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Human Resources Management > For Midterm test > Flashcards

For Midterm test Flashcards

Part 1: card 1-10 (Week1), 11 - 67 (week 2). Part 2:

1
Q

Human resource management is the… (2)

A
  • effective management of people at work.
  • A strategic and coherent approach to the management of an organization’s most valued asset (human capital).
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2
Q

In HRM, what is Human capital? (1)

A
  • An intangible resource and the Sum of people’s skills, knowledge, experience and general attributes (such as the capacity to develop and innovate)
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3
Q

What are the three components of Human capital? (and what they focus on in brackets)

A
  1. Intellectual Capital (skills and competence)
  2. Social Capital (Knowledge from networking and people interaction)
  3. Organizational Capital (Knowledge of documentation, databases and systems)
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4
Q

In terms of competition, The human capital of an organisation is the main source of… (and why)

A

competitive advantage (as the way HR manages people will directly influence its performance)

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5
Q

What are the goals of HRM? (2)

A
  1. High performance
  2. Employee wellbeing
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6
Q

What is the Human capital strategy? (7 step process)

A
  1. Attract and select talent
  2. Align talent to the organization
  3. Build capability to perform and lead
  4. Provide competitive salaries and benefits
  5. Motivate to perform and excel
  6. Create Effect employee communication
  7. Retain critical talent
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7
Q

“Sitting at the board table does not make HR strategic” What does this quote mean?

A
  • It means having a seat at the board table doesn’t make HR a strategic partner, what makes them strategic is to actively contribute in the organization’s long term goals, provide insights on workforce planning and drive talent aligned with business objectives.
  • HR needs to go beyond administrative tasks (payroll, hiring, compliance) and focus on talent management, employee development, org. culture and workforce planning to gain a competitive advantage.
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8
Q

“HR directors spend only 15% of the time on strategic work” What does this mean?

A
  • It suggests HR directors dedicate a small portion of their time to activities that have a long-term organizational impact instead of focusing on strategic initiatives such as talent development, workforce planning and aligning HR practices with company goals.
    -HR leaders may be constrained by routine tasks, limiting ability to contribute meaningfully to the organizational strategy.
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9
Q

What are HRM strategic initiatives or strategic work? (4)

A
  • shaping company culture
  • driving organisational change
  • talent development
  • fostering innovation
  • retain critical talent
  • train workforce capabilities to support long term company endeavors.
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10
Q

What is the difference between traditional HRM approach and strategic HRM approach?

A

Traditionally, HRM is a responsibility of the specialists
Strategically, People management is the responsibility of any individual who is in direct contact with workers or of line managers.

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11
Q

HRM manages an object who’s unpredictability is… (and why)

A

high, as individuals and group differences imply a high degree of uncertainty in HRM forecast.

[Bonus: Individuals differ in personality, abilities, skills, attitudes, motivations, behaviours and cultural values.]

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12
Q

In HRM management, attitude is a characteristic and recurrent way of…

A

thinking, feeling and intention to behave in relation to an object, idea, person or group.

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13
Q

What are the three components of attitude?

A
  1. Cognitive
  2. Affective
  3. Behavioural
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14
Q

In HRM, what is Job satisfaction?

A

a positive emotional state resulting from the appraisal of one’s job and job experience

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15
Q

What is the relationship between job satisfaction and job performance?

A

It is a one way relationship, in the sense that happy workers are productive workers, thus higher job satisfaction leads to better job performance.

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16
Q

What are the implications for HR if job satisfaction is one way correlated with job performance? (3)

A
  1. It suggest that if HR focuses on improving employee satisfaction, it will directly enhance job performance.
  2. HR should implement policies that improve work life balance such as fostering a positive org. culture.
  3. HR should implement compensation and benefits fairly to enhance satisfaction.
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17
Q

The Attitude Behaviour relationship (A-B Relationship) highlights that with job satisfaction, the behaviour will typically be… (3)

A
  1. good attendance
  2. good performance
  3. good organisational citizenship behaviour.
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18
Q

The Attitude Behaviour relationship (A-B Relationship) highlights that with job dissatisfaction, the behaviour will typically be… (2)

A
  1. Absenteeism
  2. Counterproductive behaviours
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19
Q

What does the DICS model stand for?

