Human Resource Management Teaching Plan (人力资源管理教案) Major:Human Resource Management Semester Hour:48 Credit3 1.Gary Dessler.Human Resource Management(12 edition).北京：请华管理学系列英文版教材 2012 I.Nature and Task of Curricula Nature of Curricula:The human resources management is an important component of the modern management theory,which is the foundation of field management.It is an interdisciplinary science and widely absorbs multi-disciplinary knowledge,has very strong practicability and application.This curriculum is a compulsory and important course of economics and management. Duty of Curriculum:Human resource management is attaching importance since it was spread in China in1980s.After studying this curricula,students should be able to grasp the basic knowledge and principles,analyze and deal with practical problems by applying the theory of human resource management.On the other hand,commitment spirit can be cultivated,thus,it can help student to prepare entering into society and engage in industry operation management successfully. II.Contents and Credit Semester Hour Human Resource Management(48学时) Part I Introduction(4学时) Chapter 1:The strategic role of Human Resource Management(2 Teaching notes: 1 Answer the question,"What is Human Resource Management? 2 Discuss the components of the changing environment of Human Resource Management 3 Present examples of the new management practices 4 that are changing Human Resource Management. 5 Give examples of Human Resource Management's role as a strategic business partner. 6 Case Study Chapter2:Equal opportunity and the Law(2学时) What you will need to know about equal opportunity laws as they relate to human resource management activities such as interviewing,selecting employees,and evaluating performance appraisal. Teaching Notes I Equal Employment Oppertunity1964-1991 Equal Employment Opportunity 1990-91-Present
Human Resource Management Teaching Plan (人力资源管理教案) Major: Human Resource Management Semester Hour: 48 Credit:3 1. Gary Dessler. Human Resource Management(12 edition). 北京：清华管理学系列英文版教材. 2012 I. Nature and Task of Curricula Nature of Curricula: The human resources management is an important component of the modern management theory, which is the foundation of field management. It is an interdisciplinary science and widely absorbs multi-disciplinary knowledge, has very strong practicability and application. This curriculum is a compulsory and important course of economics and management. Duty of Curriculum: Human resource management is attaching importance since it was spread in China in1980s. After studying this curricula, students should be able to grasp the basic knowledge and principles, analyze and deal with practical problems by applying the theory of human resource management. On the other hand, commitment spirit can be cultivated, thus, it can help student to prepare entering into society and engage in industry operation management successfully. Ⅱ. Contents and Credit Semester Hour Human Resource Management（48学时） Part I Introduction（4学时） Chapter 1: The strategic role of Human Resource Management(2学时） Teaching notes: 1 Answer the question, "What is Human Resource Management? 2 Discuss the components of the changing environment of Human Resource Management. 3 Present examples of the new management practices 4 that are changing Human Resource Management. 5 Give examples of Human Resource Management’s role as a strategic business partner. 6 Case Study Chapter 2: Equal opportunity and the Law（2学时） What you will need to know about equal opportunity laws as they relate to human resource management activities such as interviewing, selecting employees, and evaluating performance appraisal. Teaching Notes: l Equal Employment Oppertunity1964-1991 l Equal Employment Opportunity 1990-91-Present
1 Defense Against Discrimination Allegations The EEOC Enforcement Process Diversity Management and Affirmative Action Programs 1 Case Study Part ll::Recruitment and Placement(12学时) Chapter3:Job Analysis(3学时) How to analyze a job;how to determine the human resource requirements of the job,as well as its specific duties and responsibilities. Teaching Notes: Describe the basic methods of collective job analysis information. Conduct a job analysis Write a job description Explain the purpose of a job specification and a procedure for developing one. Case Study Chapter 4:Personnel Planning and Recruiting (3 Determining what sorts of people need to be hired;recruiting them. Teaching Notes: Explain the process of forecasting personal requirements. Discuss the pros and cons of eight methods used for recruiting job candidates. Describe how to develop an application form. Explain how to use application forms to predict job performance Case Study Chapter 5:Employee Testing and Selection.(3 Techniques like testing you can use to ensure that You are hiring the right people Teaching notes: Describe the overall selection process and explain why it is important. Define basic testing concepts including validity and reliability. Discuss at least four types of personnel tests. Explain the pros and cons of background investigations,reference checks,and preemployment information services. Case Study
