??(recruitment)

1
??? ?????

• ??????????????
• ?????
• ???????
• ????????
• ??????
• ???????????
• ???????
• ?????????????

2
????

1. ????
2. ????????????????
3. ??????????
4. ??????????????
5. ???????????
6. ??????????????
7. ????????
8. ??????
9. ???????????????
10. ????????????

3
??

• ??(recruitment)
• ??????????????????????????
• ????
• ????????????????,?????????????

4
6.1 ??????????????

• ?6-1 ???????????????
• ??????

5
6.2 ?????

• ?????(personal requisition form)
• ????????????????????????

6
6.3 ???????????

• ????????

? ? ? ?
??????????? ??? ??????????? ??? ??????????? ??????????? ???? ??????????? ???? ??????????? ?????? ??????????? ????
7
6.3 ???????????

• ??????????
• ???????????????
• ??????(????? )???????
• ?????????(job posting bidding)
• ???????????????,??????????,????????????????

8
6.3 ???????????

• ???????????????????????????????????????
• ??????????????
• ????????????????,??????????
• ?????????????????????
• ?????????????????
• ??????????????????????????
• ??????????????????,??????????????

9
6.3 ???????????

• ????????

? ? ? ?
????????? ??????????? ???? ??????????? ??????????? ?? ??????????? ???? ??????????? ???? ??????????? ??????????? ??
10
6.3 ???????????

• ??(job advertising)
• ????????????????????????????
• ?????
• ??????????,???????
• ???????(temporary help)
• ??????????,????????????,???????????????????
• ??????(employee leasing companies)
• ??????????????

11
6.3 ???????????

• ?????
• ???????????,??????
• ???/?????
• ???????????????????
• ????(campus recruiting)
• ??????????????????
• ??????????????????
• ??????

12
6.4 ????????

• ????????
• ???????????????????????
• ????????????????,???????????????????????????

13
6.4 ????????

• ?6-1 ?????????????

?? ?? ??
?? ?????????????????? ??????????????? ???????????? ???????????????? ?????????????????? ??????????????? ?????????????
?? ????????? ??????????????? ???????????????????????? ?????????????? ?????????????? ????????????????????????
14
6.5 ??????

• ??????(realistic job previews, RJPs)
• ????????????????????
• ???
• ?????????
• ?????????????????
• ????????????
• ????????????????????

15
6.5 ??????

• ?6-3
• ???????????

16
6.6 ???????????

• ????????????????????,????????????????????????????
  ??????????
• ???????????,???????????????????????????

17
6.7 ???????

• ????????????????????????????(organizational
  inducement)????????????????????????????????????
• ??????
• ??????
• ?????

18
6.8 ?????????????

• ??????????????????????????????????????????????????
  ??????,?????
• ???????????????,??????????????????????????????,???
  ?????????????,?????????2?????????????????????????
  ??,????????????????,?????????1?

Ps ????? ????
19
6.8 ?????????????

• ???????????????????????????????,?????????????????,
  ?????????2?
• ??????????????????????,???????????????????????????
  ????????????????????????,?????

Ps ????? ????
20
6.8 ?????????????

• ?????????,???????
• ??????????
• ???????,?????????????????????
• ??????????????
• ??????????????????????
• ???????????????????????,???????

Ps ????? ????
21
??????????

• ??????????????????
• ????????
• ?????????
• ?????????????

22
??????????

• ????????
• ???????,??????????????
• ???????????
• ????????????,????????????????
• ?????????????????????
• ?????????????????????

23
????

• ??6-1 ????????(??,??)
• ??
• 1. ??????????????
• 2. ????????,???????
• ?? 6-2 ????????????(??,??)
• ??
• 1. ???????,??????????
• 2. ??????????????,???????
• ???

24
??6-1 ????????

• ?????,Powermat?????????????????????????????????,??
  ????????????????????????????????????????????????,?
  ??????????????????,???????,????????????,??????????
  ?????
• ?????????????,?????????????????????????????????,?
  ?????????????????????????,??????????,?????????????
  ???,????????????
• ???????????????,?????????????????????????????????
  ?,???????????????

25
1. ??????????????

• 1.The immediate aims of the recruiting effort may
  be flawed. Recruits should be screened on the
  basis of their ability to perform the entry
  position, first and foremost. In effect, the
  primary problems are a lack of planning and
  development rather than recruiting. Powermat,
  Inc. never seemed to have had an overall plan for
  recruiting personnel. Company loyalty seemed to
  be strong among old-timers, so no emphasis on
  recruiting was ever needed. Once the need became
  apparent, management reacted with very little
  planning and development of the new hires. The
  natural assumption was made that new managers
  could be brought up the same way as the old
  managers, with little formal development.

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2. If you were the consultant, what would you
recommend?

• Looking ahead or past the first level in
  determining who to select may result in bringing
  in people who are more likely to be attracted to
  that next level elsewhere in a short period of
  time. Instead, focus either on recruiting
  directly into middle management, or harbor no
  particular expectation that those brought in at
  the first level are preferred candidates for
  later promotion. Further, a comprehensive
  recruiting plan is needed. One part of this
  overall plan could be emphasis on management
  development once the employee is hired. An
  orientation program, coupled with comprehensive
  on-the-job learning experiences, would help give
  the new managers the confidence they need to
  succeed.

27
?? 6-2 ????????????

• ??????(hospital jumping)?????????????????????????
  ?????,???????????????????????????,????????????????
  ????
• ??????????????????,???????????,??????????????????
  ????????????????,????,????????????????????????????
  ??????????????????????????,????????????????????,??
  ???????????,?????????????????????????????

28
?? 6-2 ????????????

• ?????????????(John Reeves)?????????????,?????????
  ????????????????????????????????????????,?????????
  ??????????????????
• ?????????????,??????????,????????????????????????
  ?????????,????????????,????????????,??????????????
  ???????,?????????????????????,??????????????????,?
  ?????????????????

29

• 1.Due to consideration toward the overriding
  responsibility of protecting patients lives, the
  edge would seem to favor checking of references.
  As a general rule, more information is preferable
  to the unknown. The hospital needs to
  re-evaluate its recruiting process. The type of
  personnel the hospital is attracting is less than
  desirable. The current approach, as evidenced in
  the case, can be very costly. The hospital should
  definitely upgrade its recruiting process. Some
  consideration should be given to the development
  of specific criteria for selecting personnel.
  Aptitude tests might be appropriate in this
  situation. Also, a more effective interview
  session could also aid in the selection process.
  Attention should also be focused on establishing
  or revising the current reference checking
  system. A better form of questionnaire to extract
  pertinent information concerning the applicant is
  needed. Several questions concerning problem
  areas could be placed throughout the
  questionnaire to validate or try to gain some
  insight into the type of person and abilities
  applicable on the job.

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• 2.Specific questions about whether the candidate
  has been involved in certain questionable
  incidents can enable screening to be properly
  directed. Particularly important are reasons for
  leaving any previous job, and whether/why any
  discharge for cause has occurred. Any
  prospective employer has a legitimate interest in
  the past work history and performance of
  applicants for jobs. In this case, the hospital
  has a right, if not an ethical obligation, to
  probe into the background of applicants. Human
  life is at stake. Therefore, questions such as,
  What were the circumstances under which you left
  your previous employers, Were you ever involved
  in any disciplinary procedure on the job, and
  What were some real problems you experienced on
  your previous job and how did you handle them?
  might help the hospital identify and screen out
  the truly incompetent applicants. Employees with
  a history of hospital jumping would have to be
  regarded as a risk and hired only as a last
  alternative after a thorough investigation of
  their work history.