A
  • Dominance
  • Influence
  • Conscientiousness
  • Steadiness
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20
Q

The DICS model is grouped by two orientations, namely… (and components)

A
  • Task oriented (Dominance and Conscientiousness)
  • People oriented (Influence and Steadiness)
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21
Q

In the DICS model, what are the components of the Dominant area? (6)

A
  • change adaptive (makes decisions quickly)
  • risk taking
  • creativity and innovation
  • negotiation skills
  • decision making
  • strategic planning
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22
Q

In the DICS model, what are the components of the Influence area? (6)

A
  • Communication
  • Sociability
  • Empathy
  • Impact and Influence
  • Motivation
  • Interpersonal relations
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23
Q

In the DICS model, what are the components of the Conscientiousness (cautious) area?

A
  • Attention to details
  • Quality control
  • Time management
  • Analytical-conceptual
  • Concern for order
  • Diplomacy, tactfulness
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24
Q

In the DICS model, what are the components of the Steadiness area?

A
  • Service
  • Project management
  • Information search
  • Listening skills
  • Customer oriented
  • Teamwork
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25
Q

What are the big 5 traits in personality?

A
  1. Emotional Stability
  2. Extroversion
  3. Openness
  4. Agreeableness
  5. Conscientiousness
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26
Q

Following up on the big 5 traits in personality, in similar order, why is it relevant?

A
  1. Less negative thinking and less hypervigilant
  2. Better interpersonal skills, social dominance, emotionally expressive
  3. Increased learning, creative, flexible and autonomous
  4. Better liked, compliant and conforming
  5. Greater effort and Persistence, more drive and discipline
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27
Q

Following up on the big 5 traits in personality, in similar order, what does it affect in HR?

A
  1. Higher job and life satisfaction/lower stress levels
  2. Higher performance, enhanced leadership, job satisfaction
  3. training performance, enhanced leadership, adaptable to change
  4. lower levels of deviant behaviour
  5. enhanced leadership, greater longevity
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28
Q

What is Narcissism?

A

A person who has an exaggerated sense of self importance, demands excessive admiration, thinks they are entitled to everything and is arrogant.

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29
Q

What is a machiavellian individual?

A

A person who is pragmatic, maintains emotional distance and believes the end justify the means.
They manipulate others, are less persuaded, persuade more, enjoy their work less and express higher levels of stress.

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30
Q

Should narcissists be hired? (4)

A
  • Yes, in positions of leadership and competitive roles
  • No, as narcissists think they are better leaders, but supervisors tend to rate them worse
  • No, as they want to earn the admiration of others and receive confirmation from their superiors, and talk bad to those who threaten them, and treat them as inferior.
  • No, as they are selfish and exploitative and believe that others exist to benefit them, hindering tasks required to help other people.
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31
Q

What is Risk aversion/Risk propensity?

A

People’s willingness to take risks, which affect the time needed and the amount of information a manager needs to make a decision.

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32
Q

Should people with high risk propensity be hired? (2)

A

Yes, as a greater propensity to take risks can lead to better performance in activities that require quick decision making (stock broker, lawyers)
No, as it can be an obstacle in careers that require a high risk aversion (such as auditing)
Ultimately, it depends on the job.

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33
Q

What is Self-monitoring?

A

An individual’s ability to adjust their behaviour to external situational factors. They are highly sensitive to understanding environmental signals and behave differently depending on the situation.

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34
Q

Should we hire people with high self-monitoring levels? (4)

A

Yes, as they have excellent performance evaluations, occupy leadership positions.
Yes, as in executive roles, they tend to be more flexible in their careers, receive more promotions and occupy prominent positions in orgs.
No, as they demonstrate less commitment to their organizations.
No, as they tend to be very uncertain in their dispositions and attitudes in all situations, there is less coherence between who they are and what they do.

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35
Q

In HRM, what is Motivation?

A

It directs the individual behaviour towards the job, which may lead to prioritising over other aspects of one’s life.

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36
Q

Motivation is characterized by three features:

A
  1. Direction
  2. Intensity
  3. Duration
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37
Q

What are the two groups of theories of motivation?

A
  1. Content Theories
  2. Process theories
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38
Q

What is the main idea behind content theories of motivation?

A

What drives individuals, describes our needs, desires, motives and motivation is related to the fulfilling of these needs.

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39
Q

What is the main idea behind process theories of movitation?

