9. Job Analysis
• The cornerstone of personnel selection
• Identify the important tasks and duties
• Identify the knowledge, skills, and abilities needed to
perform the job
• The methods used to select employees should tie in
directly with the results of the job analysis
10. Recruitment
• Recruitment: attracting people with the right qualifications to
apply for the job
– Internal recruitment vs. external recruitment
New
opening !
“A balance between promoting current employees
and hiring outside applicants is needed”
11. Media Advertisements
• Newspaper Ads
– Huge change in recruiting: 2007 vs. 2002
– Four ways for applicant to respond
• Respond by calling
• Apply-in-person ads
• Send-résumé ads
• Blind box ads
12. Media Advertisements
• Newspaper Ads
– Writing Recruitment Ads
• Using creative illustrations → greatest number of applicants
• Include salary range & company phone → highest-quality applicants
• Containing realistic information about the job
• Containing information about the selection process
– Innovative advertising
13. Media Advertisements
• Electronic media
– Television: ex. 富邦徵才廣告
信義房屋 爆料雞排
– Radio: ex. Harris Trucking
• Situation-Wanted Ads
– Place by the applicant
• Point-of-Purchase Methods
– Post in places where customers or current employees are likely to see
– Cabela’s
14. Recruiters
• Campus recruiters
– Virtual job fairs: use web to “visit” with recruiters
• Outside recruiters
– More than 75% of organizations use such outside recruiting
sources as private employment agencies, public employment
agencies, and executive search firms
15. Employment Agencies and Search Firms
• Employment Agencies
– Operate in one of two ways: charge either company or applicant
when the applicant takes the job
– Few risks for organizations
– Useful if an HR department is overloaded with work
• Executive Search Firms
– Known as “head hunters”
– Difference from employment agencies
1. higher-paying, non-entry-level positions
2. always charge their fees to organizations rather than to
applicants
3. fees charged about 30% of the applicant’s first-year salary
16. Employment Agencies and Search Firms
• Public Employment Agencies
– Designed primarily to help the unemployed find work
– No cost involved in hiring the applicants
– Placing kiosks in locations such as shopping mall and public
buildings
17. Employee Referrals
• Current employee refers a friend or family member for a
job
• Were rated as the most effective recruitment method
• Organizations provide financial incentives to employees
who recommend applicants who are hired. Ex.
• Only 24% of employees making the
referral for the incentive
• Only those referrals made by
successful employees should be
considered
18. Direct Mail
• Especially for those who are not actively job hunting
• Useful positions involving specialized skills
19. Internet
• A fast-growing source of recruitment
– Employer-Based Websites → .jobs domain (
http://www.104.com.tw)
– Automatic hiring system, ex. Rock Bottom
• Internet Recruiters
– A private company whose website lists job openings for hundreds
of organizations and résumé for
thousands of applicants
– Advantages: lower costs,
“every day is Sunday”
20. Job Fairs
• Used by 70% of organizations
• Many types of organizations have booths at the same location
• Held when an event or disaster occurs that’s affects local
employment, such as September 11, 2001, Hurricane Katrina
• Organizations in the same field in one location. For example,
an education job fair in Honolulu, Hawaii
• A job fair for an organization to hold its own
21. Incentives
• Offer incentives for employees to accept jobs with an
organization
• Offer employee discounts on company products and
services
22. Increasing Applicant Diversity
• Recruit underrepresented groups such as women and
minorities
• Highlighting the organization’s openness to diversity in
recruitment materials (ex. display pictures of minority
employees)
23. Recruiting “Passive” Applicants
• “the best” employees are already employed
• Recruiters try to find ways to identify this hidden talent
and then convince the person to apply for a job with their
company
• Built relationships with professional associations for each
of the field in which they recruit
• Surf the web: blogs, social networking sites such as
Facebook ,Myspace and Linkedin
24.