l Defense Against Discrimination Allegations l The EEOC Enforcement Process l Diversity Management and Affirmative Action Programs l Case Study Part II: Recruitment and Placement（12学时） Chapter 3: Job Analysis (3学时） How to analyze a job; how to determine the human resource requirements of the job, as well as its specific duties and responsibilities. Teaching Notes: l Describe the basic methods of collective job analysis information. l Conduct a job analysis. l Write a job description. l Explain the purpose of a job specification and a procedure for developing one. l Case Study Chapter 4: Personnel Planning and Recruiting (3学时） Determining what sorts of people need to be hired; recruiting them. Teaching Notes: l Explain the process of forecasting personal requirements. l Discuss the pros and cons of eight methods used for recruiting job candidates. l Describe how to develop an application form. l Explain how to use application forms to predict job performance. l Case Study Chapter 5: Employee Testing and Selection. (3学时） Techniques like testing you can use to ensure that You are hiring the right people. Teaching notes: l Describe the overall selection process and explain why it is important. l Define basic testing concepts including validity and reliability. l Discuss at least four types of personnel tests. l Explain the pros and cons of background investigations, reference checks, and preemployment information services. l Case Study
Chapter6:Interviewing Job Candidates(3学时) How to interview candidates to help ensure that you hire the right person for the right job Teaching Notes Describe several basic types of interviews. Explain the factors and problems that can undermine an interview's usefulness and techniques for eliminating them. List important"guidelines for interviewers." Explain how to develop a structured or situational interview. Discuss how to improve your performance as an interviewer. Case Study Part III:Training and Development(i6学时) Chapter7:Training and Development(4学时) Providing the training necessary to ensure that your employees have the knowledge and skills needed to accomplish their tasks;concepts and techniques for developing more capable employees,managers,and organizations. Teaching Notes Describe the basic training process. Explain the nature of at least five training techniques. Discuss what management development is and why it's important. Describe the five on-and-off-the-job development techniques. Explain why training evaluation is important and how it is best accomplished. Caes Study Chapter 8:Managing Organizational Renewal(4 HR techniques such as quality improvement programs and team building that firms use to help them manage quality and productivity. Teaching Notes OCM is how an organization goes about implementing the human changes brought about by Technology and Business Process Improvements. The process of change management deals with the mechanisms of human transitions, the way personnel within an organization relate to change in their lives,and why some change efforts are successful while others fail. Successful change management and successful business management require effective integration and alignment of system and structure to support an effective
Chapter 6: Interviewing Job Candidates (3学时） How to interview candidates to help ensure that you hire the right person for the right job. Teaching Notes: l Describe several basic types of interviews. l Explain the factors and problems that can undermine an interview’s usefulness and techniques for eliminating them. l List important "guidelines for interviewers." l Explain how to develop a structured or situational interview. l Discuss how to improve your performance as an interviewer. l Case Study Part III: Training and Development (16学时) Chapter 7: Training and Development (4学时） Providing the training necessary to ensure that your employees have the knowledge and skills needed to accomplish their tasks; concepts and techniques for developing more capable employees, managers, and organizations. Teaching Notes: l Describe the basic training process. l Explain the nature of at least five training techniques. l Discuss what management development is and why it’s important. l Describe the five on-and-off-the-job development techniques. l Explain why training evaluation is important and how it is best accomplished. l Caes Study Chapter 8: Managing Organizational Renewal (4学时） HR techniques such as quality improvement programs and team building that firms use to help them manage quality and productivity. Teaching Notes: l OCM is how an organization goes about implementing the human changes brought about by Technology and Business Process Improvements. l The process of change management deals with the mechanisms of human transitions, the way personnel within an organization relate to change in their lives, and why some change efforts are successful while others fail. l Successful change management and successful business management require effective integration and alignment of system and structure to support an effective
