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

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

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

Management─ Staffing and HRM 吳明泉博士 2006

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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