﯾﺔ‬۱
‫ وﺗﻌوﯾﺿﺎت‬، ‫ واﻟﻣﻌﺎش اﻟﺗﻘﺎﻋدي‬، ‫واﻷﻋﺑﺎء اﻟﻣﺎﻟﯾﺔ )اﻟﺗﺄﻣﯾن اﻟﺻﺣﻲ‬
(‫ وﻣﺎ إﻟﻰ ذﻟك‬، ‫ واﻟﺗﺄﻣﯾن ﻋﻠﻰ اﻟﺣﯾﺎة‬، ‫اﻟﻌﻣﺎل‬
‫( ﻗد ﺗﺳﺗﺧدم اﻟﺷرﻛﺎت اﻟﺻﻐﯾرة ﺧدﻣﺎت اﻟوﻛﺎﻻت اﻟﻣؤﻗﺗﺔ ﻹﺟراء ﻓﺣص‬۲
‫اﻟﺗوظﯾف ﻧﯾﺎﺑﺔ ﻋﻧﮭﺎ‬
‫( ﺗﻘوم اﻟﻌدﯾد ﻣن اﻟوﻛﺎﻻت اﻟﻣؤﻗﺗﺔ ﺑﺗدرﯾب اﻟﻣوظﻔﯾن ﻗﺑل إرﺳﺎﻟﮭﺎ إﻟﻰ‬۳
‫أﺻﺣﺎب اﻟﻌﻣل‬
ً
‫ ﺧﺎﺻﺔ إذا ﻛﺎﻧوا ﻗد‬، ‫ﻣﻧظورا ﺟدﯾدًا ﻟﻠﺷرﻛﺔ‬
‫( ﯾﺟﻠب اﻟﻣوظﻔون اﻟﻣؤﻗﺗون‬٤
ً
‫ﻋﻣﻠوا ﻓﻲ ﻋدد ﻣن اﻟﻣﻧظﻣﺎت اﻷﺧرى‬
Outsourcing and Offshoring - ‫اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ و ﻧﻘل إﻟﻰ اﻟﺧﺎرج‬
•
Outsourcing is an organization’s use of an outside
organization for a broad set of services.
- Offshoring is a special case of outsourcing where the jobs
that move actually leave one country and go to another.
‫اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ ھو اﺳﺗﺧدام ﻣؤﺳﺳﺔ ﻟﻣﻧظﻣﺔ ﺧﺎرﺟﯾﺔ‬
.‫ﻟﻣﺟﻣوﻋﺔ واﺳﻌﺔ ﻣن اﻟﺧدﻣﺎت‬
‫ اﻟﻧﻘل إﻟﻰ اﻟﺧﺎرج ھو ﺣﺎﻟﺔ ﺧﺎﺻﺔ ﻣن اﻻﺳﺗﻌﺎﻧﺔ ﺑﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬.‫ﺣﯾث ﺗﺗرك اﻟوظﺎﺋف اﻟﺗﻲ ﺗﻧﺗﻘل ﺑﺎﻟﻔﻌل ﺑﻠدًا وﺗذھب إﻟﻰ أﺧرى‬
•
The Human Resource Recruitment Process - ‫ﻋﻣﻠﯾﺔ اﻟﺗوظﯾف ﻟﻠﻣوارد اﻟﺑﺷرﯾﺔ‬
 Human resource recruitment is an organizational activity that is
designed to affect:
• the number of people who apply for vacancies
• the type of people who apply for them
• the likelihood that those applying for vacancies will accept
positions if offered
 The goal of recruitment is to ensure that when a vacancy
occurs, the organization has a number of reasonably qualified
applicants to choose from.
Recruitment Influences - ‫ﺗﺄﺛﯾرات اﻟﺗوظﯾف‬
Vacancy Characteristics
‫ﺧﺻﺎﺋص اﻟوظﯾﻔﺔ اﻟﺷﺎﻏرة‬
Personnel Policies
Recruitment
Sources
‫ﺷؤون اﻟﻣوظﻔﯾن‬
‫ﺳﯾﺎﺳﺎت‬
‫ ﺗوظﯾف اﻟﻣوارد اﻟﺑﺷرﯾﺔ ھو ﻧﺷﺎط ﺗﻧظﯾﻣﻲ ﻣﺻﻣم‬
:‫ﻟﻠﺗﺄﺛﯾر ﻋﻠﻰ‬
‫• ﻋدد اﻟﻣﺗﻘدﻣﯾن ﻟﻠوظﺎﺋف اﻟﺷﺎﻏرة‬
‫• ﻧوع اﻷﺷﺧﺎص اﻟذﯾن ﯾﺗﻘدﻣون ﻟﻠﺣﺻول ﻋﻠﯾﮭﺎ‬
‫• اﺣﺗﻣﺎﻟﯾﺔ ﻗﺑول اﻟﻣﺗﻘدﻣﯾن ﻟﺷﻐل اﻟوظﺎﺋف اﻟﺷﺎﻏرة إذا ﺗم‬
‫ﻋرﺿﮭم‬
‫ اﻟﮭدف ﻣن اﻟﺗوظﯾف ھو اﻟﺗﺄﻛد ﻣن أﻧﮫ ﻋﻧد ﺣدوث ﺷﺎﻏر‬
‫ ﯾﻛون ﻟدى اﻟﻣﻧظﻣﺔ ﻋدد ﻣن اﻟﻣﺗﻘدﻣﯾن اﻟﻣؤھﻠﯾن ﺑﺷﻛل‬،
.‫ﻣﻌﻘول ﻟﻼﺧﺗﯾﺎر ﻣن ﺑﯾﻧﮭم‬
Job Choice
Job Choice
‫اﺧﺗﯾﺎر اﻟوظﯾﻔﺔ‬
Recruiter Traits and Behaviours
‫ﺳﻣﺎت وﺳﻠوﻛﯾﺎت اﻟﻣﺟﻧد‬
Applicant Characteristics
‫ﺧﺻﺎﺋص ﻣﻘدم اﻟطﻠب‬
Recruitment Sources
‫ﻣﺻﺎدر اﻟﺗوظﯾف‬
Recruitment Sources - ‫ﻣﺻﺎدر اﻟﺗوظﯾف‬
There are 2 main categories of recruitment sources:
1. Internal Sources
 Relying on internal sources is useful since employees
are well known and are knowledgeable about the
organization and jobs.
 However, there may not be enough internal recruits
2. External Sources
 Direct Applicants and Referrals
• Direct applicants are people who apply for a
vacancy without prompting from an organization
• Referrals are people who are prompted to apply
for a vacancy by someone within the organization
 Advertisements in newspapers/magazines
• Typically are less effective than direct applicants
or referrals and is more expensive.
 Electronic Recruiting
• Internet / Social Media has opened up new
mediums for organizations trying to recruit talent.
 Public and Private Employment Agencies
• Many agencies maintain a computerized
inventory of individuals searching for work for an
organization at no charge
• However, headhunters could be expensive
 Colleges and universities
• Are an important source for entry level
professionals.
• To increase effectiveness, organizations employ
internship programs to
 get early access to potential applicants
 assess their capabilities directly.
۰
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2
1-B
1-A
6
5
4
:‫ھﻧﺎك ﻓﺋﺗﺎن رﺋﯾﺳﯾﺗﺎن ﻟﻣﺻﺎدر اﻟﺗوظﯾف‬
‫ اﻟﻣﺻﺎدر اﻟداﺧﻠﯾﺔ‬.۱
‫ ﯾﻌد اﻻﻋﺗﻣﺎد ﻋﻠﻰ اﻟﻣﺻﺎدر اﻟداﺧﻠﯾﺔ ﻣﻔﯾدًا ﻷن اﻟﻣوظﻔﯾن ﻣﻌروﻓون ﺟﯾدًا‬
.‫وﻟدﯾﮭم ﻣﻌرﻓﺔ ﺟﯾدة ﺑﺎﻟﻣﻧظﻣﺔ واﻟوظﺎﺋف‬
‫ ﻗد ﻻ ﯾﻛون ھﻧﺎك ﻋدد ﻛﺎفٍ ﻣن اﻟﻣﺟﻧدﯾن اﻟداﺧﻠﯾﯾن‬، ‫ وﻣﻊ ذﻟك‬
‫ ﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬.۲
‫ اﻟﻣﺗﻘدﻣون اﻟﻣﺑﺎﺷرون واﻹﺣﺎﻻت‬
‫• اﻟﻣﺗﻘدﻣون اﻟﻣﺑﺎﺷرون ھم اﻷﺷﺧﺎص اﻟذﯾن ﯾﺗﻘدﻣون ﻟﺷﻐل وظﯾﻔﺔ‬
‫ﺷﺎﻏرة دون ﻣطﺎﻟﺑﺔ ﻣن ﻣﻧظﻣﺔ‬
‫• اﻹﺣﺎﻻت ھم اﻷﺷﺧﺎص اﻟذﯾن ﺗﺗم ﻣطﺎﻟﺑﺗﮭم ﺑﺎﻟﺗﻘدم ﻟﺷﻐل وظﯾﻔﺔ‬
‫ﺷﺎﻏرة ﻣن ﻗﺑل ﺷﺧص ﻣﺎ داﺧل اﻟﻣﻧظﻣﺔ‬
‫ اﻟﻣﺟﻼت‬/ ‫ اﻹﻋﻼﻧﺎت ﻓﻲ اﻟﺻﺣف‬
‫• ﻋﺎدة ﻣﺎ ﺗﻛون أﻗل ﻓﻌﺎﻟﯾﺔ ﻣن اﻟﻣﺗﻘدﻣﯾن اﻟﻣﺑﺎﺷرﯾن أو اﻹﺣﺎﻻت وﺗﻛون‬
.‫أﻛﺛر ﺗﻛﻠﻔﺔ‬
‫ اﻟﺗوظﯾف اﻹﻟﻛﺗروﻧﻲ‬
‫ وﺳﺎﺋل اﻟﺗواﺻل اﻻﺟﺗﻣﺎﻋﻲ وﺳﺎﺋل ﺟدﯾدة ﻟﻠﻣﻧظﻣﺎت‬/ ‫• ﻓﺗﺢ اﻹﻧﺗرﻧت‬
.‫اﻟﺗﻲ ﺗﺣﺎول ﺗوظﯾف اﻟﻣواھب‬
‫ وﻛﺎﻻت اﻟﺗوظﯾف اﻟﻌﺎﻣﺔ واﻟﺧﺎﺻﺔ‬
‫• ﺗﺣﺗﻔظ اﻟﻌدﯾد ﻣن اﻟوﻛﺎﻻت ﺑﺟرد ﻣﺣوﺳب ﻟﻸﻓراد اﻟذﯾن ﯾﺑﺣﺛون ﻋن‬
‫ﻋﻣل ﻓﻲ ﻣؤﺳﺳﺔ دون ﻣﻘﺎﺑل‬
‫ ﻗد ﯾﻛون اﻟﺑﺣث ﻋن اﻟﻛﻔﺎءات ﺑﺎھظ اﻟﺛﻣن‬، ‫• وﻣﻊ ذﻟك‬
‫ اﻟﻛﻠﯾﺎت واﻟﺟﺎﻣﻌﺎت‬
.‫• ھﻲ ﻣﺻدر ﻣﮭم ﻟﻠﻣﮭﻧﯾﯾن ﻋﻠﻰ ﻣﺳﺗوى اﻟدﺧول‬
‫ ﺗﺳﺗﺧدم اﻟﻣﻧظﻣﺎت ﺑراﻣﺞ اﻟﺗدرﯾب ﻟـ‬، ‫ﻟزﯾﺎدة اﻟﻔﻌﺎﻟﯾﺔ‬
•
‫ اﻟوﺻول اﻟﻣﺑﻛر إﻟﻰ اﻟﻣﺗﻘدﻣﯾن اﻟﻣﺣﺗﻣﻠﯾن‬
.‫ ﺗﻘﯾﯾم ﻗدراﺗﮭم ﻣﺑﺎﺷرة‬
JOBS
Newspaper Advertising - large volume, low quality recruits
Direct Applicants and Referrals - self-selection, low cost
External Sources - New ideas and approaches
Internal Sources - Faster, cheaper, more certainty
Colleges and Universities - campus placement services
Public & Private Employment Agencies - headhunters, can be
expensive
Electronic Recruiting - the Internet
‫ ﻣﺟﻧدون ذوو ﺣﺟم ﻛﺑﯾر وﺟودة ﻣﻧﺧﻔﺿﺔ‬- ‫إﻋﻼﻧﺎت اﻟﺻﺣف‬
‫ اﻟﺗﻛﻠﻔﺔ اﻟﻣﻧﺧﻔﺿﺔ‬، ‫ اﻻﺧﺗﯾﺎر اﻟذاﺗﻲ‬- ‫اﻟﻣﺗﻘدﻣون اﻟﻣﺑﺎﺷرون واﻹﺣﺎﻻت‬
‫ أﻓﻛﺎر وﻣﻘﺎرﺑﺎت ﺟدﯾدة‬- ‫ﻣﺻﺎدر ﺧﺎرﺟﯾﺔ‬
ً‫ أﺳرع وأرﺧص وأﻛﺛر ﯾﻘﯾﻧﺎ‬- ‫اﻟﻣﺻﺎدر اﻟداﺧﻠﯾﺔ‬
‫ ﺧدﻣﺎت اﻟﺗوظﯾف ﻓﻲ اﻟﺣرم اﻟﺟﺎﻣﻌﻲ‬- ‫اﻟﻛﻠﯾﺎت واﻟﺟﺎﻣﻌﺎت‬
‫ اﻟﺑﺎﺣﺛﯾن ﻋن اﻟﻛﻔﺎءات ﻗد ﺗﻛون ﺑﺎھظﺔ‬- ‫وﻛﺎﻻت اﻟﺗوظﯾف اﻟﻌﺎﻣﺔ واﻟﺧﺎﺻﺔ‬
‫اﻟﺛﻣن‬
‫ اﻹﻧﺗرﻧت‬- ‫اﻟﺗوظﯾف اﻹﻟﻛﺗروﻧﻲ‬
Chapter – 5 Selection and Placement - ‫اﻻﺧﺗﯾﺎر واﻟﺗوظﯾف‬
Selection and Placement - ‫اﻻﺧﺗﯾﺎر واﻟﺗوظﯾف‬
SELECTION - ‫اﺧﺗﯾﺎر‬
The process of gathering information and deciding who should be hired, under legal guidelines, to serve the best
interest of the individual and the organization.
.‫ ﻟﺧدﻣﺔ اﻟﻣﺻﻠﺣﺔ اﻟﻔﺿﻠﻰ ﻟﻠﻔرد واﻟﻣﻧظﻣﺔ‬، ‫ ﺑﻣوﺟب اﻟﻣﺑﺎدئ اﻟﺗوﺟﯾﮭﯾﺔ اﻟﻘﺎﻧوﻧﯾﺔ‬، ‫ﻋﻣﻠﯾﺔ ﺟﻣﻊ اﻟﻣﻌﻠوﻣﺎت وﺗﺣدﯾد ﻣن ﯾﺟب ﺗﻌﯾﯾﻧﮫ‬
KEY STEPS IN SELECTION PROCESS - ‫اﻟﺧطوات اﻟرﺋﯾﺳﯾﺔ ﻓﻲ ﻋﻣﻠﯾﺔ اﻻﺧﺗﯾﺎر‬
1.
2.
3.
4.
5.
6.
‫اﻟﺣﺻول ﻋﻠﻰ اﺳﺗﻣﺎرات اﻟﺗﻘدﯾم ﻛﺎﻣﻠﺔ‬
‫إﺟراء اﻟﻣﻘﺎﺑﻼت اﻷوﻟﯾﺔ واﻟﻣﺗﺎﺑﻌﺔ‬
‫اﻋطﺎء اﺧﺗﺑﺎرات اﻟﺗوظﯾف‬
‫إﺟراء ﺗﺣﻘﯾﻘﺎت ﻓﻲ اﻟﺧﻠﻔﯾﺔ‬
‫ اﻟطﺑﻲ‬/ ‫اﻟﺣﺻول ﻋﻠﻰ ﻧﺗﺎﺋﺞ اﻟﻔﺣص اﻟﺑدﻧﻲ‬
(‫ﺗﺣدﯾد ﻓﺗرات اﻟﻌﻣل اﻟﺗﺟرﯾﺑﻲ )اﻻﺧﺗﺑﺎري‬
Obtaining complete application forms
Conducting initial and follow-up interviews
Giving employment tests
Conducting background investigations
Obtaining results from physical/medical exams
Establishing trial (probationary) work periods
.۱
.۲
.۳
.٤
.٥
.٦
Interviews – ‫اﻟﻣﻘﺎﺑﻼت‬
Interviews are the most widely used selection
method, although research suggests it can be
unreliable, low in validity, and biased against a
number of groups.
• Selection interviews are defined as a dialogue
initiated by one or more persons to gather
information and evaluate the qualifications of an
applicant for employment.
• The utility of an interview can be increased by the
following suggestions:
 Interviews should be structured, standardized,
and focused on goals oriented to skills and
behaviors that are observable.
 Interviewers should plan to come out of each
interview with a quantitative rating.
 Interviewers should also have a structured notetaking system that will aid recall when it comes to
satisfying the ratings.
•
‫ ﻋﻠﻰ اﻟرﻏم ﻣن أن‬، ‫• اﻟﻣﻘﺎﺑﻼت ھﻲ أﻛﺛر طرق اﻻﺧﺗﯾﺎر اﺳﺗﺧدا ًﻣﺎ‬
‫اﻷﺑﺣﺎث ﺗﺷﯾر إﻟﻰ أﻧﮭﺎ ﯾﻣﻛن أن ﺗﻛون ﻏﯾر ﻣوﺛوﻗﺔ وﻣﻧﺧﻔﺿﺔ اﻟﻌﺟز‬
.‫وﻣﻧﺣﺎزة ﺿد ﻋدد ﻣن اﻟﻣﺟﻣوﻋﺎت‬
‫• ﯾﺗم ﺗﻌرﯾف ﻣﻘﺎﺑﻼت اﻻﺧﺗﯾﺎر ﻋﻠﻰ أﻧﮭﺎ ﺣوار ﺑدأه ﺷﺧص واﺣد أو أﻛﺛر‬
.‫ﻟﺟﻣﻊ اﻟﻣﻌﻠوﻣﺎت وﺗﻘﯾﯾم ﻣؤھﻼت ﻣﻘدم اﻟطﻠب ﻟﻠﻌﻣل‬
:‫• ﯾﻣﻛن زﯾﺎدة ﻓﺎﺋدة اﻟﻣﻘﺎﺑﻠﺔ ﻣن ﺧﻼل اﻻﻗﺗراﺣﺎت اﻟﺗﺎﻟﯾﺔ‬
‫ ﯾﺟب أن ﺗﻛون اﻟﻣﻘﺎﺑﻼت ﻣﻧظﻣﺔ وﻣوﺣدة وﺗرﻛز ﻋﻠﻰ اﻷھداف‬
.‫اﻟﻣوﺟﮭﺔ ﻧﺣو اﻟﻣﮭﺎرات واﻟﺳﻠوﻛﯾﺎت اﻟﺗﻲ ﯾﻣﻛن ﻣﻼﺣظﺗﮭﺎ‬
.‫ ﯾﺟب أن ﯾﺧطط اﻟﺑﺎﺣﺛون ﻟﻠﺧروج ﻣن ﻛل ﻣﻘﺎﺑﻠﺔ ﺑﺗﺻﻧﯾف ﻛﻣﻲ‬
‫ ﯾﺟب أن ﯾﻛون ﻟدى اﻟﻣﺣﺎورﯾن أﯾﺿًﺎ ﻧظﺎم ﻣﻧظم ﻟﺗدوﯾن اﻟﻣﻼﺣظﺎت‬
‫ﻣن ﺷﺄﻧﮫ أن ﯾﺳﺎﻋد ﻓﻲ اﻻﺳﺗرﺟﺎع ﻋﻧدﻣﺎ ﯾﺗﻌﻠﻖ اﻷﻣر ﺑﺈرﺿﺎء‬
.‫اﻟﺗﺻﻧﯾﻔﺎت‬
Situational Interview - ‫ﻣﻘﺎﺑﻠﺔ ظرﻓﯾﺔ‬
• A situational interview confronts applicants on specific issues,
questions, or problems that are likely to arise on the job.
