Human Resource Development Flashcards
human resource development
Uses training, development, change management, and performance management functions and initiatives to ensure that the KSAs and performance of the workforce will meet the short-term, long-term, emerging, and strategic objectives of the organization
Copyright Act of 1976
He who creates it, owns it. Exceptions are work for hire, public domain, and fair use.
work for hire copyright exceptions
an employer owns work an employee was hired to create as part of their normal job duties and work created by a freelance artist is owned by the person who commissioned the work.
public domain
if it’s 70 years after the author’s death, the work is in the public domain and may be used without permission.
fair use doctrine
use of a work for the purposes of criticism, commentary, news reporting, or teaching (including multiple copies for classroom use, scholarship, or research) is not an infringement depending on four factors:
- the purpose and character of the use: is it to be used for a profit or nonprofit educational use?
- the nature of the work itself: is it a work of fiction? or is it based on facts? how much creativity did it require?
- the amount of the work: how much (1 copy or 50) or what portion (a paragraph or an entire chapter) will be used?
- the effect: What effect will the use of the material have on the potential market value of the copyrighted work?
US Patent Act
Patents allow inventors exclusive rights to the benefits of an invention for a defined period of time. US law defines three types:
- design patents
- utility patents
- plant patents
design patents
Protect new, original, and ornamental designs of manufactured items. Limited to 14 years.
utility patents
Protect the invention of new and useful processes, machines, manufacture or composition of matter, and new and useful improvements to the same. Utility patents are limited to 20 years.
plant patents
Protect the invention or discovery of asexually reproduced varieties of plants for 20 years.
organizational development (OD)
CPI. A systematic method of examining an org’s technology, processes, structured, and human resources, and developing action strategies to improve the way it achieves desired business results.
OD interventions
Action strategies - may be directed toward structures, processes, technology, individuals, groups of individuals, or entire orgs.
organizational culture
the sharing of values and beliefs and the behavior related to them.
strategic interventions
Used to implement changes made to the vision, mission, and values of the organization during a strategic planning process. Designed to align various elements within the organization with the new direction or focus established by the leaders.
change management
The result of any OD process is a change in the way things are done in an organization. Whether it is a new technology, a more efficient process, or a different reporting structure, the resulting change will have to be implemented, and implementing them successfully will be even more difficult because the people in the org must embrace the change and be motivated and committed to making the change work.
change process theory
early model of change management developed by Kurt Lewin - consists of 3 stages:
- unfreezing
- moving
- refreezing
unfreezing
This stage creates the motivation for change by identifying and communicating the need for the change. In this stage, it is important to create a vision for the outcome of the change and a sense of urgency for getting to the new outcome.
moving
During this stage, resistance to change is examined, managed, and the organization is aligned with the change. Communication is an integral part of the process.
refreezing
The change becomes the new norm for the org, the outcome is evaluated, and additional changes occur to adjust the actual outcomes to those that are desired.
Tools for Successful Change
- Prepare for Change
- Communicate Change
- Develop Change Plan
- Have Executive Sponsor
- Motivate Direct Supervisor
- Recruit Unofficial Leaders to Influence Coworkers
- Implement Change
- Evaluate Change
Prepare for Change
be aware of situations developing within the industry or geographic areas in which they operate so that they can be ahead of the curve in developing strategies that will effectively handle changes in the environment.
Communicate Change
To enhance the likelihood of a successful implementation, leaders must communicate effectively and repeatedly with employees well in advance of any planned implementation. Soliciting ideas from those who are closest to operations may provide insight into better solutions and increase buy-in when it is time to implement the change. Communication at every stage of the process will enable employees to get used to the idea of the change gradually, increase the level of acceptance, and build commitment for the process.