culture.It requires attention to all major elements that impact organizationa performance Case Study Chapter9:Appraising Performance(4学时) Techniques for appraising performance. Teaching Notes: Performance appraisal programs benefit both the employee and the organization. Administrative Purposes-For the organization,performance appraisals provide inputs for many other HR functions.The concept of"pay-for-performance"has gained wide acceptance among employers It is important to correctly administer performance appraisals as a key to the proper compensation of employees For the employee,performance appraisals provide feedback about daily performance while also stressing employee training,development,and growth plans. Case study Chapter 10:Managing Careers and Fair Treatment(4 Techniques such as career planning and promotion from within;firms use these to help ensure employees can achieve their potential and be treated fairly. Teaching Notes: Examine the elements and advantages of the free enterprise system. Explain the role of a small business in the free enterprise system. Discuss factors that motivate entrepreneurs and self-employment Identify characteristics of a successful entrepreneur. Case study Part IV:Compensation(9学时) Chapter11:Establishing Pay Plans.(3学时) How to develop equitable pay plans for your employees Teaching Notes: Compensation and compensation management Principles of compensation management Methods and Process of designing compensation Trends of compensation
culture. It requires attention to all major elements that impact organizational performance. l Case Study Chapter 9: Appraising Performance (4学时） Techniques for appraising performance. Teaching Notes: l Performance appraisal programs benefit both the employee and the organization. l Administrative Purposes - For the organization, performance appraisals provide inputs for many other HR functions. The concept of "pay-for-performance" has gained wide acceptance among employers. l It is important to correctly administer performance appraisals as a key to the proper compensation of employees. l For the employee, performance appraisals provide feedback about daily performance while also stressing employee training, development, and growth plans. l Case study Chapter 10: Managing Careers and Fair Treatment (4学时） Techniques such as career planning and promotion from within; firms use these to help ensure employees can achieve their potential and be treated fairly. Teaching Notes: l Examine the elements and advantages of the free enterprise system. l Explain the role of a small business in the free enterprise system. l Discuss factors that motivate entrepreneurs and self-employment. l Identify characteristics of a successful entrepreneur. l Case study Part IV: Compensation （9学时） Chapter 11: Establishing Pay Plans. (3学时） How to develop equitable pay plans for your employees. Teaching Notes: l Compensation and compensation management l Principles of compensation management l Methods and Process of designing compensation l Trends of compensation
Case study Chapter 12:Pay-for-Performance and Financial Incentives.(3 Pay-for-performance plans such as financial incentives,merit pay,and incentives that help tie performance to pay. Discuss how to use piecework,standard hour,and team or group incentive plans. Discuss how to use short-term and long-term incentives for managers and executives List the pros and cons of salary plans and commission plans for salespeople. Explain how an incentive plan might backfire and how to avoid such a problem. Case study Chapter13:Benefits and Services.(3学时) Providing benefits that make it clear the firm views its employees as long-term investments and is concemned with their welfare-such as stock ownership plans.pensions,and health plans Teaching notes: List and describe each of the basic benefits most employers might be expected to offer Explain how to reduce an employer's unemployment insurance bill. Explain why the cost of insurance benefits is increasing and identify what employers can reduce these costs. Discuss how to set up a flexible benefits program. Case study Part V:Employee Security and Safety(4学时) Chapter 14:Labor Relations and Collective Bargaining (2) Concepts and techniques concerning the relations between unions and management,including the union organizing campaign;negotiating and agreeing upon a collective bargaining agreement between unions and management and then managing the agreement via the grievance process. Teaching Notes: Describe the history of the labor movement and why workers unionize. Discuss in detail the nature of the major federal labor relation laws. Describe the process of a union drive and election
