国外着名HR咨询公司HRM培训（英文PPT132.pptx 133页

HumanResourceManagementPART1 PersonnelManagementtoHumanResourceManagementRecognitionoftheneedtotakeamorestrategicapproachtothemanagementofpeopleBeganinthe1980’sintheUSAUKfollowedquicklyConceptis…‘astrategicapproachtoacquiring,developing,managingandgainingthecommitmentoftheorganisationskeyresource–thepeoplewhoworkforit’Armstrong1991 FeaturesofHRMManagementfocussedandtopmanagementdrivenLinemanagementrolekeyEmphasisesstrategicfit–integrationwithbusinessstrategyCommitmentorientedTwoperspectives–‘hard’and‘soft’Involvesstrongculturesandvalues PerformanceorientedRequiresadoptionofacoherentapproachtomutuallysupportingemploymentpoliciesandpracticesEmployeerelationsorganicratherthanpluralisticOrganisingprinciplesareorganicanddecentralisedFlexibilityandteambuildingimportantpolicygoalsStrongemphasisonqualitytocustomersRewardsdifferentiatedbyskill,competenceorperformanceFeaturesofHRM Fombrum,TichyandDevannaModel1984SelectionPerformanceAppraisalHRDReward WarwickModelofHRMBusinessStrategyContextInnerContextHRMContentHRMContextOUTERCONTEXT WarwickModel–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 TheHarvardModelStakeholderIssues:WorkforcecharacteristicsBusinessstrategy&conditionsManagementphilosophyUnionsTasktechnologyLaws&societalvaluesStakeholderInterests:ShareholdersManagementEmployeeGroupsGovernmentCommunityUnionsHRMPolicy:ChoiceEmployeeinfluenceRewardsystemsWorksystemsHumanresourceflowsHROutcomes:CommitmentCongruenceCompetenceCosteffectivenessLTconsequences:IndividualwellbeingOrganisationaleffectivenessSocietalwellbeing GuestModelDefinesfourpolicygoalsofHRMFurtherdevelopmentoftheHarvardmodelStrategicintegration–HRMintostrategicplans,inlinedecisions,withinHRpoliciesHighcommitment–strongidentificationwithcompanyHighquality–includingmanagementofpeopleFlexibility–functional,adaptablestructures,capabilitytoinnovate SoftHRMStresseshumanaspectEmphasisonHRDParticipationMotivationCommitmentLeadershipHUMANresourcemanagement HardHRMPeopleasaresourceUseddispassionatelyUsedincalculatingrationalmannerHeadcountHumanRESOURCEManagement Competence-BasedHRMDefinitions:Theskills,knowledgeandexperiencethatanindividualbringstotheirroleIDS1997BasicpersonalcharacteristicsthataredeterminingfactorsforactingsuccessfullyinajoborsituationMcClelland1993Underlyingtraits,motives,skills,characteristicsandknowledgerelatedtosuperiorperformanceBoyatsis1982 Ukv.USdefinitionsUS-inputoriented–whattheindividualbringstothejobUK-outputoriented–theskills,attitudesandknowledge,expressedinbehavioursforeffectivejobperformanceOneorboth? LevelsofInfluenceStrategicFunctionalSystemsIndividual ImplicationsatStrategicLevelTheidentificationofcorecompetenciesoftheorganisationwhichconfersustainedcompetitiveadvantageOwnedbymorethanonepersonandgrowthroughuseandexperiencethereforedifficulttoimitate ImplicationsfortheHumanResourceFunctionDevelopmanagerialcompetenceStrategicselectionandstaffingDevelopinternallabourmarketDesignjobsroundcapabilityDevelopindividualcompetenceDevelopculturetofosterinnovationBuildlearningorganisationDeveloporganisationallearningmechanisms ImplicationsforHumanResourceSystemsVerticalintegration–linkindividualcompetencetothecorecompetenceoftheorganisationHorizontalintegration–provideaframeworkfortheintegrationofHRsystemscomponentsVitalplayerinthedevelopmentofcorecompetenciesCanbeusedtodevelopindividualHRsystems RecruitmentandSelectionBasedonpastbehaviourasthemostvalidpredictoroffuturebehaviourBuildingthecompetenceframeworkrequiresmultipleinformationsourcesCompetencespecificationshouldcoverbothtechnicalandpersonal/interpersonalcompetencies