【正文】 nterests Disposition Circumstances Successful Recruitment ? Is EFFECTIVE, ? COST EFFECTIVE and ? FAIR ? Recruitment methods include: advertisements government agencies consultants agencies direct applications word of mouth open days inter other media Advertisements ? Can be internal, press – local, national, international, inter, professional journals , other ? Purpose – attract attention, create and maintain interest, stimulate action ? Content – anisations name, location of job, salary and benefits, summary of job, summary of person required, action required to pursue application Criteria for Choosing a Recruitment Method ? Effectiveness ? Labour market issues ? Number of applicants ? Self selection ? Cost ? Time ? Confidentiality Headhunting ? Individuals are approached directly to checkout and stimulate interest in position ? Reasons for use: confidentiality very senior posts scarce skills obvious candidates raise interest and awareness in those that might not be actively seeking change ? Ethics Inter based Recruitment ? How? Through pany website。 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。 fostering creativity and innovation。 may not be able to respond quickly enough to threats Systemic: socially grounded ? Man makes decisions based on social factors not economic。 still pursued in some sectors with long time horizons. Evolutionary: Natural Selection ? Emphasis on environmental fit ? Profit maximisation achieved by market petition ? Fit determined by chance rather than strategy ? Survival by short term strategies aimed at current fit ? Strategy and illusion in unpredictable environment Evolutionary – law of the jungle ? HR key role in environmental scanning ? Policies and strategies aimed at flexibility and adaptability ? Matching model ? Critique – markets more regulated than jungle。ve in today39。 excellent etc ? Below standard performance can be used to generate development needs ? Can provide forum for the identification of new/changing petence requirements ? Can provide forum for setting acquisition of petence time scales ? Provides a clear and agreed framework for performance evaluation and discussion Appraisal Development ? Provides a framework for individual training needs ? No transfer problems as petence can only be demonstrated by on the job behaviours ? Development contributes directly to current performance ? Encourages a broad based approach to development activities ? Ensures line manager mitment to development ? Offers mon language to all participants in the development process ? Offers transparent process to all stakeholders ? Facilitates validation and evaluation of the development process Development Reward ? Promotes flexibility ? Promotes a development focused culture ? Provides opportunities for advancement via skills ? Provides opportunities for earnings enhancement on the basis of skills and flexibility rather than seniority ? Can assist in addressing the technical/managerial divide ? Offers a route for the reward of knowledge workers ? Carries high ?face? validity and ?felt fair? perception ? Via core anisational petencies can link reward directly to anisational strategy Reward Integration ? Vertical integration with corporate strategy ? Horizontal the internal integration of the ponents of an HR strategy ? Intragration – the integration of the parts of a ponent of HR strategy reward strategy – base pay, variable pay and benefits all support each other Current HRM Issues Debates ? Responding to increased petition ? Managing international operations ? Riding the waves of change ? Managing the changing relationship with the workforce ? Changing legislative and regulatory frameworks ? Best practice versus best fit 無憂資源： 中國最大最全的資源下載網(wǎng) 教育新天地： HRM and Corporate Strategy Strategy ? Diversity of viewpoints ? Two dimensions of agreement ? Degree of planning: deliberate – emergent ? Outes: profit maximisation – range of outes (plural) ? Four key approaches (Whittington) Approaches to Strategy Outes Profit maximising Plural Deliberate Emergent Classical Evolutionary Systemic Processual Processes Classical: Rational Economic Man ? Application of rational analysis ? Separation of planning from implementation ? Commitment to profit maximisation ? Emphasis on the longterm ? Explicit goals cascaded down the anisation Classical and HRM ? HRM matching and downstream ? Tool of implementation ? HR policies and strategies geared to achieving profit maximisation ? Critique – product of its time。無憂資源： 中國最大最全的資源下載網(wǎng) 教育新天地： Human Resource Management PART1 Personnel Management to Human Resource Management ? Recognition of the need to take a more strategic approach to the management of people ? Began in the 1980?s in the USA ? UK followed quickly ? Concept is… ?a strategic approach to acquiring, developing, managing and gaining the mitment of the anisations key resource – the people who work for it? Armstrong 1991 Features of HRM ? Management focussed and top management driven ? Line management role key ? Emphasises strategic fit – integration with business strategy ? Commitment oriented ? Two perspectives – ?hard? and ?soft? ? Involves strong cultures and values ? Performance oriented ? Requires adoption of a coherent approach to mutually supporting employment policies and practices ? Employee relations anic rather than