A

Focus on the “Hows” of motivation, defines psychological and behavioural processes that influence motivation

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40
Q

What are the 5 main theories of motivation (2 content, 3 processes)

A

Maslow’s hierarchy of needs
Two Factor Theory

Equity theory
Expectancy theory
Goal-setting theory

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41
Q

What are the recent changes experienced by organizations? (5)

A
  • Growing global competition
  • Increased demand for individual, team and organizational skills
  • Increasing legal and management of ethical aspects
  • Higher customer expectations
  • Rapidly expanding technology that facilitate or substitute jobs.
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42
Q

What are the qualities required by the role of HR managers in companies? (3)

A
  1. Must be an expert in the way work is organised and executed.
  2. Must represent employees in their concerns
  3. must be an agent of continuous transformation, shaping processes and cultures that improve adaptability to change.
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43
Q

What are challenges for HRM? (5)

A
  • Hiring employees with skills to work in foreign countries
  • demographic trends (aging, migration)
  • Delivering sustainable performance
  • Managing change (environmental, between individuals)
  • AI (tech job replacement)
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44
Q

What is the Strategic Role of HR managers in companies? (1)

A

The HR manager must be a partner together with the management team in executing the company’s strategy.

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45
Q

What is Maslow’s hierarchy of needs?

A

A content theory of motivation, which is a five stage model of human needs, indicating that as we satisfy basic needs, we seek to satisfy higher order needs.

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46
Q

What are the three categories in Maslow’s pyramid?

A

Basic needs
Psychological needs
Self fulfilment needs

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47
Q

What is the importance of Maslow’s Needs in Human Resources?

A

As a content theory of motivation, it helps figure out how to drive individuals, especially as the level of their needs are met increases, the satisfaction of higher order needs being met aids in motivation and job satisfaction.

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48
Q

What is Herzberg’s two factor theory?

A

A content theory of motivation, as it addresses the question “What do people want from their jobs” and it’s a gradient between dissatisfaction and no dissatisfaction, and no satisfaction to satisfaction.

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49
Q

What causes dissatisfaction in the Two-factor theory? (6)

A

hygiene factors such as
- quality of supervision
- company policies
- relationship with others
- working conditions
- job security

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50
Q

What causes satisfaction in the two- factor theory? (3)

A

Motivational factors such as
- Promotional opportunities
- Personal Growth opportunities
- Recognition, responsibility and achievement

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51
Q

What is Equity Theory?

A

A process theory of motivation, in which individuals are motivated by a sense of fairness, which is a result of the social comparisons we make.

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52
Q

In Equity theory, Outputs (Salary, recognition) is divided by… (list 3 of them)

A

Inputs (effort, experience, skills)

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53
Q

Equity must be mantained at a balanced ratio of outputs and inputs. If there’s inequity due to being overrewarded, then…

A

The ratio is uneven towards us, making us feel guilty (typically)

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54
Q

Equity must be mantained at a balanced ratio of outputs and inputs. If there’s inequity due to being underrewarded, then…

A

The ratio is uneven towards others, making us feel frustrated.

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55
Q

What is Expectancy theory?

A

A process theory of motivation, as an employee’s motivation is the outcome of how much an individual wants a reward, the likelihood that the effort will lead to expected results and the belief that performance will lead to rewards.

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56
Q

What is Expectancy?

A

If maximum effort is given, it will probably be recognized in a performance appraisal.

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57
Q

What is Instrumentality?

A
  • reflects the person’s belief that, “If I accomplish this, I will get that.”
  • If i get a good performance appraisal, will it lead to organisational rewards?
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58
Q

What is Valence?

A
  • The value or importance an individual places on a reward.
  • If I’m rewarded, are the rewards attractive to me?
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59
Q

What can you conclude about the expectancy theory (in regards to the order of components and driving force)?

A

Individual effort leads to individual performance (Expectancy as catalyst)
individual Performance leads to organisational rewards (Instrumentality as catalyst)
Organisational rewards leads to personal goals
(Valence as catalyst)

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60
Q

What is the Goal-setting theory?

A

The intentions to work toward a SMART goal are a major source of work motivation.

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61
Q

What are the problems with the goal-setting theory?

A

How motivated people are going to be towards achieving a goal and task performance depends on how easy or difficult it is, explained by an increasing curve in difficulty, and a sharp decline if deemed impossible.

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62
Q

Job characteristics model

A

Job characteristics are important to create motivation

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63
Q

What are the dimensions in the job characteristics model?

