Enterprise Human Resource Matching Model Based on Job Analysis and Quality
Assessment
Shao-hui Yun
Business School, Jiujiang University, Jiujiang, China
(yun-shaohui@163.com)
Abstract - The effective human resource matching has
been the focus of enterprise management in both theoretical
and practical area. This paper first reviews the human
resource matching theory and models from scholars at home
and abroad. Then a model of enterprise human resource
matching based on job analysis and personnel quality
assessment has been put forward. In this model both job
analysis and personnel quality assessment are thought
important and the mechanism of them has been explained
systematically. Finally some suggestions and expectations
are put forward on future research.
Keywords - Human resource matching, job analysis,
quality assessment, person-organization fit
I.
INTRODUCTION
An ancient Chinese fable said that the west neighbor
had five sons, the first one was honest, the second one was
smart, the third one was blind, the forth one was bowbacked and the last one was crippled. Then the west
neighbor arranged the honest one to be engaged in
agriculture, the smart one to be engaged in business, the
blind one to be engaged in fortune-telling, the bow-backed
one to lay up ropes and the crippled one to be engaged in
doubling thread. The story of the five sons of the west
neighbor tells us that every individual has different
advantages and disadvantages and the excellent manager
should found the advantages of different employees and
put them in the most suitable position.
From the microcosmic point of view of enterprise
management, human resource matching refers to the
process that matching different types of human resource to
appropriate position by assessment, selection, placement
and training. Thus the human resource can combine with
other economic resources effectively to realize real
economic activity and create maximum economic benefit
and social results. Human resource matching is the
significant work in enterprise human resource
management because on the premise of the same person
and position, different placement and matching style can
result in totally different effect [1]. Human resource
matching is the beginning and destination of human
resource management in respect that the purpose of human
resource management is to set the correct people to do the
correct things and make the fully use of human resource.
II.
LITERATURE REVIEW
The previous human resource matching models can be
classified into two main types. One is quantitative model
which is developed based on complex mathematical
method and the other is qualitative description model
which often reflected by flow chart.
1. Quantitative human resource matching model
(1) Human resources allocation based on fuzzy
mathematic
Wikil Kwak and Yong Shi (2003) reviewed the
existing human resource allocation models for a Certified
Public Accountant (CPA) firm [2]. They pointed out some
major shortcomings in the previous mathematical models
and adopted a fuzzy set approach to solve human resource
allocation problems. A solution procedure was proposed to
systematically identify a satisfying selection of possible
staffing solutions that could reach the best compromise
value for the multiple objectives and multiple constraint
levels. The fuzzy solution could help the CPA firm make a
realistic decision regarding its human resource allocation
problems as well as the firm’s overall strategic resource
management when environmental factors were uncertain.
Pan Jing and Wang Wei also presented a human
resources allocation method which could objectively
evaluate the staff’s quality to some extent [3]. The
hypothesis of the model was that despite the subjectivity
and fuzziness of employee selection and placement in
management practice, there should be rationality to some
extent. They had set up a relationship matrix of basic
quality and different jobs. According to fuzzy mathematic
transfer theory, a model which could choose the most
propriety job for every staff is was put forward and a
practical example was offered.
(2) Enterprise human resource allocation model based
on BP neural network
Guo Bin-yang and Wu Hong-bo developed an
enterprise human resource allocation model based on BP
neural network [4]. The model was based on the theory of
HRM that the allocation of enterprise human resource
must meet the correspondence of personal ability level and
position required ability level. With the development of
new technology, market environment and the enterprise
itself, the former or existed allocation would be broken and
new ability-position matching should be established. Thus
the enterprise human resource allocation was a dynamic
process and personnel turnover probability was one of the
important indexes in enterprise human resource allocation.
Based on the analysis and comparison of the
characteristics in human resources department business
process, they pointed out a number of factors concerning
human resource allocation decisions and established a
corresponding prediction model according to Artificial
Neural Network Theory which was analyzed by simulation
software Matlab.
(3) Distribution Model of Human Resource Based on
CMMI
Han Wei and Wu Hua-jian and TangYun-lan
developed a human resource distribution model based on
Capability Maturity Model Integration, CMMI) [5]. The
model used both quantitative and qualitative method.
During the implementation of CMMI, all personnel of the
organization could be divided into different types
according to organizational structure and professional
position role. Based on the classification, the statistical
information of all personnel and capacity factor of
different professional position roles in different department
could be obtained. Finally the distribution model was
designed using linear programming method and LINDO
6.1 had been used to get the solution of linear equations.
2. Qualitative human resource matching model
Luo Wei-liang proposed a dynamic matching model of
person-position about human resource matching [6]. The
model indicated that enterprise human resource matching
should be started from the definition of vacancies on the
basis of human resource planning, followed with job
analysis which could determine the duties, responsibilities
and job requirements. On the basis of the former two
activities, the requirements of knowledge, skills and
personality of candidates was clarified. Then indexes of
personnel testing should be designed and corresponding
measuring instruments should be chosen. Finally scientific
selection procedure should be conducted in order for the
candidates being allowed or refused to the organization.