Develop a Plan for Change
Create a plan that clearly defines the goals of the change, addresses all of its implications, and includes tools for evaluating its success is essential. Scheduling training for employees who may need to upgrade skills, integrating processes from different areas of the organization, upgrading equipment, and developing a plan to address resistance to the change and reduce stress will increase the chances for successful implementation.
change agent
someone who influences change; must be able to balance the needs of various stakeholders, listens to concerns, and moves hem toward acceptance of and commitment to the change.
knowledge management (KM)
The process of attempting to retain the ability to interpret information from company-generated data based on past experiences and draw conclusions that are used to move the organization forward. Generally encompasses all actinvities related to the creation, retention, and distribution of organizational knowledge.
knowledge
Conclusions drawn from data based on past experiences with similar circumstances. Most knowledge than an individual acquires over time with an org leaves with them. Loss of critical knowledge negatively impacts orgs.
expert register
directory that collects the names and areas of expertise of employees and is made available to all employees who are then able to contact internal experts to discuss problems and find solutions
best practice standards (KM)
used by one group of employees to achieve particular results and are codified for distribution to other employees in similar jobs or groups throughout the org with the idea that the results will be duplicated.
post mortem or after action evaluation
Conducted at the end of a project to share with a group what worked, what didn’t, and what knowledge can be retained for future use.
communities of practice (CoP)
Informal means of learning that works well in environments characterized by open communication and trust. May be spontaneous and self-organized or sponsored by the org. In either case, consist of people with common work interests or needs who are willing to share experiences and expertise with co-workers. These groups benefit individuals by enhancing skills, satisfaction, and productivity; benefit the work group with increased trust and learning opportunities; and benefit the org with improvements in sales, improved product development, reduced time-to-market lead times, and ultimately, improved market share because of improved customer satisfaction.
Knowledge Management Systems (KMS)
Support and collect the creation, capture, storage, and dissemination of organizational knowledge and information. Goal is to provide employees with easy access to information that has been collected from various sources, verified for accuracy, and organized for retrieval to answer questions or solve problems. (ex – problem tracking in CSR environment – not just tracking solutions, but logging calls)
learning organizations
Innovative environments in which knowledge is originated, obtained, and freely shared in response to environmental changes that affect the ability of the organization to compete. Atmosphere is one in which employees are able to solve problems by experimenting with new methods that have been observed outside or experienced in other places.
5 criteria of a learning organization
Peter Senge, author of The Fifth Discipline identifies 5 principles that enable orgs to increase their ability to realize this:
- Systems Thinking
- Personal Mastery
- Mental Models
- Building a Shared Vision
- Team Learning
Systems Thinking - Learning Organizations
describes the ability of individuals and organizations to recognize patterns and project how changes will impact them
Personal Mastery - Learning Organizations
describes a high level of expertise in an individual’s chosen field and commitment to lifelong learning
Mental Models - Learning Organizations
refer to the deep-seated beliefs that color perceptions and affect how individuals see the world around them and react to it.
Building a Shared Vision - Learning Organizations
stretching beyond the corporate vision statement and building a vision encouraging the org to plan for a future that inspires commitment on the part of all individuals in the org
Team Learning - Learning Organizations
ability of a team to share and build upon their ideas without holding anything back
techno-structural interventions
Address issues of how work gets done in the org by examining the level of employee involvement and redesigning work processes. Includes TQM, Six Sigma, and high involvement organizations.
total quality management (TQM)
Long-term, techno-structural intervention. Focus on providing products that meet customer needs. Requires top-down commitment. Market research and product development are key. Processes are reviewed to eliminate wasted time as well as materials that either do not contribute or are obstacles to producing the end product. Teamwork is essential – everyone from front line to suppliers and back end have to work together to solve problems.
W. Edwards Deming
Originated TQM movement in 1940s. Proposed that quality is defined by consumer. Developed a 14-point plan that placed the burden for quality on management because they are able to control the systems within the org. Warmly received in Japan but not the US. Deming Cycle – Plan, Do, Check, Act.