DevelopinterviewquestionsthatelicitexamplesofpastbehavioursInassessmentcentrescreatetasksthatrequiredemonstratedcompetenciesUsecompetenciestoselecttestinstrumentsUsecompetenciestoevaluatecandidateperformanceRecruitmentandSelection AppraisalSetoutcomeandperformancetargetsforeachcompetenceOutcomelevelsandperformancetargetscanbegradedifdesired.e.gstandardperformance;abovestandard;excellentetcBelowstandardperformancecanbeusedtogeneratedevelopmentneeds Canprovideforumfortheidentificationofnew/changingcompetencerequirementsCanprovideforumforsettingacquisitionofcompetencetimescalesProvidesaclearandagreedframeworkforperformanceevaluationanddiscussionAppraisal DevelopmentProvidesaframeworkforindividualtrainingneedsNotransferproblemsascompetencecanonlybedemonstratedbyonthejobbehavioursDevelopmentcontributesdirectlytocurrentperformanceEncouragesabroadbasedapproachtodevelopmentactivities EnsureslinemanagercommitmenttodevelopmentOfferscommonlanguagetoallparticipantsinthedevelopmentprocessOfferstransparentprocesstoallstakeholdersFacilitatesvalidationandevaluationofthedevelopmentprocessDevelopment RewardPromotesflexibilityPromotesadevelopmentfocusedcultureProvidesopportunitiesforadvancementviaskillsProvidesopportunitiesforearningsenhancementonthebasisofskillsandflexibilityratherthanseniority Canassistinaddressingthetechnical/managerialdivideOffersaroutefortherewardofknowledgeworkersCarrieshigh‘face’validityand‘feltfair’perceptionViacoreorganisationalcompetenciescanlinkrewarddirectlytoorganisationalstrategyReward IntegrationVertical-integrationwithcorporatestrategyHorizontal-theinternalintegrationofthecomponentsofanHRstrategyIntra-gration–theintegrationofthepartsofacomponentofHRstrategye.grewardstrategy–basepay,variablepayandbenefitsallsupporteachother CurrentHRMIssues&DebatesRespondingtoincreasedcompetitionManaginginternationaloperationsRidingthewavesofchangeManagingthechangingrelationshipwiththeworkforceChanginglegislativeandregulatoryframeworksBestpracticeversusbestfit HRMandCorporateStrategy StrategyDiversityofviewpointsTwodimensionsofagreementDegreeofplanning:deliberate–emergentOutcomes:profitmaximisation–rangeofoutcomes(plural)Fourkeyapproaches(Whittington) ApproachestoStrategyOutcomesProfitmaximisingPluralDeliberateEmergentClassicalEvolutionarySystemicProcessualProcesses Classical:RationalEconomicManApplicationofrationalanalysisSeparationofplanningfromimplementationCommitmenttoprofitmaximisationEmphasisonthelong-termExplicitgoalscascadeddowntheorganisation ClassicalandHRMHRMmatchinganddownstreamToolofimplementationHRpoliciesandstrategiesgearedtoachievingprofitmaximisationCritique–productofitstime;looksnaïveintoday"sturbulentandglobalenvironment;stillpursuedinsomesectorswithlongtimehorizons. Evolutionary:NaturalSelectionEmphasisonenvironmentalfitProfitmaximisationachievedbymarketcompetitionFitdeterminedbychanceratherthanstrategySurvivalbyshorttermstrategiesaimedatcurrentfitStrategyandillusioninunpredictableenvironment Evolutionary–lawofthejungleHRkeyroleinenvironmentalscanningPoliciesandstrategiesaimedatflexibilityandadaptabilityMatchingmodelCritique–marketsmoreregulatedthanjungle;bygovernment,law,internationalagreementsConceptofflexibilityimportant Processual–lifeismessyConceptofboundedrationalitySubjectiveinterpretationofdatathereforestrategyflawedandincompleteWetakethefirstbestoption–sufficingOrganisationsascoalitions–consensusbynegotiationMinimumadaptationforsurvivalratherthanproactivechange–sparecapacityasbufferStrategyacomfortingritual ProcessualandHRMHRpoliciesevolvingandreactiveSoftHRMOD,bestpracticeanddevelopmentofinternalcompetenciesimportantCritique–lacksvision;maynotbeabletorespondquicklyenoughtothreats