Chapter 6
Staffing and Human Resource Management
任用與人力資源管理
Chapter 6
Learning Outcomes
Describe the human resource management process
Learn how government regulations affect human resource decisions
Study job descriptions and job specifications
Contrast recruitment and downsizing options
Explain how validity and reliability impact selection
Chapter 6
Learning Outcomes
Review various selection devices
Identify various training methods
Review performance evaluation techniques
Review compensation administration and factors that affect wage structures
Define sexual harassment, family-friendly benefits, labor-management cooperation, workplace violence, and layoff-survivor sickness
Chapter 6
Human Resource Management Process
Human
Resource
Planning
Recruitment
Downsizing
Selection
of Employees
Orientation
Training and
Career
Development
Compensation
and Benefits
Performance
Appraisals
Competent High-Performing Workers
Chapter 6
Human Resource Management Process
人力資源管理程序
Human Resource Planning
人力資源規劃
Recruitment
招募
Selection
甄選
環境
Environment
Decruitment
(Downsizing)裁員
Chapter 6
Orientation
新進員工指導
Compensation and Benefits
薪資與福利
Performance Appraisal
績效評核
Career Development
生涯發展
Training
訓 練
環境Environment
Producing Competent and High-Performing Employees
Chapter 6
Important Environmental Consideration
重要的環境考量因素
labor unions
員工所參與的工會
2. Governmental laws and regulations
政府法令與規定
Chapter 6
Step 1：Human Resource Planning
人力資源規劃
1. Assess Current Human Resources
評估目前的人力資源
2. Assess Future Human Resource Needs
預估未來的人力資源需要
a Plan to Meet Future Needs
發展人力資源計劃以配合未來的需要
Chapter 6
Step 2：Recruitment and Decruitment(Downsizing)
招募與裁員
Options
‧ Internal search ‧School placement
‧Advertisements ‧Temp agencies
‧Employee referrals ‧Employee leasing &
‧Employment agencies Independent contractors
Chapter 6
Step 2 (cont’d)
(Downsizing) Options
‧Firing
‧Layoffs
‧Attrition
‧Transfers
‧Reduced workweeks
‧Early retirements
‧Job Sharing
Chapter 6
Reject
Error
Correct
Decision
Accept
Error
Correct
Decision
Selection Decision
Accept
Reject
Successful
Unsuccessful
Later Job Performance
Selection Decision Outcomes
Step 3： Selection 甄選
預測
Chapter 6
效度
信度
Devices 甄選方式
(1) Application Forms
(2) Written Tests
(3) Performance-Simulation Tests
(4) Interviews
(5) Background Investigations
(6) Physical Examinations
Chapter 6
The Effectiveness of Interviews
Prior knowledge about an applicant
Attitude of the interviewer
The order of the interview
Negative information
The first five minutes
The content of the interview
The validity of the interview
Structured versus unstructured interviews
Chapter 6
Smooth Insider-Outsider Transition
Improve Work Performance
Minimize Initial Anxiety
Step 4： Orientation 新進員工輔導
Chapter 6
Determine strategic goals
Identify essential tasks
Determine critical behaviors
Assess deficiencies in skills, knowledge, and abilities
Step 5： Employee Training 員工訓練
Chapter 6
the Past
Organization Developed Careers
Individuals Develop Careers
to a Successful Management Career
Step 6：Career Development 生涯發展
Chapter 6
Multiperson
Graphic
Rating Scales
Critical
Incidents
Written
Essay
BARS
360-Degree
Appraisal
MBO
Step 7：Performance Appraisal Methods
績效評估
Chapter 6
Compensation Administration
Knowledge, skills, abilities
Authority and responsibility
Nature of the business
The environment
Geographic location
Performance levels
Seniority
Compensation philosophy
Step 8：Compensation and Benefits
薪資與福利
Chapter 6
Determining
Benefits
Determining
Pay Levels
Administration of Employee Compensation
Chapter 6
Current Issue in Human Resource Management
當前人力資源管理之議題
Diversity
(1) Recruitment
(2) Selection
(3) Orientation and Training
Harassment
Concerns
in the Workplace
Chapter 6
Human resource management (HRM) is the management function that is concerned with getting, training, motivating, and keeping competent employees. While some large organizations have Human Resources Departments, not only small-business managers but also many managers who work for large companies must make human resource decisions: recruiting candidates, reviewing application forms, interviewing applicants, inducting new employees, appraising employee performance, and providing training.
To hire competent, high-performing employees who can sustain their performance over the long-term, an organization should follow an eight-step human resource management process (see the above slide). The first three steps represent employment planning, adding staff through recruitment and reducing staff by downsizing, and selecting competent employees. These new employees must be adapted to the organization (orientation) and their job skills must be kept current (training and development). The last steps in the HRM process are performance appraisals, compensation and benefits, and safety and health. These elements are used to identify employment goals, correct performance problems, and promote sustained high-level performance.
Once the recruiting effort has developed a pool of candidates, the next step in the employment process is to identify who is “best” qualified for the job. Given performance criteria chosen by management, selection seeks to predict which applicants will be successful if hired. In essence, then, the selection process is a prediction exercise.
Any selection decision can result in four possible outcomes: two correct decisions and two errors. Problems occur when managers either reject candidates who would have performed successfully on-the-job (reject errors) or accept those who perform poorly (accept errors). Therefore, effective selection activity reduces the probability of making accept or reject errors and increases the probability of making correct decisions.