l Case study Chapter 12: Pay-for-Performance and Financial Incentives. (3学时） Pay-for-performance plans such as financial incentives, merit pay, and incentives that help tie performance to pay. l Discuss how to use piecework, standard hour, and team or group incentive plans. l Discuss how to use short-term and long-term incentives for managers and executives. l List the pros and cons of salary plans and commission plans for salespeople. l Explain how an incentive plan might backfire and how to avoid such a problem. l Case study Chapter 13: Benefits and Services. (3学时） Providing benefits that make it clear the firm views its employees as long-term investments and is concerned with their welfare-such as stock ownership plans,pensions, and health plans. Teaching notes: l List and describe each of the basic benefits most employers might be expected to offer. l Explain how to reduce an employer’s unemployment insurance bill. l Explain why the cost of insurance benefits is increasing and identify what employers can reduce these costs. l Discuss how to set up a flexible benefits program. l Case study Part V: Employee Security and Safety （4学时） Chapter 14:Labor Relations and Collective Bargaining (2学时） Concepts and techniques concerning the relations between unions and management, including the union organizing campaign; negotiating and agreeing upon a collective bargaining agreement between unions and management and then managing the agreement via the grievance process. Teaching Notes: l Describe the history of the labor movement and why workers unionize. l Discuss in detail the nature of the major federal labor relation laws. l Describe the process of a union drive and election
Explain to an HR manager how to avoid losing a unionization election Describe the nature of the collective bargaining process List important do's and don'ts for handling grievances Case study Chapter15:Employee Safety and Health.(2学时) The causes of accidents,how to make the workplace safe,and laws governing your responsibilities in regard to employee safety and health. Teaching notes: Improperly guarded equipment Defective equipment Hazardous procedures in,on,or around machines or equipment Unsafe storage-congestion,overloading Improper illumination-glare,insufficient light Improper ventilation-insufficient air change,impure air source Case study Part VI::International HRM(4学时) Chapter 16:Managing Human Resource in an International Arena.(4 The growing importance of international business,and HR role in managing the personnel side of multinational operations. Teaching notes: The three broad HR activities:Procurement,allocation,and utilization The three national categories in international HRM activities:host country,home country and other countries The three types of employees:host-country nationals,parent-country nationals,and third country nationals Six Factors differentiating intemational from domestic More HR activities The need for a broader perspective More involvement in employees'personal lives Changes in emphasis as the workforce mix of expatriates and local varies Risk exposure More external influences Case study
l Explain to an HR manager how to avoid losing a unionization election. l Describe the nature of the collective bargaining process. l List important do’s and don’ts for handling grievances. l Case study Chapter 15: Employee Safety and Health. (2学时） The causes of accidents, how to make the workplace safe, and laws governing your responsibilities in regard to employee safety and health. Teaching notes: l Improperly guarded equipment l Defective equipment l Hazardous procedures in, on, or around machines or equipment l Unsafe storage—congestion, overloading l Improper illumination —glare, insufficient light l Improper ventilation —insufficient air change, impure air source l Case study Part VI: International HRM （4学时） Chapter 16: Managing Human Resource in an International Arena. （4学时） The growing importance of international business, and HR role in managing the personnel side of multinational operations. Teaching notes: l The three broad HR activities: Procurement, allocation, and utilization l The three national categories in international HRM activities: host country, home country and other countries l The three types of employees: host-country nationals, parent-country nationals, and thirdcountry nationals l Six Factors differentiating international from domestic ü More HR activities ü The need for a broader perspective ü More involvement in employees’ personal lives ü Changes in emphasis as the workforce mix of expatriates and local varies ü Risk exposure ü More external influences l Case study
