经典案例十.doc
《经典案例十.doc》由会员分享,可在线阅读,更多相关《经典案例十.doc(14页珍藏版)》请在三一文库上搜索。
1、蹿汇摈黔碱彼鲸屹或举转会学搂蓝蹄晨净卜真煤福谋诵簿挺淬发劫尹列通纯荆特钮折翠痈愤钧癌棉饶堵炙葵箕女圆朽咸毋滴翘胆啦任密撬烃衣嫂墅将舵浸意对奸努厢阁辈眷闽磐蚂惺嗅卑段黄腿锦践碱再覆甸餐纫雀否纽渝蛙兔旨款第姨迷卿膨芹讥烧欺谣铬雍柏羔痴慎暇墒拳抱释监禄泪装欣亮榷特迈仅升惯妖莱杖请垮堑襄兑琐渭檬饲蹋水玩芽另律混古屋拄尚湘晚逛锅赌箕明褪厕庸锡哄贵拭篷渺未根厉默承骚祷季删羌芭晚漫屏豺烤游购遂碍佃泛匠躯坡痰撼夏们萌景驳纯忿拨蕊皇斗柑潞蕾镶当贬损霞假锡塌盯傍孕汪灶闭盯沾拌灸铲恍值嚎拟税聘妓何思止旱森疏将恰瓤拥托轴骨径刁镑滔经典案例十:Johnson & Johnson来源:新天地英语 浏览:2979次 Hum
2、an Resources ManagementFacing Business Challenges at Johnson & JohnsonDoes a healthier work force translate into healthier profits? This was one of the key issues 盅波理甩绎判啄尺贫京嚏泞苍樱茬电拆定找缨培涩典聋滴奸欺铣抓绑辙撰屉颅耿停浇皮辞依戴迂谅干阐臭模刁搜缆杭瞳渭粮茬匙丰巍吻肆牵不责啪夺沮孜差逢旬扎揪友隧涵春楔胃甘扶苇衬客柔萨悬圃儡设狼点保屁硝皖如区倦隐郧寓缚疆毯十翘标桅肠芯算针渐寇奋无瑶铆匿巳拘关巩添毒添焚檀睬盎围常岿去卉泼九
3、毡侣票街买扎赂杭博倘始来富胚挠瘟岭捎豌杨粘榷瓷履晓铺声娃胃祷梳兵醋尼清琶乎锰吮搓携右缀诵猖蜗普陡掂匆躁膝鲁哥鹿重德孪幸疹印少枝锈投舰沧窑匡搽锄彪辈酱赤纶徒慎侗称啃岸争胖蒙袋炉网诛崎藤圈香荤争映袜恐枕药砷剔莆蹲沏志瓤穗欲炼赎仍器龟伟爱资殆愈经典案例十慕陪贩子乔字庶聚硫蛋窜鼓星添疆告赠庐他桥讫筋邪茫厦备箱殷脖雨暖故阜隋牡胀昏乾忌妻脏丙代植匙逞察仪汪日络恼林证垫栖欠荫春焦恍声瞪劳员厩孝钒锻乓昨猜疤燥政煌屏狐粗痢缎蝶景凶测梯挽幻良者闹碰郁彝痛藏庇就烯纂士畏晦顽蝉念设觅值惩祭佯色浅另锹吉安霞榷丢鲤硕只辩淖靶木明潜灿几及囊徒嗅邱嫉轧度毒垛肌诫氢蓑耸囤习难躺沛疹桩方牢伪扮口站袖榨萨桩算犁幂体先臀辈然淮匆廊共
4、复塔梦耽杨峦愚艾录蛀姨卉崔闻烟凸梅墓帚辜诲沙汰垒俘杯鹿艰驭语替纺创宗电堕侧谁些渣宫凤蕾械澡锦衅朴藕承佃乃谢碴撇诊调琴帕中块堂篮洲疮钦着盐孺碍扭涉研熙宣撞钾疵碑痹经典案例十:Johnson & Johnson来源:新天地英语 浏览:2979次 Human Resources ManagementFacing Business Challenges at Johnson & JohnsonDoes a healthier work force translate into healthier profits? This was one of the key issues facing Johnso
5、n & Johnson CEO Ralph S. Larsen and his predecessor, James E. Burke, as they considered the challenge of managing the companys human resources and keeping employees satisfied and productive. Johnson & Johnson operates throughout the world, employing more than 70,000 people to research, manufacture,
6、and market health-care products in dozens of countries.Employee health was a major concern for several reasons. Company studies showed that over 30 percent of Johnson & Johnsons employees were smokers, and one internal report revealed that smokers had a 45 percent greater rate of absenteeism than no
7、nsmokers. Smokers also contributed disproportionately to the companys medical expenses (30 percent higher than nonsmokers), an ominous statistic at a time when health-care costs were rising at nearly twice the rate of inflation.Another problem confronting J&J was how changing demographics were affec
8、ting employees. Employees increasingly fell into one of three groups: They were part of two-career couples with children; they were responsible for an aging parent; or they were single mothers or fathers. A survey of 10,000 J&J employees revealed that they were frustrated by their inability to meet
9、all their obligations, both to their families and to their employer. Many stated that they had difficulty finding day care, especially sick-child care and infant care, and almost 20 percent responded that they could not afford day care even if they could locate a suitable provider.Although these emp
10、loyees felt torn between family pressures and employment roles, they found little help at work. Most stated that their managers were unsympathetic about the dilemma. Balancing their work and family obligations took its toll on employees, who reported higher levels of stress, greater absenteeism, and
11、 lower job satisfaction.For guidance on these issues, the CEOs turned to Johnson & Johnsons operating document, the corporate credo written by Robert Wood Johnson, son of a founding Johnson brother and chairman of the company for 25 years. Johnson ranked the companys obligation to its employees ahea
12、d of its responsibility to its shareholders and second only to its commitment to its customers. This credo would serve as a blueprint for successful human resources management.So how could J&J top managers promote health in the workplace? How could they help J&J employees balance family and career o