• These interviews consist of:
 experience-based questions
 future-oriented questions
‫• ﺗواﺟﮫ اﻟﻣﻘﺎﺑﻠﺔ اﻟظرﻓﯾﺔ اﻟﻣﺗﻘدﻣﯾن ﺑﺷﺄن ﻗﺿﺎﯾﺎ أو أﺳﺋﻠﺔ أو‬
.‫ﻣﺷﺎﻛل ﻣﺣددة ﻣن اﻟﻣﺣﺗﻣل أن ﺗﻧﺷﺄ ﻓﻲ اﻟوظﯾﻔﺔ‬
:‫• ﺗﺗﻛون ھذه اﻟﻣﻘﺎﺑﻼت ﻣن‬
‫اﻷﺳﺋﻠﺔ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻟﺧﺑرة‬‫أﺳﺋﻠﺔ ﻣوﺟﮭﺔ ﻧﺣو اﻟﻣﺳﺗﻘﺑل‬-
Other Selection Methods - ‫طرق اﻻﺧﺗﯾﺎر اﻷﺧرى‬
• A cognitive ability test differentiates individuals based on
their mental rather than physical capacities
• Abilities most commonly assessed are:
 Verbal Comprehension refers to a person’s capacity to
understand and use written and spoken language
 Quantitative Ability concerns the speed and accuracy at
which one can solve arithmetic problems
 Reasoning Ability refers to a person’s capacity to
analyze diverse problems logically & decide correctly
• Physical ability tests are relevant for predicting not only job
performance but occupational injuries and disabilities.
Types of physical ability tests include:
 muscular tension, power, and endurance
 cardiovascular endurance  flexibility
 balance
 coordination
OOPS!
Areas Where Job Applicants Make Mistakes
ً‫• ﯾﻣﯾز اﺧﺗﺑﺎر اﻟﻘدرة اﻟﻣﻌرﻓﯾﺔ اﻷﻓراد ﺑﻧﺎ ًء ﻋﻠﻰ ﻗدراﺗﮭم اﻟﻌﻘﻠﯾﺔ ﺑدﻻ‬
‫ﻣن ﻗدراﺗﮭم اﻟﺑدﻧﯾﺔ‬
:‫• اﻟﻘدرات اﻷﻛﺛر ﺷﯾوﻋًﺎ اﻟﺗﻲ ﯾﺗم ﺗﻘﯾﯾﻣﮭﺎ ھﻲ‬
‫ ﯾﺷﯾر اﻟﻔﮭم اﻟﻠﻔظﻲ إﻟﻰ ﻗدرة اﻟﺷﺧص ﻋﻠﻰ ﻓﮭم واﺳﺗﺧدام اﻟﻠﻐﺔ‬
‫اﻟﻣﻛﺗوﺑﺔ واﻟﻣﻧطوﻗﺔ‬
‫ ﺗﺗﻌﻠﻖ اﻟﻘدرة اﻟﻛﻣﯾﺔ ﺑﺎﻟﺳرﻋﺔ واﻟدﻗﺔ اﻟﺗﻲ ﯾﻣﻛن ﺑﮭﺎ ﺣل‬
‫اﻟﻣﺷﻛﻼت اﻟﺣﺳﺎﺑﯾﺔ‬
‫ اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻔﻛﯾر ﺗﺷﯾر إﻟﻰ ﻗدرة اﻟﺷﺧص ﻋﻠﻰ ﺗﺣﻠﯾل اﻟﻣﺷﺎﻛل‬
‫اﻟﻣﺗﻧوﻋﺔ ﻣﻧطﻘﯾًﺎ واﺗﺧﺎذ اﻟﻘرار ﺑﺷﻛل ﺻﺣﯾﺢ‬
‫• ﺗﻌﺗﺑر اﺧﺗﺑﺎرات اﻟﻘدرة اﻟﺑدﻧﯾﺔ ﻣﮭﻣﺔ ﻟﻠﺗﻧﺑؤ ﻟﯾس ﻓﻘط ﺑﺎﻷداء اﻟوظﯾﻔﻲ‬
‫ ﺗﺷﻣل أﻧواع اﺧﺗﺑﺎرات‬.‫وﻟﻛن أﯾﺿًﺎ ﺑﺎﻹﺻﺎﺑﺎت واﻹﻋﺎﻗﺎت اﻟﻣﮭﻧﯾﺔ‬
:‫اﻟﻘدرة اﻟﺑدﻧﯾﺔ ﻣﺎ ﯾﻠﻲ‬
‫ اﻟﺗوﺗر اﻟﻌﺿﻠﻲ واﻟﻘوة واﻟﻘدرة ﻋﻠﻰ اﻟﺗﺣﻣل‬
‫ اﻟﻘدرة ﻋﻠﻰ اﻟﺗﺣﻣل اﻟﻘﻠب واﻷوﻋﯾﺔ اﻟدﻣوﯾﺔ‬
‫ اﻟﻣروﻧﺔ‬
‫ ﺗوازن‬
‫ ﺗﻧﺳﯾﻖ‬
Chapter – 6 Employee Training - ‫ﺗﺪرﯾﺐ اﻟﻤﻮظﻔﯿﻦ‬
Employee Training - ‫ﺗدرﯾب اﻟﻣوظﻔﯾن‬
Training
Training is a planned effort by a company to facilitate the learning
of job-related knowledge, skills, or behavior by employees
– It contributes to competitive advantage by providing
intellectual capital
‫اﻟﺗدرﯾب ھو ﺟﮭد ﻣﺧطط ﻣن ﻗﺑل ﺷرﻛﺔ ﻟﺗﺳﮭﯾل ﺗﻌﻠم اﻟﻣﻌرﻓﺔ أو اﻟﻣﮭﺎرات أو‬
‫اﻟﺳﻠوك اﻟﻣﺗﻌﻠﻖ ﺑﺎﻟوظﯾﻔﺔ ﻣن ﻗﺑل اﻟﻣوظﻔﯾن‬
‫– ﯾﺳﺎھم ﻓﻲ اﻟﻣﯾزة اﻟﺗﻧﺎﻓﺳﯾﺔ ﻣن ﺧﻼل ﺗوﻓﯾر رأس اﻟﻣﺎل اﻟﻔﻛري‬
1) High-leverage training
• Linked to strategic business goals and objectives
• has top management support
• relies on an instructional design model and –
• is benchmarked to programs in other organizations.
2) Continuous learning
• learning system that requires employees to understand the entire work
process
• expects them to acquire new skills and apply them on the job continuously
• share what they have learned with other employees
‫ﺗدرﯾب ﻋﺎﻟﻲ اﻟﻧﻔوذ‬
‫ﻣرﺗﺑطﺔ ﺑﺄھداف وﻏﺎﯾﺎت اﻟﻌﻣل اﻻﺳﺗراﺗﯾﺟﯾﺔ‬
‫ﻟدﯾﮫ دﻋم اﻹدارة اﻟﻌﻠﯾﺎ‬
‫ﯾﻌﺗﻣد ﻋﻠﻰ ﻧﻣوذج ﺗﺻﻣﯾم ﺗﻌﻠﯾﻣﻲ و‬
‫ﯾﺗم ﻗﯾﺎﺳﮫ إﻟﻰ اﻟﺑراﻣﺞ ﻓﻲ اﻟﻣﻧظﻣﺎت اﻷﺧرى‬
‫اﻟﺗﻌﻠم اﻟﻣﺳﺗﻣر‬
‫ﻧظﺎم ﺗﻌﻠﯾﻣﻲ ﯾﺗطﻠب ﻣن اﻟﻣوظﻔﯾن ﻓﮭم ﻋﻣﻠﯾﺔ‬
‫اﻟﻌﻣل ﺑﺄﻛﻣﻠﮭﺎ‬
‫ﯾﺗوﻗﻊ ﻣﻧﮭم اﻛﺗﺳﺎب ﻣﮭﺎرات ﺟدﯾدة وﺗطﺑﯾﻘﮭﺎ‬
‫ﻋﻠﻰ اﻟوظﯾﻔﺔ ﺑﺷﻛل ﻣﺳﺗﻣر‬
‫ﻣﺷﺎرﻛﺔ ﻣﺎ ﺗﻌﻠﻣوه ﻣﻊ اﻟﻣوظﻔﯾن اﻵﺧرﯾن‬
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‫زﯾﺎدة ﻣﻌرﻓﺔ اﻟﻣوظﻔﯾن ﺑﺎﻟﻣﻧﺎﻓﺳﯾن واﻟﺛﻘﺎﻓﺎت اﻷﺟﻧﺑﯾﺔ‬
‫ﺳﺎﻋد ﻓﻲ ﺿﻣﺎن أن اﻟﻣوظﻔﯾن ﻟدﯾﮭم اﻟﻣﮭﺎرات‬
‫اﻷﺳﺎﺳﯾﺔ ﻟﻠﻌﻣل ﻣﻊ اﻟﺗﻛﻧوﻟوﺟﯾﺎ اﻟﺟدﯾدة‬
‫ﺳﺎﻋد اﻟﻣوظﻔﯾن ﻋﻠﻰ ﻓﮭم ﻛﯾﻔﯾﺔ اﻟﻌﻣل ﺑﻔﻌﺎﻟﯾﺔ ﻓﻲ‬
.‫ﻓرق ﻟﻠﻣﺳﺎھﻣﺔ ﻓﻲ ﺟودة اﻟﻣﻧﺗﺞ واﻟﺧدﻣﺔ‬
‫ﺗﺄﻛد ﻣن أن ﺛﻘﺎﻓﺔ اﻟﺷرﻛﺔ ﺗرﻛز ﻋﻠﻰ اﻻﺑﺗﻛﺎر‬
.‫واﻹﺑداع واﻟﺗﻌﻠم‬
‫ﺿﻣﺎن اﻷﻣن اﻟوظﯾﻔﻲ ﻣن ﺧﻼل ﺗوﻓﯾر طرق ﺟدﯾدة‬
‫ﻟﻠﻣوظﻔﯾن ﻟﻠﻣﺳﺎھﻣﺔ ﻓﻲ اﻟﺷرﻛﺔ‬
‫ﻋﻧدﻣﺎ ﺗﺗﻐﯾر وظﺎﺋﻔﮭم‬
‫ﻋﻧدﻣﺎ ﺗﺗﻐﯾر اھﺗﻣﺎﻣﺎﺗﮭم‬
‫ﻋﻧدﻣﺎ ﺗﺻﺑﺢ ﻣﮭﺎراﺗﮭم ﺑﺎﻟﯾﺔ‬
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Benefits/Advantages of Training - ‫ ﻣزاﯾﺎ اﻟﺗدرﯾب‬/ ‫ﻓواﺋد‬
1) Increase employees’ knowledge of foreign competitors and cultures
2) Help ensure that employees have the basic skills to work with new
technology
3) Help employees understand how to work effectively in teams to
contribute to product and service quality.
4) Ensure that the company’s culture emphasizes innovation, creativity,
and learning.
5) Ensure employment security by providing new ways for employees to
contribute to the company
 When their jobs change  When their interests change  When their skills become obsolete 6) Prepare employees to accept and work more effectively with each
other, particularly with minorities and women
7) Create a positive work environment by attracting talented employees
as well as motivating and retaining current employees.
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‫( إﻋداد اﻟﻣوظﻔﯾن ﻟﻘﺑول واﻟﻌﻣل ﺑﺷﻛل أﻛﺛر ﻓﻌﺎﻟﯾﺔ ﻣﻊ‬٦
‫ ﻻ ﺳﯾﻣﺎ ﻣﻊ اﻷﻗﻠﯾﺎت واﻟﻧﺳﺎء‬، ‫ﺑﻌﺿﮭم اﻟﺑﻌض‬
‫( ﺧﻠﻖ ﺑﯾﺋﺔ ﻋﻣل إﯾﺟﺎﺑﯾﺔ ﻣن ﺧﻼل ﺟذب اﻟﻣوظﻔﯾن‬۷
‫اﻟﻣوھوﺑﯾن وﻛذﻟك ﺗﺣﻔﯾز اﻟﻣوظﻔﯾن اﻟﺣﺎﻟﯾﯾن‬
.‫واﻻﺣﺗﻔﺎظ ﺑﮭم‬
Needs Assessment - ‫ﺗﻘﯾﯾم اﻻﺣﺗﯾﺎﺟﺎت‬
Organizational Analysis
Person Analysis
Task Analysis
‫اﻟﺗﺣﻠﯾل اﻟﺗﻧظﯾﻣﻲ‬
‫ﺗﺣﻠﯾل اﻟﺷﺧص‬
‫ﺗﺣﻠﯾل اﻟﻣﮭﻣﺔ‬
Needs Assessment - ‫ﺗﻘﯾﯾم اﻻﺣﺗﯾﺎﺟﺎت‬
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Needs assessment refers to the process used to determine if
training is necessary.
Organizational analysis involves determining the business
appropriateness of training.
Person analysis helps the manager identify whether training is
appropriate and which employees need training.
Task analysis identifies the conditions in which tasks are performed.
‫ﯾﺷﯾر ﺗﻘﯾﯾم اﻻﺣﺗﯾﺎﺟﺎت إﻟﻰ اﻟﻌﻣﻠﯾﺔ اﻟﻣﺳﺗﺧدﻣﺔ ﻟﺗﺣدﯾد ﻣﺎ‬
.‫إذا ﻛﺎن اﻟﺗدرﯾب ﺿرورﯾًﺎ‬
‫ﯾﺗﺿﻣن اﻟﺗﺣﻠﯾل اﻟﺗﻧظﯾﻣﻲ ﺗﺣدﯾد ﻣدى ﻣﻼءﻣﺔ اﻟﻌﻣل‬
.‫ﻟﻠﺗدرﯾب‬
‫ﯾﺳﺎﻋد ﺗﺣﻠﯾل اﻷﺷﺧﺎص اﻟﻣدﯾر ﻋﻠﻰ ﺗﺣدﯾد ﻣﺎ إذا ﻛﺎن‬
.‫اﻟﺗدرﯾب ﻣﻧﺎﺳﺑًﺎ وأي اﻟﻣوظﻔﯾن ﯾﺣﺗﺎﺟون إﻟﻰ اﻟﺗدرﯾب‬
.‫ﯾﺣدد ﺗﺣﻠﯾل اﻟﻣﮭﺎم اﻟﺷروط اﻟﺗﻲ ﯾﺗم ﻓﯾﮭﺎ ﺗﻧﻔﯾذ اﻟﻣﮭﺎم‬
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Ensuring Employee Readiness for Training - ‫(اﻟﺗﺄﻛد ﻣن ﺟﺎھزﯾﺔ اﻟﻣوظﻔﯾن ﻟﻠﺗدرﯾب‬Motivation & Ability)
• Motivation to learn is the desire of the trainee to learn the content
of the training program.
• Self-efficacy is the employees' belief that they can successfully learn
the content of the training program.
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‫• اﻟداﻓﻊ ﻟﻠﺗﻌﻠم ھو رﻏﺑﺔ اﻟﻣﺗدرب ﻓﻲ ﻣﻌرﻓﺔ ﻣﺣﺗوى اﻟﺑرﻧﺎﻣﺞ‬
.‫اﻟﺗدرﯾﺑﻲ‬
‫• اﻟﻛﻔﺎءة اﻟذاﺗﯾﺔ ھﻲ اﻋﺗﻘﺎد اﻟﻣوظﻔﯾن ﺑﺄﻧﮭم ﯾﺳﺗطﯾﻌون ﺗﻌﻠم‬
.‫ﻣﺣﺗوى اﻟﺑرﻧﺎﻣﺞ اﻟﺗدرﯾﺑﻲ ﺑﻧﺟﺎح‬
Managers can ensure motivation to learn by ensuring self-efficacy, the understanding of the benefits of or
consequences of training, awareness of training, work environment characteristics and basic skills.
، ‫ واﻟوﻋﻲ ﺑﺎﻟﺗدرﯾب‬، ‫ وﻓﮭم ﻓواﺋد أو ﻋواﻗب اﻟﺗدرﯾب‬، ‫• ﯾﻣﻛن ﻟﻠﻣدﯾرﯾن ﺿﻣﺎن اﻟداﻓﻊ ﻟﻠﺗﻌﻠم ﻣن ﺧﻼل ﺿﻣﺎن اﻟﻛﻔﺎءة اﻟذاﺗﯾﺔ‬
.‫وﺧﺻﺎﺋص ﺑﯾﺋﺔ اﻟﻌﻣل واﻟﻣﮭﺎرات اﻷﺳﺎﺳﯾﺔ‬
Basic Skills
Cognitive ability includes three dimensions:
 Verbal comprehension, (learn different language)
 Quantitative ability, (work with numbers or apply common-sense,
problem-solving & decision making)
 Reasoning ability. (reading, analysis & writing)
• Verbal comprehension refers to the person’s capacity to
understand and use written and spoken language.