1 III.Requirements of Curricula The Strategic Role of Human Resource Management 1.Understand definition of human resource 2.Generally understand theory of human resource management 3.Master contents of human resource management 4.Generally understand role of line manager and staff manager Job Analysis 1. Understand definition of job analysis 2. Generally understand roles of job analysis Understand procedure of job analysis 4.Master contents and methods of job analysis Human Resource Planning 1.Generally understand definition of human resource planning 2.Understand roles of human resource planning 3.Grasp contents and methods of human resource planning 4.Master formulation and execution of human resource planning Employee Recruitment and Selection 1. Generally understand recruitment and recruitment principles 2. Generally understand procedures of employee recruitment 3. Understand methods of employee recruitment Master common problems of in selection Employee Training and Development 1. Generally understand employee training 2. Understand principle of employee training Master contents and methods of employee training 4. Understand employee training evaluation Performance Management 1.Generally understand objectives and roles of performance management 2.Understand contents and procedure performance evaluation 3.Master methods of performance evaluation Compensation Management 1. Generally understand factors that influencing compensation system 2. Understand principles and procedures of compensation 3. Master tactical alternative of compensation system Motivation Management 1.Generally understand motivation theory 2.Understand methods and techniques of motivation Labor Relation
1 Ⅲ. Requirements of Curricula The Strategic Role of Human Resource Management 1. Understand definition of human resource 2. Generally understand theory of human resource management 3. Master contents of human resource management 4. Generally understand role of line manager and staff manager Job Analysis 1. Understand definition of job analysis 2. Generally understand roles of job analysis 3. Understand procedure of job analysis 4. Master contents and methods of job analysis Human Resource Planning 1. Generally understand definition of human resource planning 2. Understand roles of human resource planning 3. Grasp contents and methods of human resource planning 4. Master formulation and execution of human resource planning Employee Recruitment and Selection 1. Generally understand recruitment and recruitment principles 2. Generally understand procedures of employee recruitment 3. Understand methods of employee recruitment 4. Master common problems of in selection Employee Training and Development 1. Generally understand employee training 2. Understand principle of employee training 3. Master contents and methods of employee training 4. Understand employee training evaluation Performance Management 1. Generally understand objectives and roles of performance management 2. Understand contents and procedure performance evaluation 3. Master methods of performance evaluation Compensation Management 1. Generally understand factors that influencing compensation system 2. Understand principles and procedures of compensation 3. Master tactical alternative of compensation system Motivation Management 1. Generally understand motivation theory 2. Understand methods and techniques of motivation Labor Relation
Understand definition of labor relation Generally understand status and rights of labor 3 Master labor contract and contract management 4. Generally understand types of grievance 5. Understand grievance dealing Career Planning and Development 1.Generally understand basis knowledge of career planning 2.Understand career development 3.Master process of career planning 4.Master individual career management International Human Resource Management 1.Understand international human resource management 2.Diversity 3.Strategic Human Resource Management 4.Expatriate Case study IV.Explanation 1.The syllabus is compiled according to National Ministry of Education teaching planning specialized for economics and management,and combined with Human Resource Management teaching planning of Hainan University and requirement of local talent development in Hainan. 2.Combining discipline characteristics,properly arrange practical course. V.Main Terms of the Curricula 1. 缺勤Absenteeism 2. 不利影响Adverse impact 3. 反岐视行动Affirmative action 4. 建设性争议解决方法Alternative dispute resolution 5. 学徒制培训Apprentice training 6. 仲裁Arbitration 7. 评价中心Assessment center 员工态度或意见调查Atitude(or opinion)survey 9. 授权卡Authorization card I0.行为模拟Behavior modeling 1l.行为修正Behavior modification I2.行为观察等级尺度法Behavioral observation scale(BOS) 13.行为错定评价尺度法Behaviorally anchored rating scale(BARS) 14.让步谈判Concession bargaining 15.安抚Conciliation l6.案例研究法Case method
