国外著名HR咨询公司HRM培训课件

国外著名HR咨询公司HRM培训国外著名HR咨询公司HRM培训国外著名HR咨询公司HRM培训HumanResourceManagement

PART1阿里巧巧aliqqPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991阿里巧巧aliqq国外著名HR咨询公司HRM培训国外著名HR咨询公司HRM培训1国外著名HR咨询公司HRM培训课件2国外著名HR咨询公司HRM培训课件3国外著名HR咨询公司HRM培训课件4国外著名HR咨询公司HRM培训课件5Fombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward阿里巧巧aliqqFombrum,TichyandDevannaMod6WarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXT阿里巧巧aliqqWarwickModelofHRMBusinessS7WarwickModel–

contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelations阿里巧巧aliqqWarwickModel–

contentofth8TheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing阿里巧巧aliqqTheHarvardModelStakeholderI9GuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovate阿里巧巧aliqqGuestModelDefinesfourpolicy10SoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement阿里巧巧aliqqSoftHRMStresseshumanaspect阿11HardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement阿里巧巧aliqqHardHRMPeopleasaresource阿里12Competence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirrole

IDS1997Basicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituation McClelland1993Underlyingtraits,motives,skills,characteristics

andknowledgerelatedtosuperiorperformance Boyatsis1982阿里巧巧aliqqCompetence-BasedHRMDefinition13Ukv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?阿里巧巧aliqqUkv.USdefinitionsUS-inpu14LevelsofInfluenceStrategic

Functional

Systems

Individual阿里巧巧aliqqLevelsofInfluenceStrategic

阿15ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate阿里巧巧aliqqImplicationsatStrategicLeve16ImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms阿里巧巧aliqqImplicationsfortheHumanRes17ImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems阿里巧巧aliqqImplicationsforHumanResourc18RecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetencies阿里巧巧aliqqRecruitmentandSelectionBased19DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelection阿里巧巧aliqqDevelopinterviewquestionsth20AppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds阿里巧巧aliqqAppraisalSetoutcomeandperfo21Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisal阿里巧巧aliqqCanprovideforumfortheiden22DevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities阿里巧巧aliqqDevelopmentProvidesaframewor23EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopment阿里巧巧aliqqEnsureslinemanagercommitmen24RewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority阿里巧巧aliqqRewardPromotesflexibility阿里巧巧25Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyReward阿里巧巧aliqqCanassistinaddressingthet26IntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachother阿里巧巧aliqqIntegrationVertical-integra27CurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfit阿里巧巧aliqqCurrentHRMIssues&DebatesRe28HRMandCorporateStrategy阿里巧巧aliqqHRMandCorporateStrategy阿里巧巧29StrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington)阿里巧巧aliqqStrategyDiversityofviewpoint30ApproachestoStrategy

OutcomesProfitmaximising

PluralDeliberateEmergentClassicalEvolutionary

SystemicProcessualProcesses阿里巧巧aliqqApproachestoStrategyO31Classical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisation阿里巧巧aliqqClassical:RationalEconomicM32ClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.阿里巧巧aliqqClassicalandHRMHRMmatching33Evolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment阿里巧巧aliqqEvolutionary:NaturalSelectio34Evolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant阿里巧巧aliqqEvolutionary–lawofthejung35Processual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritual阿里巧巧aliqqProcessual–lifeismessyConc36ProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreats阿里巧巧aliqqProcessualandHRMHRpolicies37Systemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese阿里巧巧aliqqSystemic:sociallygroundedMan38SystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences阿里巧巧aliqqSystemicandHRHRpoliciesand39Resource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess阿里巧巧aliqqResource-BasedTheoryoftheF40EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirm阿里巧巧aliqqEmphasisesrenewalaspectand41Resource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategies阿里巧巧aliqqResource-BasedTheory&HRMBas42DefiningStrategic

CoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:

–deliversafundamentalcustomer

benefit阿里巧巧aliqqDefiningStrategic

CoreCompe43-isnoteasilyimitatedbycompetitors

-providesagatewaytonewmarketsContributestostrategyas:

-asasourceofcompetitiveadvantage

-viaalongerlifespanthatasingle

product

-exercisedacrosstherangeof

organisationalactivitiesDefiningStrategic

CoreCompetencies阿里巧巧aliqq-isnoteasilyimitatedbyco44RoleofHRinManaging

CoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunication阿里巧巧aliqqRoleofHRinManaging

CoreC45RoleofHRinManaging

CoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetence阿里巧巧aliqqRoleofHRinManaging

CoreC46COMPARATIVEHUMANRESOURCEMANAGEMENT阿里巧巧aliqqCOMPARATIVEHUMANRESOURCEMAN47Definitions‘howthingsaredonearoundhere’

(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers. (Brown,1995)阿里巧巧aliqqDefinitions‘howthingsaredon48OrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintime阿里巧巧aliqqOrganisationalCulture-Defin49LevelsofCultureCulturecanbeconceivedas:

-societalornationalculture

-corporateculture

-homogenousorheterogeneous

subculturesTurner(1971)definedindustrialsub-cultureby:

-distinctivesetofsharedmeanings

-useofsymbolsandrituals

-socialisationsandnorms

-attemptstomanipulateculture阿里巧巧aliqqLevelsofCultureCulturecanb50AspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbols阿里巧巧aliqqAspectsofcultureArtifacts阿里巧51ModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofculture Schein,1985阿里巧巧aliqqModelsofcultureArtifactsBeli52Organisational

CultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-conscious阿里巧巧aliqqOrganisationalCultureArtifact53CommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?阿里巧巧aliqqCommonOrganisationStoriesCan54CULTURE:

Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002)阿里巧巧aliqqCULTURE:

Socialisation:learni55OrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies– naturalevolution

