【正文】 Culture Change (Bate) Why People Resist Culture Change ? Selective perception ? Habit ? Security ? Economic ? Status and esteem Multicultural Organisations ? A culture that fosters and values diversity ? Pluralism as an acculturation process ? Full structural integration ? Full integration of informal works ? Absence of institutionalised cultural bias ? Minimum of intergroup conflict due to proactive management of diversity Changing Culture Culture Exit those who reject new culture Enter socialise new staff munication behaviour change Examining and Justifying Behaviour change = intervention point Business Process Reengineering STRATEGY SYSTEMS TECHNOLOGY PEOPLE Inputs Outputs Environment Rational Planning Approach Feedback Environmental development loop Problem initialised Define the problem Evaluation phase Implement solution Monitor/ evaluate SocioTechnical Approaches Core Job Critical Personal and Dimensions Psychological Work States Oute Skill variety Experienced High Task identity meaningfulness intrinsic Task significance at work motivation Autonomy Experienced High job Responsibility satisfaction for work Feedback Knowledge of low labour results of work t/o and absence Organisational Development Approach Formal Relationships Aims and objectives Strategies and policies Technology and control Structure and style Authority and administrative procedures Informal Relationships From: attitudes,perceptions, values, emotions – about formal structures and people Normative behaviour, munications, informal instructions – about tactical operations of anisation HR Leverage in Change The Acquisition of Human Resources Recruitment and Selection ? ‘ The overall aim of the recruitment and selection process should be to obtain at minimum cost the number and quality of employees required to satisfy the manpower needs of the anisation? Armstrong 1995 ? The recruitment and selection process: defining requirements attracting candidates (recruitment) selecting candidates (selection) making the decision Definition of Recruitment ? ‘ Searching for and obtaining potential candidates in sufficient numbers and quality so that the anisation can select the most appropriate people to fill its job needs? Dowling and Schuler 1990 ? Recruitment = the processes used to attract applications ? Selection = the processes used to identify the most suitable candidate Job Analysis ? ‘ The 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 Circumstanc