1. Part 3: Organizing Chapter 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

2. 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

3. 6–3 Management─ Staffing and HRM 吳明泉博士 2008 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

4. 6–4 Management─ Staffing and HRM 吳明泉博士 2008 The Strategic Human Resources Management Process EXHIBIT 6.1

5. 6–5 Management─ Staffing and HRM 吳明泉博士 2008

6. 6–6 Management─ Staffing and HRM 吳明泉博士 2008 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. Forecast Supply of Employees Forecast Demand for Employees Strategic Direction of the Organization

7. 6–7 Management─ Staffing and HRM 吳明泉博士 2008 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

8. 6–8 Management─ Staffing and HRM 吳明泉博士 2008 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

9. 6–9 Management─ Staffing and HRM 吳明泉博士 2008 Recruitment 招募 And Selection 甄選 Recruitment  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

10. 6–10 Management─ Staffing and HRM 吳明泉博士 2008 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

11. 6–11 Management─ Staffing and HRM 吳明泉博士 2008 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

12. 6–12 Management─ Staffing and HRM 吳明泉博士 2008 Selection Decision Outcomes

13. 6–13 Management─ Staffing and HRM 吳明泉博士 2008 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

14. 6–14 Management─ Staffing and HRM 吳明泉博士 2008 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

15. 6–15 Management─ Staffing and HRM 吳明泉博士 2008 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.

16. 6–16 Management─ Staffing and HRM 吳明泉博士 2008 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.

17. 6–17 Management─ Staffing and HRM 吳明泉博士 2008 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.

18. 6–18 Management─ Staffing and HRM 吳明泉博士 2008 Employee Orientation 新進人員見習 Orientation  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.

19. 6–19 Management─ Staffing and HRM 吳明泉博士 2008 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.

20. 6–20 Management─ Staffing and HRM 吳明泉博士 2008 Determining if Training Is Needed EXHIBIT 6.6

21. 6–21 Management─ Staffing and HRM 吳明泉博士 2008 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

22. 6–22 Management─ Staffing and HRM 吳明泉博士 2008 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.

23. 6–23 Management─ Staffing and HRM 吳明泉博士 2008 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.

24. 6–24 Management─ Staffing and HRM 吳明泉博士 2008 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.

25. 6–25 Management─ Staffing and HRM 吳明泉博士 2008 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.

26. 6–26 Management─ Staffing and HRM 吳明泉博士 2008 METHODADVANTAGEDISADVANTAGE Written essaySimple to useMore a measure of evaluator’s writing ability than of employee’s actual performance Critical incidentsRich examplesTime-consuming; lack behaviorally basedquantification Graphic ratingProvide quantitativeDo not provide depth of job scalesdata; less time-behavior assessed consuming than others BARSFocus on specificTime-consuming; difficult to and measurable jobdevelop measures behaviors MultipersonCompares employeesUnwieldy with large number of with one anotheremployees MBOFocuses on end goals;Time-consuming results oriented 360°AppraisalMore thoroughTime-consuming Performance Appraisal Methods EXHIBIT 6.8

27. 6–27 Management─ Staffing and HRM 吳明泉博士 2008 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

28. 6–28 Management─ Staffing and HRM 吳明泉博士 2008 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.

29. 6–29 Management─ Staffing and HRM 吳明泉博士 2008 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  Ｈ ealth insurance

30. 6–30 Management─ Staffing and HRM 吳明泉博士 2008 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

31. 6–31 Management─ Staffing and HRM 吳明泉博士 2008 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.

32. 6–32 Management─ Staffing and HRM 吳明泉博士 2008 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

33. 6–33 Management─ Staffing and HRM 吳明泉博士 2008 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.

34. 6–34 Management─ Staffing and HRM 吳明泉博士 2008 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.

35. 6–35 Management─ Staffing and HRM 吳明泉博士 2008 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.

36. 6–36 Management─ Staffing and HRM 吳明泉博士 2008 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.

37. 6–37 Management─ Staffing and HRM 吳明泉博士 2008 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

38. 6–38 Management─ Staffing and HRM 吳明泉博士 2008 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.

39. 6–39 Management─ Staffing and HRM 吳明泉博士 2008 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.

40. 6–40 Management─ Staffing and HRM 吳明泉博士 2008 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