25. Evaluating the Effectiveness of
Recruitment Strategies
• Examine the number of applicants each recruitment source yields
• Consider the cost per applicant, determined by dividing the number
of applicants by the amount spent for each strategy
• Look at either number of qualified applicants or the cost per qualified
applicant
• Look at the number of successful employees generated by each
recruitment source
• Look at the number of minorities and women that applied for the job
and were hired
• Zottoli and Wanous (2000) found that employees recruited through
inside sources stayed with the organization longer and performed
better than employees recruited through outside sources
26. Realistic Job Previews
• RJPs involve giving an applicant an honest assessment of
the job, the one who stay will not be surprised about the
job
Ex. 世上最糟的工作
• Informed applicants will tend to stay on the job longer
• RJPs will be most effective if they are given in an oral
rather than a written format
• if they are given to the applicant at the time of the job
offer rather than earlier in the recruitment process or
after the job offer has been accepted
• Expectation-lowering procedure (ELP)
– Lower an applicant’s expectations about work and expectations in
general
37. Content of Recruiting Messages
• Realistic Job Preview
– Avoids creating unfulfilled job expectations
– May reduce subsequent employee turnover
– Is “a right thing to do”
• Specificity and Detail in Company Information
– Can favorably influence applicant’s perception
– Helps applicant in self-selection decision to become an
applicant, stay in the recruitment process, or to remove
themselves from further consideration.
38.
39.
40.
41. Selection and Recruitment
• Purposes of Recruitment
– To develop an appropriate number of applicants
(e.g., ten for each open position) while keeping
costs reasonable.
– To meet the organization’s legal and social
obligations regarding the demographic
composition of its workforce.
– To help increase the success rate of the selection
process by reducing the percentage of applicants
who are either poorly qualified or have the wrong
skills.
42. TABLE 1.1 Recruitment Sources
• Advertising
• Associations and Unions
• Colleges and Secondary Schools
• Employee Referral Programs
• Employment Agencies
• Walk-ins
• Internet
• Job Posting
• Review of Employee Files
44. Definition of Selection
• The process of collecting and evaluating
information about an individual in order to
extend an offer of employment.
– Such employment could be either a first
position for a new employee or a different
position for a current employee.
– The selection process is performed under legal
and environmental constraints and addresses
the future interests of the organization and of
the individual.
45. Effective Employee Selection Techniques
• Effective employee selection systems share 3
characteristics:
– 1. they are valid
– 2. they reduce the chance of a legal challenge
– 3. they are cost-effective
• A valid selection test is based on:
– A job analysis (content validity)
– Predicts work-related behavior (criterion validity)
– Measures the construct it purports to measure (construct validity)
• Selection test will reduce the chance of a legal challenge if
their content appears to be job related (face validity)
70. 三、
有 Peter 、 Simon 、 James 、 David 、 Evon 五
個來自不同國家的人想要溝通，其中：
Peter 可以說 中文與法語 Simon 可以說 英語與中文
James 可以說 俄語與中文 David 可以說 法語與俄語
Evon 可以說 俄語與英語
1. 請問那兩人之間的溝通，需要翻譯人員協助雙方的溝通。
(A) Peter 與 James (B) David 與 Evon (C) Peter 與
Simon
(D) Simon 與 James (E) Simon 與 David
2. 請問這五個人最常用的語言是：
(A) 中文與法語 (B) 中文與俄語 (C) 法語與俄語
87. Current Issues in Selection
• Broadly Defined Team-Based Jobs
– Emphasize KSAs necessary for teamwork
– Emphasize interpersonal skills and use of incumbent team
members in the selection of new members
– Describe jobs in terms of processes rather than specific job
activities
– Work analysis methods should allow for considerable
flexibility as job incumbents and organization change
• The Growth Of Small Business
– Large organizations have been reducing the number of
employees, while small businesses have been increasing
their numbers
94. 重要參考資料
Muchinsky, P. M. (2008). Psychology applied to work (9th ed.). Pacific
Grove, CA: Brooks/Cole Publishing Co.
Greenberg,J. （ 2004 ） . Managing Behavior in Organizations (4th ed.).
New Jersey: Pearson Prentice Hall.
Gatewood, R.D. & Feild, H.S. (2008). Human Resource Selection (6th
ed.).Orlando, Fl: The Dryden Press.
Noe, R. A., Hollenbeck. J. R., Gerhart. B. G., & Wright, P. M. （ 2004 ） .
Fundamental of Human Resource Management.New York:
McGraw-Hill.
