EXAM 2 Study Guide Flashcards
set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands.
Human Resource Development
What is the relationship between HRM and HRD
HRD is a function within HRM
what are the functions HRD
Training and Development
organizational development
career development
what are the reasons behind HRD functions?
Changing workforce demographics
competing in global economy
eliminating the skills gap
courses and degree programs
Formal Education
job related experiences, e.g., job rotation
Experience
reveal an employee’s style of thinking, how he/she interacts with others, and assess potential management/leadership qualities.
Employee Assessments and Psychological Assessments
reveal how employees identify, understand and use their emotions and the emotions of others to promote working relationships.
Emotional intelligence assessments
According to McKinsey; talent is the sum of:
a persons abilities his or her intrinsic gifts skills, knowledge, experience intelligence judgement, attitude, character, drive his/her ability to learn and grow
describes what type of people the organization will invest in and how it will be done
The Talent Strategy
talent strategy should have what 4 directives
1) identify key positions in the org
2) identify high performers through employee assessment
3) Retain Key position backups
4) make appropriate investments.
To make appropriate investments:
select, train, develop, reward
what are the steps to the management life cycle
Recruiting and onboarding —-> continuous learning —–> goal alignment & Performance feedback —> compensation and rewards —–> succession and development —-> Recruiting and onboarding….
the process of introducing new employees to the organization and their jobs
new employee orientation
the correction of a deficiency or failure in a process or procedure
Remediation
when is training needed?
New employment orientation, new job requirements or processes, Remediation, employee development for advancement.
What happens in the need phase?
Establishing HRD priorities
define specific training and objectives
establish evaluation criteria
What happens in the design phase ?
Selecting who delivers programs
selecting and developing program content
scheduling the training program
What happens in the evaluation phase?
determining program effectiveness:
- keep or change providers?
- offer it again?
- what are the true costs
- can we do it another way?
Reasons training is done incorrectly
poor design
wrong employees participate
programs created are unnecessary or incomplete
what are challenges to the training process
cost justification
resistance to change/employee insecurity
strategic congruence
scheduling
Ability, self-efficiency, and willingness are all part of:
Employee Readiness
do employees possess the requisite educational basics to successfully participate in the training process
Ability
do the employees believe they have the capability to do something or attain a particular goal?
Self-Efficiency
are the employees willing (motivated) to learn what’s being taught in a training program?
Willingness
The methods of shaping behavior are:
Positive reinforcement
negative reinforcement
punishment
extinction
Method of shaping behavior; provide a reward in return for a constructive action
Positive Reinforcement
Method of shaping behavior; the withdrawal of a harmful thing in response to a positive action
Negative reinforcement
Method of shaping behavior; the application of an adverse consequence or removal of a reward, in order to decrease an unwanted behavior
Punishment
Method of shaping behavior; the lack of response, positive or negative, in order to avoid reinforcing an undesirable behavior
Extinction
is done at the worksite with the resources the employee uses to perform the job.
On the Job Training (OJT)
very successful OTJ; uses four step model: 1. Preparation of trainee 2. presentation of task by trainer 3. performance of task by trainee 4. Follow-up
Job instructional training
Advantages of on the job training
-training can be immediately transferred to job
occurs on actual job site
-environment interactive, with feedback
-trainer typically highly competent in job
-instructor can customize the training to the trainees needs.
Disadvantages of on the job training
- 1 on 1 training $$$
- trainers may transfer bad habits, or not know how to teach
- training may be inconsistent
- if equipment is $$$ may be super risky to let unexperienced trainee to use it
- disrupts work environment
What are some advantages of E-Learning?
- training available 24/7
- ability to learn at own pace
- no need for physical location or exact availability of instructor
- no commuting time lost
- multimedia can enhance learning process
- reasonable low cost
- does not disrupt actual work environment
What are some disadvantages of E-Learning
- requires self disciple
- trainer may not directly respond to needs and questions
- lacks immediate feedback
- high initial start up cost
- dishonesty more difficult to identify
- lack of social interactions heeds some learning
Advantages of classroom training
- provides consistent knowledge to a lot of people
- many students can train at one time
- info provided more consistently
- less expensive than OTJ
- instructors usually professionals
- Q&A’s interactive
- does not disrupt work environment
Disadvantages of classroom training
- passive environment; learner absorbs info given
- pace may be too fast or too slow for students (anxiety and boredom)
- more difficult to cater to different learning styles
What are the advantages of simulations?
- training individuals how to react to a complex situation
- realism allows emulation of physical situations
- allows to try experimental solutions to problems
- results can be analyzed
- does not disrupt work environment
what are the disadvantages of simulations?
