part 3: organizing chapter 6 staffing and human resource management (hrm)...

Part 3: OrganizingPart 3: Organizing

Chapter 6Chapter 6

Staffing and Human Resource Management (HRM)

用人與人力資源管理

Staffing and Human Resource Management (HRM)

用人與人力資源管理

6–2 Management─ Staffing and HRM 吳明泉博士 2008

大綱• Human Resources Management (HRM)

人力資源管理• Strategic HRM Process

Employment Planning僱用規劃Recruitment & Selection 招募與甄選Training and Development訓練與發展Performance Management績效管理Compensation & Benefits薪酬與福利Health & Safety健康與安全


Human Resources Management (HRM)人力資源管理

• The management function that is concerned with getting, training, motivating, and keeping competent employeesBalancing the supply of employees with the

demand for employees.Matching the talents and skills of employees with

those required by the organizationCreating a working environment that fosters high

employee performanceMeeting the pay and benefits needs of employees


The Strategic Human Resources Management Process

EXHIBIT 6.1


Employment Planning僱用規劃• The process by which management ensures it

has the right number and kinds of people in the right places at the right time, who are capable of helping the organization achieve its goals

• Steps in the planning process:1. Assessing current human resources.2. Assessing future human resources needs and

developing a program to meet those needs.

ForecastSupply of

Employees

Forecast Demand forEmployees

Strategic Direction

of the Organization


Employee Assessment

• Human resource inventory report人力資源盤點報告A report listing the name, education, training, prior

employer, languages spoken, and other information about each employee in the organization

• Job analysis工作分析An assessment of the kinds of skills, knowledge,

and abilities needed to successfully perform each job in an organization


Job Analysis工作分析 Components

• Job description工作說明 ( 書 )A written statement of what a job holder does, how

it is done, and why it is done一份描述工作人員該做什麼，如何做，與為何要做的文件。Tasks, duties and responsibilities that the job entails

• Job specification工作規範 ( 書 )A statement of the minimum acceptable

qualifications that an incumbent must possess to perform a given job successfully 一份敘述員工執行特定工作所需具備最低資格的文件。 Knowledge, skills, and abilities required of the job holder


Recruitment 招募 And Selection甄選• Recruitment

The process of locating, identifying, and attracting capable applicants

• Selection processThe process of screening job applicants to ensure

that the most appropriate candidates are hired


Traditional Recruiting Sources 傳統招募管道

• Internal searches 對內舉材• Advertisements 廣告• Employee referrals 員工推薦• Public employment agencies 職介單位（公）• Private employment agencies 職介單位（私）• School placement 學校招募• Temporary help services 臨時工仲介• Employee leasing and independent contractors 合約商


Downsizing Options

• Firing 解雇• Layoffs 資遣• Attrition 凍結• Transfers 調職• Reduced workweeks 減少工

時• Early retirements 提早退休• Job sharing 工作分攤

EXHIBIT 6.4


Selection Decision Outcomes


Selection Terms

• Reliability信度The degree to which a selection device measures

the same thing consistently (stability)指該一項甄選工具是否能一致性地衡量相同的事物。 Example: an individual consistently achieves nearly

identical scores on the same exam.

• Validity效度The proven relationship between a selection device

and some relevant criterion (relatedness)甄選工具與甄選要求相關之程度Example: superior job performance and a high

employment test score


Selection Devices• Written tests

Intelligence, aptitude, ability, and interest test batteries

• Performance-simulation tests 績效─模擬測試Selection devices that are based on actual job

behaviors; work sampling and assessment centers

• Interviews 面談Effective if conducted correctly

• Realistic job preview (RJP) 實際工作預覽Providing positive and negative information about the

job and the company during the job interview


Potential Biases 偏見 in Interviews

• Prior knowledge about the applicant will bias the interviewer’s evaluation.

• The interviewer tends to hold a stereotype of what represents a good applicant.

• The interviewer tends to favor applicants who share his or her own attitudes.

• The order in which applicants are interviewed will influence evaluations.

• The order in which information is elicited during the interview will influence evaluations.


Potential Biases in Interviews (cont’d)

• Negative information is given unduly high weight.

• The interviewer may make a decision concerning the applicant’s suitability within the first four or five minutes of the interview.

