What Is Legal Staffing?

Successfully designing and managing staffing procedures is a major challenge for the organization, and is a key organizational function to acquire, utilize, and retain the organization's workforce. These staffing procedures require a wide variety of tools, techniques, hands-on activities, and personnel involvement. This book first officially defines staffing, and then enumerates different aspects of staffing in detail from multiple perspectives, including the characteristics of staffing, organizing all aspects of staffing activities and their measures, basis and evaluation. The fourth edition of this book continues to be based on the organizational staffing model (this model considers staffing to be the process of matching individuals with the organization to form an employment relationship), and adds several new and effective business cases and updates / additions Partial chapter content.

Organization staffing

Successfully designing and managing staffing procedures is a major challenge for the organization, and is a key organizational function to acquire, utilize, and retain the organization's workforce. These staffing procedures require a wide variety of tools, techniques, hands-on activities, and personnel involvement.

Author :( US) Heneman Translator: Wang Zhongming such as Herbert G. Herbert G. Heneman is a Dickson-Bascom Professor of Business Management in the Department of Management and Human Resources at the University of Wisconsin-Madison Business School, and is also involved in teaching at the Institute of Industrial Relations. Professor Henemann has taught at the University of Wisconsin, Ohio State University, and the University of Florida.
Professor Hernemann's research and teaching interests are in the area of staffing and compensation, and he is one of the authors of 4 books on related topics. His research results have been published in (Journal of Applied Psychology), "Academy of Management Journal", "Personnel Psychology", "Industrial and Industrial Relations Review" Labor Relations Review and Academic of Management Review. Herneman is a member of the American Management Association and a former chairman of the Human Resources Chapter. He is also the Institute of Industrial Relations, the Industrial Organization Psychology Association, and Human Resource Management. Member of the Institute, American Compensation Association, and International Personnel Management Association.

The book review series embodies in-depth theoretical research, and selects several graduate textbooks, research papers, and theoretical monographs. Four major characteristics: around key areas; based on empirical research; emphasizing problem orientation; achieving combined effects.

General Preface Translator's Introduction Author's Introduction Foreword Part I Features of Staffing Chapter 1 People's Configuration Model and Strategy 1.1 Features of Staffing 1.2 Model of Staffing 1.3 Staffing Strategy 1.4 Cases of Staffing System 1.5 Book Plan 1.6 Summary Second Partial Support Activities Chapter 2 Legal Compliance 2.1 Employment Relationships 2.2 Laws and Regulations 2.3 EEO / AA: Basic Issues 2.4 EEO / AA Law: General Provisions and Enforcement 2.5 EEO / AA Law: Special Provisions for Staffing 2.6 EEO / AA: Regulations and Information 2.7 EEO / AA: Best Practices 2.8 Other Staffing Laws 2.9 Legal-Related Issues in Other Chapters of This Book 2.10 Summary Chapter 3 Planning 3.1 External Impacts 3.2 Personnel and Resource Planning 3.3 Staffing Plans 3.4 Legal Issues 3.5 Summary Chapter 4 Work Analysis 4.1 Types of work 4.2 Characteristics of job analysis 4.3 Demand-based job analysis 4.4 Competence-based job analysis 4.5 Reward-type job analysis 4.6 Legal issues 4.7 Summary Part III Staffing activities Chapter 5 External recruitment

