【正文】 he process of collecting, analysing, and setting out information about the job? Armstrong 1992 ? Methods of Job Analysis refer to existing job description interview self analysis questionnaire checklist critical incident technique repertory grid Writing Job Descriptions ? Include basic details – title, location etc ? Include a summary of the job ? List a selection of the main duties ? Cover the range of the job ? Use active verbs – to issue etc ? Be precise ? Avoid vague and misleading words Example of a Job Description Job Title: Personnel Assistant Department: Human Resources Summary: Responsible for recruitment and other Human Resources activity Duties: 1. Managing the recruitment of staff 2. Interviewing candidates 3. Maintenance of personnel records 4. Run the induction programme 5. Issuing contracts of employment 6. Advise managers 7. Booking training courses Competency ? ‘ An underlying characteristic of a person which results in effective/superior job performance? Boyatsis ? ?A petency is a set of behaviour patterns which an incumbent needs to bring to a job in order to perform its tasks and functions with petence? Woodruffe Competency List: Middle Manager Higher Level Competencies ? Vision In addition to ? Planning skills relevant technical petence ? Critical thinking ? Leadership ? Persistence **** ? Influencing skills ? Interpersonal skills ? Self confidence ? Self development ? Empathy ? Stress tolerance Each higher level petence can be broken down into sub units Example**** “Persistence”: ? Prepared to use a range of strategies to achieve a problem solution ? Ability to demonstrate a mitment to task pletion ? Ability to recognise when circumstances require a flexible response Competency List: Middle Manager Advantages of a Competency Approach ? More flexible than job descriptions – the petencies can be used in many tasks ? Easier to relate to the individual ? Can match against experience more easily than task for task ? Facilitates person specification ? Allows the development of petence/ scenario questions ? Links to other HR processes Disadvantages of a Competency Approach ? Sees qualities as separate entities whereas in a job they are used in conjunction ? Difficult to use in higher level jobs where petencies are less tangible and more difficult to describe ? Difficult to deal with emotional aspects such as pleasant manner which may be allied to personality Person Specification ? Both job descriptions and petency lists are used to draw up a person specification ? One of the most used frameworks for drawing up a job description is Alec Rodger?s 7 Point Plan ? It lists seven main areas in which the recruiter must specify the minimum requirements . those which are essential and those preferred or desirable for the applicant to possess Person Specification Attribute Essential Desirable Physical Attainments Intelligence Aptitudes Interests Disposition Circumstances Successful Recruitment ? Is EFFECTIVE, ? COST EFFECTIVE and ? FAIR ? Recruitment methods include: advertisements government agencies consultants amp。 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 intelligence numerical verbal abstract reasoning The Selection Interview ? A conversation with a purpose to: ? Make an assessment of a candidate in relation to an anisational role ? Information exchange ? Sell the anisation ? Social function Types of Selection Interview ? Individual ? Panel ? Sequential ? Information gathering ? Structured ? Situational ? Behavioural ? Stress ? Hypothetical Failures of Human Judgement ? Memory ? Quick decisions – halo/horns effect ? Emphasis on negative information ? Inconsistent evaluation of information ? Perceptual selectivity ? Like people like you ? Stereotyping ? Information overload ? Primacy ? Expectancy Structured Interviewing ? Base questions on job analysis or petence statements ? Each candidate is asked the same questions ? Systematic scoring procedure ? Independent assessment of candidates Interviewing as a Social Process ? Create appropriate physical environment ? Create appropriate social environment ? Create and meet candidate expectations ? Use active listening ? End the social encounter Questioning Techniques ? Open – require fuller answer ? Closed – straightforward information ? Probing – follow up for further information or areas of uncertain