Enterprise Human Resource Matching Model B ased on J ob A nalysis and Q uality A ssessment
Shao-hui Yun
Business School, Jiujiang University, Jiujiang, China
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Abstract - T he effective human resource matching has been the focus of enterprise management in both theoretical and practical area. This paper first reviews the human resource matching theory and models from scholars at home and abroad. Then a model of enterprise human resource matching based on job analysis and personnel quality assessment has been put forward. In this model both job analysis and personnel quality assessment are thought important and the mechanism of them has been explained systematically. Finally some suggestions and expectations are put forward on future research.
K eywords - Human resource matching , job analysis , quality assessment , person-organization fit
I. Introduction
An ancient Chinese fable said that the west neighbor had five sons, the first one was honest, the second one was smart, the third one was blind, the forth one was bow-backed and the last one was crippled. Then the west neighbor arranged the honest one to be engaged in agriculture, the smart one to be engaged in business, the blind one to be engaged in fortune-telling, the bow-backed one to lay up ropes and the crippled one to be engaged in doubling thread. The story of the five sons of the west neighbor tells us that every individual has different advantages and disadvantages and the excellent manager should found the advantages of different employees and put them in the most suitable position.
From the microcosmic point of view of enterprise management, human resource matching refers to the process that matching different types of human resource to appropriate position by assessment, selection, placement and training. Thus the human resource can combine with other economic resources effectively to realize real economic activity and create maximum economic benefit and social results. Human resource matching is the significant work in enterprise human resource management because on the premise of the same person and position, different placement and matching style can result in totally different effect [1]. Human resource matching is the beginning and destination of human resource management in respect that the purpose of human resource management is to set the correct people to do the correct things and make the fully use of human resource.
II. Literature review
The previous human resource matching models can be classified into two main types. One is quantitative model which is developed based on complex mathematical method and the other is qualitative description model which often reflected by flow chart.
1. Quantitative human resource matching model
(1) Human resources allocation based on fuzzy mathematic
Wikil Kwak and Yong Shi (2003) reviewed the existing human resource allocation models for a Certified Public Accountant (CPA) firm [2]. They pointed out some major shortcomings in the previous mathematical models and adopted a fuzzy set approach to solve human resource allocation problems. A solution procedure was proposed to systematically identify a satisfying selection of possible staffing solutions that could reach the best compromise value for the multiple objectives and multiple constraint levels. The fuzzy solution could help the CPA firm make a realistic decision regarding its human resource allocation problems as well as the firm’s overall strategic resource management when environmental factors were uncertain.
Pan Jing and Wang Wei also presented a human resources allocation method which could objectively evaluate the staff’s quality to some extent [3]. The hypothesis of the model was that despite the subjectivity and fuzziness of employee selection and placement in management practice, there should be rationality to some extent. They had set up a relationship matrix of basic quality and different jobs. According to fuzzy mathematic transfer theory, a model which could choose the most propriety job for every staff is was put forward and a practical example was offered.
(2) Enterprise human resource allocation model based on BP neural network
Guo Bin-yang and Wu Hong-bo developed an enterprise human resource allocation model based on BP neural network [4]. The model was based on the theory of HRM that the allocation of enterprise human resource must meet the correspondence of personal ability level and position required ability level. With the development of new technology, market environment and the enterprise itself, the former or existed allocation would be broken and new ability-position matching should be established. Thus the enterprise human resource allocation was a dynamic process and personnel turnover probability was one of the important indexes in enterprise human resource allocation. Based on the analysis and comparison of the characteristics in human resources department business process, they pointed out a number of factors concerning human resource allocation decisions and established a corresponding prediction model according to Artificial Neural Network Theory which was analyzed by simulation software Matlab.
(3) Distribution Model of Human Resource Based on CMMI
Han Wei and Wu Hua-jian and TangYun-lan developed a human resource distribution model based on Capability Maturity Model Integration, CMMI) [5]. The model used both quantitative and qualitative method. During the implementation of CMMI, all personnel of the organization could be divided into different types according to organizational structure and professional position role. Based on the classification, the statistical information of all personnel and capacity factor of different professional position roles in different department could be obtained. Finally the distribution model was designed using linear programming method and LINDO 6.1 had been used to get the solution of linear equations.
2. Qualitative human resource matching model
Luo Wei-liang proposed a dynamic matching model of person-position about human resource matching [6]. The model indicated that enterprise human resource matching should be started from the definition of vacancies on the basis of human resource planning, followed with job analysis which could determine the duties, responsibilities and job requirements. On the basis of the former two activities, the requirements of knowledge, skills and personality of candidates was clarified. Then indexes of personnel testing should be designed and corresponding measuring instruments should be chosen. Finally scientific selection procedure should be conducted in order for the candidates being allowed or refused to the organization.
Yan Yan developed both static and dynamic human resource matching model on the basis of three factors, e.g. quantity, quality and person-organization fit [7]. The static model considered that the human resource matching procedure was an organic system of internal and external labor supply and described the institutional mechanism of human resource matching. The dynamic model of human resource matching has taken time dimension into account. The external environment and internal composition of organization’s human resource matching system would be changed at different time, and the same for position demand and personal ability. The key point of the dynamic model was that it considered three types of matching, e.g. person-position fit, person-person fit and person-organization fit.
3. Comments on the existed human resource matching model
The quantitative models of human resource matching mentioned above have taken human resource allocation as a dynamic process and used some relevant mathematical model to get the solution. But most of the quantitative models have put their stress on the allocation of human resource quantity in an organization. Although some models have considered staff quality and the difference in ability, however, they did not pay much attention to the scientific mechanisms and technologies of human resource allocation. Besides, the fitness of the quantitative model of the organization's conditions is limited, it can only be used in specific organization, and the universal application of the models is restricted.