5.1 Recruitment plan

5.2 Strategic Development

5.3 Search

5.4 Job Seeker Response

5.5 Transition to Selection

5.6 Legal issues

5.7 Summary

Chapter 6 Internal Recruitment

6.1 Recruitment plan

6.2 Strategic Development

6.3 Search

6.4 Candidate response

6.5 Transition to selection

6.6 Legal issues

6.7 Summary

Part IV Staffing Activities: Selection

Chapter 7 Measurement

7.1 The importance and use of measurement

7.2 Key concepts

7.3 Measurement quality

7.4 Evaluation data collection

7.5 Legal issues

7.6 Summary

Chapter 8 External Selection i

8.1 Preliminary questions

8.2 Initial evaluation method

8.3 Legal issues

8.4 Summary

Chapter 9 External Selection ii

9.1 Formal Evaluation Method

9.2 On-demand assessment methods

9.3 Auxiliary evaluation methods

9.4 Legal issues

9.5 Summary

Chapter 10 Internal Selection

10.1 Preliminary questions

10.2 Initial Evaluation Method

10.3 Formal Evaluation Methods

10.4 On-demand assessment methods

10.5 Applicant Response

10.6 Legal issues

10.7 Summary

Part V Staffing Activities: Employment Month

Chapter 11 Decision Making

11.1 Selecting the evaluation method

11.2 Determine the assessment score

11.3 Employment Standards and Finalist Scores

11.4 The final choice

11.5 Decision makers

11.6 Legal issues

11.7 Summary

Chapter 12 Final Match

12.1 Labor contract

12.2 Offer of work

12.3 Work Offer Process

12.4 New employee positioning and socialization

12.5 Legal issues

12.6 Summary

Part VI Staffing System and Retention Management

Chapter 13 Staffing System Management

13.1 Management of Staffing System

13.2 Evaluation of staffing systems

13.3 Legal issues

13.4 Summary

Chapter 14 Retention Management

14.1 The Essential Connotation and Reasons of Resignation

14.2 Analysis of Termination

14.3 Retention Measures: Voluntary Resignation

14.4 Retention Measures: Dismissal

14.5 Retention Measures: Layoffs

14.6 Legal issues

14.7 Summary

Important web sites ^[1]

Organizational staffing research institutions are mainly divided into several categories, one is a state-owned research institution (such as a social science research center), one is a joint venture research institution (such as Burt Consulting), and the third is an international research institution (such as SHRM). Relatively speaking, state-owned research institutions are more academic, joint venture research institutions are more pragmatic, and international research institutions are more future-oriented.

Successfully designing and managing a staffing system is a major challenge for an organization. This staffing system requires a variety of tools, technologies, activities, and personnel. They occur in a complex set of external circumstances beyond the organization's control, such as laws, regulations, and the labor market. Effective configuration levels and successful staff / position matching are both important drivers of organizational effectiveness. Building a system that maximizes them requires careful integration of science, experience, and intuition. This book attempts to describe and point out staffing measures that can meet the staffing challenge.

The fourth edition of this book contains many changes that timely reflect the various strategic, technical, legal, and practical issues that plague organizations and organizational configuration systems. To reflect this change, we define staffing as "the process of acquiring, using, and retaining sufficient quality and quantity workforces in order to create favorable conditions for organizational effectiveness." This definition reflects the importance of strategic characteristics and staffing. It emphasizes that the level and quality of configuration (person / position matching and staff / organization matching) must be included in the entire configuration process. The new organizational staffing model reflects this definition and guides structural changes throughout the book.
Chapter 1, "Staffing Model and Strategy" has been rewritten to expand the detailed explanation of the new configuration definition and organizational staffing model, emphasizing the strategic elements of staffing. By citing organizational leadership, survey results, organizational experience, and increasing research findings, the importance of staffing to organizational effectiveness is illustrated. In addition, a series of strategic decisions on staffing levels and quality were identified and explained. These decisions can be seen throughout the book.
In the last chapter, "retention management" is new. It reflects the recognition that although the loss of personnel in an organization is inevitable, the organization should actively manage and reduce the loss of quantity and loss of employee type and quality. In order to guide the formulation of clear retention strategies and measures, the strategic costs and benefits of departure were discussed in detail. This chapter also provides comprehensive analysis and guidance for successful retention management in the context of active and passive departures.
We deleted this chapter on economic conditions, labor markets, and labor unions, and simply added these to the chapter on configuration planning. We have also removed attachments to federal laws that are now available at the URL provided in this book. However, the content still summarizes the regulations. Although the chapter on measurement was not deleted, we have placed it at the beginning of Part IV, Staffing Activities: Selection.
The new version also reflects numerous technical and legal changes in staffing. In every aspect we explain, recruitment, selection and configuration management activities have been absorbing technology. We also discussed how candidates, employees, configuration and line managers are affected by these new technologies. At the forefront of the law, we have outlined a number of new federal regulations, and many new anti-priority employment laws have replaced Amendment 4. Although no case names appear as before, we also incorporate the Supreme Court's decision in our materials.