MOD 6 Flashcards
is the organizational entity in-charge with guiding the institution in its relationship with its employees
Human resources
body or an org that recruits, hire, deploy and manages the organization’s employees
Human Resources
process of managing and integrating human resources with the goals and objectives of the organization
personnel management
Personnel management process:
- needs asssessment
- Recruitment
- Selection
- Employment
- Orientation
- HR Management
- Separation
- Employment Termination
A personal management process; the process of identifying the need for a worker
Needs Assesment
Reasons for needs assessment:
- another employee’s departure
- an increase in workload
- change in work process that requires person with special skills or training
A personal management process; process of locating and attracting qualified job applicants.
Recruitment
Sources of recruitment:
- Inside- employees already working in the org
- Outside- from outside org
Advantages of inside recruitment:
- Cotinuity
- Loyalty
- Investment in the indiv
- Minimal orientation and training
Approaches in inside reruitment source:
Lateral move
Vertical move
An inside recruitment source where an initial employee is moved to a new position because and for new skills; increasing knowledge and adapting skills
Lateral or Horizontal move
An approach in inside recruitment source where the employee is obtaining a promotion
Vertical move
Advantages of outside source of recruitment:
- Acquisition of new skills
- Need for improvement in performance
Disadvantages of outside source of recruitment:
- Expensive and time-consuming
- Have a high failure rate
Approaches in outside sources of recruitment:
- Advertising- ads
- Sign-up bonuses- through referral or recommendations
- Employment agencies- for abroad
- Educational institutions- for resumes and for proper hiring
- Unsolicited applications or chance walk-in- by chance
- Professional org- job vacancies
collection/ pool of applications are sorted and prelim screened; process of matching the right person to the right job
Selection
2 basic Selection Methods:
A. elimination or comparison
B. Prioritizing or ranking procedure
Activities in the selection process:
-reference checks employment tests -pre-employment tests -Employment interview -Job offer and Hiring Decision
Activity in selection process where in it refers to the standardized measures, attributes, skills and potential of the employee
Employment tests
Activity in selection process where it is executed prior hiring an employee
Pre employment tests
a formal conversation designed to establish relationship, exchange of information, verification of credentials, evaluation of suitability
Interview
Employment Interview strategies
-structured or patterned interviews
EIS that there is a predetermined and standardized checklist; easier comparison but hinders comms
- Structured or patterned interview
- Unstructured Interview
- Stress interview
EIS that has broad agenda and allows topic in depth , a great skill that the desired info is contained
Unstructured
EIS that is designed for specific purposes, it is often use for forma testing procedures to identify traits and characteristics needed for the job in which individual is exposed to highly dangerous or intimidating situations; military; problem solving
Stress Interview
The interview process:
- preparation
- Establishing rapport
- Questioning and information exchange
- Closing and follow up
- Evaluation
Type of interview questions:
- close-ended- yes/no q’s
- Open-ended- require thought and oblige the job seeker to reveal attitudes or opinions
- Hypothetical- Invite the candidate to resolve an imaginary situation
- Outside-the-box- see if the applicant can think outside the box
process of deciding about the nature of the job offer
Employment
the process of introducing the new employees to the organization and to their duties; the goal is to familiarize and socialize the new employee into the institution
Orientation
3 aspects of orientation:
- Organizational
- Departmental
- Job duties orientation
4 general methods:
- Formal meetings
- Supervisor-directed sessions
- Checklist-approach
- A buddy or sponsor system
4 components of Human Resource Management:
- Wage and salary admin
- Staffing and scheduling
- Performance monitoring
- Labor relations
HR Documentations:
- job description
- Resumes
- Copy of advertisements
- Sample int q’s
- Responses from references
- Employee’s files
- Performance appraisal docs
Elements of wage and salary plan:
- actual paycheck
- benefit package
- Pre requisites associated with position/ perks
Performance monitoring (continuing professional education):
- In-service training programs
- Intensive training
- Conferences and seminars
- Formal college courses
Company’s dealings with labor unions; collective bargaining within a labor to protect numerous economic status:
Labor Relations
Classification of labor unions:
- Open shop- can be a union member or not to be an employee
- Closed shop- union member is required to be an employee
Retention can be affected by:
- Personal reasons
- work related reasons
- professional development
Suggested options: top level management
- pay raises
- enhancing benefits
- providing continuing education opportunities
- providing promotional options
suggested options: Middle/low level management
- good hiring practices
- Communication
- Training
- Recognition
- Work environment
- Surveys/feedback
Separation kinds:
- final aspect
- -voluntary
- -involuntary
Activities in separation:
- Removing the person from the payroll
- maintaning records
- exit interview
Common dischargeable circumstances in termination:
- job incompetence/ impairment of job
- insubordination
- excessive tardiness
- verbal abuse
- Physical violence
- Falsification of records
- Theft
- criminal charges
the formal communication system used by an org to assess and provide feedback to employees about job performance expectations
performance appraisal
5 components of perf appraisal:
- a person expected to perform a job with a designated job description
- Standards and criteria
- A measurement instrument
- judge or assessor trained and competent in using the measurement
- feedback and corrective action mechanism
Legal considerations of performance appraisal:
- train appraisers
- review job descriptions and performance expectations
- evaluate behavior, not personality
- Evaluate fairly and consistently
- Document appraisal
Approaches in measuring performance:
- forced-choice method
- critical incident method
- Behaviorally Anchored Rating scales (BARS)
- Mixed Standard Scales
- Peer comparison
Forced-Choice Method
-the rather selects from among a group of predetermined descriptions the statements that best and least match the employee being evaluated
Advantage: Standardized
Disadvantage: not job specific
appraisers cite specific examples of behavior, both positive and negative
Critical Incident Method
Advantage and disadvantage of Critical incident method
Clarification of good and bad performance
Disadvantages of Critical Incident method:
- Implications of keeping-records on all employees
- time consuming
Incorporation of the critical incident method
BARS
Modified BARS procedure
Mixed Standard Scales
Three point scale of Mixed standard scales
2-exceeds expectations
1- meets expectations
0- fails expectations
a procedure that compare the behavior or performance levels of an employee with his or her co-workers
Peer comparison
Peer comparison can be applied using:
Ranking method
Forced distribution
Point allocation method
Paired comparison
Appraiser selection: who will evaluate?
- immediate supervisor
- High-level manager
- Employee
- Co workers
- Subordinates
- Customers and clients
- Independent experts
