HRM 2 Flashcards
Workforce planning
is ensuring the right number of people with the neccesary skills are employed in the right place at the right time to help deliver an organisation’s short and long term objectives
The human resource planning cycle
- Stocktaking - the identification of the factors likely to shape the operation of the firm. The number of employed, the profile of the workforce, training provision history, work conditions, performance reviews etc
- Forecasting - the stage of the human resources planning cycle where the organisation must predict the demand for supply of labout in order to meet the strategic of the firm.
- Action planning - the stage in the human resource planning cycle where the organisation makes a specific plan regarding how best to use the workforce to help meet the strategic goals of the firm. Recruitment, retraining, redeployment or reduce the number of work hours.
- Implementation of the action plan can take the form of recruitment and selection, or learning and development. Thus, this links to all stages of the HR practice
- Assess and adjust plans if required
Talent managment
is the systematic and integrated approach taken within an organisation to the attraction, recruitment, engagement and retention of those employees who have been identified to be particular value to the strategic development of the firm.
Some key talent identification terms are:
- Underperformers: are those employees who are currently not achieving high level of performance and have little potential to make key contribution to the strategic development of the firm
- Key performers: are those employees who are currently achieving a high level of performance but have little potential to make key contribution to the strategic development of the firm
- Untapped potentials: are those employees who are currently not achieving high level of performance, but with necessary changes have the potential to make a key contribution to the strategic development of the firm
- HIPOs (high potentials/stars): are those employees who are currently achieving high level of perfomance and have the potential to make a key contribution to the strategic development of the firm
Selection
is a process used to find the candidate who most closely matches the specific requirments of vacant position
Competencies
are the behavioural characteristics of an individual that are related to their effective performance in a role
The recruitment process
- Job analysis - is the process used to gather detailed information about the various tasks and responsibilities involved in position
- Job decription - is the detailed breakdown of the purpose of the role and the various tasks responsibilities involved in particular job
- Person specification - specifies the type of person needed to do particular job. It essentially translate the job description into human terms
Formal/informal methods
Formal - are those where the vacancy is officialy advertised
Informal - are those where candidates find out informally about a potential vacancy (random emails with CV is also informal)
Internal recruitment
Takes place when a vacancy is advertised to potential candidates from within the existing employee base in the organisation.
External recruitment
Mirror of internal. New worker from outside of the organisation
E-recruitment
is use of the internet to help attract candidates to apply for vacancies in the organisation.
International recruitment
is used where the vacant position requires skills and/or competencies that are not readily available in the national context
Job advert
will include the relevant information concerning the position, such as the name of the organisation, job title, duties, skills required etc
Shortlisting
- Shortlisting - is a sifting process where those candidates who most closely match the predetermined job specific requirments are separatedout from all other applicants.
Online screening
is a useful way for organisations reduce the number of applicants
Selection decision
Person-organisation fit - refers to the extent to which a person and an organisation share similar characteristics and/or meet each other’s needs
Person-job fit - is the degree to which there is a match between the abilities of the person and the demands of the job, or the desires of a person and the attributes of the job.
Selection methods
Validity - looks at how closely a selection method measures what is supposed to measure and how successful it is in doing this, and a method is identified as Reliable if it consistently measures what is sets out to measure
Different interviews
Selection interview - involve an organisational representative meeting the candidates face to face and remain the most popular method of selection, despite their accepted shortcomings.
Unstructured interviews - are essentially an informal chat between the interviewer and the prospective candidate and have low predictive validity
Structured interview - interview questions only related to job-related criteria, the same questions for all candidates
Competency-based interviews are structured around job-specific competencies that require interviewees to describe specific tasks or situations.
A situational-based interviews takes a simmilar approach, but works on the premise that the interviewer wants to establish what the candidate would do if presented with situation.
Strenght-based interviews aim to uncover what you enjoy working at.
