[인사관리] 삼성과 LG의 보상 및 교육 시스템(영문)

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레포트 > 경제경영계열
2011.10.05
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[인사관리] 삼성과 LG의 보상 및 교육 시스템(영문)에 대한 자료입니다.

1. Concept of Compensation
2. Concept of Training
3. Samsung’s Compensation System
(1) Base Compensation
(2) Pay Incentives
(3) Indirect Compensation & Benefits
4. Samsung's Training System
(1) Samsung Human Resources Development Center of the education system
(2) Samsung Human Resources Development Center Main Courses
5. LG’s Compensation System (Case of LG Healthy and Beauty Inc.)
(1) Compensation Policy
(2) Benefit Program
6. LG’s Training System
(1) Training for Talents
(2) Professional job training
(3) Training for Globalization
(4) E-Learning
7. Conclusion

본문내용

2. Concept of Training

Training typically focuses on providing employee with specific skills or helping them correct deficiencies in their performance. For example, new equipment may require workers to learn new ways of doing the job or a worker may have a deficient understanding of a work process. In both cases, training can be used to correct the skill deficit.
In training, the focus is solely in the current job; in development, the focus is on both the current job and jobs that employees will hold I the future. The scope of training is on individual employees, whereas the scope of development is on the entire work group or organization. That is, training is job specific and addresses particular performance deficits or problems.
Training tends to focus on immediate organizational needs and development tends to focus on long-term requirements. The goal of training is a fairly quick improvement in workers' performance.
Poor, inappropriate, or inadequate training can be a source of frustration for everyone involved. To maximize the benefits of training, managers must closely monitor the training process.
As Figure shows, the training process consists of three phases: (1) needs assessment, (2) development and conduct of training, and (3) evaluation. The needs assessment phase involves identifying the problems or needs that the training must address. In the development and conduct phase, the most appropriate type of training is designed and offered to the workforce. In the evaluation phase, the training program's effectiveness is assessed. In the pages that follow, we provide recommendations for maximizing the effectiveness of each of these phases.
In large organization, surveys of workers and input of managers are very important for determining what training is needed (phase 1), but the actual training (phase 2) is usually provided by either the organization's own training department or an external resource(such as a consulting firm or a local university). After the training prog

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