Yan Yan developed both static and dynamic human
resource matching model on the basis of three factors, e.g.
quantity, quality and person-organization fit [7]. The static
model considered that the human resource matching
procedure was an organic system of internal and external
labor supply and described the institutional mechanism of
human resource matching. The dynamic model of human
resource matching has taken time dimension into account.
The external environment and internal composition of
organization’s human resource matching system would be
changed at different time, and the same for position
demand and personal ability. The key point of the dynamic
model was that it considered three types of matching, e.g.
person-position fit, person-person fit and personorganization fit.
3. Comments on the existed human resource matching
model
The quantitative models of human resource matching
mentioned above have taken human resource allocation as
a dynamic process and used some relevant mathematical
model to get the solution. But most of the quantitative
models have put their stress on the allocation of human
resource quantity in an organization. Although some
models have considered staff quality and the difference in
ability, however, they did not pay much attention to the
scientific mechanisms and technologies of human resource
allocation. Besides, the fitness of the quantitative model of
the organization's conditions is limited, it can only be used
in specific organization, and the universal application of
the models is restricted.
On the contrary, the dynamic matching model of
person-position has emphasized profession and technology
to research an organization’s allocation and involved the
basic activities such as job analysis and quality
assessment, and that is the direction that human resource
management experts should follow. However, the
description of person-position matching is so simple that it
does not throw light on how to use job analysis and quality
assessment results to allocate person reasonably. The three
elements raised by the static human resource allocation
model still remain to be discussed.
To date, the study of person-organization fit has made
some achievements. Michael J. Morley combined the
papers explore new avenues of enquiry in the personorganization (P-O) fit domain and showcase international
theoretical and empirical work on the P-O fit construct [8].
Mark van Vuuren, Bernard P. Veldkamp, Menno D. T. de
Jong and Erwin R. Seydel compared two different
assessments of P-O fit [9]. Nancy Da Silva, Jennifer
Hutcheson and Gregory D. Wahl adopted a person–
organization fit framework to examine whether
employees’ perceptions of organizational strategy for
adaptation predicted their commitment to their
organization and their intentions to stay [10].
From now on, scholars both at home and abroad have
agreed that quantity and quality elements should be
included in person-position matching, person-team
matching, and person-organization fit models. Although
organizational dynamics human resource allocation pays
attention to the importance of the job analysis and quality
assessment, it does not give us a scientific station about the
process and application of quality assessment. Therefore,
the existing model puts much attention to job analysis but
not enough to personal quality assessment.
This paper argues that job analysis and personnel
quality assessment are the two basic aspects of human
resource management. To make a rational allocation of
human resources need to do two types of work at the same
time and attaching equal importance to both. The human
resource matching model presented below based on job
analysis and quality assessment of is the reflection of this
idea.
III.
THE CURRENT SITUATION OF HUMAN RESOURCE
MATCHING OF DOMESTIC ENTERPRISES
Though human resource matching is very important,
there are some sorts of irrational phenomena in human
resource matching practices in many domestic enterprises.
The mismatch of human resource will directly result in
many management problems such as lower enthusiasm,
organization inefficiencies and poor implementation of
organization strategy. The current situation of human
resource matching of China’s enterprise has been summed
up as follows.
First, coexistence of enterprises human resource
shortage and human resource waste
Under the condition that the business competition is
more and more complex, the internal and external survival
environment of enterprises in preliminary stage of
development are getting worse, and the effectiveness and
efficiency of such enterprises are comparatively low. Thus
it is hard to attract appropriate human resource to satisfy
the development of the enterprise. More over, the
reservation of present talents is difficult since the same
reason. On the one hand, the necessary talents of such
enterprises are not enough. On the other hand, the present
human resources are seriously wasted because of the
emplacement and mismatching of person and position,
person and team, or person and organization.
Second, inefficient human resource utilization
Many problems are generally existent in domestic
enterprises such as irrational organizational structure, the
low management level of managers, conflict between
internal leading members and different departments, etc.
Particularly, in some family enterprises, the human
resource matching emphasizes the role of friends and
relatives of the manager instead of the one with high
capability. The position in the enterprise is set not because
of something must be done but because of someone is
there. More over, the organizational behavior is eager for
quick success and instant benefits without long-term
planning. All of the above will finally result in low
efficiency of human resource and weaken the internal
cohesion of the organization.
