CH 12: Building and Managing Human Resources Flashcards
Human Resources Management
Activities that managers engage in to attract and retain employees and to ensure that they perform at a high level and contribute to the accomplishment of organizational goals.
HRM Components
- Recruitment and Selection
- Training and development
- Performance Appraisal and Feedback
- Pay and benefits
- Labor Relations
Strategic Human Resource Management
The process by which managers design the components of an HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization’s strategy and goals.
Competitive Advantage
- Organization’s efficiency
- Quality
- Innovation
- Responsiveness to customers
Recruitment and Selection
Attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.
Training and Development
Ensure that organizational members develop the skills and abilities that will enable them to perform jobs effectively in the present and the future.
Performance Appraisal and Feedback
First one can help manager make a good human resource decision.
Second, serves as a developmental purpose for member of an organization.
Pay and Benefits
Rewarding with pay increases the likelihood of individuals to continue their high levels of contribution to the organization.
Important outcomes that employees receive by virtue of their membership in an organization.
Labor Relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees’ interests.
Equal Employment Opportunity
The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
Recruitment
Activities that managers engage in to develop a pool of qualified candidates for open positions.
Selection
The process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job.
Human Resource Planning
Activities that managers engage in to forecast their current and future needs for human resources.
Demand Forecasts
Estimate the qualifications and numbers of employees an organization will need, given its goals and strategies.
Supply Forecasts
Estimate the availability and qualifications of current employees now and in the future, as well as the supply of qualified workers in the external labor market.
Outsource
To use outside suppliers and manufacturers to produce goods and services.
1. Flexibility
2. Cost
Offshoring
When work is outsourced to other countries.
Job Analysis
Identifying the tasks, duties, and responsibilities that make up a job and the knowledge, skills, and abilities needed to perform the job.
External Recruiting
To look outside the organization for people who have not worked for the organization previously.
Internal Recruiting
Managers turn to existing employees to fill open positions.L
Internal Recruiting
Managers turn to existing employees to fill open positions.
Lateral Move
A job change that entails no major changes in responsibility or authority levels.
Background Information
Can be helpful to screen out applicants who are lacking key qualifications and to determine which qualified applicants are more promising than others.
Interviews
Two types:
1. Structured
2. Unstructured
Structured Interview
Managers ask each applicant the same standard questions. Fixed question.
Unstructured Interview
More like a an ordinary conversation. Non-fixed questions.
Paper and Pencil Tests
Two types:
1. Ability Tests
2. Personality Tests
Hard copy or electronic form
Ability Tests
Assess the extent to which applicants possess the skills necessary for job performance
Personality Tests
Measure personality traits and characteristics relevant to job performance.
Physical Ability Tests
Measure physical strength and stamina as selection tools.
Performance Tests
measure job applicants’ performance on actual job tasks.
References
Provide references from former employers or other knowledgeable sources who know the applicants’ skills, abilities, and other personal characteristics.
Reliability
The degree to which a tool or test measure the same thing each time it is administered.
Validity
The degree to which a tool or test measures what it purports to measure.
Training
Teaching organizational members how to perform their current jobs and helping them acquire the knowledge and skills they need to be effective performers.
-classroom instruction
- on the job training
-apprenticeships
Development
Building the knowledge and skills of organizational members so they are prepared to take on new responsibilities and challenges.
- classroom instruction
- on the job training
- varied work experiences
-formal education
Needs Assessment
An assessment of which employees need training or development and what type of skills or knowledge they need to acquire.
Simulations
Where key aspects of the work situation and job tasks are duplicated as closely as possible in an artificial setting.
Distance Learning
Trainees at different locations attend training programs online, using computers or mobile devices to view lectures, participate in discussions, and share documents and other information.
On-the-job Training
Training that takes place in the work setting as employees perform their job tasks.
Mentor
An experienced member of an organization who provides advice and guidance
Protégé
Less experienced member.
Performance Appraisal
The evaluation of employees’ job performance and job contributions to their organizations.
Focuses on the evaluation of traits, behaviors, and results.
Performance Feedback
The process through which managers share performance appraisal information with employees, give them an opportunity to reflect on their own performance, and develop, with employees, plans for the future.
Trait Appraisals
Used to assess employees on personal characteristics that are relevant to job performance, such as skills, abilities, or personality. What workers are LIKE.
Behavior Appraisals
Used to assess how workers perform their jobs-their actual actions and behaviors that workers exhibit on the job. What workers DO.
Results Appraisals
Managers appraise performance by the results or the actual outcomes of work behavior.
Objective Appraisals
An appraisal that is based on facts and is likely to be numerical.