Systemic:sociallygroundedManmakesdecisionsbasedonsocialfactorsnoteconomic;SocialnetworksdefinenormsInternalcontextoffirminfluencedbysocialgroups,interests,resourcesandmicro-politicsDifferentformsoforganisationsuccessfulindifferentculturesSystemicperspectiveincludesnationalculture,family,gender,socialgroupsStrategymustbesensitivetothese SystemicandHRHRpoliciesandprocesseswillhavetoreflectlocalcultureManagementstyleandstrategiesformotivationandcommitmentreflectlocalandnationalcultureCritique–focusesondifferenceattheexpenseofsimilarityandcross-culturalinfluences Resource-BasedTheoryoftheFirmPlacesHRatheartofstrategyCompetitiveadvantagestemsfromstrategiccorecompetenciesbuiltupovertimeRecognisesimportanceofleadershipinbuildingtopteam;fosteringcreativityandinnovation;facilitatethelearningprocess EmphasisesrenewalaspectanddynamiccapabilitiesoftheorganisationCapacityofafirmtorenew,adaptandaugmentitscorecompetenciesovertimeSuccessfulorganisationscombinemultiplemodesofstrategymakingwithhighlevelsofcompetenceandastuteleadershipwithemployeeinvolvementinstrategymakingResource-BasedTheoryoftheFirm Resource-BasedTheory&HRMBasisforhumanresourceascompetitiveedgeHRMvaluedforgeneratingstrategiccapabilityaswellassupportingstrategyHumancapitaladvantage–gainedthroughresourcingandretentionHumanprocessadvantagegainedbycontinuouslearning,co-operationandinnovationfacilitatedbybundlesofHRstrategies DefiningStrategicCoreCompetenciesINTEGRATEDbundleofindividualskills5-15corecompetenciesthenormAmessyaccumulationoflearningincludingtacitandexplicitknowledge–anactivityCorecompetence:–deliversafundamentalcustomerbenefit -isnoteasilyimitatedbycompetitors-providesagatewaytonewmarketsContributestostrategyas:-asasourceofcompetitiveadvantage-viaalongerlifespanthatasingleproduct-exercisedacrosstherangeoforganisationalactivitiesDefiningStrategicCoreCompetencies RoleofHRinManagingCoreCompetenciesIdentifyingcorecompetencies–linkingthemtoindividualsBuildingcorecompetencies–learningandcrossdisciplinecommunication RoleofHRinManagingCoreCompetenciesUtilisingcorecompetencies–developingmanagementcapabilityandformsofworkingthatmaximisedeploymentProtectingcorecompetencies–retentionstrategies,protectionduringmajorchange,identifyingownersofcorecompetence COMPARATIVEHUMANRESOURCEMANAGEMENT Definitions‘howthingsaredonearoundhere’(Drennan,1992)Organisationalculturereferstothepatternofbeliefs,valuesandlearnedwaysofcopingwithexperiencethathavedevelopedduringthecourseofanorganisation’shistory,andwhichtendtobemanifestedinitsmaterialarrangementsandinthebehaviourofitsmembers.(Brown,1995) OrganisationalCulture-DefinitionsThepatternofbeliefsandassumptionssharedbytheorganisationsmembers,thesebeliefsproducenormsthatshapethebehaviourofindividualsandgroupsAsetofhabitualwaysofthinking,feelingandreactingthatarecharacteristicofthewaysinwhichaspecificorganisationmeetsitsproblemsataparticularpointintime LevelsofCultureCulturecanbeconceivedas:-societalornationalculture-corporateculture-homogenousorheterogeneoussubculturesTurner(1971)definedindustrialsub-cultureby:-distinctivesetofsharedmeanings-useofsymbolsandrituals-socialisationsandnorms-attemptstomanipulateculture AspectsofcultureArtifactsLanguage–jokes,jargon,storiesBehaviourpatterns–rituals,ceremonies,celebrationsNormsofbehaviourHistoryEthicalcodesBasicassumptionsBeliefs,valuesandattitudesSymbols ModelsofcultureArtifactsBeliefs,values,attitudesBasicassumptionsMostsuperficialmanifestationsofcultureDeepestlevelofcultureSchein,1985 