參考案例管理學(xué)

6/4/2013Hua

ZHU，

SIIAfter

studying

this

chapter,

you

should

be

able

to:Define

the

managerial

function

of

staffingDescribe

the

systems

approach

to

human

resource

managementExplain

the

management

inventory

and

the

factors

in

the

externaland

internal

environment

affecting

staffingExplain

the

policy

of

open

competition

and

ways

to

make

staffingmore

effectiveSummarize

important

aspects

of

the

systems

approach

tomanager

selection

yze

position

requirements,

important

characteristics

of

jobdesign,

and al

characteristics

needed

in

managersDescribe

the

process

of

matching

manager

qualifications

withposition

requirementsDiscuss

the

orientation

and

socialization

process

for

newemployeesChapter

Objectives6/4/2013Hua

ZHU，

SIIDEFINITION

OF

STAFFINGStaffing

is

filling,

and

kee

filled,positions

in

the anization

structure.6/4/2013Hua

ZHU，

SIIStaffing

includes:Identify

workforce

requirementsinventorying

peopleRecruitingSelectingPlacingPromotingAppraisingCompensatingtraining6/4/2013Hua

ZHU，

SIIThe

HRM

Process6/4/2013Hua

ZHU，

SIICompensationandBenefitsCareerDevelopmentPerformanceManagementHumanResourcePlanningRecruitmentDerecruitmentSelectionIdentification

and

selectionof

competent

employeesOrientationTrainingAdapted

and

competentemployees

with

up-to-dateskills

and

knowledgeCompetent

employees

whoare

capable

of

sustaining

highperformance

over

the

long

termEnvironmentEnvironmentH6/4/2R013

M:THE

SYSTEMS

APPROACHHua

ZTHU，OSIIFactors

Affecting

the

Number

and

Kinds

of

Managers

Requiredsize

and

complexity

of

theanization

structureplans

for

expansionRate

of

turnover of

managersHua

ZHU，

SII6/4/2013InternationalDrain

at

BMW:Hua

ZHU，

SII

6/4/2013:

BrainKee abreast

of

the

management

potential

within

a

firmcan

be

done

by

the

use

of

a

management

inventory

chart,which

is,An

anization

chart

of

a

unit,

with

managerial

positionsindicated

and

keyed

as

to

the

promotability

of

eachincumbentManager

Inventory

ChartHua

ZHU，

SII6/4/2013ysis

of

the

Need

for

ManagersExternal

and

Internal

Information

Sources.External

factors–social,

political,

legal,

Economic,

technological6/4/2013Hua

ZHU，

SIIInternal

factors

–High

supply/high

demand

=

selection,

placement,

and

promotion.Low

supply/high

demand

=

training

and

development

inside,competitive recruitment

outside.High

supply

/low

demand

=

adapt

plans

to

utilize

managers

or

layoffsearly

retirement

Low

supply/low

demand

=

examine

business

and

plans,

developmanagers

bystarting

early.6/4/2013Hua

ZHU，

SIIOther

important

aspects

inesystems

approach

to

staffing:Candidates

may

have

to

be

recruited

and

then

selected

andplaced,

after

need

formanagerial nel

is

determined.

Place

in

positions

that

allow

utilization

of al

strengthsand

to

gain

experience.Promotion

involves

more

responsibility.Appraisal,

career

strategy,

training,

and

development.6t/4/2h013Hua

ZHU，

SIISITUATIONAL

FACTORS

AFFECTINGSTAFFING

(External

environment:)Educational

–

High

technology

requires

extensive

and

intensiveeducation.Socio-cultural

–

Active

participants

not

accepting

orders

blindly.Economic

–

Competitive

situation

determines

managerial

supply

anddemand.Legal-political

–

Ethical

standards, ernment

laws,

and

standards.Major

federal

laws

in

Table

11-1,

page

218Hua

ZHU，

SII6/4/2013SITUATIONAL

FACTORS

AFFECTINGSTAFFING

(Internal

environment:)Promotion

from

within

(suitable

for

very

large

companies).General

attitude

is

to

promote

from

within

for

morale

andreputation.Takes

advantage

of

firm’s

employees.Dangers

–

not

all

employees

are

manager

potential,

jealousyaroused,

doesn’t

introduce

new

ideas

and

practices.Hua

ZHU，

SII6/4/2013Policy

of

open

competition:

External

and

internalsources

both

considered;opportunity

to

get

best

candidates

countersings

of

internal

only.Responsibility

for

staffing:

CEO;

