Part 3: Organizing
Chapter 6
Staffing and Human Resource
Management (HRM)
用人與人力資源管理
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
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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
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The Strategic Human Resources Management Process
EXHIBIT 6.1
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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
Strategic
Direction
of the
Organization
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Forecast
Demand for
Employees
6–6
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
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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
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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
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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
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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
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Selection Decision Outcomes
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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
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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
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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.
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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.
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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.
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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.
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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.
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Determining if Training Is Needed
EXHIBIT 6.6
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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
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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.
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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.
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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.
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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.
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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
behaviorally based
Time-consuming; lack
quantification
Graphic rating
scales
Provide quantitative
data; less timeconsuming than others
Do not provide depth of job
behavior assessed
BARS
Focus on specific
and measurable job
behaviors
Time-consuming; difficult to
develop measures
Multiperson
Compares employees
with one another
Unwieldy with large number of
employees
MBO
Focuses on end goals;
results oriented
Time-consuming
360°Appraisal
More thorough
Time-consuming
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EXHIBIT 6.8
6–26
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
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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.
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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
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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
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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.
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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
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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
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