On the contrary, the dynamic matching model of person-position has emphasized profession and technology to research an organization’s allocation and involved the basic activities such as job analysis and quality assessment, and that is the direction that human resource management experts should follow. However, the description of person-position matching is so simple that it does not throw light on how to use job analysis and quality assessment results to allocate person reasonably. The three elements raised by the static human resource allocation model still remain to be discussed.
To date, the study of person-organization fit has made some achievements. Michael J. Morley combined the papers explore new avenues of enquiry in the person-organization (P-O) fit domain and showcase international theoretical and empirical work on the P-O fit construct [8]. Mark van Vuuren, Bernard P. Veldkamp, Menno D. T. de Jong and Erwin R. Seydel compared two different assessments of P-O fit [9]. Nancy Da Silva, Jennifer Hutcheson and Gregory D. Wahl adopted a person–organization fit framework to examine whether employees’ perceptions of organizational strategy for adaptation predicted their commitment to their organization and their intentions to stay [10].
From now on, scholars both at home and abroad have agreed that quantity and quality elements should be included in person-position matching, person-team matching, and person-organization fit models. Although organizational dynamics human resource allocation pays attention to the importance of the job analysis and quality assessment, it does not give us a scientific station about the process and application of quality assessment. Therefore, the existing model puts much attention to job analysis but not enough to personal quality assessment.
This paper argues that job analysis and personnel quality assessment are the two basic aspects of human resource management. To make a rational allocation of human resources need to do two types of work at the same time and attaching equal importance to both. The human resource matching model presented below based on job analysis and quality assessment of is the reflection of this idea.
III. The current situation of human resource matching of domestic enterprises
Though human resource matching is very important, there are some sorts of irrational phenomena in human resource matching practices in many domestic enterprises. The mismatch of human resource will directly result in many management problems such as lower enthusiasm, organization inefficiencies and poor implementation of organization strategy. The current situation of human resource matching of China’s enterprise has been summed up as follows.
First, coexistence of enterprises human resource shortage and human resource waste
Under the condition that the business competition is more and more complex, the internal and external survival environment of enterprises in preliminary stage of development are getting worse, and the effectiveness and efficiency of such enterprises are comparatively low. Thus it is hard to attract appropriate human resource to satisfy the development of the enterprise. More over, the reservation of present talents is difficult since the same reason. On the one hand, the necessary talents of such enterprises are not enough. On the other hand, the present human resources are seriously wasted because of the emplacement and mismatching of person and position, person and team, or person and organization.
Second, inefficient human resource utilization
Many problems are generally existent in domestic enterprises such as irrational organizational structure, the low management level of managers, conflict between internal leading members and different departments, etc. Particularly, in some family enterprises, the human resource matching emphasizes the role of friends and relatives of the manager instead of the one with high capability. The position in the enterprise is set not because of something must be done but because of someone is there. More over, the organizational behavior is eager for quick success and instant benefits without long-term planning. All of the above will finally result in low efficiency of human resource and weaken the internal cohesion of the organization.
Third, deficiency in job analysis and talent assessment
Since scientific job analysis and talent assessment procedure are lacking in many domestic enterprises, the tasks, duties, responsibilities and other requirements of positions are indistinct. Simultaneously, the recruiters usually are not familiar with the knowledge, skills, abilities and other characteristics that the candidates should possess. Thus it is difficult to realize the person-position matching in selection and primary placement stage. After the required talents are allocated in corresponding position, training and development of present talents are usually paid little attention or even ignored by managers which will result in continuously existence of mismatching in person and position..
IV. Human resource matching model
1. The theoretical foundation of the model
At present, the subject of human resource matching shows the characteristic of diversification, independent and personalized. The human resource matching and optimization should overcome such poor practice as subjectivity, unidirectional, blindness and empirical and should realize bidirectional, dynamic, and matching in human resources allocation. Bidirectional is to realize the common development of the staff and organization through the rational allocation of human resources while dynamic means that human resources allocation need to consider adapting to the development of both the organization and the staff with timely adjusting and optimizing. Coordination is to consider the holistic benefits of the organization through the rational allocation of human resources to achieve optimal organizational performance and reflects the synergy effect. Matching is that employees should not only fit to jobs, but also suitable for group; not only fit to physical environment, but also suitable for psychological and social environment.
In order to realize bidirectional, dynamic, and matching of human resources allocation, it is need to the comprehensive understanding of all kinds of position requirement and the qualities of employees. Only through two dimensions of matching of job analysis and personnel quality assessment, the right people could be put in the right positions.
Job analysis is the foundation of human resource management and also is a basic management activity to get detailed information about jobs. Personnel quality assessment is a series of methods to assess the comprehensive ability of individual. Mark Cook and Xiao Ming-Zheng think quality assessment is to use scientific methods to collect information in the main activity in a short time or directly collect from the characterization information collected by some quality characteristics and inference process. Peng Jian feng and Rao Zheng think quality assessment is a kind of science professional methods and tools to collect material, through the measurement and assessment of the individual behaviors, to predict the future tendency of the performance assessment of activities.
Job analysis can provide job information, especially information of qualified requirements, while personnel quality assessment makes possible the effective assessment on the knowledge, skills, and abilities and other characteristics. Comparing assessment result with position to the quality requirements can realize effective matching of person and jobs, person and the team, person and organization and then realize the optimization of human resources allocation.