policy-making

groupof

top

executivesThe

policy

of

open

compHua

ZeHU，

tSII

i6t/

4

/

2

0i1

3

onand

the

responsibility

for

staffingDefinition

of

Managerial

SelectionSelection

is

the

process

of

choosingfrom

among

candidates,

from

withinthe anization

or

from

the

outside,the

most

suitable for

thecurrent

position

or

for

future

positions.6/4/2013Hua

ZHU，

SIISYSTEMS

APPROACH

TO

SELECTIONHua

ZHU，

SII6/4/2013POSITION

REQUIREMENTS

AND

JOBDESIGNSelecting

a

manager

effectively

requires

a

clearunderstanding

of

the

nature

and

purpose

of

theposition

that

is

to

be

filled.An

objective

ysis

of

position

requirements

mustbe

made,

and,

the

job

must

be

designed

to

meetanizational

and

individual

needs.Skill

required

vary

with

the

level

in

thehierarchy.anizationalHua

ZHU，

SII

6/4/2013Identifying

job

requirements–

questions

to

be

answered

which

result

in

job

description:What

has

to

be

done

in

the

job?How

is

it

done?What

background,

knowledge,

attitudes,

andare

required?Can

job

be

done

differently?skills6/4/2013Hua

ZHU，

SIIGuidelines

for

designing

managerial

jobs:Appropriate

scope

of

job

–

not

too

narrowly

orbroadly

defined.Full

time

challenge

of

job

–

to

avoid

underutilization.Hua

ZHU，

SII

6/4/2013HR

CoordinatorJob

Responsibilities:?Recruitment

via

CV

selection,

interview

arrangement,

face-to-face

interview,candidate

selection

etc.?Develop

and

maintain

recruitment

channels

and

tools

for

different

functional

staff.?Assist

withrecruitment

procedure,

employee

training

planning

and

execution,performance

assessment

procedure

etc.?Manage

employee

vacation

days.?Assisting

with

theday-to-day

efficient

operation

of

the

HR

function.Coordinate

with

HR

projects6/4/2013Hua

ZHU，

SIIQualification:?Bachelor's

degree.?Good

in

English

and

Mandarin

(Verbal

and

Written).?At

least

2

years

working

experience

in

HR

area.?Integrity?Good

social

skills

and

capability

to

communicate

well

internally

and

externally.6/4/2013Hua

ZHU，

SIISKILLS

AND

ALCHARACTERISTICS

NEEDED

INMANAGERSytical

and

Problem-Solving

Abilitiesal

Characteristics

Neededby

Managers:Desire

to

ManageCommunication

Skills

and

EmpathyIntegrity

and

HonestyPast

Performance

as

a

managerHua

ZHU，

SII

6/4/2013Intragroup

and

IntergroupCommunicationIntragroup

communication,

that

is,communication

with

people

in

the

sameanizational

unitIntergroup

communication

iscommunication

not

only

with

otherdepartments

but

also

with

groupsoutside

the

enterpriseHua

ZHU，

SII

6/4/2013Hua

ZHU，

SII

6/4/2013MATCHING

QUALIFICATIONS

WITH

POSITIONAfter

the

positions

are

identified,

managers

areobtained

thoroughrecruitment,

selection,

placement,and

promotion.Two

sources

of

managerialpromotion

or

transfer

of

peoplewithin

the

enterprisehiring

from

the

outsidenel:fromRecruitment

of

ManagersRecruiting

involves

attracting

candidates

to

fill

thepositions

in

the anization

structure.

Beforerecruiting

the

position

requirements

must

beclearly

identified

to

facilitate

recruitment

from

theoutside.6/4/2013Hua

ZHU，

SIISelection,

Placement,

and

PromotionIn

the

selection

approach,

applicants

aresought

to

fill

a

position

with

ratherspecific

requirementsHua

ZHU，

SII6/4/2013Selection,

Placement,

andPromotionIn

the

placement

approach,

the

strengths

andweaknesses

of

the

individual

are

evaluated,

and

asuitable

position

is

found

or

even

designedPromotion

is

a

change

within

the anization

to

ahigher

position

that

has

greater

responsibilities

andrequires

more

advanced

skillsHua

ZHU，

SII

6/4/2013The

Peter

PrincipleManagers

tend

to

be

promoted

to

thelevel

of

their

petenceSpecifically,

if

a

manager

succeeds

ina

position,

this

very

success

may

leadto

promotion

to

a

higher

position,often

one

requiring

skills

that

thedoes

not

possessHua

ZHU，

SII6/4/2013SELECTION

PROCESS,TECHNIQUES,

AND

INSTRUMENTSInterviewsTestsAssessment

Centers6/4/2013Hua

ZHU，

SIIValidity

and

ReliabilityValidity

is

the

degree

to

which

thedata

predict

the

candidate's

successas

a

managerReliability

refers

to

the

accuracy

andconsistency

of

the

measurement6/4/2013Hua

ZHU，

SIICommonly

Used

TestsIn ligence

testsProficiency

and

aptitude

testsVocational

testsality

tests6/4/2013Hua

ZHU，

SIIP&G

as

an

example網(wǎng)上申請(qǐng)性格測(cè)試難題測(cè)試1.

Givean

example

of

atime

when

you

were

leading

and

influencing

thedirectionof

a

project

ortask.2.

Describe

a

situation

whenyou

faced

a

difficult

problem

and

how

you

solved

it.3.

Givean

example

ofatime

when

you

were

able

to

comeup

with

newideas

thatwere

key

to

the

success

of

some

activity

or

project.托業(yè)考試一面二面6/4/2013Hua

ZHU，

SIIWhat

is

an

Assessment

Center?The

assessment

center

is

a

techniquefor

selecting

and

promoting

managers.6/4/2013Hua

ZHU，

SIIOrientation

of

NewEmployeesOrientation

involves

the

introductionof

new

employees

to

the

enterprise,its

functions,

tasks,

and

people.6/4/2013Hua

ZHU，

SIIanizational

socialization

is

defined

in

several

different

waysA

global

view

includes

three

aspects:?

Acquisit