A

Skill variety
Task identity
Task Significance
Autonomy
Feedback

64
Q

What is the empirical support and criticisms with Maslow’s hierarchy of needs?

A
  • Limited empirical support
  • Does not consider individual or cultural differences and other psychological factors.
65
Q

What is the empirical support and criticisms with Two- Factor Theory?

A
  • Limited empirical support
  • Does not consider the individual or cultural differences and other psychological factors.
66
Q

Conclusions with regards to empirical support and criticisms in Expectancy Theory?

A
  • Supported empirically
  • Does not consider why people value a result (valence) and assumes a high level of rationality.
67
Q

What are the empirical support and criticisms regarding Goal-Setting theory?

A
  • Supported empirically
  • Limited applicability in complex tasks and when there are multiple or competing objectives.
68
Q

Regarding Content and Process theories and their empirical support, what can you conclude?

A

Process theories are generally supported empirically, while content theories are limited empirically.

69
Q

HRM and performance follows a specific model called?

A

The AMO model of performance

70
Q

What is the key takeaway of the AMO model of performance?

A

Ability + Motivation + Opportunity = Performance

71
Q

What are the key takeaways of the 4.0 Industrial revolution?

A
  • Workers are always connected anytime and anywhere.
  • Demands for shared leadership and mutual development.
  • A systemic notion that any change in technology will have rapid profound and far reaching effects
72
Q

How is the 4.0 Industrial Revolution connected with HRM? (3)

A
  1. Diversity Management (diverse workforce, controlling risks of discrimination and exclusion)
  2. Values of participation and self-determination (impact on labor relations and public scrutiny)
  3. Workers more eager for knowledge (but more adverse to traditional models of knowledge sharing and dev.)
73
Q

What is outsourcing?

A

When a company hires another company to perform certain services within the company.

74
Q

What is offshoring? (delete this card)

A

Relocating departments within a company to other countries (typically with lower wage rates and costs)

75
Q

What is offshoring (relocation)?

A

Relocating departments within a company to other countries (typically with lower wage rates and costs)

76
Q

Advantages to Outsourcing

A
  • flexible for the company
  • can provide human capital at a lower fixed cost
  • allows management of people to be centered on assets linked to activities that are essential for the organization
77
Q

Disadvantages to outsourcing

A
  • Loss of control over the process and the result
  • Companies providing the service are not involved with the contracting company.
  • Threat to stability and effective job creation
78
Q

Advantages to Offshoring

A
  • Reduction of production costs
  • increased wage productivity
  • Increased employment rates at a place of implantation
79
Q

Disadvantages to offshoring

A
  • Decline in employment rates in host country
  • greater external dependency
  • threat to stability and effective job creation (foreign suppliers)
80
Q

a psychological sustainable practice in HR could be…

A

Stimulate autonomy and enterpreneuship.

81
Q

What is the difference between stereotypes, prejudice, discrimination?

A

Stereotypes is cognitive (perception)
Prejudice is affection (emotion)
Discrimination is behaviour (actions)

82
Q

What is the key idea behind stereotypes? (3)

A
  • Based on personal experience, education, cultural environment and interactions.
  • They are activated in our brains when we act quickly to draw conclusions
  • They can be biased generalisations about a social group.
83
Q

What is the key idea behind prejudice? (2)

A
  • Often based on stereotypes, and is a lack of empathy based on exaggerated or flawed generalisations.
  • Shown through emotions (anger disgust, discomfort, hate)
84
Q

What is the key idea behind discrimination? (2)

A
  • When someone is perceived to be a part of a social group and is treated less favourably because of characteristics associated with the group. (color, religion, ethnicity, disability)
  • Can be either direct or indirect (seems neutral but achieves the same effect)
85
Q

What does managing with diversity in mind mean?

A

Recognising that visible and non-visible differences between individuals create a productive environment where all people feel valued, each person’s abilities are fully utilised, and organisationals goals are being met.

86
Q

What are the main categories among the three diversity levels? (and examples)

A
  1. Superficial, visible characteristics (age, skin, disability)
  2. Deep, not observable (attitudes, values, beliefs)
  3. Hidden characteristics (sex orientation, hidden disability)
87
Q

What is Inclusion?

A

The degree to which a worker feels they are a valued member of the workgroup, receiving treatment that meets their needs for belonging and uniqueness.