• Managers should be sure the readability (the difficulty level
of written material) of training material does not exceed
that required by the job. A readability assessment usually
involves analysis of sentence length and word difficulty
:‫ﺗﺗﺿﻣن اﻟﻘدرة اﻟﻣﻌرﻓﯾﺔ ﺛﻼﺛﺔ أﺑﻌﺎد‬
‫ اﻟﻔﮭم اﻟﻠﻔظﻲ‬
‫ اﻟﻘدرة اﻟﻛﻣﯾﺔ‬
.‫ اﻟﻘدرة ﻋﻠﻰ اﻟﺗﻔﻛﯾر‬
‫• ﯾﺷﯾر اﻟﻔﮭم اﻟﻠﻔظﻲ إﻟﻰ ﻗدرة اﻟﺷﺧص ﻋﻠﻰ ﻓﮭم‬
.‫واﺳﺗﺧدام اﻟﻠﻐﺔ اﻟﻣﻛﺗوﺑﺔ واﻟﻣﻧطوﻗﺔ‬
‫• ﯾﺟب أن ﯾﺗﺄﻛد اﻟﻣدﯾرون ﻣن أن ﻗﺎﺑﻠﯾﺔ اﻟﻘراءة )ﻣﺳﺗوى‬
‫ﺻﻌوﺑﺔ اﻟﻣﺎدة اﻟﻣﻛﺗوﺑﺔ( ﻟﻣواد اﻟﺗدرﯾب ﻻ ﺗﺗﺟﺎوز ﻣﺎ‬
‫ ﻋﺎدة ﻣﺎ ﯾﺗﺿﻣن ﺗﻘﯾﯾم ﻗﺎﺑﻠﯾﺔ اﻟﻘراءة‬.‫ﺗﺗطﻠﺑﮫ اﻟوظﯾﻔﺔ‬
‫ﺗﺣﻠﯾل طول اﻟﺟﻣﻠﺔ وﺻﻌوﺑﺔ اﻟﻛﻠﻣﺔ‬
Selecting Training Methods - ‫اﺧﺗﯾﺎر طرق اﻟﺗدرﯾب‬
• Presentation Methods - ‫طرق اﻟﻌرض‬
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Instructor-led classroom instruction
Distance learning
Audiovisual techniques
Mobile technologies (apps, self-driving)
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‫ﺗﻌﻠﯾﻣﺎت اﻟﻔﺻول اﻟدراﺳﯾﺔ ﺑﻘﯾﺎدة ﻣﻌﻠم‬
‫اﻟدراﺳﺔ ﻋن ﺑﻌد‬
‫اﻟﺗﻘﻧﯾﺎت اﻟﺳﻣﻌﯾﺔ واﻟﺑﺻرﯾﺔ‬
‫ﺗﻘﻧﯾﺎت اﻟﻣﺣﻣول‬
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‫ﻋﻠﻰ اﻟﺗدرﯾب أﺛﻧﺎء اﻟﻌﻣل‬
‫اﻟﺗﻌﻠم اﻟذاﺗﻲ‬
‫اﻟﻣﺣﺎﻛﺎة‬
‫أﻟﻌﺎب اﻷﻋﻣﺎل‬
‫دراﺳﺎت اﻟﺣﺎﻟﺔ‬
‫ﻓﯾدﯾو ﺗﻔﺎﻋﻠﻲ‬
‫اﻟﺗﻌﻠم اﻹﻟﻛﺗروﻧﻲ‬
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Hands-on Methods – ‫( طرق اﻟﺗدرﯾب اﻟﻌﻣﻠﻲ‬candidate involve)
On-the-job training (while we working, we learning)
Self-directed learning (self-motivated)
Simulations (ATC,Pilot,)
Business games
Case studies
Interactive video
E-learning
Determining Return on Investment - ‫ﺗﺣدﯾد ﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر‬
• Cost-benefit analysis is the process of determining
the economic benefits of a training program using
accounting methods.
• Determining costs
• Determining benefits
• Making the analysis (Positive or negative )
‫• ﺗﺣﻠﯾل اﻟﺗﻛﻠﻔﺔ واﻟﻌﺎﺋد ھو ﻋﻣﻠﯾﺔ ﺗﺣدﯾد اﻟﻔواﺋد اﻻﻗﺗﺻﺎدﯾﺔ‬
.‫ﻟﺑرﻧﺎﻣﺞ اﻟﺗدرﯾب ﺑﺎﺳﺗﺧدام طرق اﻟﻣﺣﺎﺳﺑﺔ‬
‫• ﺗﺣدﯾد اﻟﺗﻛﺎﻟﯾف‬
‫• ﺗﺣدﯾد اﻟﻔواﺋد‬
‫• إﺟراء اﻟﺗﺣﻠﯾل‬
Cross-Cultural Preparation - ‫اﻟﺗﺣﺿﯾر ﻋﺑر اﻟﺛﻘﺎﻓﺎت‬
• An expatriate is an employee sent by his or her company to manage
operations in a different country.
• To be successful in overseas assignments, expatriates need to be:
 Competent in their area of expertise.
 Able to communicate verbally and nonverbally in the host country.
• Cross-cultural preparation involves educating employees (and their
families) who are given an assignment in a foreign country.
– Flexible & tolerant of ambiguity
– Sensitive to cultural differences
– Motivated to succeed, able to enjoy the challenge of working in other
countries
– Willing to learn about the host country’s culture, language and customs
– Supported by their families
.‫• اﻟﻣﻐﺗرب ھو ﻣوظف ﺗرﺳﻠﮫ ﺷرﻛﺗﮫ ﻹدارة اﻟﻌﻣﻠﯾﺎت ﻓﻲ دوﻟﺔ ﻣﺧﺗﻠﻔﺔ‬
:‫ ﯾﺟب أن ﯾﻛون اﻟواﻓدون‬، ‫• ﻟﻠﻧﺟﺎح ﻓﻲ اﻟﻣﮭﺎم اﻟﺧﺎرﺟﯾﺔ‬
.‫ اﻟﻣﺧﺗﺻﺔ ﻓﻲ ﻣﺟﺎل ﺧﺑرﺗﮭم‬
.‫ ﻗﺎدرة ﻋﻠﻰ اﻟﺗواﺻل ﻟﻔظﯾﺎ وﻏﯾر ﺷﻔﮭﻲ ﻓﻲ اﻟﺑﻠد اﻟﻣﺿﯾف‬
‫• ﯾﺗﺿﻣن اﻹﻋداد ﻋﺑر اﻟﺛﻘﺎﻓﺎت ﺗﺛﻘﯾف اﻟﻣوظﻔﯾن )وﻋﺎﺋﻼﺗﮭم( اﻟذﯾن ﯾﺗم ﺗﻛﻠﯾﻔﮭم‬
.‫ﺑﻣﮭﻣﺔ ﻓﻲ ﺑﻠد أﺟﻧﺑﻲ‬
‫– ﻣرن وﻣﺗﺳﺎﻣﺢ ﻣﻊ اﻟﻐﻣوض‬
‫– ﺣﺳﺎﺳﺔ ﻟﻼﺧﺗﻼﻓﺎت اﻟﺛﻘﺎﻓﯾﺔ‬
‫ واﻟﻘدرة ﻋﻠﻰ اﻟﺗﻣﺗﻊ ﺑﺗﺣدي اﻟﻌﻣل ﻓﻲ اﻟﺑﻠدان اﻷﺧرى‬، ‫– اﻟداﻓﻊ ﻟﻠﻧﺟﺎح‬
‫ﻋﻠﻰ اﺳﺗﻌداد ﻟﻠﺗﻌرف ﻋﻠﻰ ﺛﻘﺎﻓﺔ اﻟﺑﻠد اﻟﻣﺿﯾف وﻟﻐﺗﮫ وﻋﺎداﺗﮫ‬
–
‫ﺑدﻋم ﻣن ﻋﺎﺋﻼﺗﮭم‬
–
Three Phases of Cross-Cultural Preparation - ‫ﺛﻼث ﻣراﺣل ﻣن اﻟﺗﺣﺿﯾر ﻋﺑر اﻟﺛﻘﺎﻓﺎت‬
Phase One:
Pre-departure Phase
‫ﻣرﺣﻠﺔ ﻣﺎ ﻗﺑل اﻟﻣﻐﺎدرة‬
Phase Two:
On-Site Phase
Phase Three:
Repatriation Phase
‫اﻟﺗدرﯾب ﻓﻲ اﻟﻣوﻗﻊ‬
‫ﻣرﺣﻠﺔ اﻟﻌودة إﻟﻰ اﻟوطن‬
‫ ﯾﺣﺗﺎج اﻟﻣوظﻔون إﻟﻰ ﺗﻠﻘﻲ ﺗدرﯾب ﻟﻐوي‬، ‫ﻓﻲ ﻣرﺣﻠﺔ ﻣﺎ ﻗﺑل اﻟﻣﻐﺎدرة‬
.‫وﺗوﺟﯾﮫ ﻟﺛﻘﺎﻓﺔ وﻋﺎدات اﻟﺑﻠد اﻟﺟدﯾد‬
In the predeparture phase, employees need to receive language
training and an orientation to the new country’s culture and customs.
On-site training involves continued orientation to the host country
and its customs and cultures through formal programs or through a
mentoring relationship.
‫ﯾﺗﺿﻣن اﻟﺗدرﯾب ﻓﻲ اﻟﻣوﻗﻊ اﻟﺗوﺟﯾﮫ اﻟﻣﺳﺗﻣر ﻟﻠﺑﻠد اﻟﻣﺿﯾف وﻋﺎداﺗﮫ‬
.‫وﺛﻘﺎﻓﺎﺗﮫ ﻣن ﺧﻼل ﺑراﻣﺞ رﺳﻣﯾﺔ أو ﻣن ﺧﻼل ﻋﻼﻗﺔ إرﺷﺎد‬
Repatriation prepares expatriates for return to the parent company
and country from a foreign assignment.
‫ﺗُﻌد ﻋﻣﻠﯾﺔ اﻹﻋﺎدة اﻟواﻓدﯾن اﻟﻣﻐﺗرﺑﯾن ﻟﻠﻌودة إﻟﻰ اﻟﺷرﻛﺔ اﻷم واﻟﺑﻠد ﻣن‬
.‫ﻣﮭﻣﺔ أﺟﻧﺑﯾﺔ‬
1. Pre-Departure phase
o
Employees need to receive language training and an orientation to the new
country’s (Host Country) culture and customs.
2. On-site training
o
o
Continued orientation to the host country and its customs and cultures
Formal programs / mentoring.
3. Repatriation
o
Prepares expatriates for return to the parent company and country from a
foreign assignment
‫( ﻣرﺣﻠﺔ ﻣﺎ ﻗﺑل اﻟﻣﻐﺎدرة‬۱
‫ ﯾﺣﺗﺎج اﻟﻣوظﻔون إﻟﻰ ﺗﻠﻘﻲ ﺗدرﯾب ﻟﻐوي وﺗوﺟﯾﮫ ﻧﺣو ﺛﻘﺎﻓﺔ‬o
.(‫وﻋﺎدات اﻟﺑﻠد اﻟﺟدﯾد )اﻟﺑﻠد اﻟﻣﺿﯾف‬
‫( اﻟﺗدرﯾب ﻓﻲ اﻟﻣوﻗﻊ‬۲
‫ اﻟﺗوﺟﮫ اﻟﻣﺳﺗﻣر ﻟﻠدوﻟﺔ اﻟﻣﺿﯾﻔﺔ وﻋﺎداﺗﮭﺎ وﺛﻘﺎﻓﺗﮭﺎ‬o
.‫ إرﺷﺎد رﺳﻣﻲ‬/ ‫ ﺑراﻣﺞ‬o
‫( اﻟﻌودة إﻟﻰ اﻟوطن‬۳
‫ ﯾﻌد اﻟﻣﻐﺗرﺑﯾن ﻟﻠﻌودة إﻟﻰ اﻟﺷرﻛﺔ اﻷم واﻟﺑﻠد ﻣن ﻣﮭﻣﺔ أﺟﻧﺑﯾﺔ‬o
Managing Workforce Diversity - ‫إدارة ﺗﻧوع اﻟﻘوى اﻟﻌﺎﻣﻠﺔ‬
• Managing Diversity / Diversity Management is the process of creating an
environment that allows all employees to contribute to organizational
goals and experience personal growth.
• Types of diversity training:
 Attitude awareness and change programs
 Behavior based programs
‫ إدارة اﻟﺗﻧوع ھو ﻋﻣﻠﯾﺔ ﺧﻠﻖ ﺑﯾﺋﺔ ﺗﺳﻣﺢ‬/ ‫• إدارة اﻟﺗﻧوع‬
‫ﻟﻛﺎﻓﺔ اﻟﻣوظﻔﯾن ﻟﻠﻣﺳﺎھﻣﺔ ﻓﻲ ﺗﺣﻘﯾﻖ أھداف اﻟﻣﻧظﻣﺔ‬
.‫وﺗﺟرﺑﺔ ﻧﻣو اﻟﺷﺧﺻﯾﺔ‬
:‫• أﻧواع ﺗدرﯾب اﻟﺗﻧوع‬
‫ ﺑراﻣﺞ اﻟﺗوﻋﯾﺔ واﻟﺗﻐﯾﯾر ﻓﻲ اﻟﻣواﻗف‬
‫ اﻟﺑراﻣﺞ اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ اﻟﺳﻠوك‬
Chapter – 7 Performance Management - ‫إدارة اﻷداء‬
Performance Management - ‫إدارة اﻷداء‬
Introduction – ‫اﻟﻣﻘدﻣﺔ‬
• Performance management
is the process through which managers ensure that
employees’ activities and outputs are consistent with the
organization's goals
• It is central to gaining competitive advantage
• Involves 3 parts
1. Defining performance through Job Analysis
2. Measuring performance through Appraisals
3. Performance Feedback
• Performance Appraisal is the process through which an
organization gets information on how well an employee is
doing his or her job
• Performance Feedback is the process of providing
employees information regarding their performance
effectiveness
‫• إدارة اﻷداء‬
‫ھﻲ اﻟﻌﻣﻠﯾﺔ اﻟﺗﻲ ﯾﺿﻣن اﻟﻣدﯾرون ﻣن ﺧﻼﻟﮭﺎ أن أﻧﺷطﺔ اﻟﻣوظﻔﯾن‬
‫وﻧواﺗﺟﮭم ﻣﺗواﻓﻘﺔ ﻣﻊ أھداف اﻟﻣﻧظﻣﺔ‬
‫إﻧﮫ أﻣر أﺳﺎﺳﻲ ﻻﻛﺗﺳﺎب ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬
:‫ أﺟزاء‬۳ ‫ﯾﺗﺿﻣن‬
‫ﺗﺣدﯾد اﻷداء ﻣن ﺧﻼل ﺗﺣﻠﯾل اﻟوظﯾﻔﺔ‬
‫ﻗﯾﺎس اﻷداء ﻣن ﺧﻼل اﻟﺗﻘﯾﯾﻣﺎت‬
‫ﻣﻼﺣظﺎت اﻷداء‬
‫ﺗﻘﯾﯾم اﻷداء ھو اﻟﻌﻣﻠﯾﺔ اﻟﺗﻲ ﺗﺣﺻل ﻣن ﺧﻼﻟﮭﺎ اﻟﻣﻧظﻣﺔ ﻋﻠﻰ ﻣﻌﻠوﻣﺎت‬
‫ﺣول ﻣدى ﻧﺟﺎح اﻟﻣوظف ﻓﻲ أداء وظﯾﻔﺗﮫ‬
•
•
.۱
.۲
.۳
•
‫• ﻣﻼﺣظﺎت اﻷداء ھﻲ ﻋﻣﻠﯾﺔ ﺗزوﯾد اﻟﻣوظﻔﯾن ﺑﻣﻌﻠوﻣﺎت ﺗﺗﻌﻠﻖ ﺑﻔﺎﻋﻠﯾﺔ‬
‫أداﺋﮭم‬
Purposes of Performance Management - ‫أﻏراض إدارة اﻷداء‬
Strategic First and foremost, a performance management system should link employee activities with the
organization's goals.
Performance management is critical for companies to execute their talent management strategy
(1. identify employees S & W;
2. linking employ. To appropriate T & D activity;
3. reward good perf with pay and other incentives)
Eg. Just Born, making Mike and Ike candy,
Perf mgmt
is part of PDS (people development system) which is designed to ensure both learning and development align
with business strategy, results and employ have skills to succeed in current and future jobs).
Administrative –
salary administration, promotions, retention-termination, layoffs, and recognition of individual performance.
Performance-management information is used for such administrative decisions.
Performance management can be used to develop employees who are ineffective at their jobs.
Involves 2 steps:
1– identifies deficient aspect of performance;
2. causes of deficiency (skill or motivation etc.)
Purposes of Performance Management - ‫أﻏراض إدارة اﻷداء‬
1- Strategic - ‫إﺳﺗراﺗﯾﺟﻲ‬
 Performance Management System should link employee
activities with the organization's goals
 Performance management is critical for companies to execute
their talent management strategy
• Identify employees’ S & W
• Linking employees to appropriate T & D activity
• Reward good performers with pay and other incentives
‫ ﯾﺟب أن ﯾرﺑط ﻧظﺎم إدارة اﻷداء أﻧﺷطﺔ اﻟﻣوظف‬
.‫ﺑﺄھداف اﻟﻣﻧظﻣﺔ‬
‫أﻣرا ﺑﺎﻟﻎ اﻷھﻣﯾﺔ ﻟﻠﺷرﻛﺎت ﻟﺗﻧﻔﯾذ‬
ً ‫ ﺗﻌد إدارة اﻷداء‬
.‫إﺳﺗراﺗﯾﺟﯾﺔ إدارة اﻟﻣواھب اﻟﺧﺎﺻﺔ ﺑﮭﺎ‬
‫ ﻟﻠﻣوظﻔﯾن‬S & W ‫• ﺗﺣدﯾد‬
‫ اﻟﻣﻧﺎﺳب‬T & D ‫• رﺑط اﻟﻣوظﻔﯾن ﺑﻧﺷﺎط‬
‫• ﻣﻛﺎﻓﺄة أﺻﺣﺎب اﻷداء اﻟﺟﯾد ﺑﺎﻷﺟر واﻟﺣواﻓز اﻷﺧرى‬
2- Developmental – ‫اﻟﺗﻧﻣوي‬
 Performance Management should be part of PDS
(People Development System)
• Designed to ensure both learning and
development align with business strategy
 It results in employees having skills to succeed in
current and future jobs
PDS ‫ ﯾﺟب أن ﺗﻛون إدارة اﻷداء ﺟز ًءا ﻣن‬
(‫)ﻧظﺎم ﺗﻧﻣﯾﺔ اﻷﻓراد‬
‫• ﻣﺻﻣﻣﺔ ﻟﺿﻣﺎن ﺗواﻓﻖ اﻟﺗﻌﻠم واﻟﺗطوﯾر ﻣﻊ اﺳﺗراﺗﯾﺟﯾﺔ اﻟﻌﻣل‬
‫ ﯾﻧﺗﺞ ﻋﻧﮫ اﻣﺗﻼك اﻟﻣوظﻔﯾن ﻣﮭﺎرات ﻟﻠﻧﺟﺎح ﻓﻲ اﻟوظﺎﺋف اﻟﺣﺎﻟﯾﺔ‬
‫واﻟﻣﺳﺗﻘﺑﻠﯾﺔ‬
3- Administrative - ‫إداري‬
 Should be linked to administrative decisions such
as:
a. Salary
b. Bonus
c. Promotions
d. Retention
e. Termination
:‫ﯾﺟب أن ﺗﻛون ﻣرﺗﺑطﺔ ﺑﻘرارات إدارﯾﺔ ﻣﺛل‬
‫راﺗب‬
‫ﻋﻼوة‬
‫اﻟﺗرﻗﯾﺎت‬
‫اﺣﺗﻔﺎظ‬
‫ﻧﮭﺎﯾﺔ‬

.a
.b
.c
.d
.e
Performance Measurement - ‫ﻣﻘﯾﺎس اﻻداء‬
1) Comparative Approach - ‫اﻟﻧﮭﺞ اﻟﻣﻘﺎرن‬
The comparative approach to performance
requires the rater to compare an individual’s
performance with that of others.
1. Simple Ranking Method
Requires managers to rank employees within
their departments from highest performer to
poorest performer.