OrganisationalCultureArtifacts&creations:Technology;artVisiblebehavioursaudiblebehavioursValuesBasicassumptions:HumannatureHumanactivityRelationshipsPerceivedrealityEnvironmentVisiblebutnotoftendecipherableWhat“oughttobe;norm-basedTakenforgrantedInvisiblePre-conscious CommonOrganisationStoriesCanemployeesbreaktherules?Isthebigbosshuman?Canthelittlepersonrisetothetop?WillIgetfired?Howwillthebossreacttomistakes?WilltheorganisationhelpmewhenIhavetomove?Howwilltheorganisationdealwithobstacles? CULTURE:Socialisation:learningpre-arrival:“preconception”metamorphosis:“absorb”securitycommitmentproductivityencounter:“provisional”(H&B2002) OrganisationalCultureandtheLifeCycleoftheFirmPhase1-BirthandEarlyGrowthPurpose–fostercohesionduringgrowthNeedforchange–economicorsuccessionStrategies–naturalevolution-self-guidedevolution-Managedevolution-managedevolutionviaoutsiders OrganisationalCultureandtheLifeCycleoftheFirmPhase2–Organisationalmid-lifePurpose–culturedeeplyembedded,maydevelopsub-culturesStrategies–plannedchangeandOD-technologicalseduction-scandal,explosionofmyths-incrementalism OrganisationalCultureandtheLifeCycleoftheFirmPhase3–organisationalmaturityPurpose–sourceofpride,resistantStrategies–coercivepersuasion-turnaround-recognition,destruction,re-birth Cultureinorganisations:Handy/Harrison:POWER:ZEUSPERSON:DIONYSUSTASK:ATHENAROLE:APOLLO Communication–HallModelArabUKChinaGermanyHighcontextLowcontextSocialtrustfirstBusinessfirstValuepersonalValueexpertiserelationships&goodwill&performanceAgreementbytrustLegalcontractNegotiationslow,ritualNegotiationefficient Hofstede’sModelIndividualismHighpowerdistanceMasculinityHighuncertaintyavoidanceShorttermismCollectivismLowpowerdistanceFemininityLowuncertaintyavoidanceLongtermism HRMandCultureChange LayersofCultureArtefacts–physicalobjects,behaviourandprocessesEspousedvalues–thoseappearingpubliclyinmissionstatement,policiesUnderlyingassumptions–rarelyarticulated;mayconflictwithespousedvaluesandeachother CultureChangeWhychange?Environmentchanges:Business–mergers,technology,marketGovernment–laws,H&S,diversity,Demographic–changesinthehumanresourcesavailable TheNatureofChangeExternallyimposedTransformationalGlobalHostileLargescaleLongtermStrategicInternallyimposedIncrementalLocalPositiveSmallscaleUrgentOperational IntroducingCultureChangeCanbeverydifficultCanbealongtermprocessIssuestobeconsideredinchoosingstrategy:-scale–incrementalorradical-Locus–organisation,unit,department-nature–cognitiveandbehavioural-timescale PrinciplesofCultureChangeValuesandassumptionsdefineacceptedandappropriatebehavioursInsuccessfulorganisationscultureisalignedwithstrategyCulturechangemaybedifficultifthecultureisincompatiblewithstrategyCheckstrategybeforeembarkingonculturechangeCanthechangesrequiredbeachievedbyothermeans SeniormanagementmustunderstandtheimplicationsandbecommittedCulturechangemustpayattentiontotheopinionleadersShouldtakeintoaccounttheworksystems,managementstyleandHRpoliciesNewmessagesreinforcedandoldoneseliminatedThedeeperthelevelofculturechangethemoredifficultitwillbePrinciplesofCultureChange MultipleandsubcultureswillmakeculturechangemoredifficultBehaviouralnormsaretheeasiesttochange,deeperlayersrequireaparticipativeapproachTopdownapproachesaredifficulttosustainovertimeParticipativeapproachesaremoresuccessfulbutdifficulttoimplementandtimeconsumingPrinciplesofCultureChange ApproachestoCultureChange(Bate)STEP1ANALYSINGTHECULTUREAnalysisoftheexistingcultureandsettingspecificobjectivesformeasuringsuccessinachievingthedesiredculture.Leadingto:PROGRAMMEDESIGNSTEP2EXPERIENCINGTHEDESIREDCULTUREInvolvementofallworkteamsthrough‘peakexperience’workshops:INDIVIDUALDEVELOPM’TLEADERSHIPDEVELOPMENTACTION-STUDYTASKFORCEWORKTEAMCULTURES