• The interviewer may forget much of the interview’s content within minutes after its conclusion.

• The interview is most valid in determining an applicant’s intelligence, level of motivation, and interpersonal skills.

• Structured and well-organized interviews are more reliable than unstructured and unorganized ones.


Interviewing Job Applicants

1. Review the job description and job specification.

2. Prepare a structured set of questions to ask all applicants for the job.

3. Before meeting a candidate, review his or her application form and résumé.

4. Open the interview by putting the applicant at ease and by providing a brief preview of the topics to be discussed.

5. Ask your questions and listen carefully to the applicant’s answers.

6. Close the interview by telling the applicant what is going to happen next.

7. Write your evaluation of the applicant while the interview is still fresh in your mind.


Employee Orientation 新進人員見習• Orientation

The introduction of a new employee to the job and the organization

• Objectives of orientationTo reduce the initial anxiety all new employees feel

as they begin a new job

To familiarize new employees with the job, the work unit, and the organization as a whole

To facilitate the outsider–insider transition.


Training

• Employee trainingA learning experience in that it seeks a relatively

permanent change in employees such that their ability to perform on the job improves.

Changing skills, knowledge, attitudes, or behavior.

Changing what employees know, how they work; or their attitudes toward their jobs, co-workers, managers, and the organization.


Determining if Training Is Needed

EXHIBIT 6.6


Typical Training Methods

• On-the-Job Training 在職訓練 MethodsJob rotation 工作輪調Understudy assignments 實習

• Off-the-Job Training 職外訓練 MethodsClassroom lectures 課堂講授Films and videos 影片收視Simulation exercises 模擬練習Vestibule training 入門訓練

EXHIBIT 6.7


Performance Management 績效管理• Performance management system

A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions and to provide documentation to support personnel actions.


Some Appraisal 評估 Methods

•Adjective rating scalesRating an individual on each job performance factor on an incremental scale.

•Behaviorally Anchored Rating Scales (BARS)Rating employee according to actual behavior on a given job.

•360-degree appraisalAn appraisal device that seeks feedback from a variety of sources for the person being rated.


Direct Comparison Methods

• Group-order rankingRequires the evaluator to place employees into a

particular classification such as “top fifth” or “second fifth.”

• Individual ranking approach requires the evaluator merely to list the employees

in order from highest to lowest.


Direct Comparison Methods (cont’d)

• Paired comparison approachEach employee is compared with every other

employee in the comparison group and rated as either the superior or weaker member of the pair.

Each employee is assigned a summary ranking based on the number of superior scores achieved.

• MBOEmployees are evaluated by how well they

accomplish a specific set of objectives determined to be critical in the successful completion of their jobs.


METHOD ADVANTAGE DISADVANTAGE

Written essay Simple to use More a measure of evaluator’swriting ability than of employee’sactual performance

Critical incidents Rich examples Time-consuming; lackbehaviorally based quantification

Graphic rating Provide quantitative Do not provide depth of jobscales data; less time- behavior assessed

consuming than others

BARS Focus on specific Time-consuming; difficult toand measurable job develop measuresbehaviors

Multiperson Compares employees Unwieldy with large number ofwith one another employees

MBO Focuses on end goals; Time-consumingresults oriented

360°Appraisal More thorough Time-consuming

Performance Appraisal Methods

EXHIBIT 6.8


When Performance Falls Short

• Performance impediments 績效不彰原因Mismatched skillsInadequate trainingEmployee’s personal problems

• Discipline 紀律Actions taken by a manager to enforce an

organization’s standards and regulations

• Employee counseling 員工輔導A process designed to help employees overcome

performance-related problems


Compensation薪酬 And Benefits福利• Compensation administration薪酬管理

Determining a cost-effective pay structure( 薪資結構 ) that will attract and retain competent employees, provide an incentive for them to work hard, and ensure that pay levels will be perceived as fair.

• Factors influencing pay levels 影響薪資幅度的因素Employee’s jobKind of businessEnvironment surrounding the jobGeographic locationEmployee performance levels and seniority.