- becomes more like video game & not taken seriously
- systems $$$$$ to create & maintain
- may require powerful and $$$$ processors
- some processes just can’t be simulated
What are the four learning styles of honey and Mumford
Activists, Reflectors, Theorists, Pragmatists
learning style of Honey and Mumford; learn best when actively involved in tasks
Activists
learning style of Honey and Mumford; learn best when reviewing and reflecting on what has happened and what they have done
Reflectors
learn best when they can relate new information to concepts or theories
Theorists
learning style of Honey and Mumford; learn best when they see relevance of new information to real life problem
Pragmatists
(1948) touchstone for gov’ts, individuals, and non gov’tal groups. ratified by every country in the world; explicitly adopted to define “fundamental freedoms” and “human rights”
United Nations Universal declaration act of Human Rights
universal declaration of human rights; lays down the philosophy- the right to liberty and equality is the birthright of every human being and cannot be alienated.
Article 1
universal declaration of human rights; sets out principle of equality and not discrimination- forbids “any distinction of any kind such as race, color, sex, language, religion, political, or other opinion, national or social origin, property, birth ot other status.”
Article 2
universal declaration of human rights; Assure every person, as a member of the human society, specific economic, social, and cultural rights.
- right to social security
- right to work
- right to equal pay for equal work
- right to rest and leisure
- right to a standard of living adequate for health and well-being
Articles 22-27
employees should be informed about what being asked to do and consequences
employers must ensure that employees voluntarily agree to a particular job
if forced to do something it violates this for employees
Right of Free Consent
- depends on if employer is public or private
- in public company’s it is limited
- in private companies it is no existent
Freedom of Speech
when employer debates disciplinary action, employee has right to know what. they are being accused of, the evidence behind it, and telling their side
Right to due process
employee’s right to be protected from harm to the best if the employers’ ability
Right to life and safety
employees should not be asked to do something that violates their personal values and beliefs as long as these beliefs generally reflect common accepted societal terms
Right to freedom of Conscience
Protects people from unreasonable or unwarranted intrusions into their personal affairs, unless the employer feels they might pose hazard to others.
fourth amendment protects gov’t employees but not private employees
Right to Privacy
what are the rules about employee searches
search only if necessary,
verify first, if possible,
if you plan to search, have a policy,
never search employees body,
restrooms & changing rooms off limits,
consider the workers privacy expectations,
don’t hold employees against their will (false imprisonment)
employers have right to monitor workplace, including work-issued computers, and phones
Workplace monitoring
1) invasion of a secluded place or privacy (must invade space)
2) intrusion must be a type that is highly offensive to reasonable person
3) interference with privacy must be substantial
Intrusion upon seclusion
a company or employee can terminate their work relationship at any point in time, with or without any particular reason, as long as in doing so no law is violated
employment-at-will
what are the exceptions to employment at will
violation of public policy
implied contract
breaching of good faith and fair dealing
employers may create an implied contract through oral assurances of continued employment or through the wording found in employee handbooks or other written communication
Breach of implied contract (42 states)
some states require cause for this, others require employers act in good faith without malice intent.
Breach of Good Faith and Fair Dealing
employer may not terminate employee for: asserting a legal right (filling out workers comp ) or doing what the law requires (reporting illegal activity)
Violation of Public Policy
also known as covenant not to compete; one party (typically employee) agrees not to enter into or start a similar profession or trade in competition against another party (usually the employer)
Non-Compete Clause
what is the purpose of non compete clause?
prevent ex-employee from gaining competitive advantage by abusing confidential information (trade secrets, client list, marketing plans, upcoming products
True or false: courts read the restriction in a non-compete as narrowly as possible.
true
the process of planning, organizing, and controlling activities that contain an element of risk of injury to the worker.
Risk Management
what are the parts of risk management?
measure and control, identify, asses and analyze, plan action, monitor and implement (in a cycle)
-Reduce work related injuries and illness
-improve morale and productivity
-reduce workers’ compensation costs
are all benefits of
Health and safety programs
- establish procedures
- use checklists
- examine worksite: existing hazards and anticipate
Conduct Regular Inspections
:Workplace safety policy is Clearly stated
:establish and communicate the goals
:top management should be involved
Policy and Goals
- look into near miss incidents to determine cause and ways to avoid
- analyze accident trends that can be remedied
Investigation
- maintain facility and equipment
- establish emergency plan:
- training and drills
- fast access to medical supplies and having care facilities nearby
Facility Care
Training covered in orientation and regularly refreshed; addresses health and safety responsibilities of all personnel with incentives for safe workplace behavior are encouraged
Health and safety training
division of department of labor that oversees OSH Act: “ensure safe and healthful working conditions for working men and women by setting and enforcing standards and by providing training, outreach, educatation, and assistance
OSHA- occupational safety and health administration
what does OSHA do?
