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HumanResourceManagement
PART1HumanResourceManagement
PARTPersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991PersonnelManagementtoHumanFeaturesofHRM
ManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’InvolvesstrongculturesandvaluesFeaturesofHRMManagementfocPerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRMPerformanceorientedFeaturesoFombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDRewardFombrum,TichyandDevannaModWarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXTWarwickModelofHRMBusinessSWarwickModel–
contentoftheboxesOutercontext–socio-economic,technical,politico-legal,competitiveInnercontext–culture,structure,politico-leadership,task-technology,businessoutputsBusinessstrategycontext–objectives,productmarket,strategyandtacticsHRMcontext-role,definition,organisation,HRoutputsHRMcontent–HRflows,worksystems,rewardsystems,employeerelationsWarwickModel–
contentofthTheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeingTheHarvardModelStakeholderIGuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovateGuestModelDefinesfourpolicySoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagementSoftHRMStresseshumanaspectHardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagementHardHRMPeopleasaresourceCompetence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirrole
IDS1997Basicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituation McClelland1993Underlyingtraits,motives,skills,characteristics
andknowledgerelatedtosuperiorperformance Boyatsis1982Competence-BasedHRMDefinitionUkv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth?Ukv.USdefinitionsUS-inpuLevelsofInfluenceStrategic
Functional
Systems
IndividualLevelsofInfluenceStrategic
ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitateImplicationsatStrategicLeveImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanismsImplicationsfortheHumanResImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystemsImplicationsforHumanResourcRecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetenciesRecruitmentandSelectionBasedDevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelectionDevelopinterviewquestionsthAppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneedsAppraisalSetoutcomeandperfoCanprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisalCanprovideforumfortheidenDevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivitiesDevelopmentProvidesaframeworEnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopmentEnsureslinemanagercommitmenRewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniorityRewardPromotesflexibilityCanassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyRewardCanassistinaddressingthetIntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachotherIntegrationVertical-integraCurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfitCurrentHRMIssues&DebatesReHRMandCorporateStrategyHRMandCorporateStrategyStrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington)StrategyDiversityofviewpointApproachestoStrategy
OutcomesProfitmaximising
PluralDeliberateEmergentClassicalEvolutionary
SystemicProcessualProcessesApproachestoStrategyOClassical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisationClassical:RationalEconomicMClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday'sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons.ClassicalandHRMHRMmatchingEvolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironmentEvolutionary:NaturalSelectioEvolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportantEvolutionary–lawofthejungProcessual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritualProcessual–lifeismessyConcProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreatsProcessualandHRMHRpoliciesSystemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetotheseSystemic:sociallygroundedManSystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluencesSystemicandHRHRpoliciesandResource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocessResource-BasedTheoryoftheFEmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirmEmphasisesrenewalaspectandResource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategiesResource-BasedTheory&HRMBasDefiningStrategic
CoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:
–deliversafundamentalcustomer
benefitDefiningStrategic
CoreCompe-isnoteasilyimitatedbycompetitors
-providesagatewaytonewmarketsContributestostrategyas:
-asasourceofcompetitiveadvantage
-viaalongerlifespanthatasingle
product
-exercisedacrosstherangeof
organisationalactivitiesDefiningStrategic
CoreCompetencies-isnoteasilyimitatedbycoRoleofHRinManaging
CoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunicationRoleofHRinManaging
CoreCRoleofHRinManaging
CoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetenceRoleofHRinManaging
CoreCCOMPARATIVEHUMANRESOURCEMANAGEMENTCOMPARATIVEHUMANRESOURCEMANDefinitions‘howthingsaredonearoundhere’
(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers. (Brown,1995)Definitions‘howthingsaredonOrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintimeOrganisationalCulture-DefinLevelsofCultureCulturecanbeconceivedas:
-societalornationalculture
-corporateculture
-homogenousorheterogeneous
subculturesTurner(1971)definedindustrialsub-cultureby:
-distinctivesetofsharedmeanings
-useofsymbolsandrituals
-socialisationsandnorms
-attemptstomanipulatecultureLevelsofCultureCulturecanbAspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbolsAspectsofcultureArtifactsModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofculture Schein,1985ModelsofcultureArtifactsBeliOrganisational
CultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-consciousOrganisationalCultureArtifactCommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles?CommonOrganisationStoriesCanCULTURE:
Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002)CULTURE:
Socialisation:learniOrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies– naturalevolution
- self-guidedevolution
- Managedevolution
- managedevolutionvia
outsidersOrganisationalCultureandtheOrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD
-technologicalseduction
-scandal,explosionofmyths
-incrementalismOrganisationalCultureandtheOrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion
-turnaround
-recognition,destruction, re-birthOrganisationalCultureandtheCulture
inorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLOCultureinorganisations:HandCommunication–HallModel
Arab UKChina GermanyHighcontext LowcontextSocialtrustfirst BusinessfirstValuepersonal Valueexpertiserelationships&goodwill &performanceAgreementbytrust LegalcontractNegotiationslow,ritual Negotiationefficient Communication–HallModel Hofstede’sModelIndividualism
Highpowerdistance
Masculinity
Highuncertaintyavoidance
Shorttermism
Collectivism
Lowpowerdistance
Femininity
Lowuncertaintyavoidance
Longtermism
Hofstede’sModelIndividualism
HRMandCultureChangeHRMandCultureChangeLayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachotherLayersofCultureArtefacts–pCultureChangeWhychange?Environmentchanges:
Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailableCultureChangeWhychange?EnviTheNatureofChangeExternallyimposed
Transformational
Global
Hostile
Largescale
Longterm
StrategicInternallyimposed
Incremental
Local
Positive
Smallscale
Urgent
Operational
TheNatureofChangeExternallyIntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosing
strategy:
-scale–incrementalorradical
-Locus–organisation,unit,department
-nature–cognitiveandbehavioural
-timescaleIntroducingCultureChangeCanPrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeansPrinciplesofCultureChangeVaSeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChangeSeniormanagementmustunderstMultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChangeMultipleandsubcultureswillApproachestoCultureChange
(Bate)
STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURESApproachestoCultureChange
(STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:Leadershipmodelling WorkteamsInformation/communication PerformancerewardOrganisationalstructures Training&developmentFirstlinesupervision ResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange
(Bate)
STEP3MODIFYINGTHEEXISTINGSTEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange
(Bate)
STEP4SUSTAININGTHEDESIREDWhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteemWhyPeopleResistCultureChanMulti-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversityMulti-culturalOrganisationsAChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaff
communicationbehaviourchangeExaminingandJustifyingBehaviourchange= intervention pointChangingCultureCultureExitthBusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironmentBusinessProcessRe-engineerinRationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluateRationalPlanningApproachFeedSocio-TechnicalApproachesCoreJob Critical PersonalandDimensions Psychological Work States OutcomeSkillvariety Experienced HighTaskidentity meaningfulness intrinsicTasksignificance atwork motivationAutonomy Experienced Highjob Responsibility satisfaction forworkFeedback Knowledgeof lowlabour resultsofwork t/oandabsenceSocio-TechnicalApproachesCoreOrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisationOrganisationalDevelopmentAppHRLeverageinChangeHRLeverageinChangeTheAcquisitionofHumanResourcesTheAcquisitionofHumanResouRecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:
-definingrequirements
-attractingcandidates
(recruitment)
-selectingcandidates(selection) -makingthedecisionRecruitmentandSelection‘TheDefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’ DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidateDefinitionofRecruitment‘SearJobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis
-refertoexistingjobdescription
-interview
-selfanalysis
-questionnaire
-checklist
-criticalincidenttechnique
-repertorygrid
JobAnalysis‘TheprocessofcoWritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwordsWritingJobDescriptionsIncludExampleofaJobDescriptionJobTitle: PersonnelAssistantDepartment:HumanResourcesSummary: Responsibleforrecruitmentandother HumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcoursesExampleofaJobDescriptionJo
Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’ Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’
WoodruffeCompetency‘AnunderlyingcharCompetencyList:MiddleManagerHigherLevelCompetenciesVision InadditiontoPlanningskills relevanttechnicalcompetenceCriticalthinking Leadership Persistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstoleranceCompetencyList:MiddleManageEachhigherlevelcompetencecanbebrokendownintosubunitsExample****
“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManagerEachhigherlevelcompetencecAdvantagesofa
CompetencyApproachMoreflexiblethanjobdescriptions–the competenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasily thantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/ scenarioquestionsLinkstootherHRprocessesAdvantagesofa
CompetencyAppDisadvantagesofa
CompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonalityDisadvantagesofa
CompetencyPersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirements i.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossessPersonSpecificationBothjobdPersonSpecificationAttribute
EssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstancesPersonSpecificationAttributeSuccessfulRecruitmentIsEFFECTIVE,
COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:
-advertisements
-governmentagencies
-consultants&agencies
-directapplications
-wordofmouth
-opendays
-internet
-othermediaSuccessfulRecruitmentIsEFFECAdvertisementsCanbeinternal,press–local,national,international,internet,professionaljournals,otherPurpose–attractattention,createandmaintaininterest,stimulateactionContent–organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplicationAdvertisementsCanbeinternal,CriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentialityCriteriaforChoosingaRecruiHeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionR
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