Final Flashcards
9.1 What is HPWS
specific combination of HR practices, work structures, processes
9.1 What does HPWS intend
maximize employees
…knowledge, skills, abilities
…motivation
…commitment
…opportunities
…performance, flexibility
9.1 HPWS includes
…selective staffing
…comprehensive training & development
…competitive compensation
…active communication channels
9.1 HPWS leads to
…greater organizational commitment
…lower turnover
…higher productivity and quality
…better service performance
…ultimately better financial performance
9.1 AMO model
ability, motivation, opportunity (to perform)
employee and organizational performance is a function of those 3 components
Ability-enhancing practices: comprehensive recruitment, rigorous selection, extensive training
Motivation-enhancing HR practices: performance management, incentive and bonus, benefits, promotion, career development, job security
Opportunity-enhancing HR practices: flexible work arrangement, autonomous work teams, employee knowledge sharing
9.1 HPWS always beneficial?
not always good, can cause anxiety & role overload
HPWS can be a critical stressor for facilitating anxiety of employees due to signals for high performance
employees with less job control or discretion may feel that they are getting less out of the system while being expected to perform with greater effort
9.1 Implementing HPWS
4 steps
1. build a case for change
2. engage stakeholders
3. communication: commitment from top essential, 2 way communication
4. evaluate/sustain: focus on goals of HPWS, ongoing process
9.2 compute turnover rates
(number of people that left in time period * 100) / total number of employees at beginning of time period ???
9.2 calculate cost of turnover
separation costs + replacement costs + training costs
9.2 unfolding model of turnover
shocking events -> employees reevaluate their job (negative or positive even)
model suggests 5 distinct paths
9.2 Turnover contagion model
people leaving might make others leave as well, as they do talk
9.2 Context emergent collective turnover (CET) theory
the negative effect of collective turnover is enhanced when:
…the departing employees in stores have higher competencies (high quality turnover)
…the turnover dispersion is lower (more people quit at the same time)
…there is higher newcomer concentration
10.1 Analyzing current environment
PEST analysis (political, economic, socio-cultural, technological)
10.1 causes of failure of expatriate manager
Family adjustment
Lifestyle issues
Work adjustment
Bad selection
Poor performance
Other opportunities arise
Business reasons
Repatriation issues
10.1 Repatriation
process of going back to the home country
10.1 How to do international staffing
can be difficult to select employees in a foreign country, need to get to know the local market and customs in hiring
- Get to know the universities, technical schools, and primary schools in the area
- Develop network in the business and government communities
- Understand the employees of the firm’s competitors
10.1 select a global manager expatriate
- cultural environment
- core skills
- augmented skills
steps:
- begin with self-selection
- create candidate pool
- assess core skills
- assess augmented skills and attributes
10.1 content of training programs
- infos about country where they are going
- sensitivity training against ethnic prejudices
10.1 Preparation for going abroad
become familiar with many aspects of the new country (etiquette, culture, language…)
- Language training
- Cultural training
- Assessing and tracking career development
- Managing personal and family life
- Repatriation
10.1 Performance
Define objectives
agree on quantifiable measures
develop conversion of behavior into measures
evaluate against these measures
calculate ROI
10.1 Compensation of Host country employees
- hourly wages and benefits vary
- paid on base of productivity and time
with global compensation system: host country employees are offered full range of training, benefits and pay → higher effectiveness and satisfaction level
10.1 Compensation of Expatriate employees
options:
- home-based pay
- balance-sheet approach
- split-pay
- host-based pay
- localization
issues: medical care, security, compensation policy of competitors
10.2 Hofstede’s cultural value dimensions
4 primary dimensions + 2 others
- power distance
- individualism vs. collectivism
- uncertainty avoidance
- masculinity/feminity
+
- short & long-term values
- indulgence/self-restraint
10.2 Dimensions of Diversity
Primary (factors inborn or in early socialization)
Secondary (factors that matter to us and to some extent define us to others)
10.2 Faultlines
hypothetical dividing lines
- based on demographic information and social categories: negative impact
- informational faultlines (task-related attributes): positive impact
10.2 Diversity management in HRM
Workforce composition affects organizational productivity
Utilize the variety of talents, perspectives, backgrounds of all employees
Management:
Multicultural (or Transnational) Teams: more difficult to manage, but strategic in global marketplace, greater potential for creativity and innovation
Employee Network Groups: based on social identity, organized by employees, focus on their concerns, reduce social isolation
11.1 Definitions Climate & Culture
climate: the shared perceptions of and the meaning attached to the policies, practices, and procedures employees experience and the behaviors they observe getting rewarded and that are supported and expected
culture: the shared basic assumptions, values, and beliefs that characterize a setting
11.1 Types of Organizational Culture Climate
- climate for customer service -> higher customer satisfaction
- climate of concern for employees
- climate for procedure justice -> reduced turnover
- climate for safety -> reduce accidents
11.1 competing values framework
flexibility vs. stability structure; internal vs. external
1. clan culture: internal & flexible -> more satisfied and committed employees
2. adhocracy: external and flexible
3. market: external and stable -> greater operational and financial performance
4. hierarchy: internal and stable
11.2 Effects of Unionization
Positive effect:
- Unions improve the communication between employees and employers, and builds workplace culture and climate, rules, and wage levels that employees prefer, thereby improving employee satisfaction and reducing stress
- Such satisfaction is connected to productivity increase, and it reduces the turnover of high-performance people to continuously strengthen the capacity of human capital resources
Negative effect:
- Using collective bargaining to promote wage increase → Increasing production costs and decreasing organizational profits (Denny & Nickell, 1991)
- Increasing costs for investment while hindering the introduction of new technologies and systems
- Through labor disputes and strikes, the sound culture and climate is disrupted and the use of human capital resources is also hindered
11.2 Conflict workplace
Inconsistent management policies
Insufficient handling with complaints from employees
Distrust toward the firm and employer
Lack of publicity on the financial status of the firm
Shortage of sound conversation window
Injustice of human resource management
Conflict with managers and lack of competencies of managers
- Models/Theories for HR analytics
deductive: theory driven
hypotheses are made, data collected, analysis to which degree this hypotheses are supported
inductive: data driven
seek to find possible alternate explanations from patterns in data, theories formulated