Third, deficiency in job analysis and talent assessment
Since scientific job analysis and talent assessment
procedure are lacking in many domestic enterprises, the
tasks, duties, responsibilities and other requirements of
positions are indistinct. Simultaneously, the recruiters
usually are not familiar with the knowledge, skills, abilities
and other characteristics that the candidates should
possess. Thus it is difficult to realize the person-position
matching in selection and primary placement stage. After
the required talents are allocated in corresponding position,
training and development of present talents are usually
paid little attention or even ignored by managers which
will result in continuously existence of mismatching in
person and position..
IV.
HUMAN RESOURCE MATCHING MODEL
1. The theoretical foundation of the model
At present, the subject of human resource matching
shows the characteristic of diversification, independent
and personalized. The human resource matching and
optimization should overcome such poor practice as
subjectivity, unidirectional, blindness and empirical and
should realize bidirectional, dynamic, and matching in
human resources allocation. Bidirectional is to realize the
common development of the staff and organization
through the rational allocation of human resources while
dynamic means that human resources allocation need to
consider adapting to the development of both the
organization and the staff with timely adjusting and
optimizing. Coordination is to consider the holistic
benefits of the organization through the rational allocation
of human resources to achieve optimal organizational
performance and reflects the synergy effect. Matching is
that employees should not only fit to jobs, but also suitable
for group; not only fit to physical environment, but also
suitable for psychological and social environment.
In order to realize bidirectional, dynamic, and
matching of human resources allocation, it is need to the
comprehensive understanding of all kinds of position
requirement and the qualities of employees. Only through
two dimensions of matching of job analysis and personnel
quality assessment, the right people could be put in the
right positions.
Job analysis is the foundation of human resource
management and also is a basic management activity to get
detailed information about jobs. Personnel quality
assessment is a series of methods to assess the
comprehensive ability of individual. Mark Cook and Xiao
Ming-Zheng think quality assessment is to use scientific
methods to collect information in the main activity in a
short time or directly collect from the characterization
information collected by some quality characteristics and
inference process. Peng Jian feng and Rao Zheng think
quality assessment is a kind of science professional
methods and tools to collect material, through the
measurement and assessment of the individual behaviors,
to predict the future tendency of the performance
assessment of activities.
Job analysis can provide job information, especially
information of qualified requirements, while personnel
quality assessment makes possible the effective
assessment on the knowledge, skills, and abilities and
other characteristics. Comparing assessment result with
position to the quality requirements can realize effective
matching of person and jobs, person and the team, person
and organization and then realize the optimization of
human resources allocation.
2. Human resource matching model based on job
analysis and quality assessment
Based on the above theoretical analysis, a human
resource matching model based on job analysis and
personnel quality assessment has been put forward. In this
model the human resource matching process has been
putting into the larger environment of the whole
organization system. First and foremost, the human
resource strategic planning has been formulated under the
direction of enterprise strategy. Then the dynamic human
resource matching process could be carried out centered
on the human resource value chain and grounded on
information provided by job analysis and personnel quality
assessment.
1. Human resource value chain
The modules of human resource management consist
of the human resource value chain. The HRM process is an
ongoing procedure that tries to keep the right people in the
right positions. It includes human resource planning,
recruitment and selection, employee socialization, training
and development, performance appraisal, promotions,
transfers, demotions, separations, and compensation
management. The human resource value chain can be
divided into three parts, e.g. value creation, value appraisal
and value sharing.
Firstly, value creation process.
Internal or external candidates are attracted into the
organization by recruitment and selection process, which is
called primary placement of human resource. The primary
placement is important because performance of the
organization is directly correlated to employees hired and
the competencies they bring to the job. Employees who are
not a good fit tend to make mistakes and/or leave often
resulting in high turnovers rates and poor organizational
performance.
Organization Strategy
(mission, vision, goal)
Human Resource
Strategy
Job
Analys
is
Job Description
and Job
Specification
Qualification
Certification
Career
Development
Human Resource
Planning
Recruitment
& Selection
Training and
Development
Dynamic
Allocation
Value Chain
Human
Resource
Value
Value Sharing
Compensation
Management
Personnel
Qualification
Assessment
Benchmark
Position
Definition
Excellent
Performance
Recognition
Behavioral
Event
Interview
Building
Competency
Model and
Dictionary
KPI system
Performance
Appraisal
Fig. 1. Human Resource Matching Model based on job analysis and
personnel quality assessment
Then the new employees are trained to work more
effectively by training and development procedure.
Training can help ensure that employees have the basic
skills to work with new technology and ensure
employment security by providing new ways for
employees to contribute to the company when their jobs
change, their interests change, or their skills become
obsolete.
Secondly, value appraisal process.
The performance of employees will be appraised and
such dynamic allocation decisions as promotions, transfers,
demotions and separations will be made after performance
appraisal. Performance appraisal is the process through
which an organization gets information on how well an
employee is doing his or her job. It is a formal, structured
system for measuring and evaluating an employee’s jobrelated attributes, behavior and outcomes. Performance
appraisal can provide the supervisor useful information to
identify the strengths and weaknesses of an employee’s
performance and a format enabling managers and
employees to jointly establish future development and
growth plan for the employees.