- self-guidedevolution

- Managedevolution

- managedevolutionvia

outsiders阿里巧巧aliqqOrganisationalCultureandthe56OrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD

-technologicalseduction

-scandal,explosionofmyths

-incrementalism阿里巧巧aliqqOrganisationalCultureandthe57OrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion

-turnaround

-recognition,destruction, re-birth阿里巧巧aliqqOrganisationalCultureandthe58Culture

inorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLO阿里巧巧aliqqCultureinorganisations:Hand59Communication–HallModel

Arab UKChina GermanyHighcontext LowcontextSocialtrustfirst BusinessfirstValuepersonal Valueexpertiserelationships&goodwill &performanceAgreementbytrust LegalcontractNegotiationslow,ritual Negotiationefficient 阿里巧巧aliqqCommunication–HallModel 60Hofstede’sModelIndividualism

Highpowerdistance

Masculinity

Highuncertaintyavoidance

Shorttermism

Collectivism

Lowpowerdistance

Femininity

Lowuncertaintyavoidance

Longtermism

阿里巧巧aliqqHofstede’sModelIndividualism

61HRMandCultureChange阿里巧巧aliqqHRMandCultureChange阿里巧巧ali62LayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachother阿里巧巧aliqqLayersofCultureArtefacts–p63CultureChangeWhychange?Environmentchanges:

Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailable阿里巧巧aliqqCultureChangeWhychange?Envi64TheNatureofChangeExternallyimposed

Transformational

Global

Hostile

Largescale

Longterm

StrategicInternallyimposed

Incremental

Local

Positive

Smallscale

Urgent

Operational

阿里巧巧aliqqTheNatureofChangeExternally65IntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosing

strategy:

-scale–incrementalorradical

-Locus–organisation,unit,department

-nature–cognitiveandbehavioural

-timescale阿里巧巧aliqqIntroducingCultureChangeCan66PrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeans阿里巧巧aliqqPrinciplesofCultureChangeVa67SeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChange阿里巧巧aliqqSeniormanagementmustunderst68MultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChange阿里巧巧aliqqMultipleandsubcultureswill69ApproachestoCultureChange

(Bate)

STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURES阿里巧巧aliqqApproachestoCultureChange

(70STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:Leadershipmodelling WorkteamsInformation/communication PerformancerewardOrganisationalstructures Training&developmentFirstlinesupervision ResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange

(Bate)

阿里巧巧aliqqSTEP3MODIFYINGTHEEXISTING71STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange

(Bate)

阿里巧巧aliqqSTEP4SUSTAININGTHEDESIRED72WhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteem阿里巧巧aliqqWhyPeopleResistCultureChan73Multi-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversity阿里巧巧aliqqMulti-culturalOrganisationsA74ChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaff

communicationbehaviourchangeExaminingandJustifyingBehaviourchange= intervention point阿里巧巧aliqqChangingCultureCultureExitth75BusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment阿里巧巧aliqqBusinessProcessRe-engineerin76RationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluate阿里巧巧aliqqRationalPlanningApproachFeed77Socio-TechnicalApproachesCoreJob Critical PersonalandDimensions Psychological Work States OutcomeSkillvariety Experienced HighTaskidentity meaningfulness intrinsicTasksignificance atwork motivationAutonomy Experienced Highjob Responsibility satisfaction forworkFeedback Knowledgeof lowlabour resultsofwork t/oandabsence阿里巧巧aliqqSocio-TechnicalApproachesCore78OrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisation阿里巧巧aliqqOrganisationalDevelopmentApp79HRLeverageinChange阿里巧巧aliqqHRLeverageinChange阿里巧巧aliq80TheAcquisitionofHumanResources阿里巧巧aliqqTheAcquisitionofHumanResou81RecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:

-definingrequirements

-attractingcandidates

(recruitment)

-selectingcandidates(selection) -makingthedecision阿里巧巧aliqqRecruitmentandSelection‘The82DefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’ DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidate阿里巧巧aliqqDefinitionofRecruitment‘Sear83JobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis

-refertoexistingjobdescription

-interview

-selfanalysis

-questionnaire

-checklist

-criticalincidenttechnique

-repertorygrid

阿里巧巧aliqqJobAnalysis‘Theprocessofco84WritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwords阿里巧巧aliqqWritingJobDescriptionsInclud85ExampleofaJobDescriptionJobTitle: PersonnelAssistantDepartment:HumanResourcesSummary: Responsibleforrecruitmentandother HumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcourses阿里巧巧aliqqExampleofaJobDescriptionJo86

Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’ Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’

Woodruffe阿里巧巧aliqqCompetency‘Anunderlyingchar87CompetencyList:MiddleManagerHigherLevelCompetenciesVision InadditiontoPlanningskills relevanttechnicalcompetenceCriticalthinking Leadership Persistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstolerance阿里巧巧aliqqCompetencyList:MiddleManage88EachhigherlevelcompetencecanbebrokendownintosubunitsExample****

“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManager阿里巧巧aliqqEachhigherlevelcompetencec89Advantagesofa

CompetencyApproachMoreflexiblethanjobdescriptions–the competenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasily thantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/ scenarioquestionsLinkstootherHRprocesses阿里巧巧aliqqAdvantagesofa

CompetencyApp90Disadvantagesofa

CompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonality阿里巧巧aliqqDisadvantagesofa

Competency91PersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirements i.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossess阿里巧巧aliqqPersonSpecificationBothjobd92PersonSpecificationAttribute

EssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstances阿里巧巧aliqqPersonSpecificationAttribute93SuccessfulRecruitmentIsEFFECTIVE,

COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:

-advertisements

-governmentagencies

-consultants&agencies

-directapplications

-wordofmouth

-opendays

-internet

-ot