Problems with the selection interviews
Confirmatory bias: first 30 sec make the decision
Horns or halo effect: one positive or negative asspect makes the whole impression
Stereotypes: beliefs about someone
Contrast error: compares to other candidates
Projection error: Trying to find someone simmilar to himself
Psychometric testing
is the term most often used to encompass all forms of psycological assessment. Types:
1. General intelegence tests
2. Attainment tests: levels of knowledge and skills
3. Cognitive abilities: verbal comprehension, numeric abilities, reasoning abilities
Personality profiling
is based on the fact that personality is viewed by many organisations as an important determinant of behaviour at work. The big five theory often used
An assesment centre
is not actually a place but describes the process, which normally, which normally lasts for one or two full days. Like case solving to find the most suitable candidate.
Work sample tests
are used to test applicants by asking them to complete tasks similar to those involved in the actual job
Graphology
is a study and analysis of a person’s handwriting, which is believed to reveal a behavioural profile of the individual
Performance appraisal
is an interview between an employee and their manager to:
1. Review the employee’s performance
2. Set future goals (which can be used to manage rewards)
3. Make decisions regarding promoting an development
Performance managment
is establishing and measuring employee goals to improve individual and organisational performance
Advanced HR practices
also reffered to high-performance work practices (HPWPs) are people managment practices that are strategic or peogressive in nature. These include pay for performance, information sharing, teamwork and performance managment
Ability-motivation-opportunity(AMO)
Practices that can be improve parts of the AMO model:
1. Training improves abillity
2. Pay performance managment improves motivation
3. Teamwork and information sharing provides opportunities
Performance managment for managers
- Clarify key organisational goals and priorities
- Measure subordinates work performance
- Motivate subourdinates by recognizing achievments
Performace managment for employees
- Learn what is valued in the organisation
- Communicate their views about their job
- identify career and training developments needs
Goal-setting theory
States that setting goal that are specific and challenging yet attainable mativate employees to increase performance. SMART framework
Expectancy theory
suggest that employee motivation to perform is based on combination of three factors
1. Expectancy (E): the probabillity that work effort will be followed by a given level of task performance. Ex. The probabillity that study for exam will be followed by a good grade
2. Instrumentality (I) the probability that a given level of achieved task performance will be followed by various work outcomes. Ex. If my performance reaches the target, will I receive the rewards
3. Valence (V): the value attached by individual to various work outcomes. Ex. Are the rewards valued enough to work hard to achieve
Equity theory
refers to the comparison between inputs (effort) and outputs (rewards). Focuses on how equally and fairly employees have to be treated
Principles of trust and fairness in PM
Procedural justice: transparent and fair PM that employees have an input in the process
Distributive justice: Are employees recognized for their achievments based on a particulat performance rating
Interaction justice: How employees are treated and communicated with, during the PM process
PM schemes
Rating - PM using predetermined scale (+ simple, individual performance) (- can be subjective)
Ranking - worst to best (+easy comparison) (-ethical ground, not measurable)
The critical incident technique - analyses reports on incidents of actual behaviour that constitute job performance. (+ objective) (- costly, timely, good manager)
180 degree feedback mutual feedback
360 degree feedback - feedback form everyone
Competency based assessment is based on the idea that past behaviour is the best predictor for future behaviour.
The contrast effect
is when an appraiser makes exaggerations about an employee’s performance based on the previous candidate they assessed. Can be demotivating, may never understand their real potential
The central tendency bias
Gives employees only average ratings, because manager is scared of tough decision
The skewing bias
To good or to bad performance results
Attribution bias
Manager can think that candidate is lazy, but in fact he just have lack of skills in specific field
Overcoming PM pitfalls
- The appraiser is adequately trained
- The line managers and employees are involved in the design
- PM is an open system that is visibly owned by senior management
- Performance managment hase ease of administration
- There is always follow-up on the appraisal actions
Feedforward interviews
During these interviews employees are encouraged to explain the positive experience they have at work and experinces that have excited them, and only after this they told the results of their actions.
Five steps to manage underperformance
- Identify and agree on the problem (SMART)
- Establish the reasons fot the shortfall
- Decide and agree on the action required (GROW)
- Resource the action
- Monitor and provide feedback
