1. Staffing and Human Resource Management (HRM) 用人與人力資源管理
Chapter 6
Staffing
and
Human Resource Management (HRM)
用人與人力資源管理

2. Human Resources Management (HRM) 人力資源管理
The management function that is concerned with getting, training, motivating, and keeping competent employees
Balancing the supply of employees with the demand for employees.
Matching the talents and skills of employees with those required by the organization
Creating a working environment that fosters high employee performance
Meeting the pay and benefits needs of employees
Management─ Staffing and HRM 吳明泉博士 2006

3. The Strategic Human Resources Management Process
EXHIBIT 6.1
Management─ Staffing and HRM 吳明泉博士 2006

4. Management─ Staffing and HRM 吳明泉博士 2006

5. 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:
Assessing current human resources.
Assessing future human resources needs and developing a program to meet those needs.
Management─ Staffing and HRM 吳明泉博士 2006

6. Management─ Staffing and HRM 吳明泉博士 2006
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
Management─ Staffing and HRM 吳明泉博士 2006

7. 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
Management─ Staffing and HRM 吳明泉博士 2006

8. Recruitment 招募And Selection甄選
The process of locating, identifying, and attracting capable applicants
Selection process
The process of screening job applicants to ensure that the most appropriate candidates are hired
Management─ Staffing and HRM 吳明泉博士 2006

9. 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
Management─ Staffing and HRM 吳明泉博士 2006

10. Management─ Staffing and HRM 吳明泉博士 2006
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
Management─ Staffing and HRM 吳明泉博士 2006

11. Selection Decision Outcomes
EXHIBIT 6.5
Management─ Staffing and HRM 吳明泉博士 2006

12. Management─ Staffing and HRM 吳明泉博士 2006
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
Management─ Staffing and HRM 吳明泉博士 2006

13. Management─ Staffing and HRM 吳明泉博士 2006
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
Management─ Staffing and HRM 吳明泉博士 2006

14. 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.
Management─ Staffing and HRM 吳明泉博士 2006

15. 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.
Management─ Staffing and HRM 吳明泉博士 2006

16. Employee Orientation 新進人員見習
The introduction of a new employee to the job and the organization
Objectives of orientation
To 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.
Management─ Staffing and HRM 吳明泉博士 2006

17. Management─ Staffing and HRM 吳明泉博士 2006
Training
Employee training
A 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.
Management─ Staffing and HRM 吳明泉博士 2006

18. Determining if Training Is Needed
EXHIBIT 6.6
Management─ Staffing and HRM 吳明泉博士 2006

19. Typical Training Methods
On-the-Job Training 在職訓練Methods
Job rotation工作輪調
Understudy assignments實習
Off-the-Job Training職外訓練Methods
Classroom 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
Management─ Staffing and HRM 吳明泉博士 2006

20. 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.
Management─ Staffing and HRM 吳明泉博士 2006

21. Some Appraisal評估Methods
Adjective rating scales
Rating 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 appraisal
An appraisal device that seeks feedback from a variety of sources for the person being rated.
Management─ Staffing and HRM 吳明泉博士 2006

22. Direct Comparison Methods
Group-order ranking
Requires 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.
Management─ Staffing and HRM 吳明泉博士 2006

23. Direct Comparison Methods (cont’d)
Paired comparison approach
Each 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.
MBO
Employees are evaluated by how well they accomplish a specific set of objectives determined to be critical in the successful completion of their jobs.
Management─ Staffing and HRM 吳明泉博士 2006

24. Performance Appraisal Methods
METHOD ADVANTAGE DISADVANTAGE
Written essay Simple to use More a measure of evaluator’s writing ability than of employee’s actual performance
Critical incidents Rich examples Time-consuming; lack behaviorally based quantification
Graphic rating Provide quantitative Do not provide depth of job scales data; less time- behavior assessed consuming than others
BARS Focus on specific Time-consuming; difficult to and measurable job develop measures behaviors
Multiperson Compares employees Unwieldy with large number of with one another employees
MBO Focuses on end goals; Time-consuming results oriented
360°Appraisal More thorough Time-consuming
EXHIBIT 6.8
Management─ Staffing and HRM 吳明泉博士 2006

25. When Performance Falls Short
Performance impediments績效不彰原因
Mismatched skills
Inadequate training
Employee’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
Management─ Staffing and HRM 吳明泉博士 2006

26. 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 job
Kind of business
Environment surrounding the job
Geographic location
Employee performance levels and seniority.
Management─ Staffing and HRM 吳明泉博士 2006

27. Management─ Staffing and HRM 吳明泉博士 2006
Benefits
Employee benefits
Nonfinancial rewards（非財務的獎勵） designed to enrich employees’ lives
Types of benefits
Social Security
Workers’ and unemployment compensations
Paid time off from work
Life and disability insurance
Retirement programs
Ｈealth insurance
Management─ Staffing and HRM 吳明泉博士 2006

28. Management─ Staffing and HRM 吳明泉博士 2006
Workforce Diversity
Improving workforce diversity
Widen 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
Management─ Staffing and HRM 吳明泉博士 2006

29. Management─ Staffing and HRM 吳明泉博士 2006
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 nature
Creates an intimidating, offensive, or hostile environment;
Unreasonably interferes with an individual’s work; or
Adversely affects an employee’s employment opportunities.
Management─ Staffing and HRM 吳明泉博士 2006

30. Sexual Harassment (cont’d)
Hostile (or offensive) environment
Meritor Savings Bank v. Vincent
Organization can be held liable for harassment
Harassing act (not subsequent outcome) is deciding factor
Protecting the organization
Educating employees about sexual harassment
Having a sexual harassment policy in place that is enforced fairly
Taking action on the first instance of a sexual harassment complaint
Management─ Staffing and HRM 吳明泉博士 2006

31. 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.
Management─ Staffing and HRM 吳明泉博士 2006

32. 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 workplace
Training 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.
Management─ Staffing and HRM 吳明泉博士 2006

33. Layoffs and Downsizing
Layoff-survivor sickness
The 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.
Management─ Staffing and HRM 吳明泉博士 2006

34. Making a Career Decision
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.
Management─ Staffing and HRM 吳明泉博士 2006

35. Getting Into The Organization
Jobs advertised on the Internet
Job and career web sites
Low probability of immediate success
Security of e-resumes
Preparing your resume
Proper formatting
Salient content
Ways to Excel at an Interview
Prepare, prepare, prepare
Know the company and its industry
Management─ Staffing and HRM 吳明泉博士 2006

36. 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.
Management─ Staffing and HRM 吳明泉博士 2006

37. Developing a Management Career
Manage your career as a entrepreneur would manage a small business
Know 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.
Management─ Staffing and HRM 吳明泉博士 2006

38. Management─ Staffing and HRM 吳明泉博士 2006
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
模擬該組織需求某種工作職缺，並列出其工作說明(Job description)
訂定該職缺之工作規範(Job specification)
決定招募來源(Recruiting sources)
決定甄選(Selection)方式與歩驟
討論您們的甄選方式與歩驟之信度（Reliability）及效度(validity)為何
繳交時間地點：11/17（第九週週五）16:30前至30624研究室
Management─ Staffing and HRM 吳明泉博士 2006