- sets federal health and safety standards for employers
- occupational safety and health inspections without notice
what are reasons OSHA performs unannounced inspections
imminent dangers catastrophes worker complaints targeted inspections follow-up inspections
employer knew a hazardous condition existed but made no effort to eliminate it
Willful
the hazard could cause injury or illness that would most likely result in death or significant physical harm
Serious
any illness or injury likely to result from the hazard is unlikely to cause death or serious physical harm, but the violation has a direct impact on safety and health
other than serious injury
violation has no direct or immediate safety or health danger;( so this does not result in citations or penalties)
De Minimis
employer has not corrected a previous violation for which a citation was issued and the settlement date has passed
Failure to abate
employer has been previously cited for the same type of violation within the previous five years
Repeated
what are some examples of expressions of hostility
gestures, facial expressions, threats of physical violence, damage of property, bullying
passive aggressive behaviors that impede job performance or achievement of organizational objectives
obstructionism
the process of identifying, measuring, managing, and developing the performance of human resources
Performance management
the ongoing process of evaluating employee performance
Performance appraisal
What are the purposes of performance appraisal systems?
- Diagnosis of organizational problems
- Employment decisions
- Employee feedback
- criteria in test evaluation
- objectives for training programs
An accurate performance measure; consistency of judgement
valid and reliable
accurate performance measure; must have support of those who will use them
Acceptable
accurate performance measure; can distinguish between effective and ineffective workers
Sensitive
valid & reliable acceptable feasible & practical specific sensitive based on mission and objectives are all
Accurate performance measures
why conduct performance appraisals?
- communicate employee performance strengths & improvement needs
- make employment-related decisions
- motivate—develop
Ranking method graphic rating scales form BARS form Narrative method or form MBO method critical incidents method are all.....
forms of appraisal
manager ranks group of employees by making comparisons from best to worst; typically used for evaluative decision making & development
Ranking Methods
three forms of forced ranking:
relative comparison
absolute comparison
forced distribution
an appraisal that compares employees against each other, forcing some to be rated above others, such as “How did Jo do in comparison to Sally and Bob?”
Relative comparison
a conventional performance appraisal, such as “How well did Jo do against the responsibilities & goals set at the beginning of the year?”
Absolute comparison
An appraisal that does not compare people against each other but gives employees ratings such as “excellent,” “good,” or “needs improvement.” A set # or % of workers must fall into each category
Forced distribution
“Rank and Yank”
bell shaped curve
Vitality curve
manager uses an appraisal checklist to rate employee performance on a continuum often expressed as a numerical scale
Graphic rating Scales
manager records examples of employee’s effective and ineffective behavior during the time period between evaluations, which is in the behavioral category
disadvantage: tendency to only record negative incidents
can work well if manager properly trained in recording incidents in a fair manner
Critical incidents method
combines elements from critical incident and graphic rating scale approaches; manager uses specific behaviorally-based continuum to rate employee performance; continuum often expressed as numerical scale
Behaviorally anchored rating Scales (BARS)
manager writes statements about employees performance; typically used for ongoing feedback, employee-coaching and employee development planning
Narrative method
what are the 3 disadvantages of the Narrative method?
depends on managers writing skills
time consuming
may lack opportunities to observe
manager and employee jointly set employee objectives (goals)
appraisal and reward directly linked to achievement of goals
Management By Objectives (MBO)
S.M.A.R.T Goals:
Specific Measurable Attainable Realistic Time-Bound
supervisors typically evaluate their employee’s performance; peers; subordinates; customers; employee evaluates his/her own performance
*reduces bias and offers a more comprehensive picture of employees performance
360 Degree Evaluations
using multiple criteria, train evaluators/manager training, and develop accurate performance measures are all ways to…
Avoid Problems
O.U.C.H. test
Objective
Uniform in application
Consistent in effect
Has job relatedness
main objective: to change behavior
secondary objectives: let employees know when action will be taken when policies are violated
Reasons to Discipline
Just Cause-7 tests
- Did employee receive fair warning?
- Is rule reasonably related to safe operation of company’s business &expected employee performance
- Did employer validate infarction before disciplining ?
- Was investigation conducted fairly?
- was there substantial proof that the employee was guilty?
- has company applied rules without discrimination?
- Was disciplinary acts reasonably related to seriousness of offense?
seven common tests for fairness and due process in disciplinary actions
Just Cause
Employer provides employee with opportunities to correct poor behavior before terminating the individual
*may differ in different cultures
Progressive discipline
Steps of progressive discipline include:
- informal coaching talk
- oral warning
- written warning
- suspension
- termination
