【正文】 der Issues: Workforce characteristics Business strategy conditions Management philosophy Unions Task technology Laws societal values Stakeholder Interests: Shareholders Management Employee Groups Government Community Unions HRM Policy: Choice Employee influence Reward systems Work systems Human resource flows HR Outes: Commitment Congruence Competence Cost effectiveness LT consequences: Individual well being Organisational effectiveness Societal well being Guest Model ? Defines four policy goals of HRM ? Further development of the Harvard model ? Strategic integration –HRM into strategic plans, in line decisions,within HR policies ? High mitment – strong identification with pany ? High quality – including management of people ? Flexibility – functional, adaptable structures, capability to innovate Soft HRM ? Stresses human aspect ? Emphasis on HRD ? Participation ? Motivation ? Commitment ? Leadership ? HUMAN resource management Hard HRM ? People as a resource ? Used dispassionately ? Used in calculating rational manner ? Head count ? Human RESOURCE Management CompetenceBased HRM Definitions: ? The skills, knowledge and experience that an individual brings to their role IDS 1997 ? Basic personal characteristics that are determining factors for acting successfully in a job or situation McClelland 1993 ? Underlying traits, motives, skills, characteristics and knowledge related to superior performance Boyatsis 1982 Uk v. US definitions ? US input oriented – what the individual brings to the job ? UK output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance ? One or both? Levels of Influence ? Strategic ? Functional ? Systems ? Individual Implications at Strategic Level ? The identification of core petencies of the anisation which confer sustained petitive advantage ? Owned by more than one person and grow through use and experience therefore difficult to imitate Implications for the Human Resource Function ? Develop managerial petence ? Strategic selection and staffing ? Develop internal labour market ? Design jobs round capability ? Develop individual petence ? Develop culture to foster innovation ? Build learning anisation ? Develop anisational learning mechanisms Implications for Human Resource Systems ? Vertical integration – link individual petence to the core petence of the anisation ? Horizontal integration – provide a framework for the integration of HR systems ponents ? Vital player in the development of core petencies ? Can be used to develop individual HR systems Recruitment and Selection ? Based on past behaviour as the most valid predictor of future behaviour ? Building the petence framework requires multiple information sources ? Competence specification should cover both technical and personal/interpersonal petencies ? Develop interview questions that elicit examples of past behaviours ? In assessment centres create tasks that require demonstrated petencies ? Use petencies to select test instruments ? Use petencies to evaluate candidate performance Recruitment and Selection Appraisal ? Set oute and performance targets for each petence ? Oute levels and performance targets can be graded if standard performance。ve in today39。 may not be able to respond quickly enough to threats Systemic: socially grounded ? Man makes decisions based on social factors not economic。 art Visible behaviours audible behaviours Values Basic assumptions: Human nature Human activity Relationships Perceived reality Environment Visible but not often decipherable What “ought to be。 inter site providers ? Inter accessed globally, but only by those with access to and who use the technology ? Specialised sites available – graduates,engineers, puters ? Watch for cost, regular updating, on line sifting ? Advertising issues apply Handling Applications ? Information used to: ? Enable self selection ? Sift candidates ? CV ? Or ? Application form ? Develop image: ? Professional process ? Psychological contract ? Maintain interest ? Candidate as customer Selection ? The importance: ?It is fairly easy to use selection to improve productivity by 6%. Under very favourable circumstances selection can bring about gains of 20% or more…. ? Smith Robertson 1993 ? Ethical issues: principle of positive self regard principle of informed consent principle of petence principle of confidentiality Common Selection Methods ? Application form and CV ? References, remendations and testimonials ? Group exercises ? Work sample tests ? Selection interviews ? Psychometric tests Usage of Selection Methods Within the UK ? Interview 100% ? Application form 98% ? References 97% ? CV 84% ? Personality tests 58% ? Ability/aptitude tests 47% ? Assessment centres 30% Choosing a Selection Method ? Practicality ? Sensitivity ? Reliability ? Validity face content criterion (predictive or current) construct Validity of Selection Methods ? Assessment centres ? Biodata ? Ability tests ? Work sample tests ? Personality tests ? Interviews ? References Psychometric Tests ? Maximal versus Typical performance ? Maximal performance aptitude/attainment ? Typical performance personality interests and values ? Many countries have legal constraints on use Aptitude Tests ? Specific abilities . mechanical/spatial ? Specific occupations . clerical/puter ? General