STEP3MODIFYINGTHEEXISTINGCULTUREModifyingcriticalculturalinfluencessuchas:LeadershipmodellingWorkteamsInformation/communicationPerformancerewardOrganisationalstructuresTraining&developmentFirstlinesupervisionResultsorientationAndmonitoringtheoutcomesbyRESULTSTRACKINGApproachestoCultureChange(Bate) STEP4SUSTAININGTHEDESIREDCULTURESustainedachievementofobjectivesandinternalisationoftheongoingchangeprocess.ApproachestoCultureChange(Bate) WhyPeopleResistCultureChangeSelectiveperceptionHabitSecurityEconomicStatusandesteem Multi-culturalOrganisationsAculturethatfostersandvaluesdiversityPluralismasanacculturationprocessFullstructuralintegrationFullintegrationofinformalnetworksAbsenceofinstitutionalisedculturalbiasMinimumofinter-groupconflictduetoproactivemanagementofdiversity ChangingCultureCultureExitthosewhorejectnewcultureEnter&socialisenewstaffcommunicationbehaviourchangeExaminingandJustifyingBehaviourchange=interventionpoint BusinessProcessRe-engineeringSTRATEGYSYSTEMSTECHNOLOGYPEOPLEInputsOutputsEnvironment RationalPlanningApproachFeedbackEnvironmentaldevelopmentloopProbleminitialisedDefinetheproblemEvaluationphaseImplementsolutionMonitor/evaluate Socio-TechnicalApproachesCoreJobCriticalPersonalandDimensionsPsychologicalWorkStatesOutcomeSkillvarietyExperiencedHighTaskidentitymeaningfulnessintrinsicTasksignificanceatworkmotivationAutonomyExperiencedHighjobResponsibilitysatisfactionforworkFeedbackKnowledgeoflowlabourresultsofworkt/oandabsence OrganisationalDevelopmentApproachFormalRelationshipsAimsandobjectivesStrategiesandpoliciesTechnologyandcontrolStructureandstyleAuthorityandadministrativeproceduresInformalRelationshipsFrom:attitudes,perceptions,values,emotions–aboutformalstructuresandpeopleNormativebehaviour,communications,informalinstructions–abouttacticaloperationsoforganisation HRLeverageinChange TheAcquisitionofHumanResources RecruitmentandSelection‘Theoverallaimoftherecruitmentandselectionprocessshouldbetoobtainatminimumcostthenumberandqualityofemployeesrequiredtosatisfythemanpowerneedsoftheorganisation’Armstrong1995Therecruitmentandselectionprocess:-definingrequirements-attractingcandidates(recruitment)-selectingcandidates(selection)-makingthedecision DefinitionofRecruitment‘Searchingforandobtainingpotentialcandidatesinsufficientnumbersandqualitysothattheorganisationcanselectthemostappropriatepeopletofillitsjobneeds’DowlingandSchuler1990Recruitment=theprocessesusedtoattractapplicationsSelection=theprocessesusedtoidentifythemostsuitablecandidate JobAnalysis‘Theprocessofcollecting,analysing,andsettingoutinformationaboutthejob’Armstrong1992MethodsofJobAnalysis-refertoexistingjobdescription-interview-selfanalysis-questionnaire-checklist-criticalincidenttechnique-repertorygrid WritingJobDescriptionsIncludebasicdetails–title,locationetcIncludeasummaryofthejobListaselectionofthemaindutiesCovertherangeofthejobUseactiveverbs–toissueetcBepreciseAvoidvagueandmisleadingwords ExampleofaJobDescriptionJobTitle:PersonnelAssistantDepartment:HumanResourcesSummary:ResponsibleforrecruitmentandotherHumanResourcesactivityDuties:ManagingtherecruitmentofstaffInterviewingcandidatesMaintenanceofpersonnelrecordsRuntheinductionprogrammeIssuingcontractsofemploymentAdvisemanagersBookingtrainingcourses Competency‘Anunderlyingcharacteristicofapersonwhichresultsineffective/superiorjobperformance’Boyatsis‘Acompetencyisasetofbehaviourpatternswhichanincumbentneedstobringtoajobinordertoperformitstasksandfunctionswithcompetence’Woodruffe CompetencyList:MiddleManagerHigherLevelCompetenciesVisionInadditiontoPlanningskillsrelevanttechnicalcompetenceCriticalthinkingLeadershipPersistence****InfluencingskillsInterpersonalskillsSelfconfidenceSelfdevelopmentEmpathyStresstolerance