2. Forced distribution Method
Requires the managers to put certain
percentages of employees into predetermined
categories
‫ﯾﺗطﻠب اﻟﻧﮭﺞ اﻟﻣﻘﺎرن ﻟﻸداء أن ﯾﻘﺎرن اﻟﻣﻘﯾم أداء اﻟﻔرد‬
.‫ﺑﺄداء اﻵﺧرﯾن‬
‫ طرﯾﻘﺔ اﻟﺗرﺗﯾب اﻟﺑﺳﯾطﺔ‬.۱
‫ﯾﺗطﻠب ﻣن اﻟﻣدﯾرﯾن ﺗرﺗﯾب اﻟﻣوظﻔﯾن داﺧل أﻗﺳﺎﻣﮭم ﻣن‬
.‫أﻋﻠﻰ أداء إﻟﻰ أﻓﻘر أداء‬
‫ طرﯾﻘﺔ اﻟﺗوزﯾﻊ اﻟﻘﺳري‬.۲
‫ﯾﺗطﻠب ﻣن اﻟﻣدﯾرﯾن وﺿﻊ ﻧﺳب ﻣﻌﯾﻧﺔ ﻣن اﻟﻣوظﻔﯾن‬
‫ﻓﻲ ﻓﺋﺎت ﻣﺣددة ﻣﺳﺑﻘًﺎ‬
2) Behavioural Approach - ‫اﻟﻧﮭﺞ اﻟﺳﻠوﻛﻲ‬
1. Critical Incident Approach
 Requires managers to keep a record of specific
examples of effective and ineffective performance
for each employee.
2. Assessment centers
 Used for measuring Managerial Performance
 Individuals usually perform many simulated tasks
 Assessors observe and evaluate the individual's skill
or potential as a manager.
‫ ﻧﮭﺞ اﻟﺣوادث اﻟﺣرﺟﺔ‬.۱
‫ ﯾﺗطﻠب ﻣن اﻟﻣدﯾرﯾن اﻻﺣﺗﻔﺎظ ﺑﺳﺟل ﻷﻣﺛﻠﺔ ﻣﺣددة ﻟﻸداء اﻟﻔﻌﺎل‬
.‫وﻏﯾر اﻟﻔﻌﺎل ﻟﻛل ﻣوظف‬
‫ ﻣراﻛز اﻟﺗﻘﯾﯾم‬.۲
‫ ﺗﺳﺗﺧدم ﻟﻘﯾﺎس اﻷداء اﻹداري‬
‫ ﯾﻘوم اﻷﻓراد ﻋﺎدة ﺑﺎﻟﻌدﯾد ﻣن ﻣﮭﺎم اﻟﻣﺣﺎﻛﺎة‬
.‫ ﯾراﻗب اﻟﻣﻘﯾﻣون وﯾﻘﯾﻣون ﻣﮭﺎرة اﻟﻔرد أو إﻣﻛﺎﻧﺎﺗﮫ ﻛﻣدﯾر‬
3) Results Approach - ‫ﻧﮭﺞ اﻟﻧﺗﺎﺋﺞ‬
Management by Objectives (MBO)
 It is joint goal-setting process in which goals are agreed
upon between the managers and each subordinate.
 These goals then become standards used to evaluate
the individual's performance.
 This goal-setting process flows down the organization
(MBO)‫اﻹدارة ﺑﺎﻷھداف‬
‫ إﻧﮭﺎ ﻋﻣﻠﯾﺔ ﺗﺣدﯾد اﻷھداف اﻟﻣﺷﺗرﻛﺔ اﻟﺗﻲ ﯾﺗم ﻓﯾﮭﺎ اﻻﺗﻔﺎق ﻋﻠﻰ‬
.‫اﻷھداف ﺑﯾن اﻟﻣدﯾرﯾن وﻛل ﻣرؤوس‬
.‫ ﺛم ﺗﺻﺑﺢ ھذه اﻷھداف ﻣﻌﺎﯾﯾر ﺗﺳﺗﺧدم ﻟﺗﻘﯾﯾم أداء اﻟﻔرد‬
‫ ﺗﺗدﻓﻖ ﻋﻣﻠﯾﺔ ﺗﺣدﯾد اﻟﮭدف ھذه إﻟﻰ أﺳﻔل اﻟﻣﻧظﻣﺔ‬
Four Ingredients common to MBO programs - ‫أرﺑﻌﺔ ﻣﻛوﻧﺎت ﻣﺷﺗرﻛﺔ ﻟﺑراﻣﺞ‬MBO
An implementation of the goal-setting theory is Management by Objectives, better known as MBO. MBO is a systematic
way to utilize goal-setting theory, in which goals are set jointly by managers and employees. The goals must be tangible,
verifiable, and measurable in order to be effective. The manager helps to break down the organizational goals into smaller
more specific goals for the employee. In order for MBO to be effective, the goals must be specific, the employees must
participate in the goal setting, there must be a defined time period, and feedback must be incorporated into the process.
‫ ﺣﯾث ﯾﺗم ﺗﺣدﯾد اﻷھداف‬، ‫ طرﯾﻘﺔ ﻣﻧﮭﺟﯾﺔ ﻻﺳﺗﺧدام ﻧظرﯾﺔ ﺗﺣدﯾد اﻷھداف‬MBO ‫ ﺗﻌد‬.MBO ‫ واﻟﻣﻌروﻓﺔ ﺑﺎﺳم‬، ‫ﺗطﺑﯾﻖ ﻧظرﯾﺔ ﺗﺣدﯾد اﻟﮭدف ھو اﻹدارة ﺑﺎﻷھداف‬
‫ ﯾﺳﺎﻋد اﻟﻣدﯾر ﻓﻲ ﺗﻘﺳﯾم اﻷھداف‬.‫ ﯾﺟب أن ﺗﻛون اﻷھداف ﻣﻠﻣوﺳﺔ وﯾﻣﻛن اﻟﺗﺣﻘﻖ ﻣﻧﮭﺎ وﻗﺎﺑﻠﺔ ﻟﻠﻘﯾﺎس ﺣﺗﻰ ﺗﻛون ﻓﻌﺎﻟﺔ‬.‫ﺑﺷﻛل ﻣﺷﺗرك ﻣن ﻗﺑل اﻟﻣدﯾرﯾن واﻟﻣوظﻔﯾن‬
‫ وﯾﺟب أن ﯾﺷﺎرك اﻟﻣوظﻔون ﻓﻲ ﺗﺣدﯾد‬، ‫ ﯾﺟب أن ﺗﻛون اﻷھداف ﻣﺣددة‬، ‫ ﻓﻌﺎﻟﺔ‬MBO ‫ ﻣن أﺟل أن ﺗﻛون‬.‫اﻟﺗﻧظﯾﻣﯾﺔ إﻟﻰ أھداف أﺻﻐر وأﻛﺛر ﺗﺣدﯾدًا ﻟﻠﻣوظف‬
.‫ وﯾﺟب دﻣﺞ اﻟﺗﻌﻠﯾﻘﺎت ﻓﻲ اﻟﻌﻣﻠﯾﺔ‬، ‫ وﯾﺟب أن ﺗﻛون ھﻧﺎك ﻓﺗرة زﻣﻧﯾﺔ ﻣﺣددة‬، ‫اﻷھداف‬
Rater Errors in Performance Measurement - ‫أﺧطﺎء اﻟﻣﻘﯾم ﻓﻲ ﻗﯾﺎس اﻷداء‬
• “Similar to Me” is the error we make when we judge those
who are similar to us more highly than those who are not
• Contrast Errors occur when we compare individuals with
one another instead of with an objective standard.
‫• "ﻣﺷﺎﺑﮫ ﻟﻲ" ھو اﻟﺧطﺄ اﻟذي ﻧرﺗﻛﺑﮫ ﻋﻧدﻣﺎ ﻧﺣﻛم ﻋﻠﻰ أوﻟﺋك‬
‫اﻟذﯾن ﯾﺷﺑﮭوﻧﻧﺎ ﺑدرﺟﺔ أﻛﺑر ﻣن أوﻟﺋك اﻟذﯾن ﻟﯾﺳوا ﻛذﻟك‬
‫• ﺗﺣدث أﺧطﺎء اﻟﺗﺑﺎﯾن ﻋﻧدﻣﺎ ﻧﻘﺎرن اﻷﻓراد ﻣﻊ ﺑﻌﺿﮭم اﻟﺑﻌض‬
.‫ﺑدﻻً ﻣن ﻣﻌﯾﺎر ﻣوﺿوﻋﻲ‬
• Distributional errors are the result of a rater’s tendency to
use only one part of the rating scale
‫• أﺧطﺎء اﻟﺗوزﯾﻊ ھﻲ ﻧﺗﯾﺟﺔ ﻣﯾل اﻟﻣﻘﯾم ﻻﺳﺗﺧدام ﺟزء واﺣد ﻓﻘط‬
‫ﻣن ﻣﻘﯾﺎس اﻟﺗﺻﻧﯾف‬
Frequently Used Shortcuts in Judging Others - ‫ﻛﺛرة اﺳﺗﺧدام اﻻﺧﺗﺻﺎرات ﻓﻲ اﻟﺣﻛم ﻋﻠﻰ اﻵﺧرﯾن‬
• Halo Effect
The tendency to draw a favorable impression about
an individual based on a single positive characteristic.
Eg: Intelligence, Appearance etc.,
• Horn Effect
The tendency to draw unfavorable impression about
an individual based on a single negative characteristic.
Eg: Dressing, Hairstyle etc.,
‫• ﺗﺄﺛﯾر اﻟﮭﺎﻟﺔ‬
‫اﻟﻣﯾل إﻟﻰ ﺗﻛوﯾن اﻧطﺑﺎع إﯾﺟﺎﺑﻲ ﻋن اﻟﻔرد ﺑﻧﺎ ًء ﻋﻠﻰ ﺧﺎﺻﯾﺔ إﯾﺟﺎﺑﯾﺔ‬
، ‫ اﻟذﻛﺎء واﻟﻣظﮭر وﻣﺎ إﻟﻰ ذﻟك‬:‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬.‫واﺣدة‬
‫• ﺗﺄﺛﯾر اﻟﻘرن‬
.‫اﻟﻣﯾل إﻟﻰ ﺗﻛوﯾن اﻧطﺑﺎع ﺳﻠﺑﻲ ﻋن اﻟﻔرد ﺑﻧﺎ ًء ﻋﻠﻰ ﺧﺎﺻﯾﺔ ﺳﻠﺑﯾﺔ واﺣدة‬
، ‫ ﺗﺻﻔﯾﻔﺔ اﻟﺷﻌر وﻣﺎ إﻟﻰ ذﻟك‬، ‫ اﻟﻣﻼﺑس‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
Managing Performance of Marginal Performers - ‫إدارة أداء اﻟﻣؤدﯾن اﻟﮭﺎﻣﺷﻲ‬
1) Solid performers
 High ability and motivation; managers should provide
development opportunities
2) Misdirected effort
 Lack of ability but high motivation; managers should
focus on training
3) Under-utilizers
 High ability but lack motivation; managers should focus
on interpersonal abilities
4) Deadwood
 Low ability and motivation; managerial action,
outplacement, demotion, termination
‫( أداء ﻗوي‬۱
‫ﻗدرة ﻋﺎﻟﯾﺔ وﺗﺣﻔﯾز ؛ ﯾﺟب ﻋﻠﻰ اﻟﻣدﯾرﯾن ﺗوﻓﯾر ﻓرص اﻟﺗطوﯾر‬
‫( ﺟﮭد ﻣﺿﻠل‬۲
‫ﻧﻘص اﻟﻘدرة وﻟﻛن اﻟداﻓﻊ اﻟﻌﺎﻟﻲ ؛ ﯾﺟب ﻋﻠﻰ اﻟﻣدﯾرﯾن اﻟﺗرﻛﯾز ﻋﻠﻰ‬
‫اﻟﺗدرﯾب‬
‫( ﻏﯾر اﻟﻣﺳﺗﻐﻠﯾن‬۳
‫ﻗدرة ﻋﺎﻟﯾﺔ وﻟﻛن ﺗﻔﺗﻘر إﻟﻰ اﻟداﻓﻊ ؛ ﯾﺟب ﻋﻠﻰ اﻟﻣدﯾرﯾن اﻟﺗرﻛﯾز‬
‫ﻋﻠﻰ اﻟﻘدرات اﻟﺷﺧﺻﯾﺔ‬
‫( ﺧﺷب ﻣﯾت‬٤
، ‫ اﻟﺗﻧﺳﯾب اﻟﺧﺎرﺟﻲ‬، ‫اﻧﺧﻔﺎض اﻟﻘدرة واﻟﺗﺣﻔﯾز ؛ اﻹﺟراء اﻹداري‬
‫ اﻹﻧﮭﺎء‬، ‫ﺧﻔض اﻟرﺗﺑﺔ‬
Improving Performance Feedback - ‫ﺗﺣﺳﯾن ﻣﻼﺣظﺎت اﻷداء‬
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Feedback should be given frequently, not once a year.
Create the right context for the discussion.
Ask employee to rate his or her performance before the session.
Encourage the subordinate to participate in the session.
Recognize effective performance through praise
Minimize criticism & focus on solving problems
Focus feedback on behavior or results, not on the person
Agree to specific goals and set a date to review progress
.‫ وﻟﯾس ﻣرة واﺣدة ﻓﻲ اﻟﺳﻧﺔ‬، ‫ﯾﺟب ﺗﻘدﯾم اﻟﻣﻼﺣظﺎت ﺑﺷﻛل ﻣﺗﻛرر‬
.‫ﺧﻠﻖ اﻟﺳﯾﺎق اﻟﻣﻧﺎﺳب ﻟﻠﻣﻧﺎﻗﺷﺔ‬
.‫اطﻠب ﻣن اﻟﻣوظف ﺗﻘﯾﯾم أداﺋﮫ ﻗﺑل اﻟﺟﻠﺳﺔ‬
.‫ﺷﺟﻊ اﻟﻣرؤوس ﻋﻠﻰ اﻟﻣﺷﺎرﻛﺔ ﻓﻲ اﻟﺟﻠﺳﺔ‬
‫اﻟﺗﻌرف ﻋﻠﻰ اﻷداء اﻟﻔﻌﺎل ﻣن ﺧﻼل اﻟﺛﻧﺎء‬
‫ﻗﻠل اﻟﻧﻘد ورﻛز ﻋﻠﻰ ﺣل اﻟﻣﺷﻛﻼت‬
‫ وﻟﯾس ﻋﻠﻰ اﻟﺷﺧص‬، ‫رﻛز اﻟﺗﻌﻠﯾﻘﺎت ﻋﻠﻰ اﻟﺳﻠوك أو اﻟﻧﺗﺎﺋﺞ‬
‫واﻓﻖ ﻋﻠﻰ أھداف ﻣﺣددة وﺣدد ﻣوﻋدًا ﻟﻣراﺟﻌﺔ اﻟﺗﻘدم‬
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Chapter – 8 Managing Human Resources Globally - ً ‫إدارة اﻟﻤﻮارد اﻟﺒﺸﺮﯾﺔ ﻋﺎﻟﻤﯿﺎ‬
Managing Human Resources Globally - ً ‫إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻋﺎﻟﻣﯾﺎ‬
Introduction
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Organizations now function in a global economy.
International expansion can provide a competitive advantage:
- Entering different countries may provide large numbers
of potential customers.
- Building production facilities in countries with low-cost
labor may prove cost-efficient.
- Rapid increase in telecommunications and IT enables
work to be done more rapidly, efficiently & effectively
around the globe.
.‫• ﺗﻌﻣل اﻟﻣﻧظﻣﺎت اﻵن ﻓﻲ اﻻﻗﺗﺻﺎد اﻟﻌﺎﻟﻣﻲ‬
:‫• ﯾﻣﻛن أن ﯾوﻓر اﻟﺗوﺳﻊ اﻟدوﻟﻲ ﻣﯾزة ﺗﻧﺎﻓﺳﯾﺔ‬
.‫ ﻗد ﯾوﻓر دﺧول ﺑﻠدان ﻣﺧﺗﻠﻔﺔ أﻋدادًا ﻛﺑﯾرة ﻣن اﻟﻌﻣﻼء اﻟﻣﺣﺗﻣﻠﯾن‬‫ﻗد ﯾﻛون ﺑﻧﺎء ﻣراﻓﻖ اﻹﻧﺗﺎج ﻓﻲ اﻟﺑﻠدان ذات اﻟﻌﻣﺎﻟﺔ اﻟﻣﻧﺧﻔﺿﺔ اﻟﺗﻛﻠﻔﺔ‬
.‫ﻓﻌﺎﻻً ﻣن ﺣﯾث اﻟﺗﻛﻠﻔﺔ‬
‫ﺗﺗﯾﺢ اﻟزﯾﺎدة اﻟﺳرﯾﻌﺔ ﻓﻲ اﻻﺗﺻﺎﻻت وﺗﻛﻧوﻟوﺟﯾﺎ اﻟﻣﻌﻠوﻣﺎت إﻣﻛﺎﻧﯾﺔ‬
.‫إﻧﺟﺎز اﻟﻌﻣل ﺑﺳرﻋﺔ وﻛﻔﺎءة وﻓﻌﺎﻟﯾﺔ ﻓﻲ ﺟﻣﯾﻊ أﻧﺣﺎء اﻟﻌﺎﻟم‬
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Current Global Changes - ‫اﻟﺗﻐﯾﯾرات اﻟﻌﺎﻟﻣﯾﺔ اﻟﺣﺎﻟﯾﺔ‬
• Recent social and political changes have accelerated the movement
towards international competition.
• European Economic Community (EEC)
- European Economic Community (EEC) is a confederation of most of
the European nations that agree to engage in free trade with one
another,
- Trade & commerce regulated by the European Commission (EC).