Thirdly, value sharing process.
Different employees will get different compensations
due to the contributions they made or the values they have
created. This process is value sharing process which
reflects a variety of factors. The purposes of compensation
management are the followings. First it can induce some
employees who are unequal to their work to change jobs.
Second, it can help some employees learning and
acquiring new skills necessary. Third, it can reward
excellent employees for their hard working and
contributions to the organization. The compensation
management process should regard both the importance of
different positions and the performance of the incumbents.
In order to realize the effectiveness of the human value
chain, perfectly optimized human resource matching is
critical and the two basic human resource management
module- job analysis and personnel quality assessment are
indispensable.
2. Job analysis
Job analysis is the process of getting detailed
information about jobs. It defines a job in terms of its
specific tasks, duties, responsibilities and the quality and
skills needed to perform within the role successfully. The
former is called job description and the later is known as
job specification. Job description lists the objectives,
responsibilities, main tasks of the job, the conditions under
which the job is to be done, and its relationship to other
jobs. Job specification defines the specific skills, education,
experience, and quality that an individual must have in
order to perform effectively in the position. Job analysis is
considered as the building block of several interrelated HR
activities.
In this human resource matching model, the important
role of job analysis is reflected in the following aspects.
Firstly, information offered by the job analysis in forms of
job description and job specifications is considered as the
back bone of upper management decisions regarding
recruitment and selection of the staff. Secondly, job
analysis is considered very essential when it comes to
compensation activities since compensation usually
determined based on the required qualities of each job.
Thirdly, performance appraisal means comparing the
actual performance of employees to the performance
standards of a certain job. The performance criteria of each
position getting from job analysis can be used as a
reference to determine the specific activities and
performance standards of a certain job. Fourthly, since job
analysis reveals the required knowledge, skills, abilities
and other characteristics (KSAOs) of a job, we depend a
lot on it when designing a certain training program for this
job. Finally, job analysis will help employees
understanding the career development of certain position
and preparing to future promotion.
As for the application of the model in given enterprise,
the first step is to carry out systematic job analysis of key
positions in order to establish well-defined job description
and job specification. Such methods as observation,
interview, critical incidents and structured questionnaires
can be used in job analysis. Then the information should
be not only kept in archives but also applied in the
correlative HR procedures such as recruitment, selection,
training,
development,
performance
appraisal,
compensation management and career development.
3. Personnel quality assessment
Job analysis is one important process which helps
solving the problem of the nature of positions and
requirements to the incumbents. The other important
process is personnel quality assessment which can provide
the competencies of candidates or incumbents. Personnel
quality assessment is the process to getting information of
quality of working staff based on psychological
measurement method. It can provide basic reference to
such human resource management procedures as
recruitment, placement, appraisal, promotion and training
by developing a competency profile.
In this model, competencies have been defined as
underlying characteristics of a person which result in
effective or excellent performance which include personal
skills, knowledge, motives, traits, self-image and social
role. In order to establish the competency model, first
position should be defined in the organization. Then
excellent performance of a person in relevant should be
recognized. On the basis of the excellent performance and
benchmark position, such techniques as Behavioral Event
Interview (BEI) should be used in building the
competency model and dictionary. When there is a need to
fulfill a position, the competency model could be matched
with job specification and the proper person with correct
quality will be found and allocated to the position.
V.
CONCLUSION AND SUGGESTION
1. Conclusion
The human resource matching theory and models of
scholars at home and abroad has been reviewed firstly.
And the advantages and weaknesses of quantitative and
qualitative model of human resource model have been
analyzed. Then a model of enterprise human resource
matching based on job analysis and personnel quality
assessment has been put forward. In this model both job
analysis and personnel quality assessment are thought
important and the mechanism of them has been explained
systematically. The human resource matching process has
been putting into the larger environment of the whole
organization system. First and foremost, the human
resource strategic planning has been formulated under the
direction of enterprise strategy. Then the dynamic human
resource matching process could be carried out centered
on the human resource value chain and grounded on
information provided by job analysis and personnel quality
assessment.
2. Suggestion
In future research, we must strive to combine
researches on job analysis, personnel assessment, human
resource planning, placement, matching, training, etc., and
strengthen understanding and usage of professional
techniques in human resource management area.
Furthermore, dynamic analysis should be added into
existing research results to increase their integrity and
effectiveness. More human resource management methods
and techniques should be developed and improved in the
process of initiative staff placement and matching. At the
same time, we should learn from advanced academic
research achievements abroad taking into account the
unique character of domestic enterprises. We should better
address the practical problems of China's enterprises and
provide better services for the enterprises to improve
organizational effectiveness and human resource
management level.
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