EachhigherlevelcompetencecanbebrokendownintosubunitsExample****“Persistence”:PreparedtousearangeofstrategiestoachieveaproblemsolutionAbilitytodemonstrateacommitmenttotaskcompletionAbilitytorecognisewhencircumstancesrequireaflexibleresponseCompetencyList:MiddleManager AdvantagesofaCompetencyApproachMoreflexiblethanjobdescriptions–thecompetenciescanbeusedinmanytasksEasiertorelatetotheindividualCanmatchagainstexperiencemoreeasilythantaskfortaskFacilitatespersonspecificationAllowsthedevelopmentofcompetence/scenarioquestionsLinkstootherHRprocesses DisadvantagesofaCompetencyApproachSeesqualitiesasseparateentitieswhereasinajobtheyareusedinconjunctionDifficulttouseinhigherleveljobswherecompetenciesarelesstangibleandmoredifficulttodescribeDifficulttodealwithemotionalaspectssuchaspleasantmannerwhichmaybealliedtopersonality PersonSpecificationBothjobdescriptionsandcompetencylistsareusedtodrawupapersonspecificationOneofthemostusedframeworksfordrawingupajobdescriptionisAlecRodger’s7PointPlanItlistssevenmainareasinwhichtherecruitermustspecifytheminimumrequirementsi.e.thosewhichareessentialandthosepreferredordesirablefortheapplicanttopossess PersonSpecificationAttributeEssentialDesirablePhysicalAttainmentsIntelligenceAptitudesInterestsDispositionCircumstances SuccessfulRecruitmentIsEFFECTIVE,COSTEFFECTIVEandFAIRRecruitmentmethodsinclude:-advertisements-governmentagencies-consultants&agencies-directapplications-wordofmouth-opendays-internet-othermedia AdvertisementsCanbeinternal,press–local,national,international,internet,professionaljournals,otherPurpose–attractattention,createandmaintaininterest,stimulateactionContent–organisationsname,locationofjob,salaryandbenefits,summaryofjob,summaryofpersonrequired,actionrequiredtopursueapplication CriteriaforChoosingaRecruitmentMethodEffectivenessLabourmarketissuesNumberofapplicantsSelfselectionCostTimeConfidentiality HeadhuntingIndividualsareapproacheddirectlytocheckoutandstimulateinterestinpositionReasonsforuse:-confidentiality-veryseniorposts-scarceskills-obviouscandidates-raiseinterestandawarenessinthosethatmightnotbeactivelyseekingchangeEthics InternetbasedRecruitmentHow?Throughcompanywebsite;internallythroughintranet;internetsiteprovidersInternetaccessedglobally,butonlybythosewithaccesstoandwhousethetechnologySpecialisedsitesavailable–graduates,engineers,computersWatchforcost,regularupdating,onlinesiftingAdvertisingissuesapply HandlingApplicationsInformationusedto:EnableselfselectionSiftcandidatesCV?OrApplicationformDevelopimage:ProfessionalprocessPsychologicalcontractMaintaininterestCandidateascustomer SelectionTheimportance:‘Itisfairlyeasytouseselectiontoimproveproductivityby6%.Underveryfavourablecircumstancesselectioncanbringaboutgainsof20%ormore….’Smith&Robertson1993Ethicalissues:-principleofpositiveselfregard-principleofinformedconsent-principleofcompetence-principleofconfidentiality CommonSelectionMethodsApplicationformandCVReferences,recommendationsandtestimonialsGroupexercisesWorksampletestsSelectioninterviewsPsychometrictests UsageofSelectionMethodsWithintheUKInterview100%Applicationform98%References97%CV84%Personalitytests58%Ability/aptitudetests47%Assessmentcentres30% ChoosingaSelectionMethodPracticalitySensitivityReliabilityValidity-face-content-criterion(predictiveorcurrent)-construct ValidityofSelectionMethodsAssessmentcentres0.2-0.4Biodata0.2-0.4Abilitytests0.1-0.3Worksampletests0.1-0.3Personalitytests0.1-0.2Interviews0.0-0.2References0.0-0.15 PsychometricTestsMaximalversusTypicalperformanceMaximalperformance-aptitude/attainmentTypicalperformance-personality-interestsandvaluesManycountrieshavelegalconstraintsonuse