• North American Free Trade Agreement (NAFTA)
- This agreement is between Canada, the United States, and Mexico
provides an even larger free market than the EEC
• Growth of Asia
- ASEAN (Association of Southeast Asian Nations)
- Asia provides a growth market for many firms
- Japan, China, Singapore, Hong Kong, and Malaysia are significant
economic forces
- China presents a tremendous potential market for goods
‫أدت اﻟﺗﻐﯾﯾرات اﻻﺟﺗﻣﺎﻋﯾﺔ واﻟﺳﯾﺎﺳﯾﺔ اﻷﺧﯾرة إﻟﻰ ﺗﺳرﯾﻊ اﻟﺣرﻛﺔ ﻧﺣو‬
.‫اﻟﻣﻧﺎﻓﺳﺔ اﻟدوﻟﯾﺔ‬
(EEC) ‫اﻟﺟﻣﺎﻋﺔ اﻻﻗﺗﺻﺎدﯾﺔ اﻷوروﺑﯾﺔ‬
‫( ﻋﺑﺎرة ﻋن اﺗﺣﺎد ﻛوﻧﻔدراﻟﻲ‬EEC) ‫اﻟﺟﻣﺎﻋﺔ اﻻﻗﺗﺻﺎدﯾﺔ اﻷوروﺑﯾﺔ‬
‫ﻟﻣﻌظم اﻟدول اﻷوروﺑﯾﺔ اﻟﺗﻲ ﺗواﻓﻖ ﻋﻠﻰ اﻻﻧﺧراط ﻓﻲ اﻟﺗﺟﺎرة اﻟﺣرة ﻣﻊ‬
، ‫ﺑﻌﺿﮭﺎ اﻟﺑﻌض‬
.(EC) ‫اﻟﺗﺟﺎرة و اﻟﺗﺟﺎرة اﻟﺗﻲ ﺗﻧظﻣﮭﺎ اﻟﻣﻔوﺿﯾﺔ اﻷوروﺑﯾﺔ‬
(‫اﺗﻔﺎﻗﯾﺔ اﻟﺗﺟﺎرة اﻟﺣرة ﻷﻣرﯾﻛﺎ اﻟﺷﻣﺎﻟﯾﺔ )ﻧﺎﻓﺗﺎ‬
ً
‫ﺣرا أﻛﺑر‬
‫ﺎ‬
‫ﻗ‬
‫ﺳو‬
‫ﺗوﻓر‬
‫واﻟﻣﻛﺳﯾك‬
‫ھذه اﻻﺗﻔﺎﻗﯾﺔ ﺑﯾن ﻛﻧدا واﻟوﻻﯾﺎت اﻟﻣﺗﺣدة‬
ً
‫ﻣن اﻟﻣﺟﻣوﻋﺔ اﻻﻗﺗﺻﺎدﯾﺔ اﻷوروﺑﯾﺔ‬
‫ﻧﻣو آﺳﯾﺎ‬
(‫ )راﺑطﺔ أﻣم ﺟﻧوب ﺷرق آﺳﯾﺎ‬ASEAN
‫ﻧﻣوا ﻟﻠﻌدﯾد ﻣن اﻟﺷرﻛﺎت‬
ً ‫ﺗوﻓر آﺳﯾﺎ ﺳوﻗًﺎ‬
‫ﺗﻌﺗﺑر اﻟﯾﺎﺑﺎن واﻟﺻﯾن وﺳﻧﻐﺎﻓورة وھوﻧﻎ ﻛوﻧﻎ وﻣﺎﻟﯾزﯾﺎ ﻗوى اﻗﺗﺻﺎدﯾﺔ‬
‫ﻣﮭﻣﺔ‬
‫ﺗﻘدم اﻟﺻﯾن ﺳوﻗًﺎ ﻣﺣﺗﻣﻠﺔ ھﺎﺋﻠﺔ ﻟﻠﺳﻠﻊ‬
Internationalization - ‫ﺗدوﯾل‬
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A parent country is the country in which the company's
corporate headquarters is located.
A host country is the country in which the parent
country organization seeks to locate (or has already
located) a facility.
An expatriate is an employee sent by a company to
one country to manage operations in a different
country.
‫اﻟﺑﻠد اﻷم ھو اﻟﺑﻠد اﻟذي ﯾﻘﻊ ﻓﯾﮫ اﻟﻣﻘر اﻟرﺋﯾﺳﻲ‬
.‫ﻟﻠﺷرﻛﺔ‬
‫اﻟﺑﻠد اﻟﻣﺿﯾف ھو اﻟﺑﻠد اﻟذي ﺗﺳﻌﻰ ﻣﻧظﻣﺔ اﻟﺑﻠد اﻷم‬
.‫إﻟﻰ ﺗﺣدﯾد ﻣوﻗﻊ )أو ﺣدد ﻣوﻗﻊ( ﻣﻧﺷﺄة ﻓﯾﮫ‬
‫اﻟﻣﻐﺗرب ھو ﻣوظف ﺗرﺳﻠﮫ ﺷرﻛﺔ إﻟﻰ دوﻟﺔ واﺣدة‬
.‫ﻹدارة اﻟﻌﻣﻠﯾﺎت ﻓﻲ دوﻟﺔ ﻣﺧﺗﻠﻔﺔ‬
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Types of International Employees - ‫أﻧواع اﻟﻣوظﻔﯾن اﻟدوﻟﯾﯾن‬
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Parent-country nationals (PCNs) are employees who
were born and live in a parent country.
Host-country nationals (HCNs) are those employees
who were born and raised in the host country, as
opposed to the parent country.
Third-country nationals (TCNs) are employees born in
a country other than the parent country or host
country but who work in the host country.
‫( ھم ﻣوظﻔون وﻟدوا‬PCNs) ‫ﻣواطﻧو اﻟدوﻟﺔ اﻷم‬
.‫وﯾﻌﯾﺷون ﻓﻲ ﺑﻠدھم اﻷم‬
‫( ھم ھؤﻻء اﻟﻣوظﻔون‬HCNs) ‫رﻋﺎﯾﺎ اﻟﺑﻠدان اﻟﻣﺿﯾﻔﺔ‬
‫ ﻋﻠﻰ ﻋﻛس‬، ‫اﻟذﯾن وﻟدوا وﺗرﻋرﻋوا ﻓﻲ اﻟﺑﻠد اﻟﻣﺿﯾف‬
.‫اﻟﺑﻠد اﻷم‬
‫( ھم ﻣوظﻔون وﻟدوا ﻓﻲ ﺑﻠد‬TCNs) ‫رﻋﺎﯾﺎ اﻟﺑﻠدان اﻟﺛﺎﻟﺛﺔ‬
‫آﺧر ﻏﯾر اﻟﺑﻠد اﻷم أو اﻟﺑﻠد اﻟﻣﺿﯾف وﻟﻛﻧﮭم ﯾﻌﻣﻠون ﻓﻲ‬
.‫اﻟﺑﻠد اﻟﻣﺿﯾف‬
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Factors Affecting HRM in International Markets - ‫اﻟﻌواﻣل اﻟﻣؤﺛرة ﻓﻲ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻷﺳواق اﻟدوﻟﯾﺔ‬
(1)
(4)
Education -
Culture
Human Capital
Human Resource
Management
(3)
(2)
Economic
Political-Legal
System
System
Companies that enter global markets global markets must
recognize that these markets are not simply mirror images of
their home country.
These differences may have a particularly strong impact on the
HRM function
Culture is the most important factor influencing international
HRM. Culture is important to HRM for two reasons:
It often determines laws, education, and economic systems
affecting HRM in global markets.
It often determines the effectiveness of various HRM practices.
‫ﯾﺟب ﻋﻠﻰ اﻟﺷرﻛﺎت اﻟﺗﻲ ﺗدﺧل اﻷﺳواق اﻟﻌﺎﻟﻣﯾﺔ أن ﺗدرك أن ھذه‬
.‫اﻷﺳواق ﻟﯾﺳت ﻣﺟرد ﺻور ﻣﻌﻛوﺳﺔ ﻟﺑﻠدھﺎ اﻷم‬
‫ﻗد ﯾﻛون ﻟﮭذه اﻻﺧﺗﻼﻓﺎت ﺗﺄﺛﯾر ﻗوي ﺑﺷﻛل ﺧﺎص ﻋﻠﻰ وظﯾﻔﺔ إدارة‬
‫اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
‫ اﻟﺛﻘﺎﻓﺔ‬.‫اﻟﺛﻘﺎﻓﺔ ھﻲ أھم ﻋﺎﻣل ﯾؤﺛر ﻋﻠﻰ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟدوﻟﯾﺔ‬
:‫ﻣﮭﻣﺔ ﻹدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻟﺳﺑﺑﯾن‬
‫ﻏﺎﻟﺑًﺎ ﻣﺎ ﺗﺣدد اﻟﻘواﻧﯾن واﻟﺗﻌﻠﯾم واﻷﻧظﻣﺔ اﻻﻗﺗﺻﺎدﯾﺔ اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ إدارة‬
.‫اﻟﻣوارد اﻟﺑﺷرﯾﺔ ﻓﻲ اﻷﺳواق اﻟﻌﺎﻟﻣﯾﺔ‬
.‫ﻏﺎﻟﺑًﺎ ﻣﺎ ﺗﺣدد ﻓﻌﺎﻟﯾﺔ ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ اﻟﻣﺧﺗﻠﻔﺔ‬
1) Education/Human Capital - ‫ رأس اﻟﻣﺎل اﻟﺑﺷري‬/ ‫اﻟﺗﻌﻠﯾم‬
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Countries differ in their levels of human capital.
A country's human capital is determined by a number of
variables, primarily, educational opportunity.
Countries with low human capital attract facilities that
require low skills and low-wage levels.
Countries with high human capital are attractive sites for
direct foreign investment that creates high-skill jobs.
.‫ﺗﺧﺗﻠف اﻟﺑﻠدان ﻓﻲ ﻣﺳﺗوﯾﺎت رأس اﻟﻣﺎل اﻟﺑﺷري ﻟدﯾﮭﺎ‬
، ‫ﯾﺗﺣدد رأس اﻟﻣﺎل اﻟﺑﺷري ﻟﺑﻠد ﻣﺎ ﻣن ﺧﻼل ﻋدد ﻣن اﻟﻣﺗﻐﯾرات‬
.‫وﻋﻠﻰ رأﺳﮭﺎ اﻟﻔرص اﻟﺗﻌﻠﯾﻣﯾﺔ‬
‫ﺗﺟﺗذب اﻟﺑﻠدان ذات رأس اﻟﻣﺎل اﻟﺑﺷري اﻟﻣﻧﺧﻔض اﻟﻣراﻓﻖ اﻟﺗﻲ‬
.‫ﺗﺗطﻠب ﻣﮭﺎرات ﻣﻧﺧﻔﺿﺔ وﻣﺳﺗوﯾﺎت أﺟور ﻣﻧﺧﻔﺿﺔ‬
‫اﻟﺑﻠدان ذات رأس اﻟﻣﺎل اﻟﺑﺷري اﻟﻌﺎﻟﻲ ھﻲ ﻣواﻗﻊ ﺟذاﺑﺔ‬
.‫ﻟﻼﺳﺗﺛﻣﺎر اﻷﺟﻧﺑﻲ اﻟﻣﺑﺎﺷر اﻟذي ﯾﺧﻠﻖ وظﺎﺋف ﻋﺎﻟﯾﺔ اﻟﻣﮭﺎرات‬
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2) Political/Legal System - ‫ اﻟﻘﺎﻧوﻧﻲ‬/ ‫اﻟﻧظﺎم اﻟﺳﯾﺎﺳﻲ‬
The legal system is an outgrowth of the culture,
reflecting societal norms.
• Dictates the requirements of certain HRM practices,
such as training, compensation, hiring, firing, and
layoffs.
• United States has led the world in eliminating
discrimination in the workplace and controlling the
process of labor management negotiations.
• The EEC provides for the fundamental social rights of
workers
 freedom of movement
 freedom to choose one's occupation and be fairly
compensated.
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.‫ وﯾﻌﻛس اﻟﻣﻌﺎﯾﯾر اﻟﻣﺟﺗﻣﻌﯾﺔ‬، ‫اﻟﻧظﺎم اﻟﻘﺎﻧوﻧﻲ ھو ﺛﻣرة اﻟﺛﻘﺎﻓﺔ‬
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‫ ﻣﺛل اﻟﺗدرﯾب‬، ‫ﺗﻣﻠﻲ ﻣﺗطﻠﺑﺎت ﺑﻌض ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫واﻟﺗﻌوﯾض واﻟﺗوظﯾف واﻟطرد واﻟﺗﺳرﯾﺢ‬
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‫ﻟﻘد ﻗﺎدت اﻟوﻻﯾﺎت اﻟﻣﺗﺣدة اﻟﻌﺎﻟم ﻓﻲ اﻟﻘﺿﺎء ﻋﻠﻰ اﻟﺗﻣﯾﯾز ﻓﻲ ﻣﻛﺎن‬
.‫اﻟﻌﻣل واﻟﺗﺣﻛم ﻓﻲ ﻋﻣﻠﯾﺔ ﻣﻔﺎوﺿﺎت إدارة اﻟﻌﻣل‬
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‫• ﺗﻧص اﻟﺟﻣﺎﻋﺔ اﻻﻗﺗﺻﺎدﯾﺔ اﻷوروﺑﯾﺔ ﻋﻠﻰ اﻟﺣﻘوق اﻻﺟﺗﻣﺎﻋﯾﺔ‬
‫اﻷﺳﺎﺳﯾﺔ ﻟﻠﻌﻣﺎل‬
‫ ﺣرﯾﺔ اﻟﺣرﻛﺔ‬
.‫ ﺣرﯾﺔ اﺧﺗﯾﺎر اﻟﻣﮭﻧﺔ واﻟﺣﺻول ﻋﻠﻰ ﺗﻌوﯾض ﻋﺎدل‬
3) Economic System - ‫ﻧظﺎم اﻗﺗﺻﺎدي‬
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Under socialist economies, there is little economic incentive to
develop human capital, but ample opportunity exists because
education is free.
In capitalist systems, the opposite situation exists, with higher
tuition at state universities but economic incentives exist
through individual salaries
‫ ﯾوﺟد ﺣﺎﻓز اﻗﺗﺻﺎدي ﺿﺋﯾل‬، ‫ﻓﻲ ظل اﻻﻗﺗﺻﺎدات اﻻﺷﺗراﻛﯾﺔ‬
‫ وﻟﻛن ﺗوﺟد ﻓرﺻﺔ ﻛﺑﯾرة ﻷن‬، ‫ﻟﺗطوﯾر رأس اﻟﻣﺎل اﻟﺑﺷري‬
.‫اﻟﺗﻌﻠﯾم ﻣﺟﺎﻧﻲ‬
‫ ﺣﯾث ﺗوﺟد‬، ‫ ﯾوﺟد اﻟوﺿﻊ اﻟﻣﻌﺎﻛس‬، ‫ﻓﻲ اﻷﻧظﻣﺔ اﻟرأﺳﻣﺎﻟﯾﺔ‬
‫رﺳوم دراﺳﯾﺔ أﻋﻠﻰ ﻓﻲ ﺟﺎﻣﻌﺎت اﻟدوﻟﺔ وﻟﻛن ﺗوﺟد ﺣواﻓز‬
‫اﻗﺗﺻﺎدﯾﺔ ﻣن ﺧﻼل رواﺗب اﻷﻓراد‬
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4) Implications of Culture for HRM - ‫ﺗداﻋﯾﺎت اﻟﺛﻘﺎﻓﺔ ﻋﻠﻰ إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
• Cultures differ on such things as leadership, decision-making,
and motivation.
• Cultures influence the appropriateness of HRM practices.
• Cultures may influence compensation systems.
• Cultural differences can affect the communication and
coordination processes in organizations.
.‫ﺗﺧﺗﻠف اﻟﺛﻘﺎﻓﺎت ﻓﻲ أﻣور ﻣﺛل اﻟﻘﯾﺎدة واﺗﺧﺎذ اﻟﻘرار واﻟﺗﺣﻔﯾز‬
.‫ﺗؤﺛر اﻟﺛﻘﺎﻓﺎت ﻋﻠﻰ ﻣﻼءﻣﺔ ﻣﻣﺎرﺳﺎت إدارة اﻟﻣوارد اﻟﺑﺷرﯾﺔ‬
.‫ﻗد ﺗؤﺛر اﻟﺛﻘﺎﻓﺎت ﻋﻠﻰ أﻧظﻣﺔ اﻟﺗﻌوﯾض‬
‫ﯾﻣﻛن أن ﺗؤﺛر اﻻﺧﺗﻼﻓﺎت اﻟﺛﻘﺎﻓﯾﺔ ﻋﻠﻰ ﻋﻣﻠﯾﺎت اﻻﺗﺻﺎل‬
.‫واﻟﺗﻧﺳﯾﻖ ﻓﻲ اﻟﻣﻧظﻣﺎت‬
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Hofstede’s Framework
1) Individualism & Collectivism - ‫اﻟﻔردﯾﺔ اﻟﺟﻣﺎﻋﯾﺔ‬
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Individualism
The degree to which people prefer to act as
individuals rather than as member of groups
Eg: Great Britain, Canada, Australia, USA
Collectivism
A tight social framework in which people expect
others in groups of which they are a part to look
after them and protect them
Eg: Indonesia, Chile, Pakistan, Thailand
‫اﻟﻔردﯾﺔ‬
‫ اﻟدرﺟﺔ اﻟﺗﻲ ﯾﻔﺿل ﺑﮭﺎ اﻟﻧﺎس اﻟﺗﺻرف ﻛﺄﻓراد وﻟﯾس ﻛﺄﻋﺿﺎء ﻓﻲ‬‫ﻣﺟﻣوﻋﺎت‬
‫ اﻟوﻻﯾﺎت‬، ‫ أﺳﺗراﻟﯾﺎ‬، ‫ ﻛﻧدا‬، ‫ ﺑرﯾطﺎﻧﯾﺎ اﻟﻌظﻣﻰ‬:‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬‫اﻟﻣﺗﺣدة اﻷﻣرﯾﻛﯾﺔ‬
‫اﻟﺟﻣﺎﻋﯾﺔ‬
‫ إطﺎر اﺟﺗﻣﺎﻋﻲ ﻣﺣﻛم ﯾﺗوﻗﻊ ﻓﯾﮫ اﻟﻧﺎس ﻣن اﻵﺧرﯾن ﻓﻲ ﻣﺟﻣوﻋﺎت‬‫ﯾﻛوﻧون ﺟز ًءا ﻣﻧﮭﺎ ﻟرﻋﺎﯾﺗﮭم وﺣﻣﺎﯾﺗﮭم‬
‫ ﺗﺎﯾﻼﻧد‬، ‫ ﺑﺎﻛﺳﺗﺎن‬، ‫ ﺗﺷﯾﻠﻲ‬، ‫ إﻧدوﻧﯾﺳﯾﺎ‬:‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬-
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2) Power Distance - ‫ﻗوة اﻟﻣﺳﺎﻓﺔ‬
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally
Low distance
Relatively equal power between those with
status/wealth and those without status/wealth
Eg: Denmark, Australia, Sweden
High distance
Extremely unequal power distribution between
those with status/wealth and those without
status/wealth
Eg: Asian, Arab, African & Latin countries
‫ﻣدى ﻗﺑول اﻟﻣﺟﺗﻣﻊ ﻟﺗﻠك اﻟﺳﻠطﺔ ﻓﻲ اﻟﻣؤﺳﺳﺎت واﻟﻣﻧظﻣﺎت ﯾﺗم ﺗوزﯾﻌﮭﺎ‬
.‫ﺑﺷﻛل ﻏﯾر ﻣﺗﺳﺎو‬
‫ﻣﺳﺎﻓﺔ ﻣﻧﺧﻔﺿﺔ‬
‫ اﻟﺛروة وﻣن ﻟﯾس ﻟدﯾﮭم‬/ ‫ﻗوة ﻣﺗﺳﺎوﯾﺔ ﻧﺳﺑﯾًﺎ ﺑﯾن ﻣن ﯾﺗﻣﺗﻌون ﺑﺎﻟﻣﻛﺎﻧﺔ‬
‫ اﻟﺛروة‬/ ‫اﻟﻣﻛﺎﻧﺔ‬
‫ اﻟﺳوﯾد‬، ‫ أﺳﺗراﻟﯾﺎ‬، ‫ اﻟدﻧﻣﺎرك‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫ﻣﺳﺎﻓﺔ ﻋﺎﻟﯾﺔ‬
‫ اﻟﺛروة وﻣن ﻻ‬/ ‫ﺗوزﯾﻊ ﻏﯾر ﻣﺗﻛﺎﻓﺊ ﻟﻠﻐﺎﯾﺔ ﻟﻠﺳﻠطﺔ ﺑﯾن أﺻﺣﺎب اﻟﻣﻛﺎﻧﺔ‬
‫ ﺛروة‬/ ‫ﯾﺗﻣﺗﻌون ﺑﻣﻛﺎﻧﺔ‬
‫ اﻟدول اﻵﺳﯾوﯾﺔ واﻟﻌرﺑﯾﺔ واﻹﻓرﯾﻘﯾﺔ واﻟﻼﺗﯾﻧﯾﺔ‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
3) Uncertainty Avoidance - ‫ﺗﺟﻧب ﻋدم اﻟﯾﻘﯾن‬
The extent to which a society feels threatened by uncertain
and ambiguous situations and tries to avoid them
High Uncertainty Avoidance
Society does not like ambiguous situations and tries to
avoid them.