When a selection device measures the same thing consistently, it exhibits reliability. To be effective predictors, selection devices must possess and acceptable level of consistency.
If a selection device contains a proven relationship between the selection device and some relevant criterion it demonstrates validity. The burden is on management to verify that any selection device it uses to differentiate applicants is related to job performance.
Typical written tests include tests of intelligence, personality, aptitude, ability, interest, and integrity. Written tests were widely used for twenty years after WWII. Beginning in the late 1960s, however, they fell into disfavor. They were frequently characterized as being discriminatory. Furthermore, many organizations could not validate that their written tests were job related. Since the 1980s, written tests have made a comeback for two reasons: the belief that properly designed written tests could reduce the likelihood of making poor hiring decisions and the fact that the cost of developing and validating written tests had fallen. Tests of intellectual ability, spatial and mechanical ability, perceptual accuracy, and motor ability are moderately valid predictors for semiskilled and unskilled operative jobs. Intelligence tests are reasonably good predictors for supervisory positions. Since it can be argued that intelligence and other tested characteristics can be somewhat removed from actual on-the-job performance, the use of performance simulations tests has increased.
Based on job analysis data, performance-simulation tests meet the requirement of job relatedness better than do written tests. Work sampling and assessment centers are the two best known types. Because content is essentially identical to job content, performance simulation tests should minimize allegations of employment discrimination. Moreover, because of the nature of their content and the methods used to determine content, well-constructed performance-simulation tests are valid predictors.
Besides having the requisite knowledge, skills, and abilities to perform on the job, new hires must be acclimated to the organization’s culture (orientation) and trained to do the job (training). The major objectives of employee orientation are to reduce the anxiety level that all new employees feel; to familiarize them with the job, the work unit, and the organization; and to facilitate the outsider-insider transition. Successful orientation maximizes new hire on-the-job success and minimizes turnover.
Employee training is a learning experience that involves changing skills, knowledge, attitudes, or behavior. Managers can be alerted to training needs by numerous signals: for instance, productivity related signals like decreases in output and quality or increases in accidents; and, future elements like jobs that have been redesigned or technological breakthroughs. Most training takes place on the job. Such training is convenient and cost effective. But, on-the-job training can disrupt the workplace, and some skills are too complex to learn on the job. In such cases, training should take place outside of the work setting.
Written essays that describe an employee’s performance and suggestions for improvement require no complex forms or extensive training. But a good or bad appraisal may depend as much on the writing skill of a manager as on the actual performance of an employee.
With the critical incidents method, the appraiser writes down what an employee did that was especially productive or counterproductive. The key is to cite specific behaviors.
With graphic rating scales, performance factors are listed such as quantity and quality of work, depth of knowledge, or initiative. The appraiser then rates each factor on an incremental scale. This method can not provide the depth of information of essays or critical incidents, but it is less time consuming to develop and administer, and yields results that can be quantified.
Behaviorally anchored rating scales BARS combine the critical incidents and graphics rating scale approaches. The appraiser rates employees on items along a continuum. The points along the scale are examples of actual on-the-job behavior rather than general descriptions or traits.
Multiperson comparisons are relative measuring devices. Group order ranking requires the rater to place employees into a particular classification, such as the top one-fifth. Individual ranking orders employees from best to worst. Paired comparisons rank each employee with all other employees and rates each as either the weaker or superior member of the pair.
With MBO, employees are evaluated by how well they accomplish a specific set of objectives that have been determined to be critical in the successful completion of their jobs. Because MBO emphasizes ends rather than means, this method allows managers the to choose the best path for achieving their goals.
A 360-degree appraisal seeks feedback for the person being rated from a variety of sources: such as peers, supervisors, and customers. Research shows that 360-degree appraisals offer more accurate feedback, empower employees, reduce subjective factors in evaluation, and develop leadership in an organization.
How does management decide who will get paid $ an hour and who will receive $325,000 per year? The answer lies in compensation administration: the process of determining a cost-effective pay structure that attracts and retains competent employees, provides incentives for hard work, and ensures that pay levels will be perceived as fair. The primary determination of pay is the kind of job an employee performs: that is, the higher the skills, knowledge, and abilities—and the greater the authority and responsibility—the higher the pay. Other factors which influence employee compensation are the nature of the business, the environment surrounding the job, geographic location, and employee performance levels and seniority. Irrespective of the foregoing factors, there is one other most critical factor: management’s compensation philosophy.
As nonfinancial rewards intended to enrich employee’s lives, today’s employee benefits programs seek to provide something that each employee can value. The scope of these benefits varies from social security and worker’s compensation to paid vacation time, retirement plans, and life, health, or disability insurance.
How does management decide who will get paid $ an hour and who will receive $325,000 per year? The answer lies in compensation administration: the process of determining a cost-effective pay structure that attracts and retains competent employees, provides incentives for hard work, and ensures that pay levels will be perceived as fair. The primary determination of pay is the kind of job an employee performs: that is, the higher the skills, knowledge, and abilities—and the greater the authority and responsibility—the higher the pay. Other factors which influence employee compensation are the nature of the business, the environment surrounding the job, geographic location, and employee performance levels and seniority. Irrespective of the foregoing factors, there is one other most critical factor: management’s compensation philosophy.
As nonfinancial rewards intended to enrich employee’s lives, today’s employee benefits programs seek to provide something that each employee can value. The scope of these benefits varies from social security and worker’s compensation to paid vacation time, retirement plans, and life, health, or disability insurance.