AptitudeTestsSpecificabilities-e.g.mechanical/spatialSpecificoccupations-e.g.clerical/computerGeneralintelligence-numerical-verbal-abstractreasoning TheSelectionInterviewAconversationwithapurposeto:MakeanassessmentofacandidateinrelationtoanorganisationalroleInformationexchangeSelltheorganisationSocialfunction TypesofSelectionInterviewIndividualPanelSequentialInformationgatheringStructuredSituationalBehaviouralStressHypothetical FailuresofHumanJudgementMemoryQuickdecisions–halo/hornseffectEmphasisonnegativeinformationInconsistentevaluationofinformationPerceptualselectivityLikepeoplelikeyouStereotypingInformationoverloadPrimacyExpectancy StructuredInterviewingBasequestionsonjobanalysisorcompetencestatementsEachcandidateisaskedthesamequestionsSystematicscoringprocedureIndependentassessmentofcandidates InterviewingasaSocialProcessCreateappropriatephysicalenvironmentCreateappropriatesocialenvironmentCreateandmeetcandidateexpectationsUseactivelisteningEndthesocialencounter QuestioningTechniquesOpen–requirefulleranswerClosed–straightforwardinformationProbing–followupforfurtherinformationorareasofuncertaintyLeading–supplythecandidatewithcluestothebestresponseMultiple–candidatewillanswertheeasiest AssessmentCentres‘Anassessmentcentreisaprogrammeoftests,exercisesandinterviewsdesignedtomeasureandassessawiderangeofdifferentabilities,skillsandbehaviouralcharacteristicsandpotentialrequiredforeffectiveperformanceinthejob’BeardwellandHolden,1994 AdvantagesofAssessmentCentresAllowsmoretimetomakeanassessmentInvolvesmoremeasures–betterpredictivevalidityProjectsaprofessionalimageSpinoffs–e.g.developmentalexperienceforassessors DisadvantagesofAssessmentCentresCostTimeDifficulttodoStressfulforcandidatesNeedtotrainassessors DesigninganAssessmentCentreDefinecompetenciesChoosetests,exercisesandmeasures–eachcompetencyatleasttwiceTrainingofassessorsPilotthecentreRunthecentreFeedbackEvaluation ChoosingtheSelectionTestsandExercisesTypesoftechniquesavailableCoveringthecompetenciesHowmanyshouldtherebe?Buyinordeviseyourself?Issuesindesign EnsuringCompetentAssessmentFamiliarisation/ownershipoftheassessmentcriteriaAssessmentofperformancecriterianotperformanceinexercisesAssessmentdocumentationIndependentassessmentTrainingandpractiseforassessors Performancemanagement ‘....Thevariousmanagementprocessesbywhichstandardsofperformanceareaddressedatboththeindividualandorganisationallevel’‘.....theuseofobjectivesettingandperformancereviewsviaemployeeappraisal....’Taylor(1998)Definitionsofperformancemanagement Theessenceofperformancemanagementisestablishingaframeworkinwhichperformancebyindividualscanbedirected,monitored,motivatedandrefined:andwherebythelinksinthecyclecanbeaudited.(Mabey&Salaman,1995)Performancemanagement PerformanceManagementasanIntegratingForcePerformanceManagementRewardManagementImprovingIndividualandOrganisationalPerformanceImprovingManagerialEffectivenessDevelopingSkillsandCompetences(Armstrong,1996) PerformanceManagementCycleOrganisationalObjectivesIndividualObjectivesPerformanceReviewDevelopmentandRewardMonitorandReview ElementsOfPerformanceManagementOrganisationhasasharedvisionofitsobjectiveswhichitcommunicatestoallemployees.Organisationsetsindividualperformancetargetswhicharerelatedtobothoperatingunitandwiderorganisationalgoals.Organisationconductsaformalreviewofprogresstowardsthetargets.Organisationusesthereviewprocesstoidentifytraining,developmentandrewardoutcomes.Organisationevaluatestheeffectivenessofthewholeprocess. CommonFeaturesProvidingDataonContributionofHumanResourcestoStrategicObjectivesFormingaFrameworkofTechniquestoSecureMaximumAchievementofObjectivesforGivenInputsProvidingaMeansofCheckingtheFunctioningoftheProcessLinkswhichDeliverPerformanceAgainstObjectives(Mabey&Salaman,1995) ClarifyingBusinessObjectivesTraining&DevelopmentPerformance&PotentialCareerManagementRewardSystemsCultureChangeIndividualorTeam?APPRAISALPRPBonusesIncrementsAssessmentSuccessionSelf-developmentGuidance&CounsellingRoleofPerformanceManagement