Eg: Singapore, Denmark, Hong Kong
Low Uncertainty Avoidance
Society does not mind ambiguous situations and embraces
them.
Eg: Spain, Portugal, Argentina
‫ﻣدى ﺷﻌور اﻟﻣﺟﺗﻣﻊ ﺑﺎﻟﺗﮭدﯾد ﻣن اﻟﻣواﻗف اﻟﻐﺎﻣﺿﺔ واﻟﻐﺎﻣﺿﺔ‬
‫وﻣﺣﺎوﻟﺔ ﺗﺟﻧﺑﮭﺎ‬
‫درﺟﺔ ﻋﺎﻟﯾﺔ ﻣن ﺗﺟﻧب ﻋدم اﻟﯾﻘﯾن‬
.‫اﻟﻣﺟﺗﻣﻊ ﻻ ﯾﺣب اﻟﻣواﻗف اﻟﻐﺎﻣﺿﺔ وﯾﺣﺎول ﺗﺟﻧﺑﮭﺎ‬
‫ ھوﻧﻎ ﻛوﻧﻎ‬، ‫ اﻟدﻧﻣﺎرك‬، ‫ ﺳﻧﻐﺎﻓورة‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫ﺗﺟﻧب ﻋدم اﻟﯾﻘﯾن اﻟﻣﻧﺧﻔض‬
.‫ﻻ ﯾﻣﺎﻧﻊ اﻟﻣﺟﺗﻣﻊ ﻓﻲ اﻟﻣواﻗف اﻟﻐﺎﻣﺿﺔ وﯾﺣﺗﺿﻧﮭﺎ‬
‫ اﻷرﺟﻧﺗﯾن‬، ‫ اﻟﺑرﺗﻐﺎل‬، ‫ أﺳﺑﺎﻧﯾﺎ‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
4) Masculinity & Femininity - ‫ اﻷﻧوﺛﺔ‬/ ‫اﻟذﻛورة‬
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Masculinity
The extent to which the society values work roles of
achievement, power, and control
where assertiveness and materialism are also valued
Eg: Switzerland, Japan
Femininity
The extent to which there is little differentiation between
roles for men and women
Eg: Denmark, Norway, Sweden
‫اﻟرﺟوﻟﺔ‬
‫ﻣدى ﺗﻘدﯾر اﻟﻣﺟﺗﻣﻊ ﻷدوار اﻟﻌﻣل اﻟﻣﺗﻣﺛﻠﺔ ﻓﻲ‬
‫اﻹﻧﺟﺎز واﻟﻘوة واﻟﺳﯾطرة‬
‫ﺣﯾث ﯾﺗم ﺗﻘﯾﯾم اﻟﺣزم واﻟﻣﺎدﯾﺔ أﯾﺿﺎ‬
‫ ﺳوﯾﺳرا واﻟﯾﺎﺑﺎن‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫اﻷﻧوﺛﺔ‬
‫ﻣدى ﻋدم وﺟود ﺗﻔرﻗﺔ ﺑﯾن أدوار اﻟرﺟل واﻟﻣرأة‬
‫ اﻟدﻧﻣﺎرك واﻟﻧروﯾﺞ واﻟﺳوﯾد‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
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5) Time Orientation - ‫ﺗوﺟﮫ اﻟزﻣن‬
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Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
Eg: Hong Kong, Japan, Taiwan
‫اﻟﺗوﺟﯾﮫ طوﯾل اﻟﻣدى‬
.‫ﺳﻣﺔ ﺛﻘﺎﻓﯾﺔ وطﻧﯾﺔ ﺗؤﻛد ﻋﻠﻰ اﻟﻣﺳﺗﻘﺑل واﻻدﺧﺎر واﻟﻣﺛﺎﺑرة‬
‫ ﺗﺎﯾوان‬، ‫ اﻟﯾﺎﺑﺎن‬، ‫ ھوﻧﻎ ﻛوﻧﻎ‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
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Short-term Orientation
A national culture attribute that emphasizes the
present and the here and now.
Eg: Spain, USA, Canada
‫اﻟﺗوﺟﯾﮫ ﻗﺻﯾر اﻟﻣدى‬
.‫ﺳﻣﺔ ﺛﻘﺎﻓﯾﺔ وطﻧﯾﺔ ﺗؤﻛد ﻋﻠﻰ اﻟﺣﺎﺿر واﻟﺣﺎﺿر‬
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‫ أﺳﺑﺎﻧﯾﺎ واﻟوﻻﯾﺎت اﻟﻣﺗﺣدة وﻛﻧدا‬:‫ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
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Hofstede’s Framework: An Assessment - ‫ ﺗﻘﯾﯾم‬:‫إطﺎر ھوﻓﺳﺗد‬
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There are regional differences within countries
The original data is old and based on only one company
Some results don’t match what is believed to be true about given countries
Despite these problems it remains a very popular framework
‫ھﻧﺎك اﺧﺗﻼﻓﺎت إﻗﻠﯾﻣﯾﺔ داﺧل اﻟﺑﻠدان‬
‫اﻟﺑﯾﺎﻧﺎت اﻷﺻﻠﯾﺔ ﻗدﯾﻣﺔ وﺗﻌﺗﻣد ﻋﻠﻰ ﺷرﻛﺔ واﺣدة ﻓﻘط‬
‫ﻻ ﺗﺗطﺎﺑﻖ ﺑﻌض اﻟﻧﺗﺎﺋﺞ ﻣﻊ ﻣﺎ ﯾُﻌﺗﻘد أﻧﮫ ﺻﺣﯾﺢ ﻓﻲ ﺑﻠدان ﻣﻌﯾﻧﺔ‬
‫إطﺎرا ﺷﺎﺋﻌًﺎ ﻟﻠﻐﺎﯾﺔ‬
‫ ﻓﺈﻧﮫ ﯾظل‬، ‫ﻋﻠﻰ اﻟرﻏم ﻣن ھذه اﻟﻣﺷﺎﻛل‬
ً
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Chapter – 9 Employee Recognition & Compensation – ‫اﻟﺗﻌرف ﻋﻠﻰ اﻟﻣوظف وﺗﻌوﯾﺿﺎﺗﮫ‬
Employee Recognition & Compensation – ‫اﻟﺗﻌرف ﻋﻠﻰ اﻟﻣوظف وﺗﻌوﯾﺿﺎﺗﮫ‬
Introduction
 Organizations have discretion in
deciding how to pay
 Each employee’s pay is based upon
individual performance, profits,
seniority, or other factors
 Regardless of cost differences, different
pay programs can have different
consequences for productivity and ROI
‫ اﻟﻣﻧظﻣﺎت ﻟﮭﺎ ﺳﻠطﺔ ﺗﻘدﯾرﯾﺔ ﻓﻲ ﺗﺣدﯾد ﻛﯾﻔﯾﺔ اﻟدﻓﻊ‬
‫ ﯾﻌﺗﻣد أﺟر ﻛل ﻣوظف ﻋﻠﻰ اﻷداء اﻟﻔردي أو اﻷرﺑﺎح أو اﻷﻗدﻣﯾﺔ أو‬
‫ﻋواﻣل أﺧرى‬
‫ ﯾﻣﻛن أن ﯾﻛون ﻟﺑراﻣﺞ اﻟدﻓﻊ اﻟﻣﺧﺗﻠﻔﺔ‬، ‫ ﺑﻐض اﻟﻧظر ﻋن اﺧﺗﻼﻓﺎت اﻟﺗﻛﻠﻔﺔ‬
‫ﻋواﻗب ﻣﺧﺗﻠﻔﺔ ﻋﻠﻰ اﻹﻧﺗﺎﺟﯾﺔ وﻋﺎﺋد اﻻﺳﺗﺛﻣﺎر‬
Types of Pay for Performance - ‫أﻧواع اﻟدﻓﻊ ﻣﻘﺎﺑل اﻷداء‬
‫ ﺗﺧﺗﻠف اﻟﺑراﻣﺞ ﺣﺳب طرﯾﻘﺔ اﻟدﻓﻊ وﺗﻛرار اﻟدﻓﻊ‬
.‫وطرق ﻗﯾﺎس اﻷداء‬
‫ ﺗﺷﻣل اﻟﻌواﻗب اﻟﻣﺣﺗﻣﻠﺔ أداء اﻟﻣوظﻔﯾن واﻟﺗﺣﻔﯾز‬
.‫واﻟﺟﺎذﺑﯾﺔ واﻟﺛﻘﺎﻓﺔ واﻟﺗﻛﺎﻟﯾف‬
‫ ﯾؤﺛر أﺳﻠوب اﻹدارة وﻧوع اﻟﻌﻣل ﻋﻠﻰ ﻣﺎ إذا ﻛﺎن‬
.‫ﺑرﻧﺎﻣﺞ اﻷﺟور ﯾﻧﺎﺳب اﻟﻣوﻗف أم ﻻ‬
 Programs differ by payment method, payout frequency and
ways of measuring performance.
 Potential consequences include employees’ performance,
motivation and attraction, culture and costs.
 Management style and type of work influence whether a
pay program fits the situation.
Programs for Recognizing Employee Contributions - ‫ﺑراﻣﺞ اﻟﺗﻌرف ﻋﻠﻰ ﻣﺳﺎھﻣﺎت اﻟﻣوظﻔﯾن‬
Merit Pay - ‫أﺟر اﻟﺟدارة‬
Profit Sharing - ‫ﻣﺷﺎرﻛﺔ اﻷرﺑﺎح‬
Ownership - ‫اﻟﻣﻠﻛﯾﺔ‬
Three types of programs for recognizing employee contributions:
 Merit Pay
 Profit Sharing
 Ownership
:‫ﺛﻼﺛﺔ أﻧواع ﻣن اﻟﺑراﻣﺞ ﻟﻼﻋﺗراف ﺑﻣﺳﺎھﻣﺎت اﻟﻣوظﻔﯾن‬
‫ أﺟر اﻟﺟدارة‬
‫ ﻣﺷﺎرﻛﺔ اﻷرﺑﺎح‬
‫ اﻟﻣﻠﻛﯾﺔ‬
1. Merit Pay - ‫أﺟر اﻟﺟدارة‬
‫اﻻﺳﺗﺣﻘﺎق ھو ﺷﻛل ﺗﻘﻠﯾدي ﻟﻸﺟور ﯾﺗم ﻓﯾﮫ زﯾﺎدة اﻟراﺗب اﻷﺳﺎﺳﻲ‬
.‫ﺑﺷﻛل داﺋم‬
‫ﺗرﺑط ﺑراﻣﺞ اﻷﺟور ﻋﻠﻰ أﺳﺎس اﻟﺟدارة ﺗﻘﯾﯾﻣﺎت ﺗﻘﯾﯾم اﻷداء ﺑزﯾﺎدات‬
.‫اﻷﺟور اﻟﺳﻧوﯾﺔ‬
‫ ﺑدﻻً ﻣن‬، ‫ أﺟر اﻟﺟدارة اﻟذي ﯾﺗم دﻓﻌﮫ ﻓﻲ ﺷﻛل ﻣﻛﺎﻓﺄة‬- ‫ﻣﻛﺎﻓﺄة اﻟﺟدارة‬
.‫زﯾﺎدة اﻟراﺗب‬
 Merit Pay is a traditional form of pay in which base pay is
increased permanently.
 Merit pay programs link performance-appraisal ratings to
annual pay increases.
 Merit Bonus - merit pay that is paid in the form of a bonus,
instead of a salary increase.



Characteristics of Merit Pay Programs - ‫ﺧﺻﺎﺋص ﺑراﻣﺞ اﻟﺟدارة‬
‫ ﺗﺣدﯾد اﻟﻔروق اﻟﻔردﯾﺔ ﻓﻲ اﻷداء‬
‫ ﯾﺗم ﺟﻣﻊ ﻏﺎﻟﺑﯾﺔ اﻟﻣﻌﻠوﻣﺎت ﺣول اﻷداء اﻟﻔردي ﻣن اﻟﻣﺷرف اﻟﻣﺑﺎﺷر‬
 Identify individual differences in performance
 Majority of information on individual performance
is collected from the immediate supervisor
 Policy links pay increases to performance appraisal
results
 Feedback under such systems tends to occur
infrequently
 Flow of feedback tends to be largely unidirectional,
from supervisor to subordinate
‫ رواﺑط اﻟﺳﯾﺎﺳﺔ ﺗدﻓﻊ اﻟزﯾﺎدات إﻟﻰ ﻧﺗﺎﺋﺞ ﺗﻘﯾﯾم اﻷداء‬
‫ ﺗﻣﯾل اﻟﺗﻌﻠﯾﻘﺎت ﻓﻲ ظل ھذه اﻷﻧظﻣﺔ إﻟﻰ اﻟﺣدوث ﺑﺷﻛل ﻏﯾر ﻣﻧﺗظم‬
‫ ﻣن‬، ‫ ﯾﻣﯾل ﺗدﻓﻖ اﻟﺗﻌﻠﯾﻘﺎت إﻟﻰ أن ﯾﻛون أﺣﺎدي اﻻﺗﺟﺎه إﻟﻰ ﺣد ﻛﺑﯾر‬
‫اﻟﻣﺷرف إﻟﻰ اﻟﻣرؤوس‬
2. Profit Sharing - ‫ﻣﺷﺎرﻛﺔ اﻷرﺑﺎح‬
 Advantages
:
 Advantages
:
Encourage
employees
to like
think
like owners;
Encourage
employees
to think
owners;
Wealth
is shared
good times.
Wealth
is shared
duringduring
good times.
 Disadvantage:
Employees may perceive their performance has less
to do with profit than top management decisions
they can’t control.
: ‫ﻣزاﯾﺎ‬
‫ﺷﺟﻊ اﻟﻣوظﻔﯾن ﻋﻠﻰ اﻟﺗﻔﻛﯾر ﻣﺛل اﻟﻣﻼك ؛‬
.‫ﯾﺗم ﺗﻘﺎﺳم اﻟﺛروة ﻓﻲ اﻷوﻗﺎت اﻟﺟﯾدة‬
:‫ اﻟﻌﯾب‬
‫ﻗد ﯾدرك اﻟﻣوظﻔون أن أداءھم ﻟﮫ ﻋﻼﻗﺔ أﻗل ﺑﺎﻟرﺑﺢ ﻣن ﻗرارات اﻹدارة اﻟﻌﻠﯾﺎ‬
.‫اﻟﺗﻲ ﻻ ﯾﻣﻛﻧﮭم اﻟﺗﺣﻛم ﻓﯾﮭﺎ‬
Under profit sharing, payments are based on a measure of organizational
performance(profits) and do not become part of the employees’ base salary.
Profit sharing may encourage employees to think more like owners and take
a broad view of what needs to be done.
Labor costs are reduced in difficult economic times, and organizations may
not have to rely on layoffs. Because payments do not become part of base
pay, labor costs are automatically reduced during difficult economic times,
and wealth is shared during good times.
The drawback is that workers may perceive their performance has little to
do with profit but is more related to top management decisions over which
they have little control.
Another motivational problem is that most plans are deferred. Employees
may react very negatively when they learn that such plans do not pay out
during business downturns.
Profit sharing may need to be complemented with other pay programs that
more closely link pay to outcomes that individuals or teams can control (or
“own”), particularly in larger companies. Profit sharing runs the risk of
contributing to employee dissatisfaction or higher labor costs, depending on
how it is designed.
