Chapter 5

84問 • 1年前

問題一覧

The management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organization.

Staffing

Undertaken to match people with jobs so that the realization of the organization's objectives will be facilitated.

Staffing

Staffing Process or Procedure:

Human Resource Planning, Recruitment, Selection, Induction and Orientation, Training and Development, Performance Appraisal, Employment Decisions, Separations

Human Resource Planning:

Forecasting, Programming, Evaluation and Control

Assessment of future human resource needs in relation to the current capabilities of the organization.

Forecasting

Translating the forecasted human resource needs to personnel objectives and goals.

Programming

Monitoring human resource action plans and evaluating their success.

Evaluation and Control

Methods of Forecasting:

Time Series Methods, Explanatory or Causal Models, Monitoring Methods

Which use historical data to develop forecasts of the future.

Time Series Methods

Which are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

Explanatory or Causal Models

Are those that provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess the likely impact and plan responses if required.

Monitoring Methods

Three major types of explanatory models:

Regression Models, Econometric Models, Leading Indicators

A system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables.

Econometric Models

Refers to time series that anticipate business cycle turns.

Leading Indicators

Refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

Recruitment

Source of Applicants:

Organization's Current Employees, Newspaper Advertising, Schools, Referrals from Employees, Recruitment Firms, Competitors

The engineer manager will likely rely on newspaper advertising, schools, and referrals.

Entry-Level Personnel

The reliable sources are current employees, recruitment firms, and competitors.

Recruiting Managers

Refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

Selection

Its purpose is to evaluate each candidate and to pick the most suited for the position available.

Selection

Ways of Determining the Qualifications of a Job Candidate:

Application Blanks, References, Interviews, Testing

Provides information about a person's characteristics such as age, marital status, address, educational background, experience, and special interests.

Application Blank

Are those written by previous employers, co-workers, teachers, club officers, etc. Their statements may provide some vital information on the character of the applicant.

References

Informations may be gathered by asking a series of relevant questions to the job candidate.

Interview

This involves an evaluation of the future behavior or performance of an individual.

Testing

Types of Tests:

Psychological Test, Physical Examination

Psychological Test:

Aptitude Test, Performance Test, Personality Test, Interest Test

An objective, standard measure of a sample behavior.

Psychological Tests

One used to measure a person's capacity or potential ability to learn.

Aptitude Test

One used to measure a person's current knowledge of a subject.

Performance Test

One used to measure personality traits as dominance, sociability, and conformity.

Personality Test

One used to measure a person's interest in various fields of work.

Interest Test

Given to assess the physical health of an applicant.

Physical Examination

Given to assure that the health of the applicant is adequate to meet the job requirements.

Physical Examination

Undertaken after an applicant is finally selected from among the various ones and then subsequently is hired.

Induction and Orientation

New employee is provided with the necessary information about the company.

Induction

New employee is introduced to the immediate working environment and co-workers.

Orientation

If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job.

Training

Refers to the learning that is provided in order to improve performance on the present.

Training

Training programs consist of two general types:

Training programs for nonmanagers, Training and educational programs for executives

Training Program for Nonmanagers:

On-The-Job Training, Vestibule School, Apprenticeship Program, Special Courses

Where the trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.

On-The-Job Training

Where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him.

Vestibule School

Where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

Apprenticeship Program

Are those taken which provide more emphasis on education rather than training.

Special Courses

Training Programs for Managers: Decision-making skills

In-Basket, Management Games, Case Studies

Where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.

In-Basket

A training method where trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.

Management Games

This method presents actual situations in organizations and enable one to examine successful and unsuccessful operations.

Case Studies

It emphasizes the manager's world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.

Case Studies

The interpersonal competence of the manager may be developed through any of the following methods:

Role-Playing, Behavior Modeling, Sensitivity Training, Transactional Analysis

A method by which the trainees are assigned roles to play in a given case incident.

Role-Playing

They are provided with a script or a description of a given problem and of the key persons they are to play.

Role-Playing

The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership.

Role-Playing

This method attempts to influence the trainee by showing model persons behaving effectively in a problem situation.

Behavior Modeling

The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on.

Behavior Modeling

Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.

Sensitivity Training

A training method intended to help individuals not only understand themselves and others but also improve their interpersonal communication skills.

Transactional Analysis

In acquiring knowledge about the actual job the man- ager is currently holding, the following methods are useful:

On-The-Job Experience, Coaching, Understudy

This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

On-The-Job Experience

This method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.

Coaching

Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself.

Understudy

Under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.

Position Rotation

This method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions.

Multiple Management

The measurement of employee performance.

Performance Appraisal

Ways of Appraising Performance:

Rating Scale Method, Essay Method, Management by Objectives Method, Assessment Center Method, Checklist Method, Work Standards Method, Ranking Method, Critical-Incident Method

Where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.

Rating Scale Method

Where the evaluator composes statements that best describe the person evaluated.

Essay Method

Where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member.

Management by Objectives Method

Where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

Assessment Center Method

Where the evaluator checks statements on a list that are deemed to characterize an employee's behavior or performance.

Checklist Method

Where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees.

Work Standards Method

Where each evaluator arranges employees in rank order from the best to the poorest.

Ranking Method

Where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee's performance.

Critical-Incident Method

Occurs when employee's behavior results in an unusual success or failure on some parts of the job.

Critical-Incident Method

Employment Decisions:

Monetary Rewards, Promotion, Transfer, Demotion

Are given to employees whose performance is at par or above standard requirements.

Monetary Rewards

A movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.

Promotion

The movement of a person to a different job at the same or similar level of responsibility in the organization.

Transfer

Are made to provide growth opportunities for the persons involved or to get rid of a poor performing employee.

Transfers

A movement from one position to another which has less pay or responsibility attached to it.

Demotion

Is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

Demotion

Is either a voluntary or involuntary termination of an employee.

Separation

Is the last option that the management exercises when an employee's performance is poor or when he/she committed an act violating the company rules and regulations.

Involuntary Separation

Enumeration

Sabrina Mikhaela Canindo · 42問 · 1年前

Enumeration