88
Q

Explain Integration and Segregation (Based on diagram)

A
  • Integration is when a specific small of people (diverse) are a part in the whole, but are among themselves. (B is a subset of A)
  • Segregation is when a specific group of people (diverse) are not part of the whole, but are among themselves. (A and B are separated)
89
Q

Explain Inclusion and Exclusion (Based on diagram)

A
  • Inclusion is when everyone is a part of the whole unconditionally. (A, B, C, etc… are all included)
  • Exclusion is when people that are different from the whole are not included among them unconditionally (if you’re not A, you aren’t included)
90
Q

What is Equity (1) and how does it aid in HRM? (3)

A

When people are given support as needed in order to make sure everyone is equal and fair.
- Fairness in treatment promotes job satisfaction and organisational commitment.
- Increases sense of belonging to the org, improves talent retention and stimulate productivity
- Ultimately ensuring every person is equal conditions to others in the organisation.

91
Q

If our workforce is made up of similar people, those individuals are likely to feel part of the organisation, without the discomfort that diversity can cause. Why should we deliberately invest in a more diverse workforce?

A
  1. Improved innovation and creativity (different perspectives)
  2. Better decision-making (different backgrounds, broader viewpoints)
  3. Attraction and retention of talent (top talent from different demographics)
  4. Enhanced reputation and corporate social responsibility (inclusivity)
  5. Employee engagement (they feel valued and embraced)
92
Q

What are the benefits of diversity and inclusion? (6)

A
  1. Different perspectives
  2. Increased creativity
  3. Better decision making
  4. Increased engagement
  5. Reduced turnover (cost effective)
  6. Reputation
93
Q

Statistically, companies that bet more on gender diversity in their executive teams were… (2)

A
  • more likely (21%) to outperform on profitability.
  • more likely (27%) to have superior value creation.

note that when ethic/cultural diversity is examined, 27% goes to 33%.

94
Q

Do organisations have a moral obligation to have a diverse workforce?

A

It is a moral imperative to ensure equality and inclusion, contributing to social fairness and ethical practices.

95
Q

What is sustainability in HRM?

A

Practices that balance organisational needs with economic, social and environmental practices.

96
Q

In HRM, sustainability has 4 main concepts:

A
  1. Environmental (planet related)
  2. Social (society related issues)
  3. Strategic/Economic (long term profits)
  4. Psychological (work environment and well being)
97
Q

How can HRM contribute to organisational psychological sustainability? (6)

A
  1. Provide workers with values and skills that allow them to act and transform the work project (job crafting)
  2. Create conditions for the individual to invest in the organisation and in the job (rewards and renumeration)
  3. Foster conditions for workers’ autonomy and decision-making (performance evaluation and career development)
  4. Ensuring individual and org. conditions for learning and talent dev.
  5. Inform and hold accountability for actions.
  6. Foster cohesion and development through diversity (ethical management)
98
Q

Job Analysis (1)

A

a structured and systematic process for collecting and organising information about the tasks given, ending with an exhaustive description of the job.

99
Q

Job Analysis Concepts (4)

A

KSAOC:
Knowledge
Skills
Abilities
Other Characteristics

100
Q

Competency

A

An individual characteristic that has a causal relationship witht he average or superior performance in a given professional situation.
It can be developed and trained

101
Q

Methods of Job analysis

A

interviews, questionnaires, work sampling, observation.

102
Q

Job description

A

The systematic description of the activities, tasks and responsibilities that an employee will have

103
Q

a job description is used for…

A
  • identify the necessary competencies for a job
  • evaluate the job applicants in a recruitment process
  • evaluate employees performance
104
Q

What are job analysis and job descriptions for? (6)

A
  • Allow the specification of recruitment process
  • Basis for evaluation of jobs and the possibility of defining careers
  • Assist quantitative HR planning
  • Assist in the design of work processes
  • Serve to define performance evaluation criteria
  • Allow the diagnosis of performance deviations and the design of training and development plans
105
Q

A job description should include

A

The job title and the characterization of the job

106
Q

What happens if job descriptions or analysis don’t exist? (3)

A
  • Overloaded with unclear, unspecified tasks
  • role ambiguity
  • lack of specific goals defined
107
Q

What happens in labor market impact on recruitment in regards to job offers being greater than job search? (7)

A
  • slower recruitment
  • low number of applications
  • insufficient suitable applications
  • more flexible and less demanding selection criteria
  • salaries tend to rise
  • candidates proceed to select companies
  • greater retention and fixing efforts
108
Q