(‫ ﺗﺳﺗﻧد اﻟﻣدﻓوﻋﺎت ﻋﻠﻰ ﻣﻘﯾﺎس اﻷداء اﻟﺗﻧظﯾﻣﻲ )اﻷرﺑﺎح‬، ‫ﻓﻲ إطﺎر ﺗﻘﺎﺳم اﻷرﺑﺎح‬
‫ ﻗد ﯾﺷﺟﻊ ﺗﻘﺎﺳم اﻷرﺑﺎح اﻟﻣوظﻔﯾن‬.‫وﻻ ﺗﺻﺑﺢ ﺟز ًءا ﻣن اﻟراﺗب اﻷﺳﺎﺳﻲ ﻟﻠﻣوظﻔﯾن‬
.‫ﻋﻠﻰ اﻟﺗﻔﻛﯾر ﺑﺷﻛل أﻛﺑر ﻣﺛل اﻟﻣﺎﻟﻛﯾن وإﻟﻘﺎء ﻧظرة واﺳﻌﺔ ﻋﻠﻰ ﻣﺎ ﯾﺟب اﻟﻘﯾﺎم ﺑﮫ‬
‫ وﻗد ﻻ ﺗﺿطر‬، ‫ﯾﺗم ﺗﺧﻔﯾض ﺗﻛﺎﻟﯾف اﻟﻌﻣﺎﻟﺔ ﻓﻲ اﻷوﻗﺎت اﻻﻗﺗﺻﺎدﯾﺔ اﻟﺻﻌﺑﺔ‬
‫ﻧظرا ﻷن اﻟﻣدﻓوﻋﺎت ﻻ ﺗﺻﺑﺢ ﺟز ًءا‬
ً .‫اﻟﻣﻧظﻣﺎت إﻟﻰ اﻻﻋﺗﻣﺎد ﻋﻠﻰ ﺗﺳرﯾﺢ اﻟﻌﻣﺎل‬
‫ ﯾﺗم ﺗﺧﻔﯾض ﺗﻛﺎﻟﯾف اﻟﻌﻣﺎﻟﺔ ﺗﻠﻘﺎﺋﯾًﺎ ﺧﻼل اﻷوﻗﺎت اﻻﻗﺗﺻﺎدﯾﺔ‬، ‫ﻣن اﻟراﺗب اﻷﺳﺎﺳﻲ‬
.‫ وﯾﺗم ﺗﻘﺎﺳم اﻟﺛروة ﻓﻲ اﻷوﻗﺎت اﻟﺟﯾدة‬، ‫اﻟﺻﻌﺑﺔ‬
ً ‫اﻟﻌﯾب ھو أن اﻟﻌﻣﺎل ﻗد ﯾرون أن أداﺋﮭم ﻻ ﻋﻼﻗﺔ ﻟﮫ ﺑﺎﻟرﺑﺢ وﻟﻛﻧﮫ أﻛﺛر ارﺗﺑﺎ‬
‫طﺎ‬
.‫ﻛﺛﯾرا‬
‫ﺑﻘرارات اﻹدارة اﻟﻌﻠﯾﺎ اﻟﺗﻲ ﻻ ﯾﺗﺣﻛﻣون ﻓﯾﮭﺎ‬
ً
‫ ﻗد ﯾﺗﻔﺎﻋل اﻟﻣوظﻔون ﺑﺷﻛل‬.‫ﻣﺷﻛﻠﺔ أﺧرى ﺗﺣﻔﯾزﯾﺔ ھﻲ أن ﻣﻌظم اﻟﺧطط ﻣؤﺟﻠﺔ‬
.‫ﺳﻠﺑﻲ ﻟﻠﻐﺎﯾﺔ ﻋﻧدﻣﺎ ﯾﻌﻠﻣون أن ﻣﺛل ھذه اﻟﺧطط ﻻ ﺗدﻓﻊ ﺧﻼل ﻓﺗرات ﺗراﺟﻊ اﻷﻋﻣﺎل‬
‫ﻗد ﯾﻠزم اﺳﺗﻛﻣﺎل ﺗﻘﺎﺳم اﻷرﺑﺎح ﺑﺑراﻣﺞ دﻓﻊ أﺧرى ﺗرﺑط اﻷﺟر ﺑﺷﻛل أوﺛﻖ ﺑﺎﻟﻧﺗﺎﺋﺞ‬
‫ ﻻ ﺳﯾﻣﺎ ﻓﻲ اﻟﺷرﻛﺎت‬، ("‫اﻟﺗﻲ ﯾﻣﻛن ﻟﻸﻓراد أو اﻟﻔرق اﻟﺗﺣﻛم ﻓﯾﮭﺎ )أو "اﻣﺗﻼﻛﮭﺎ‬
‫ ﯾﻧطوي ﺗﻘﺎﺳم اﻷرﺑﺎح ﻋﻠﻰ ﻣﺧﺎطر اﻟﻣﺳﺎھﻣﺔ ﻓﻲ ﻋدم رﺿﺎ اﻟﻣوظﻔﯾن أو‬.‫اﻟﻛﺑﯾرة‬
.‫ اﻋﺗﻣﺎدًا ﻋﻠﻰ ﻛﯾﻔﯾﺔ ﺗﺻﻣﯾﻣﮫ‬، ‫ارﺗﻔﺎع ﺗﻛﺎﻟﯾف اﻟﻌﻣﺎﻟﺔ‬
3. Ownership - ‫اﻟﻣﻠﻛﯾﺔ‬



Ownership encourages employees to focus on
organization’s success, but may be less motivational the
larger the organization
Stock options - plan that give employees the opportunity to
buy company stock at a previously fixed price
Employee stock ownership plans (ESOPs) give employers
certain tax and financial advantages when stock is granted
to employees
، ‫ﺗﺷﺟﻊ اﻟﻣﻠﻛﯾﺔ اﻟﻣوظﻔﯾن ﻋﻠﻰ اﻟﺗرﻛﯾز ﻋﻠﻰ ﻧﺟﺎح اﻟﻣؤﺳﺳﺔ‬
ً
‫ﺗﺣﻔﯾزا ﻛﻠﻣﺎ ﻛﺎﻧت اﻟﻣﻧظﻣﺔ أﻛﺑر‬
‫وﻟﻛﻧﮭﺎ ﻗد ﺗﻛون أﻗل‬

‫ ﺧطﺔ ﺗﻣﻧﺢ اﻟﻣوظﻔﯾن اﻟﻔرﺻﺔ ﻟﺷراء أﺳﮭم‬- ‫ﺧﯾﺎرات اﻷﺳﮭم‬
‫اﻟﺷرﻛﺔ ﺑﺳﻌر ﺛﺎﺑت ﺳﺎﺑﻘًﺎ‬
‫( ﻷﺻﺣﺎب اﻟﻌﻣل‬ESOPs) ‫ﺗﻣﻧﺢ ﺧطط ﻣﻠﻛﯾﺔ أﺳﮭم اﻟﻣوظﻔﯾن‬
‫ﻣزاﯾﺎ ﺿرﯾﺑﯾﺔ وﻣﺎﻟﯾﺔ ﻣﻌﯾﻧﺔ ﻋﻧدﻣﺎ ﯾﺗم ﻣﻧﺢ اﻷﺳﮭم ﻟﻠﻣوظﻔﯾن‬


Group Incentives and Team Awards - ‫ﺣواﻓز اﻟﻣﺟﻣوﻋﺔ وﺟواﺋز اﻟﻔرﯾﻖ‬
 Group incentives measure performance in physical output
 Team award plans may use a broader range of performance measures
 Individual competition may be replaced by competition between
groups or teams
 Risks not recognizing differences in individual performance
‫ ﺣواﻓز اﻟﻣﺟﻣوﻋﺔ ﺗﻘﯾس اﻷداء ﻓﻲ اﻹﻧﺗﺎج اﻟﻣﺎدي‬
‫ ﻗد ﺗﺳﺗﺧدم ﺧطط ﺟواﺋز اﻟﻔرﯾﻖ ﻧطﺎﻗًﺎ أوﺳﻊ ﻣن ﻣﻘﺎﯾﯾس اﻷداء‬
‫ ﯾﻣﻛن اﺳﺗﺑدال اﻟﻣﻧﺎﻓﺳﺔ اﻟﻔردﯾﺔ ﺑﺎﻟﻣﻧﺎﻓﺳﺔ ﺑﯾن اﻟﻣﺟﻣوﻋﺎت أو اﻟﻔرق‬
‫ ﻣﺧﺎطر ﻋدم اﻟﺗﻌرف ﻋﻠﻰ اﻻﺧﺗﻼﻓﺎت ﻓﻲ اﻷداء اﻟﻔردي‬
Summary





Wages, bonuses, and other types of pay influence an
employee’s standard of living.
Pay can be a powerful motivator.
An effective pay strategy can substantially promote an
organization’s success; conversely, a poorly conceived pay
strategy can have detrimental effects.
The most effective compensation strategy may differ from
one organization to another.
Employees care about the fairness of the pay process.
‫ﺗؤﺛر اﻷﺟور واﻟﻣﻛﺎﻓﺂت وأﻧواع اﻷﺟور اﻷﺧرى ﻋﻠﻰ ﻣﺳﺗوى‬
.‫ﻣﻌﯾﺷﺔ اﻟﻣوظف‬
ً
.‫ﺣﺎﻓزا ﻗوﯾًﺎ‬
‫ﯾﻣﻛن أن ﯾﻛون اﻟدﻓﻊ‬
‫ﯾﻣﻛن ﻻﺳﺗراﺗﯾﺟﯾﺔ اﻟدﻓﻊ اﻟﻔﻌﺎﻟﺔ أن ﺗﻌزز ﻧﺟﺎح اﻟﻣﻧظﻣﺔ ﺑﺷﻛل ﻛﺑﯾر‬
‫ ﯾﻣﻛن أن ﯾﻛون ﻻﺳﺗراﺗﯾﺟﯾﺔ اﻷﺟور ﺳﯾﺋﺔ‬، ‫؛ ﻋﻠﻰ اﻟﻌﻛس ﻣن ذﻟك‬
.‫اﻟﺗﺻﻣﯾم آﺛﺎر ﺿﺎرة‬
.‫ﻗد ﺗﺧﺗﻠف اﺳﺗراﺗﯾﺟﯾﺔ اﻟﺗﻌوﯾض اﻷﻛﺛر ﻓﻌﺎﻟﯾﺔ ﻣن ﻣﻧظﻣﺔ إﻟﻰ أﺧرى‬
•
.‫ﯾﮭﺗم اﻟﻣوظﻔون ﺑﺈﻧﺻﺎف ﻋﻣﻠﯾﺔ اﻟدﻓﻊ‬
•
•
•
•
Chapter – 10 Career Management & Development - ‫إدارة وﺗﻄﻮﯾﺮ اﻟﻤﺴﺎر اﻟﻮظﯿﻔﻲ‬
Career Management & Development - ‫إدارة وﺗطوﯾر اﻟﻣﺳﺎر اﻟوظﯾﻔﻲ‬
What is a Career?
Three different meanings / definitions of Career
 First, careers have been described as advancement.
 That is, careers are described as a sequence of
promotions or upward moves in a company
during the person’s work life.
 Second, careers have been described as a profession
 This definition suggests that careers occur only in
certain occupations in which there is a clear
pattern of advancement.
 For example – doctors, engineers, teachers etc.,
 Employees in jobs that do not lead to a series of
related positions, such as waiters and mechanics,
are not considered to have careers.
 Third, careers can be considered a lifelong sequence
of jobs.
 A person’s career is the series of jobs held during
the course of that person’s life, regardless of
occupation or job level
 According to this description, all persons have
careers
.‫ ُوﺻﻔت اﻟوظﺎﺋف ﺑﺄﻧﮭﺎ ﺗﻘدم‬، ً‫ أوﻻ‬
‫ ﯾﺗم وﺻف اﻟﻣﮭن ﻋﻠﻰ أﻧﮭﺎ ﺳﻠﺳﻠﺔ ﻣن اﻟﺗرﻗﯾﺎت أو‬، ‫ ﺑﻣﻌﻧﻰ‬
.‫اﻟﺗﺣرﻛﺎت اﻟﺗﺻﺎﻋدﯾﺔ ﻓﻲ اﻟﺷرﻛﺔ ﺧﻼل اﻟﺣﯾﺎة اﻟﻌﻣﻠﯾﺔ ﻟﻠﺷﺧص‬
‫ ُوﺻﻔت اﻟﻣﮭن ﺑﺄﻧﮭﺎ ﻣﮭﻧﺔ‬، ‫ ﺛﺎﻧﯾًﺎ‬
‫ ﯾﺷﯾر ھذا اﻟﺗﻌرﯾف إﻟﻰ أن اﻟﻣﮭن ﺗﺣدث ﻓﻘط ﻓﻲ وظﺎﺋف ﻣﻌﯾﻧﺔ ﯾوﺟد‬
.‫ﻓﯾﮭﺎ ﻧﻣط واﺿﺢ ﻣن اﻟﺗﻘدم‬
، ‫ اﻷطﺑﺎء واﻟﻣﮭﻧدﺳﯾن واﻟﻣﻌﻠﻣﯾن وﻣﺎ إﻟﻰ ذﻟك‬- ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫ اﻟﻣوظﻔون ﻓﻲ اﻟوظﺎﺋف اﻟﺗﻲ ﻻ ﺗؤدي إﻟﻰ ﺳﻠﺳﻠﺔ ﻣن اﻟﻣﻧﺎﺻب ذات‬
.‫ ﻻ ﯾﻌﺗﺑرون ﻟدﯾﮭم وظﺎﺋف‬، ‫ ﻣﺛل اﻟﻧوادل واﻟﻣﯾﻛﺎﻧﯾﻛﯾﯾن‬، ‫اﻟﺻﻠﺔ‬
.‫ ﯾﻣﻛن اﻋﺗﺑﺎر اﻟﻣﮭن ﺳﻠﺳﻠﺔ ﻣن اﻟوظﺎﺋف ﻣدى اﻟﺣﯾﺎة‬، ‫ ﺛﺎﻟﺛًﺎ‬
‫ ﻣﮭﻧﺔ اﻟﺷﺧص ھﻲ ﺳﻠﺳﻠﺔ اﻟوظﺎﺋف اﻟﺗﻲ ﯾﺗم ﺷﻐﻠﮭﺎ ﺧﻼل ﻣﺳﺎر ﺣﯾﺎة‬
‫ ﺑﻐض اﻟﻧظر ﻋن اﻟﻣﮭﻧﺔ أو اﻟﻣﺳﺗوى اﻟوظﯾﻔﻲ‬، ‫ذﻟك اﻟﺷﺧص‬
‫ ﻓﺈن ﺟﻣﯾﻊ اﻷﺷﺧﺎص ﻟدﯾﮭم وظﺎﺋف‬، ‫ وﻓﻘًﺎ ﻟﮭذا اﻟوﺻف‬
Protean Career - ‫ﻣﮭﻧﺔ ﺑروﺗﺎﻧﯾﺔ‬
 A protean career is based on self-direction with the goal of
psychological success in one’s work.
 Protean employees take major responsibility for managing their
careers.
 For example, an engineering employee may take a sabbatical from
his engineering position to work in a consulting company for a year in a
management position.
 The purpose of this assignment is to develop her managerial skills
 As well as, to enable her to personally evaluate whether she likes
managerial work more than engineering.
‫ ﺗﻌﺗﻣد اﻟﺣﯾﺎة اﻟﻣﮭﻧﯾﺔ ﻋﻠﻰ اﻟﺗوﺟﯾﮫ اﻟذاﺗﻲ ﺑﮭدف‬
.‫ﺗﺣﻘﯾﻖ اﻟﻧﺟﺎح اﻟﻧﻔﺳﻲ ﻓﻲ اﻟﻌﻣل‬
‫ ﻣﺳؤوﻟﯾﺔ ﻛﺑﯾرة ﻹدارة‬Protean ‫ ﯾﺗﺣﻣل ﻣوظﻔو‬
.‫ﺣﯾﺎﺗﮭم اﻟﻣﮭﻧﯾﺔ‬
‫ ﻗد ﯾﺄﺧذ اﻟﻣوظف اﻟﮭﻧدﺳﻲ‬، ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬
‫إﺟﺎزة ﻣن ﻣﻧﺻﺑﮫ اﻟﮭﻧدﺳﻲ ﻟﻠﻌﻣل ﻓﻲ ﺷرﻛﺔ اﺳﺗﺷﺎرﯾﺔ‬
.‫ﻟﻣدة ﻋﺎم ﻓﻲ ﻣﻧﺻب إداري‬
‫ اﻟﻐرض ﻣن ھذه اﻟﻣﮭﻣﺔ ھو ﺗطوﯾر ﻣﮭﺎراﺗﮭﺎ‬
‫اﻹدارﯾﺔ‬
‫ ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ ﺗﻣﻛﯾﻧﮭﺎ ﻣن ﺗﻘﯾﯾم ﺷﺧﺻﯾًﺎ ﻣﺎ إذا ﻛﺎﻧت‬
.‫ﺗﺣب اﻟﻌﻣل اﻹداري أﻛﺛر ﻣن اﻟﮭﻧدﺳﺔ‬
Traditional Career v/s Protean Career - ‫اﻟﺗﻘﻠﯾدﯾﺔ ﻣﻘﺎﺑل اﻟوظﯾﻔﻲ اﻟﺑروﺗﻲ‬
Dimension
‫اﻟﺑﻌد‬
Goal
‫ھدف‬
Psychological Contract
‫اﻟﻌﻘد اﻟﻧﻔﺳﯾﺔ‬
Mobility
‫إﻣﻛﺎﻧﯾﺔ اﻟﺗﻧﻘل‬
Responsibility for Management
‫اﻟﻣﺳؤوﻟﯾﺔ ﻋن اﻹدارة‬
Pattern
‫ﻧﻣط‬
Expertise
‫ﺧﺑرة‬
Development
‫ﺗطوﯾر‬
Traditional Career
‫ﻣﮭﻧﺔ ﺗﻘﻠﯾدﯾﺔ‬
Promotions & Salary increase
‫اﻟﺗرﻗﯾﺎت وزﯾﺎدة اﻟرواﺗب‬
Security for commitment
‫اﻷﻣﺎن ﻟﻼﻟﺗزام‬
Vertical
‫رأﺳﻲ‬
Company
‫ﺷرﻛﺔ‬
Linear
‫ﺧطﻲ‬
Know how
‫أﻋرف ﻛﯾف‬
Heavy reliance on formal training
‫اﻻﻋﺗﻣﺎد اﻟﺷدﯾد ﻋﻠﻰ اﻟﺗدرﯾب اﻟرﺳﻣﻲ‬
Protean Career
‫ﻣﮭﻧﺔ ﺑروﺗﺎﻧﯾﺔ‬
Psychological success
‫ﻧﺟﺎح ﻧﻔﺳﻲ‬
Employability for flexibility
‫ﻗﺎﺑﻠﯾﺔ اﻟﺗوظﯾف ﻣن أﺟل اﻟﻣروﻧﺔ‬
Lateral
‫اﻟﺟﺎﻧﺑﻲ‬
Employee
‫اﻟﻣوظف‬
Spiral
‫ﺣﻠزوﻧﻲ‬
Learn how
‫ﺗﻌﻠم ﻛﯾف‬
Greater reliance on relationships and job
experiences
‫اﻋﺗﻣﺎد أﻛﺑر ﻋﻠﻰ اﻟﻌﻼﻗﺎت وﺧﺑرات اﻟﻌﻣل‬
Psychological Contract - ‫اﻟﻌﻘد اﻟﻧﻔﺳﯾﺔ‬
 A psychological contract refers to the expectations that employers and
employees have about each other.
 Traditionally, the psychological contract emphasized that the company
would provide continued employment and advancement opportunities
 if the employee remained with the company and maintained a high
level of job performance.
 Pay increases and status were linked directly to vertical movement in
the company (promotions)
‫ ﯾﺷﯾر اﻟﻌﻘد اﻟﻧﻔﺳﻲ إﻟﻰ ﺗوﻗﻌﺎت أﺻﺣﺎب اﻟﻌﻣل‬
.‫واﻟﻣوظﻔﯾن ﻋن ﺑﻌﺿﮭم اﻟﺑﻌض‬
‫ أﻛد اﻟﻌﻘد اﻟﻧﻔﺳﻲ ﻋﻠﻰ أن اﻟﺷرﻛﺔ ﺳﺗوﻓر‬، ‫ ﺗﻘﻠﯾدﯾﺎ‬
‫ﻓرص ﻋﻣل وﺗرﻗﯾﺔ ﻣﺳﺗﻣرة‬
‫ إذا ﺑﻘﻲ اﻟﻣوظف ﻣﻊ اﻟﺷرﻛﺔ وﺣﺎﻓظ ﻋﻠﻰ ﻣﺳﺗوى‬o
.‫ﻋﺎ ٍل ﻣن اﻷداء اﻟوظﯾﻔﻲ‬
‫ ﺗم رﺑط اﻟزﯾﺎدات ﻓﻲ اﻷﺟور واﻟﺣﺎﻟﺔ ﻣﺑﺎﺷرة‬
(‫ﺑﺎﻟﺣرﻛﺔ اﻟرأﺳﯾﺔ ﻓﻲ اﻟﺷرﻛﺔ )اﻟﺗرﻗﯾﺎت‬
Psychological Success - ‫اﻟﻧﺟﺎح اﻟﻧﻔﺳﻲ‬
 Psychological success is the feeling of pride and
accomplishment that comes from achieving life goals that
are not limited to achievements at work
 For example - raising a family, good physical health,
travelling, voluntary work etc.,
 Psychological success is more under the control of the
employee than were traditional career goals
 which were not only influenced by employee effort but
also controlled by the availability of positions in the
company.
 Psychological success appears to be especially prevalent
among the new generation of persons entering the work
force.
