Public Enterprise Management Ch13. Advanced human resources management – recruitment, evaluatio...
1. Job Analysis and Job Design
Job Analysis
The systematic process of identifying the tasks that make up a job and the qualification requirements needed to perform it.
Outputs
- Job Description: Description of job content, responsibilities, and environment
- Job Specification: Qualification requirements for the job holder (education, experience, skills)
Job Analysis Methods
| Method | Description |
|---|---|
| Observation Method | Identify tasks through direct observation |
| Interview Method | Interview job holders |
| Questionnaire Method | Utilize the Position Analysis Questionnaire (PAQ) |
| Critical Incident Technique | Collect effective/ineffective behavioral examples |
| Work Log Method | Self-recording by job holders |
Job Design
Designing job contents and methods of performance.
Job Characteristics Model (Hackman & Oldham)
5 Core Job Characteristics:
- Skill Variety — Whether a variety of skills are used
- Task Identity — Completeness from start to finish
- Task Significance — Impact on others
- Autonomy — Authority to determine schedule and methods
- Feedback — Information on performance outcomes
→ 5 Characteristics → 3 Psychological States → Performance Enhancement
Types of Job Design
| Type | Description |
|---|---|
| Job Simplification | Maximize efficiency through task division (Tayloristic) |
| Job Rotation | Perform multiple jobs alternately |
| Job Enlargement | Horizontal expansion (increase in number of tasks) |
| Job Enrichment | Vertical expansion (increased autonomy and responsibility) — Herzberg |
2. Recruitment and Selection
Recruitment
Internal Recruitment: Internal transfers/promotions → Motivation, cost reduction / However, risk of stagnation External Recruitment: New hiring → Fresh ideas / However, increased costs and risks
Reliability and Validity of Selection Tools
| Concept | Meaning |
|---|---|
| Reliability | Consistency yielding the same results even with repeated identical measurements |
| Content Validity | Does the measurement content represent the job? |
| Criterion-related Validity | Do selection tools predict job performance? |
| Construct Validity | Are psychological traits measured correctly? |
3. Performance Appraisal
Absolute vs. Relative Evaluation
| Category | Absolute Evaluation | Relative Evaluation |
|---|---|---|
| Standard | Pre-established standards | Comparison among members |
| Advantages | Promotes cooperation, fair | Secures discriminability |
| Disadvantages | Leniency error possible | Inhibits cooperation |
Major Appraisal Methods
MBO (Management by Objectives) Supervisors and subordinates set goals together → Evaluated by goal achievement. Proposed by Drucker.
BARS (Behaviorally Anchored Rating Scales) Evaluated using a scale defining specific job behavior examples by grade. High objectivity.
360-Degree Feedback Evaluated by supervisors, peers, subordinates, and customers alike. Multi-source feedback.
BOS (Behavioral Observation Scales) Evaluates the frequency of observing specific behaviors.
Appraisal Errors
| Error | Description |
|---|---|
| Halo Effect | One trait influences the evaluation of other traits |
| Horn/Lending Effect | A previously evaluated subject influences the next evaluation |
| Leniency Error | Evaluating everyone high |
| Central Tendency | Evaluating mostly around middle scores |
| Recency Error | Relying only on recent behaviors |
| Contrast Error | Comparing against the evaluator themselves |
4. Training and Development
ADDIE Model (5 Stages)
| Stage | Description |
|---|---|
| Analysis | Training needs analysis, target audience analysis |
| Design | Set learning objectives, establish instructional strategies |
| Development | Produce teaching materials and contents |
| Implementation | Conduct training |
| Evaluation | Kirkpatrick’s Four-Level Training Evaluation |
Kirkpatrick’s Four-Level Training Evaluation
| Level | Evaluation Content |
|---|---|
| Reaction | Training satisfaction |
| Learning | Degree of knowledge and skill acquisition |
| Behavior | Degree of on-the-job application |
| Results | Organizational performance improvement |
Training Methods
On-the-Job Training (OJT): Training within the workplace — supervisors or senior staff guide during actual work Off-JT (Off-the-Job Training): Group training, lectures, seminars CDP (Career Development Program): Systematic career planning and support
5. Compensation Management
Compensation Types
| Type | Description |
|---|---|
| Seniority-based Pay | Based on years of service — stability, weak motivation |
| Skill-based Pay | Based on job performance capabilities |
| Job-based Pay | Based on job value — fairness, implementation complexity |
| Performance-based Pay | Based on performance and goal achievement |
Employee Benefits Types
- Statutory Employee Benefits: 4 Major Public Insurances (National Pension, Health Insurance, Employment Insurance, Industrial Accident Compensation Insurance)
- Voluntary Employee Benefits: Includes flexible benefits (Cafeteria Plan)
Core Summary (Frequently Tested Keywords)
| Keyword | Connected Theory |
|---|---|
| Job Description vs. Job Specification | Distinction of job analysis outputs |
| Hackman & Oldham | 5 Core Job Characteristics |
| MBO | Drucker, management by objectives |
| BARS | Behaviorally anchored rating scales, objectivity |
| ADDIE | 5 stages of training and development |
| Kirkpatrick | 4-level training evaluation |
| Cafeteria Plan | Flexible employee benefits |
Oiyo
Editorial DeskThe OIYO editorial desk researches money, law, lifestyle, and self-understanding topics against primary sources and public statistics. Every piece carries source notes and is reviewed on a regular cycle for accuracy and usefulness.