What happens in labor market impact on recruitment in regards to job offers being less than job search? (7)

A
  • high yield recruitment
  • large applicant numbers
  • detailed profile + requirement
  • more demanding selection criteria
  • salaries tend to reduce
  • higher competition between candidates
109
Q

Organizations must take decisions with ___________ _______ essentially with regard to attracting candidates

A

strategic value

110
Q

Employer branding

A

A game of seduction, where candidates want to seduce the employer, stakeholders and companies want to attract the best employer

111
Q

The most important aspect of employer branding is how its a

A

critical tool for attracting, developing and retaining talent.

112
Q

Brand values (Employer) are categorised in two ways:

A
  • Traditional values
  • Actual values
113
Q

What are the traditional values for Brand values (Employer)?

A
  • Job stability
  • professional career
  • compensation and benefits
  • Acquired rights
  • Valuing hierarchy
  • Recognition of loyalty
114
Q

What are the actual values for Brand values (Employer)?

A
  • Challenging projects
  • flexibility and autonomy
  • work life balance
  • open and informal communication
  • horizontal structure
  • recognition of merit
115
Q

how to evaluate the effectiveness of the EB strategy?

A
  • Employee satisfaction questionnaires
  • applications
  • Absenteeism statistics
  • turnover
  • attraction
  • favourable references in the media
116
Q

Employer value proposition (EVP)

A

It is how companies market themselves to prospective talent, and also how they retain that talent in a competitive job market.

117
Q

HR planning

A

The process of analysing the organisation’s needs and developing plans, policies and

118
Q

HR planning concepts

A
  • Administrative
  • Instrumental
  • Short term
  • Efficiency
  • Reactive
  • Departmental
119
Q

Strategic HR planning concepts

A
  • Strategic
  • Procedural
  • Long term
  • Org efficiency
  • Proactive
  • Organisational
120
Q

Objectives of HR planning

A
  • Attract and retain qualified employees
  • Manage succession and replacement plans
  • Ensure the greatest adjustment between staff and organisational objectives.
  • Ensure the alignment of HRM policies and practices within the organization’s strategy.
121
Q

Benefits of HR planning

A
  • Greater understanding of HR implications for organisational results
  • Cost reduction
  • Better time management
  • Better management of potential development
122
Q

Stages of HR planning

A
  1. Align with HRM with organisational strategy
  2. Make an inventory of organisation’s HR
  3. Identify HR needs
  4. Differential Analysis
  5. Develop HR strategies for action (internal or external)
  6. Evaluation of the impact of decisions.
123
Q

HR Planning model

A

see model in powerpoint this is too complicated to explain in a flashcard

124
Q

Internal Selection of HR process

A
  • Promotion
  • mobilitty
  • career planning
  • training
125
Q

External Selection of HR process

A
  • recruitment
  • external selection
  • executive exchange
126
Q

HR planning Applicability

A

Usability Assesssment
Cost benefit Analysis

127
Q

Usability assessment

A

requires knowledge of different processes, external limitations (legal, technical, ethical) and internal conditions (staff characteristics)

128
Q

Cost benefit analysis

A

What are the potential rewards expected from an initiative? What are the total costs, what is the Return on Investment? (ROI)

129
Q

What is the definition of recruitment?

A

The process of attracting and looking for potential candidates to fill one or several available jobs.

130
Q

What is the definition of selection?

A

A set of procedures that refer to the choice and decision by the employer on which candidates best fit the available vacancies.

131
Q

What is the recruitment and selection process?

A
  1. Demands analysis (job analysis, job description, skills analysis)
  2. Candidates’ attraction (Recruiting by definition)
  3. Candidades’ Selection (Selecting by definition)
132
Q

Organisational activities that affect the number and quality of applicants that apply for a job and wether applicants will accept a job offer are… (3)

A
  • Analysis of recruitment needs
  • Recruitment plan (deadlines, budget)
  • Advertising, registration of candidates and reception of applications.
133
Q

What is the desired outcomes of Organisational activities that affect the number and quality of applicants that apply for a job and wether applicants will accept a job offer? (5)

A
  • Job attraction
  • Organisation attraction
  • Job pursuit intention (application)
  • Accept intention
  • Job choice
134
Q

Why does recruiting exist?