CriteriaforSuccessPerformance-orientedcultureTopmanagementsupportandcommitmentAppropriatetraininganddevelopmentoftwowayresponsibility--linemanagers-individualemployeesUtiliseappropriatetheoriesofsocialpsychologyAdministrativelysimpleRecognisetheimportanceofcontextAcknowledgepracticalrealityofsocialprocessesandpowerConstantreviewandevaluation Mixtureofperformancemeasures:Outputfocused-quantifiable,systematic-productivity,quality,targetssetandmetProcessfocused-lessquantifiable,subjective-rating,criticalincidentsreactivePerformanceMeasurementCurve-shape-needtoshiftObtainingperformancedata Underperformerscausesofunderperformancewaysofimprovingperformance-training-persuasion/coaching/counselling-negotiation-disciplineSuperiorPerformersrewardissuesredesigningrolesAcceptablePerformersimpactonmoraleandbehaviourManagingPerformance BasicExpectancyTheoryExpectancyInstrumentalityValenceEffortExternalInfluencesPerformancePersonalCapabilities RoleofLineManagerActivitiessettingclear,manageableandachievableobjectivesdefiningandassessingperformancestandardsandcompetencyrequirementsprovidinghelpfulfeedbackcoachingforimprovedperformancemanagingexpectationsSkillsgivingfeedbackcoachingcounselling ActivitiesschemeintroductionwithseniormanagementtrainingandcommunicationmonitoringandevaluatingoveralleffectivenessSkillspersuasionco-ordinationRoleofHRManager EvaluationofAssessmentCentresQualitative:participantandassessorfeedbackQuantitative:-inter-raterconsistency-inter-exerciseconsistency-validity 9、静夜四无邻，荒居旧业贫。。九月-21九月-21Wednesday,September29,202110、雨中黄叶树，灯下白头人。。02:03:4102:03:4102:039/29/20212:03:41AM11、以我独沈久，愧君相见频。。九月-2102:03:4102:03Sep-2129-Sep-2112、故人江海别，几度隔山川。。02:03:4102:03:4102:03Wednesday,September29,202113、乍见翻疑梦，相悲各问年。。九月-21九月-2102:03:4102:03:41September29,202114、他乡生白发，旧国见青山。。29九月20212:03:41上午02:03:41九月-2115、比不了得就不比，得不到的就不要。。。九月212:03上午九月-2102:03September29,202116、行动出成果，工作出财富。。2021/9/292:03:4102:03:4129September202117、做前，能够环视四周；做时，你只能或者最好沿着以脚为起点的射线向前。。2:03:41上午2:03上午02:03:41九月-219、没有失败，只有暂时停止成功！。九月-21九月-21Wednesday,September29,202110、很多事情努力了未必有结果，但是不努力却什么改变也没有。。02:03:4102:03:4102:039/29/20212:03:41AM11、成功就是日复一日那一点点小小努力的积累。。九月-2102:03:4102:03Sep-2129-Sep-2112、世间成事，不求其绝对圆满，留一份不足，可得无限完美。。02:03:4102:03:4102:03Wednesday,September29,202113、不知香积寺，数里入云峰。。九月-21九月-2102:03:4102:03:41September29,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。29九月20212:03:41上午02:03:41九月-2115、楚塞三湘接，荆门九派通。。。九月212:03上午九月-2102:03September29,202116、少年十五二十时，步行夺得胡马骑。。2021/9/292:03:4102:03:4129September202117、空山新雨后，天气晚来秋。。2:03:41上午2:03上午02:03:41九月-219、杨柳散和风，青山澹吾虑。。九月-21九月-21Wednesday,September29,202110、阅读一切好书如同和过去最杰出的人谈话。02:03:4102:03:4102:039/29/20212:03:41AM11、越是没有本领的就越加自命不凡。九月-2102:03:4102:03Sep-2129-Sep-2112、越是无能的人，越喜欢挑剔别人的错儿。02:03:4102:03:4102:03Wednesday,September29,202113、知人者智，自知者明。胜人者有力，自胜者强。九月-21九月-2102:03:4102:03:41September29,202114、意志坚强的人能把世界放在手中像泥块一样任意揉捏。29九月20212:03:41上午02:03:41九月-2115、最具挑战性的挑战莫过于提升自我。。九月212:03上午九月-2102:03September29,202116、业余生活要有意义，不要越轨。2021/9/292:03:4102:03:4129September202117、一个人即使已登上顶峰，也仍要自强不息。2:03:41上午2:03上午02:03:41九月-21MOMODAPOWERPOINTLoremipsumdolorsit,eleifendnullaac,fringillapurus.Nullaiaculistemporfelisamet,consecteturadipiscingelit.Fusceidurnablanditutcursus.感谢您的下载观看专家告诉