Joseph M. Juran
TQM guy. Proposed that once customer needs were identified, they would be translated into the “language” of the business in order to deliver a product that met the needs of both the customers and the business. Developed the Juran Triology
Juran Trilogy
Consists of three phases of process:
- quality planning
- quality control
- quality improvements
quality planning
initiates programs by addressing quality concerns during the product or service development phase
quality control
ensure conformance to the paramaters established in the planning phase during the operations phase
quality improvements
used to continually improve operations and reduce waste
Karou Ishikawa
Provided a collection of analytical tools to use in the workplace including:
- check sheets
- histograms
- pareto charts
- cause and effect/fishbone/ishekawa diagram
- stratification charts
- scatter charts
- process control charts
check sheet
Tally sheets. When an item occurs, put a mark in that category on the list.
histogram
Graph random occurrences to visually represent patterns.
pareto chart
Provides a graphical representation of the 80/20 rule: 80% of the problems are caused by 20% of the reasons. Points out which areas of concern will provide the greatest return when corrected. Arranges the data in descending order and includes a cumulative percentage on the right side of the chart. You’re looking for where the 80% mark is – it could be any number of problems, especially if there are a variety of problems with a low incidence rate, it’s the cumulative percent that matters.
cause and effect diagram or fishbone diagram or ishekawa diagram
Aids organizations in organizing information during brainstorming sessions.
stratification charts
Show the individual components of a problem in addition to the total or summary. This aids in identifying possible strategies for correcting problems. In ex – shorter bars represent components of each category, taller bars is total for category.
scatter charts or XY charts
Provide a graphical representation for the relationship between two sets of numbers. Used for statistical analysis and correlation.
process control charts
Provide a graphical representation of elements that are out of the acceptable range by setting parameters above and below the range. Most effective for determining variances in production processes over time. (red, green, yellow could also be used)
Philip B. Crosby
Techno-structural interventions involved a management approach rather than customer-based approach. Based on strategic planning as the means to accomplish a high level of quality. Four absolutes of quality:
- Conformance to requirements
- Prevention
- Performance standards - zero defects
- Measurement
Crosby’s conformance to requirements
once management clearly described what was required, quality could be determined by whether the product met the standard
Crosby’s prevention
do it right the first time
Crosby’s performance standards
zero defects
Crosby’s measurement standard
quality should be measured by the additional cost of not producing zero-defect products the first time.
Six Sigma
Developed by engineers at Motorola during the 1980s when looking for a more precise way to measure process defects. Measured on a “defects per million” basis. Use DMAIC method and quality team structure.
DMAIC
Define Measure Analyze Improve Control
Define - Six Sigma
Define the customer and issues of importance to the customer, along with the process and project parameters. What standards do we want to meet?
Measure - Six Sigma
Once the process is defined, data about defects and other measures is collected and then compared to the original parameters to identify underperformance. How are we measuring up to what the customer wants?
Analyze - Six Sigma
An analysis for the data is made to identify gaps between the goal and actual performance, explain why the gaps occurred, and rank possible improvements.
Improve - Six Sigma
Based on the analysis, solutions are created and implemented.
Control - Six Sigma
During the control phase, systems are revised to incorporate the improvements, and employees are trained in the new processes. The goal of this phase is to prevent backsliding into the previous process by ongoing monitoring.
Six Sigma certification levels
- Quality Leader/Manager
- Master Black Belt
- Process Owner
- Black Belt
- Green Belt
Quality Leader/Manager - Six Sigma
reports to CEO in order to remain objective. Represents customer requirements and focuses on continually improving operations.
Master Black Belt - Six Sigma
work with a single function, such as marketing or accounting. Work closely with process owners to implement DMAIC.
Process Owner - Six Sigma
responsible for specific processes. (Highest level HR employee responsible for HR processes/initiatives).
Black Belt - Six Sigma
work full time on quality initiatives
Green Belt - Six Sigma
participate on project teams part time while continuing to work in another role
high involvement organizations (HIOs)
Employees are involved in designing their own work processes, are empowered to take the actions necessary to complete their work, and are accountable for the results. HIOs are characterized by broadly defined jobs in flat hierarchies in which continuous feedback is provided and information flows between and among self-directed work teams. Edward Lawler, founder of the Center for Organizational Effectiveness, identified four elements needed to create an HIO:
- power
- information
- knowledge
- rewards