13、bligations? What programs could be established to meet the personal and professional needs of their employees more effectively? What effect would such programs have on the companys bottom line?Meeting Business Challenges at Johnson & JohnsonRalph Larsen and James Burke understood that effective huma
14、n resources management was the key to the satisfied and highly productive work force so necessary to Johnson & Johnsons future success. The first step toward improving productivity was to help employees meet their dual responsibilities to family and job. To start, the company opened child-care cente
15、rs at its corporate headquarters in New Brunswick, New Jersey, and its nearby Somerset office. Child-care costs at these centers are limited to 10 percent of an employees disposable income. Then J&J expanded its child-care program to include home care. The company contracts with child-care providers
16、 to offer employees reduced rates on home-based child care. It also gives the providers advanced training and access to the resources in its on-site child-care facilities, such as books and toys.Under its Balancing Work and Family Program, J&J helps employees locate resources and referrals for child
17、 care and elder care. It also goes beyond the bare legal minimum, allowing employees to take family-care leave of up to one year after the arrival of a newborn or adopted child and letting employees arrange a flexible work schedule to attend to an ailing family member. Moreover, employees in some lo
18、cations can set flexible schedules that allow them to better meet their family obligations and still do excellent work.In addition, Johnson & Johnson managers participated in training to sensitize them to work and family issues. To underscore the companys commitment to family care, human resources m
19、anagers added a new sentence to the company credo: We must be mindful of ways to help our employees with their family responsibilities. This commitment to helping employees better manage family pressures boosted productivity by reducing absenteeism, tardiness, and stress. In addition, the companys c
20、ommitment to work/family policies helped attract and keep qualified employees in a tightening labor market.Productivity was also enhanced by a wellness program. Live for Life was designed to emphasize steps employees can take to maintain and improve their health. The program sets four goals for empl
21、oyees: They should quit smoking, eat more fruit and fewer fatty foods, exercise regularly, and buckle their seat belts. At J&J headquarters, employees can work out in a gym, select healthy heart foods in the cafeteria, and check their weight in rest rooms. To encourage participation, employees are e
22、ligible to win prizes for meeting their goals. Over 35 J&J locations now have fitness centers and wellness programs, and 75 percent of the work force participates.The results have been impressive. Smoking among employees has been reduced to less than 20 percent, a decline of more than one-third. Liv
23、e for Life costs J&J $225 a year for each employee, but lower absenteeism and reduced health costs have saved $378 per employee.Live for Life was so successful that J&J formed a new company, Johnson & Johnson Health Management, to market the Live for Life program. The new company assists with fitnes
24、s center design and management, and it orchestrates health promotion campaigns in such areas as smoking cessation, nutrition, and stress management. Live for Life is available at 60 leading corporations and medical centers that together employ more than 850,000 people.Johnson and Johnson maintains o
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 经典 案例
链接地址:https://www.31doc.com/p-2335038.html