A
  • Economic context
  • Labor law
  • Competitive employment market
  • Identification and categorisation of stakeholders
  • sectorial renumeration policy
  • Social/community integration of an organisation
135
Q

Direct recruitment

A

When you put up advertisements and fliers

136
Q

Indirect recruitment

A

Outsourcing the recruitment process, getting companies, agencies or consultants to provide a list of candidates.

137
Q

Internal recruitment

A

Filling job vacancies in the company using exclusively employees within the company (via promotions, sector allocations)

138
Q

External Recruitment

A

When you hire someone outside of the company to work at the company.

139
Q

Advantages to direct recruitment (5)

A
  • Increase intellectual capital
  • renews org. culture
  • greater company visibility
  • promotes diversity
  • promotoes innovation
140
Q

Disadvantages to direct recruitment (4)

A
  • affect current employee motivation
  • higher cost, more training
  • more time consuming + uncertain
  • requires socialization
140
Q

Disadvantages to Indirect recruitment (6)

A
  • blocks new ideas
  • favours routine + status quo
  • does not change human capital
  • limited candidate pool
  • promotes internal competition
  • preserves org. culture.
141
Q

Advantages to Indirect recruitment (6)

A
  • motivation + development
  • incentive to fidelity
  • suitable for stability situations
  • doesn’t require org. socialization
  • alignment with career management
  • less costs, less money
142
Q

What are the main features of job ads? (3)

A
  • Informative (organization, job info, working conditions, jo specifications)
  • Attractive (pay and benefits, opportunities, highlight selling points)
  • Point to action (specify how to apply, request cv)
143
Q

What are the three types of job advertisements?

A
  1. Egocentric ads
  2. Promise ads
  3. Supply-demand ads
144
Q

What is a egocentric job ad type?

A

characterised by being strongly appealing and responding to us to the natural and spontaneous expectations and desires of readers, offering opportunities for success.
- Highly motivating
- Involve irrational/emotional aspect
- as a rule, they don’t make demands
- shows only positive and creative aspects
- Reach the highest number of candidates

145
Q

What is a promise job ad type?

A

type of ad that is very rational and “dry”, presenting a sober and particularly discriminating texture.
- Clearly states the various requirements
- Its text and expression are cold
- Doesn’t contain motivational factors
- unattractive.

146
Q

What is a supply-demand job ad type?

A

a middle ground between a egocentric job ad type and a promise job type.
- Tells what is expected of the candidate
- presents detailed requirements
- creates balanced expectations for the reader
- promotes interest

147
Q

What should you contain as the initial information when writing a job advertisement? (6)

A
  • Organisation (characteristics, name or confidential)
  • Job (title, description of tasks and responsibilities)
  • Candidate profile (qualifications and skills)
  • Working conditions (what they offer)
  • Location
  • Response conditions (email, CV, videoCV)
148
Q

What are the advantages of online recruitment? (5)

A
  • Greater flexibility in posting the ad and managing it
  • Extends the pool of available applicants
  • Facilitates the response to candidates and extension of number of applications, as well as filters
  • Faster process (immediate response)
  • Reduction of administrative costs (reception, screening of applications, contact with applicants)
149
Q

What are good methods and tools for recruitment selection? (9)

A
  1. CV analysis
  2. Interview
  3. Cognitive abilities test
  4. Personality
  5. Knowledge tests
  6. Work samples
  7. Group exercises
  8. Assessment centres
  9. Referral
150
Q

When it comes to psychological tests, should they always be performed in every job recruitment process?

A

No, as it entirely depends on the type of job they are applying to, and said jobs must have a relevant psychological test.

151
Q

What are assessment centres?

A

An normally expensive evaluation method which uses specific instrument and simulates real situations, confronting participants with a series of problems, situations, evaluating from multiple perspectives the way they face and solve them.

152
Q

The goal of recruitment is… (in terms of quantity of applicants)

A

To maximise the pool of good applicants.

153
Q

With respect to the recruitment channels…
1. Ads in newspapers and websites are the most used
2. word of mouth is indirect but expensive
3. Internal databases are irrelevant

A

Ads in newspapers and websites are the most used

154
Q

Among the selection tools…
1. Interviews, CV’s and references are used for 1st screening
2. Assessment centres are the least expensive
3. Test and questionnaires should be valid and reliable

A

Test and questionnaires should be valid and reliable

155
Q
A

Human Resources Management (2 decks)

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