‫ اﻟﻧﺟﺎح اﻟﻧﻔﺳﻲ ھو اﻟﺷﻌور ﺑﺎﻟﻔﺧر واﻹﻧﺟﺎز اﻟذي ﯾﺄﺗﻲ ﻣن ﺗﺣﻘﯾﻖ أھداف‬
‫اﻟﺣﯾﺎة اﻟﺗﻲ ﻻ ﺗﻘﺗﺻر ﻋﻠﻰ اﻹﻧﺟﺎزات ﻓﻲ اﻟﻌﻣل‬
‫ واﻟﺻﺣﺔ اﻟﺑدﻧﯾﺔ‬، ‫ ﺗرﺑﯾﺔ اﻷﺳرة‬- ‫ ﻋﻠﻰ ﺳﺑﯾل اﻟﻣﺛﺎل‬o
، ‫ وﻣﺎ إﻟﻰ ذﻟك‬، ‫ واﻟﻌﻣل اﻟﺗطوﻋﻲ‬، ‫ واﻟﺳﻔر‬، ‫اﻟﺟﯾدة‬
‫ اﻟﻧﺟﺎح اﻟﻧﻔﺳﻲ ﯾﺧﺿﻊ ﻟﺳﯾطرة اﻟﻣوظف أﻛﺛر ﻣن اﻷھداف اﻟﻣﮭﻧﯾﺔ‬
‫اﻟﺗﻘﻠﯾدﯾﺔ‬
‫ ﺑل ﺗم اﻟﺗﺣﻛم‬، ‫ اﻟﺗﻲ ﻟم ﺗﺗﺄﺛر ﺑﺟﮭود اﻟﻣوظﻔﯾن ﻓﺣﺳب‬o
.‫ﻓﯾﮭﺎ أﯾﺿًﺎ ﻣن ﺧﻼل ﺗوﻓر اﻟوظﺎﺋف ﻓﻲ اﻟﺷرﻛﺔ‬
‫ ﯾﺑدو أن اﻟﻧﺟﺎح اﻟﻧﻔﺳﻲ ﻣﻧﺗﺷر ﺑﺷﻛل ﺧﺎص ﺑﯾن اﻟﺟﯾل اﻟﺟدﯾد ﻣن‬
.‫اﻷﺷﺧﺎص اﻟذﯾن ﯾدﺧﻠون ﻗوة اﻟﻌﻣل‬
Career Management - ‫ادارة اﻟﻣﮭﻧﺔ‬
 Career management is the process through which employees:
 Become aware of their own interests, values, strengths and
weaknesses
 Obtain information about job opportunities within the company
 Identify career goals
 Establish action plans to achieve career goals
 Career management is important from both the employees’ perspective
and the company’s perspective
 From the company’s perspective, the failure to motivate employees to
plan their careers can result in:
 shortage of employees to fill open positions
 lower employee commitment
 inappropriate use of funds allocated for training and development
programs.
 From the employees’ perspective, lack of career management can result
in:
 frustration due to lack of personal growth and challenge at worK
 feelings of not being valued in the company,
 inability to find suitable employment should a job change (internal or
with another company) be necessary due to mergers, acquisitions,
restructuring, or downsizing
:‫ اﻹدارة اﻟﻣﮭﻧﯾﺔ ھﻲ اﻟﻌﻣﻠﯾﺔ اﻟﺗﻲ ﻣن ﺧﻼﻟﮭﺎ ﻟﻠﻣوظﻔﯾن‬
‫ ﻛن ﻋﻠﻰ دراﯾﺔ ﺑﻣﺻﺎﻟﺣﮭم وﻗﯾﻣﮭم وﻧﻘﺎط ﻗوﺗﮭم وﺿﻌﻔﮭم‬
‫ اﻟﺣﺻول ﻋﻠﻰ ﻣﻌﻠوﻣﺎت ﺣول ﻓرص اﻟﻌﻣل داﺧل اﻟﺷرﻛﺔ‬
‫ ﺗﺣدﯾد اﻷھداف اﻟﻣﮭﻧﯾﺔ‬
‫ وﺿﻊ ﺧطط ﻋﻣل ﻟﺗﺣﻘﯾﻖ اﻷھداف اﻟﻣﮭﻧﯾﺔ‬
‫ ﺗﻌﺗﺑر إدارة اﻟﻣﺳﺎر اﻟوظﯾﻔﻲ ﻣﮭﻣﺔ ﻣن وﺟﮭﺔ ﻧظر اﻟﻣوظﻔﯾن وﻣن‬
‫ﻣﻧظور اﻟﺷرﻛﺔ‬
‫ ﯾﻣﻛن أن ﯾؤدي اﻟﻔﺷل ﻓﻲ ﺗﺣﻔﯾز اﻟﻣوظﻔﯾن‬، ‫ ﻣن وﺟﮭﺔ ﻧظر اﻟﺷرﻛﺔ‬
:‫ﻋﻠﻰ اﻟﺗﺧطﯾط ﻟﻣﺳﯾرﺗﮭم اﻟﻣﮭﻧﯾﺔ إﻟﻰ‬
‫ ﻧﻘص اﻟﻣوظﻔﯾن ﻟﻣلء اﻟوظﺎﺋف اﻟﺷﺎﻏرة‬
‫ اﻟﺗزام أﻗل ﻣن ﺟﺎﻧب اﻟﻣوظف‬
‫ اﻻﺳﺗﺧدام ﻏﯾر اﻟﻣﻼﺋم ﻟﻸﻣوال اﻟﻣﺧﺻﺻﺔ ﻟﺑراﻣﺞ اﻟﺗدرﯾب‬
.‫واﻟﺗطوﯾر‬
‫ ﯾﻣﻛن أن ﯾؤدي اﻻﻓﺗﻘﺎر إﻟﻰ اﻹدارة اﻟﻣﮭﻧﯾﺔ‬، ‫ ﻣن وﺟﮭﺔ ﻧظر اﻟﻣوظﻔﯾن‬
:‫إﻟﻰ‬
‫ اﻹﺣﺑﺎط ﺑﺳﺑب ﻧﻘص اﻟﻧﻣو اﻟﺷﺧﺻﻲ واﻟﺗﺣدي ﻓﻲ اﻟﻌﻣل‬
، ‫ اﻟﺷﻌور ﺑﻌدم اﻟﺗﻘدﯾر ﻓﻲ اﻟﺷرﻛﺔ‬
‫ ﻋدم اﻟﻘدرة ﻋﻠﻰ اﻟﻌﺛور ﻋﻠﻰ ﻋﻣل ﻣﻧﺎﺳب إذا ﻛﺎن ﺗﻐﯾﯾر اﻟوظﯾﻔﺔ‬
‫)داﺧﻠﯾًﺎ أو ﻣﻊ ﺷرﻛﺔ أﺧرى( ﺿرورﯾًﺎ ﺑﺳﺑب ﻋﻣﻠﯾﺎت اﻟدﻣﺞ أو‬
‫اﻻﺳﺗﺣواذ أو إﻋﺎدة اﻟﮭﯾﻛﻠﺔ أو ﺗﻘﻠﯾص اﻟﺣﺟم‬
Career Management’s influence on Career Motivation - ‫ﺗﺄﺛﯾر إدارة اﻟﻣﮭﻧﺔ ﻋﻠﻰ اﻟﺗﺣﻔﯾز اﻟوظﯾﻔﻲ‬
 Career motivation refers to employees’
 energy to invest in their careers
 awareness of the direction they want their careers to take
 ability to maintain energy and direction despite barriers
they may encounter.
 Career motivation has three aspects:







 Career resilience
 Career insight
 Career identity
Career resilience is the extent to which employees are able to
cope with problems that affect their work
Career insight involves how much employees:
 know about their interests and their skill strengths and
weaknesses
 are aware of how this relates to their career goals
Career identity is the degree to which employees define their
personal values according to their work
Employees who have high career resilience are able to:
 respond to obstacles in the work environment
 adapt to unexpected events (such as changes in work
processes or customer demands).
They are willing to develop new ways to use their skills
They take responsibility for career management
They are committed to the company’s success
‫ ﯾﺷﯾر اﻟداﻓﻊ اﻟوظﯾﻔﻲ إﻟﻰ اﻟﻣوظﻔﯾن‬
‫ اﻟطﺎﻗﺔ ﻟﻼﺳﺗﺛﻣﺎر ﻓﻲ ﺣﯾﺎﺗﮭم اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟوﻋﻲ ﺑﺎﻻﺗﺟﺎه اﻟذي ﯾرﯾدون أن ﺗﺳﻠﻛﮫ ﺣﯾﺎﺗﮭم اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟﻘدرة ﻋﻠﻰ اﻟﺣﻔﺎظ ﻋﻠﻰ اﻟطﺎﻗﺔ واﻻﺗﺟﺎه ﻋﻠﻰ اﻟرﻏم ﻣن‬
.‫اﻟﺣواﺟز اﻟﺗﻲ ﻗد ﺗواﺟﮭﮭﺎ‬
:‫ اﻟداﻓﻊ اﻟوظﯾﻔﻲ ﻟﮫ ﺛﻼﺛﺔ ﺟواﻧب‬
‫ اﻟﻣروﻧﺔ اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟﺑﺻﯾرة اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟﮭوﯾﺔ اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟﻣروﻧﺔ اﻟﻣﮭﻧﯾﺔ ھﻲ ﻣدى ﻗدرة اﻟﻣوظﻔﯾن ﻋﻠﻰ اﻟﺗﻌﺎﻣل ﻣﻊ‬
‫اﻟﻣﺷﻛﻼت اﻟﺗﻲ ﺗؤﺛر ﻋﻠﻰ ﻋﻣﻠﮭم‬
:‫ اﻟﺑﺻﯾرة اﻟﻣﮭﻧﯾﺔ ﺗﺗﺿﻣن ﻋدد اﻟﻣوظﻔﯾن‬
‫ اﻟﺗﻌرف ﻋﻠﻰ اھﺗﻣﺎﻣﺎﺗﮭم وﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف ﻓﻲ‬
‫ﻣﮭﺎراﺗﮭم‬
‫ ﯾدرﻛون ﻣدى ارﺗﺑﺎط ذﻟك ﺑﺄھداﻓﮭم اﻟﻣﮭﻧﯾﺔ‬
‫ اﻟﮭوﯾﺔ اﻟﻣﮭﻧﯾﺔ ھﻲ اﻟدرﺟﺔ اﻟﺗﻲ ﯾﺣدد ﺑﮭﺎ اﻟﻣوظﻔون ﻗﯾﻣﮭم‬
‫اﻟﺷﺧﺻﯾﺔ وﻓﻘًﺎ ﻟﻌﻣﻠﮭم‬
:‫ اﻟﻣوظﻔون اﻟذﯾن ﯾﺗﻣﺗﻌون ﺑﻣروﻧﺔ ﻣﮭﻧﯾﺔ ﻋﺎﻟﯾﺔ ﻗﺎدرون ﻋﻠﻰ‬
‫ اﻻﺳﺗﺟﺎﺑﺔ ﻟﻠﻌﻘﺑﺎت ﻓﻲ ﺑﯾﺋﺔ اﻟﻌﻣل‬
‫ اﻟﺗﻛﯾف ﻣﻊ اﻷﺣداث ﻏﯾر اﻟﻣﺗوﻗﻌﺔ )ﻣﺛل اﻟﺗﻐﯾﯾرات ﻓﻲ‬
.(‫إﺟراءات اﻟﻌﻣل أو طﻠﺑﺎت اﻟﻌﻣﻼء‬
‫ ھم ﻋﻠﻰ اﺳﺗﻌداد ﻟﺗطوﯾر طرق ﺟدﯾدة ﻻﺳﺗﺧدام ﻣﮭﺎراﺗﮭم‬
‫ ﯾﺗﺣﻣﻠون ﻣﺳؤوﻟﯾﺔ اﻹدارة اﻟﻣﮭﻧﯾﺔ‬
‫ إﻧﮭم ﻣﻠﺗزﻣون ﺑﻧﺟﺎح اﻟﺷرﻛﺔ‬
 Employees with high career insight set career goals and
participate in development activities that help them reach those
goals
 They tend to take actions that keep their skills from becoming
obsolete
 Employees with high career identity are committed to the
company
 They are willing to do whatever it takes (e.g., work long
hours) to complete projects and meet customer demands
‫ ﯾﺣدد اﻟﻣوظﻔون ذوو اﻟﺑﺻﯾرة اﻟﻣﮭﻧﯾﺔ اﻟﻌﺎﻟﯾﺔ اﻷھداف اﻟﻣﮭﻧﯾﺔ‬
‫وﯾﺷﺎرﻛون ﻓﻲ أﻧﺷطﺔ اﻟﺗطوﯾر اﻟﺗﻲ ﺗﺳﺎﻋدھم ﻋﻠﻰ اﻟوﺻول إﻟﻰ‬
‫ﺗﻠك اﻷھداف‬
‫ إﻧﮭم ﯾﻣﯾﻠون إﻟﻰ اﺗﺧﺎذ إﺟراءات ﺗﻣﻧﻊ ﻣﮭﺎراﺗﮭم ﻣن أن ﺗﺻﺑﺢ‬
‫ﻗدﯾﻣﺔ‬
‫ اﻟﻣوظﻔون ذوو اﻟﮭوﯾﺔ اﻟﻣﮭﻧﯾﺔ اﻟﻌﺎﻟﯾﺔ ﻣﻠﺗزﻣون ﺑﺎﻟﺷرﻛﺔ‬
‫ إﻧﮭم ﻋﻠﻰ اﺳﺗﻌداد ﻟﻠﻘﯾﺎم ﺑﻛل ﻣﺎ ﯾﺗطﻠﺑﮫ اﻷﻣر )ﻋﻠﻰ ﺳﺑﯾل‬
‫ اﻟﻌﻣل ﻟﺳﺎﻋﺎت طوﯾﻠﺔ( ﻹﻛﻣﺎل اﻟﻣﺷﺎرﯾﻊ وﺗﻠﺑﯾﺔ‬، ‫اﻟﻣﺛﺎل‬
‫طﻠﺑﺎت اﻟﻌﻣﻼء‬
Career Development
 Career development is the process by which employees progress
through a series of stages
 There are four career stages: exploration, establishment,
maintenance and disengagement.
 Each career stage is characterized by developmental tasks, activities,
and relationships.
 Employee retention, motivation, and performance are affected by
how well the company addresses the development tasks at each
career stage.
‫اﻟﺗطوﯾر اﻟوظﯾﻔﻲ ھو اﻟﻌﻣﻠﯾﺔ اﻟﺗﻲ ﯾﺗﻘدم ﺑﮭﺎ‬
‫اﻟﻣوظﻔون ﻋﺑر ﺳﻠﺳﻠﺔ ﻣن اﻟﻣراﺣل‬
‫ اﻻﺳﺗﻛﺷﺎف واﻟﺗﺄﺳﯾس‬:‫ھﻧﺎك أرﺑﻊ ﻣراﺣل ﻣﮭﻧﯾﺔ‬
.‫واﻟﺻﯾﺎﻧﺔ وﻓك اﻻرﺗﺑﺎط‬
‫ﺗﺗﻣﯾز ﻛل ﻣرﺣﻠﺔ وظﯾﻔﯾﺔ ﺑﻣﮭﺎم وأﻧﺷطﺔ‬
.‫وﻋﻼﻗﺎت ﺗﻧﻣوﯾﺔ‬
‫ﯾﺗﺄﺛر اﻻﺣﺗﻔﺎظ ﺑﺎﻟﻣوظﻔﯾن وﺗﺣﻔﯾزھم وأداﺋﮭم‬
‫ﺑﻣدى ﻣﻌﺎﻟﺟﺔ اﻟﺷرﻛﺔ ﻟﻣﮭﺎم اﻟﺗطوﯾر ﻓﻲ ﻛل‬
.‫ﻣرﺣﻠﺔ ﻣﮭﻧﯾﺔ‬




Model of Career Development - ‫ﻧﻣوذج اﻟﺗطوﯾر اﻟوظﯾﻔﻲ‬
CAREER STAGE - ‫ﻣرﺣﻠﺔ اﻟﺗوظﯾف‬
Exploration - ‫اﺳﺗﻛﺷﺎف‬
Establishment - ‫اﻟﺗﺄﺳﯾس‬
Maintenance - ‫اﻟﺻﯾﺎﻧﺔ‬
Disengagement - ‫اﻧﻔﺻﺎل‬
Developmen
tal Tasks
‫اﻟﻣﮭﺎم اﻟﺗﻧﻣوﯾﺔ‬
Identify interests skills, fit between
self and work
‫ وﺗﻧﺎﺳﺑﮭﺎ ﺑﯾن اﻟذات‬، ‫ﻣﮭﺎرات ﺗﺣدﯾد اﻻھﺗﻣﺎﻣﺎت‬
‫واﻟﻌﻣل‬
Advancement growth,
security, develop Lifecyle
‫ اﻟﺗﻧﻣﯾﺔ‬، ‫ اﻷﻣن‬، ‫ﺗﻘدم اﻟﻧﻣو‬
‫دورة ﺣﯾﺎة‬
Hold on to accomplishments,
update skills
‫ وﺗﺣدﯾث اﻟﻣﮭﺎرات‬، ‫ﺗﻣﺳك ﺑﺎﻹﻧﺟﺎزات‬
Activities
‫أﻧﺷطﺔ‬
Helping learning following directions
‫اﻟﻣﺳﺎﻋدة ﻓﻲ ﺗﻌﻠم اﺗﺑﺎع اﻟﺗوﺟﯾﮭﺎت‬
Relationship
to other
Employees
‫اﻟﻌﻼﻗﺔ‬
‫ﺑﺎﻟﻣوظﻔﯾن‬
‫اﻵﺧرﯾن‬
Typical Age
‫اﻟﻌﻣر اﻟﻧﻣوذﺟﻲ‬
Years on Job
‫ﺳﻧوات ﻋﻠﻰ‬
‫اﻟوظﯾﻔﺔ‬
Apprentice
Making independent
contributions
‫ﺗﻘدﯾم ﻣﺳﺎھﻣﺎت ﻣﺳﺗﻘﻠﺔ‬
Colleague
‫ﻛﻠﯾﺔ‬
Training Sponsoring Policy
making
‫ﺻﻧﻊ ﺳﯾﺎﺳﺔ رﻋﺎﯾﺔ اﻟﺗدرﯾب‬
Mentor
‫ﻣرﺷد‬
Retirement planning, change
balance between work and
nonwork
‫ ﺗﻐﯾﯾر اﻟﺗوازن ﺑﯾن‬، ‫اﻟﺗﺧطﯾط ﻟﻠﺗﻘﺎﻋد‬
‫اﻟﻌﻣل وﻋدم اﻟﻌﻣل‬
Phasing out of work
‫اﻟﺗوﻗف اﻟﺗدرﯾﺟﻲ ﻋن اﻟﻌﻣل‬
Less than 30 - ۳۰ ‫أﻗل ﻣن‬
30-45
45-60
61+
Less than 2 years - ‫أﻗل ﻣن ﺳﻧﺗﯾن‬
2-10 years
More than 10 years
More than 10 years
‫ﺷﺧص ﯾﺗﻌﻠم ﺣرﻓﺔ ﻣﺎ‬
Sponsor
‫راﻋﻲ‬