Benefits

• Employee benefitsNonfinancial rewards （非財務的獎勵） designed

to enrich employees’ lives

• Types of benefitsSocial SecurityWorkers’ and unemployment compensationsPaid time off from workLife and disability insuranceRetirement programsＨ ealth insurance


Workforce Diversity

• Improving workforce diversityWiden the recruiting net 擴大招幕網 to broaden the

pool of applicants.Ensure the selection process is nondiscriminatory

沒有歧視Assist new employees in assimilating into the firm’s

culture. 協助員工暸解公司文化Conduct specialized orientations and workshops for

new employees 提供特別的新進人員講習


Sexual Harassment 性騒擾• Sexual harassment

Sexually suggestive remarks, unwanted touching and sexual advances, requests for sexual favors, or other verbal and physical conduct of a sexual natureCreates an intimidating, offensive, or hostile environment;Unreasonably interferes with an individual’s work; orAdversely affects an employee’s employment

opportunities.


Sexual Harassment (cont’d)

• Hostile (or offensive) environmentMeritor Savings Bank v. Vincent

Organization can be held liable for harassmentHarassing act (not subsequent outcome) is deciding

factor

• Protecting the organizationEducating employees about sexual harassmentHaving a sexual harassment policy in place that is

enforced fairlyTaking action on the first instance of a sexual

harassment complaint


Labor Relations 勞工關係 and Unions 公會• Labor–management cooperation

Involves mutual efforts on the part of a labor union and the management of an organization.Successful efforts to increase productivity, improve

quality, and lower costs require employee involvement and commitment.

Labor unions have come to recognize that they can help their members more by cooperating with management than fighting it.


Violence in the Workplace 職場暴力• Workplace violence

The increase in violent crimes being committed at the work site.

• Preventing violence in the workplaceTraining supervisory personnel to identify troubled

employees before the problem results in violence.

Designing employee assistance programs (EAPs) specifically to help individuals in need.

Implementing stronger security mechanisms.

Preventing violence paraphernalia from entering facilities altogether.


Layoffs and Downsizing

• Layoff-survivor sicknessThe set of attitudes, perceptions, and behaviors of

employees who remain after involuntary staff reductions.

• Dealing with the “Survivor Syndrome”Provide opportunities for employees to talk to

counselors about their guilt, anger, and anxiety.Provide group discussions for the survivors to vent

their feelings.Implement employee participation programs such

as empowerment and self-managed work teams.


Making a Career Decision• Career

The sequence of positions occupied by a person during the course of a lifetime

• Three-step, self-assessment process Identify and organize your skills, interests, work-related

needs, and values.Convert this information into general career fields and specific

job goals.Test your career possibilities by talking with knowledgeable

people in the fields, organizations, or jobs you desire.


Getting Into The Organization

• Jobs advertised on the InternetJob and career web sites

Low probability of immediate successSecurity of e-resumes

• Preparing your resumeProper formattingSalient content

• Ways to Excel at an InterviewPrepare, prepare, prepare

Know the company and its industry


Developing a Management Career

• The organization’s responsibilities for career development:Communicating clearly the organization’s goals and future

strategies.Creating personal growth opportunities. Offering financial assistance through tuition reimbursement to

help employees keep current.Helping employees to learn by providing paid time off off-the-job

training and adjusting workloads to allow employees to develop skills, abilities, and knowledge.


Developing a Management Career• Manage your career as a entrepreneur would manage

a small businessKnow yourself; your strengths and weaknesses.Manage your reputation by letting others know about your

achievements. Make accomplishments visible.Build a network contacts through professional associations,

conferences, and social gatherings.Develop current specific skills and abilities that are in high

demand.Avoid learning organization-specific skills that can’t be

transferred quickly to other employers.Balance your specialist and generalist competencies. Document your achievements that offer objective evidence

of your competencies.Keep your mobility options open with contingency plans that

you can call on when needed.


Homework 3 組織架構與用人一、組識架構

• 畫出個案組織之架構圖• 討論該組織設計之特性（如：部門畫分方式， Mechanistic

Vs. Organic 之特性等 )

二、用人1. 模擬該組織需求某種工作職缺，並列出其工作說明 (Job

description)2. 訂定該職缺之工作規範 (Job specification)3. 決定招募來源 (Recruiting sources)4. 決定甄選 (Selection)方式與歩驟5. 討論您們的甄選方式與歩驟之信度（ Reliability）及效度

(validity)為何

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