1. Understand definition of labor relation 2. Generally understand status and rights of labor 3. Master labor contract and contract management 4. Generally understand types of grievance 5. Understand grievance dealing Career Planning and Development 1. Generally understand basis knowledge of career planning 2. Understand career development 3. Master process of career planning 4. Master individual career management International Human Resource Management 1. Understand international human resource management 2. Diversity 3. Strategic Human Resource Management 4. Expatriate Case study Ⅳ. Explanation 1. The syllabus is compiled according to National Ministry of Education teaching planning specialized for economics and management, and combined with Human Resource Management teaching planning of Hainan University and requirement of local talent development in Hainan. 2. Combining discipline characteristics, properly arrange practical course. Ⅴ. Main Terms of the Curricula 1. 缺勤Absenteeism 2. 不利影响Adverse impact 3. 反岐视行动Affirmative action 4. 建设性争议解决方法Alternative dispute resolution 5. 学徒制培训Apprentice training 6. 仲裁Arbitration 7. 评价中心Assessment center 8. 员工态度或意见调查Attitude(or opinion ) survey 9. 授权卡Authorization card 10. 行为模拟Behavior modeling 11. 行为修正Behavior modification 12. 行为观察等级尺度法Behavioral observation scale(BOS) 13. 行为锚定评价尺度法Behaviorally anchored rating scale(BARS) 14. 让步谈判 Concession bargaining 15. 安抚Conciliation 16. 案例研究法Case method
17.等级分类法Classification or grading system 18.集体谈判Collective bargaining 19.薪酬制度Compensation 20.裁员Downsizing 2L.多元化Diversity 22.员工的招募Employee recruitment 23.员工的甄选Employee selection 24.员工培训与发展Employee training and development 25.员工职业生涯Employee career path 26.提前退休Early retirement 27.公平理论Equity theory 28.同酬Equal pay 29.因素比较法Factor comparison method 30.强制分布法Forced distribution 3L.功能性工作分析法Functional job analysis 32.反馈Feedback 33.事假和病假法Family and Medical Leave Act(FMLA) 34.弹性计划Flexible plan 35.争议Grievance 36.目标设定Goal setting 37.全球性人力资源Global HRM 38.人力资源管理Human resource management 39.人力资源规刻Human resource planning 40.晕轮误差Halo error 4l.间接经济报酬Indirect economic compensation 42.工作分析Job analysis 43.工作描述Job description 44.工作扩大化Job enlargement 45.工作丰富化Job enrichment 46.工作规范Job specification 47.知识工资制Knowledge-based pay 48.劳动关系Labor relationship 49.工会Labor union 50.宽大化评价误差Leniency rating error 5L.闭厂Lockout 52.目标管理法Management by objectives 53.管理职位描述问卷Management position description questionnaire(MPDQ)
17. 等级分类法Classification or grading system 18. 集体谈判Collective bargaining 19. 薪酬制度Compensation 20. 裁员Downsizing 21. 多元化Diversity 22. 员工的招募Employee recruitment 23. 员工的甄选Employee selection 24. 员工培训与发展Employee training and development 25. 员工职业生涯Employee career path 26. 提前退休Early retirement 27. 公平理论Equity theory 28. 同酬Equal pay 29. 因素比较法Factor comparison method 30. 强制分布法Forced distribution 31. 功能性工作分析法Functional job analysis 32. 反馈Feedback 33. 事假和病假法Family and Medical Leave Act (FMLA) 34. 弹性计划Flexible plan 35. 争议Grievance 36. 目标设定Goal setting 37. 全球性人力资源Global HRM 38. 人力资源管理Human resource management 39. 人力资源规划Human resource planning 40. 晕轮误差Halo error 41. 间接经济报酬Indirect economic compensation 42. 工作分析Job analysis 43. 工作描述Job description 44. 工作扩大化Job enlargement 45. 工作丰富化Job enrichment 46. 工作规范Job specification 47. 知识工资制Knowledge-based pay 48. 劳动关系Labor relationship 49. 工会Labor union 50. 宽大化评价误差Leniency rating error 51. 闭厂Lockout 52. 目标管理法Management by objectives 53. 管理职位描述问卷Management position description questionnaire(MPDQ)
54.法定福利Mandated benefits 55.调解Mediation 56.绩效加薪Merit pay 57.最低工资Minimum wage 58.动机Motivation 59.多媒体培训Multimedia-based training 60.跨国公司Multinational corporation 6l.负面强化Negative reinforcement 62.配对比较法Paired comparison 63.工资等级Pay class 64.工资结构Pay structure 65.计件工资率Piece rate 66.职业安全与健康Occupational Safety and Health 67.新员工培训Orientation 68.外包Outsourcing 69.母国雇员Parent country national 70.薪资水平PayIevel 7L.个性Personality 72.计点法Point system 73.职位Position 74.职位分析问卷Position analysis questionnaire(PAQ) 75.积极强化Positive reinforcement 76.渐进式惩戒模式Progressive Pattern of disciplin 77.绩效考评Performance evaluation 78.招募Recruitment 79.报销账户Reimbursement account 80.信度Reliability 8L.职位替换Replacement 82.角色扮演Role playing 83.安全风险Safety hazards 84.薪资Salary 85.甄选Selection 86.遣散费Severance pay 87.性骚扰Sex harassment 88.技能工资制ski-based pay 89.技能库Skill inventor
54. 法定福利Mandated benefits 55. 调解Mediation 56. 绩效加薪Merit pay 57. 最低工资Minimum wage 58. 动机Motivation 59. 多媒体培训Multimedia-based training 60. 跨国公司Multinational corporation 61. 负面强化Negative reinforcement 62. 配对比较法Paired comparison 63. 工资等级Pay class 64. 工资结构Pay structure 65. 计件工资率Piece rate 66. 职业安全与健康Occupational Safety and Health 67. 新员工培训Orientation 68. 外包Outsourcing 69. 母国雇员Parent country national 70. 薪资水平Pay level 71. 个性Personality 72. 计点法Point system 73. 职位Position 74. 职位分析问卷Position analysis questionnaire(PAQ) 75. 积极强化Positive reinforcement 76. 渐进式惩戒模式Progressive Pattern of discipline 77. 绩效考评Performance evaluation 78. 招募Recruitment 79. 报销账户Reimbursement account 80. 信度Reliability 81. 职位替换Replacement 82. 角色扮演Role playing 83. 安全风险Safety hazards 84. 薪资Salary 85. 甄选Selection 86. 遣散费Severance pay 87. 性骚扰Sex harassment 88. 技能工资制Skill-based pay 89. 技能库Skill inventory