人力资源管理---.pptVIP

Prentice Hall, 1999 Chapter 9 人力資源管理 學習目標 區別工作分析, 工作說明, 及工作規範 解釋為什麼甄選的工具必須兼具效度及信度 描述智商與工作績效的關係 確認何處可以找到應徵者 指出面試的優缺點 學習目標 執行有效的面試 描述可藉由員工訓練改進的四種技能 解釋評估員工績效的主要方法 定義性騷擾以及如何預防 幫助員工規劃生涯 評估訓練需求 訓練的種類 基本識字技能 技術性技能 人際關係技能 解決問題的技能 道德訓練 訓練方法 Recruitment is the process of locating, identifying, and attracting capable employees. Three trends have surfaced. First, organizations are using alternative sources to increase the diversity of applicants. Second, companies are using temporary help firms as a source of new employees. Third, many companies are finding new employees on the Internet. Given performance criteria chosen by management, selection seeks to predict which applicants will be successful if hired. Prediction. Any selection decision can result in four possible outcomes: two correct decisions and two errors. Problems occur when managers either reject candidates who would have performed successfully on-the-job (reject errors) or accept those who perform poorly (accept errors). Therefore, effective selection activity reduces the probability of making accept-or-reject errors and increases the probability of making correct decisions. Validity. If a selection device contains a proven relationship between the selection device and some relevant criterion, it demonstrates validity. Reliability. If a selection device measures the same thing consistently, it exhibits reliability. Relevant, verifiable biographical data can be a valid measure of performance. When application form items are weighted based on job requirements, the form can predict on-the-job performance. But, the use of weighted applications for selection is difficult and expensive. While typical tests include tests of intelligence, personality, aptitude, ability, interest, and integrity, three tests have gotten the most attention in recent years. Integrity tests measure attributes such as dependability, carefulness, responsibility, or honesty. Even though personality tests that have been carefully valid