MGTO 630C Staffing and Managing Human Resources Dr. Christina Sue-Chan Staffing Systems Introduction: Chapter 5 Saturday, February 15, 2003

2 Groups EUROCAP: Au Yeung, Jojit; Dehnugara, Marzban; Miu, Derrick; Sero Quintana, Euric, Soman, Teesta; Wong, Marilyn ASIMCO: Cheung, Jacqueline; Lee, Ada; Li, Alice; Nanton, Jason; So, Percy; Tang, Victor HAECO: Lee, Anthony; Ng, Cindy; Ng, Susanna; Wong, Jeremy; Yeung, Lai Fong BEIJING CAPITAL: Chow, Chung Sze; Hoang, Phillipe; Shi, Hua; Xie, Qunyong

3 By the end of today class, you should be able to Describe how strategy is linked to HR systems Examine the practicalities of staffing in Mainland China Discuss whether there is / should be a 3 rd way to staff organizations that blends East and West

4 Recall Individual difference characteristics, motivation, opportunity are the foundation upon which HRM is built Not only must the organization identity people with potential or current ability, they must also motivate such individuals by providing them with the opportunity to perform and rewarding them for performing The above must be done within the context of the strategy of the firm …

5 Staffing in Context (West) Vision, Mission, Strategies Organizational design Organizational culture Work design Job design job structure job relations Task design task elements Employee specification Recruitment methods Selection methods HRM Organizational Behavior Strategy

6 Defender firm  Improve production efficiency in relatively stable product market (low cost, high quality) Prospector firm  First to market with new product or service (first mover) Analyzer firm  Hybrid of above 2: monitor more innovative competitors then quickly develop efficient production methods for most promising ideas

7 Strategy–HR system link: Can you match the strategy with the HR practice? Defender Prospector Analyzer Exit through push due to poor performance or pull of outside opportunities Entry only at early career Internal and external competition (tournament) drive advancement Weight ability more heavily that aptitude Recruit firm-specific functional specialists Selection devices assess aptitude and potential Internal competition (tournament) drive advancement Recruit celebrity talent / expertise specialists Emphasis on early career entry Selection devices assess current KSAs, past achievements Entry throughout career stages Recruit firm specific generalists Loyalty, length of service, age grading drive advancement Exit at retirement

8 Strategy–HR system link Defender Recruit firm-specific functional specialists Selection devices assess aptitude and potential Emphasis on early career entry Loyalty, length of service, age grading drive advancement Exit at retirement

9 Strategy–HR system link: Can you match the strategy with the HR practice? Prospector Exit through push due to poor performance or pull of outside opportunities Internal and external competition (tournament) drive advancement Weight ability more heavily that aptitude Recruit celebrity talent / expertise specialists Selection devices assess current KSAs, past achievements Entry throughout career stages

10 Strategy–HR system link: Can you match the strategy with the HR practice? Analyzer Entry only at early career Recruit firm-specific functional generalists Selection devices assess aptitude and potential Internal competition (tournament) drive advancement Recruit firm specific generalists Exit at retirement

11 How does this link apply to a firm in Hong Kong? Target Micronics mini-case

12 Turnover / Retention West: Select for fit with the organization’s value system; use Realistic Job Previews in the selection process to convey realistic expectations about the job; use equitable and fair rewards. East: Perhaps the most significant problem facing companies operating in China. Why?

13 The Practicalities of staffing in Mainland China Video: Recruiting and Selecting Senior Managers  See handout for major points  Key to success if relationships with staff and relationship / trust building Find out why next week