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COMM 203: Managing the Employment Relationship > Part 2 > Flashcards

Part 2 Flashcards

1
Q

Job analysis:

A

“The foundation of everything in an organization and the foundation for all HR practices.”

A process for collecting information on important work-related elements of a job.

What the work activities are: We want people who are capable to do the activities in the jobs. We need to know the work activities so we know what knowledge, skills, abilities and others we need to look for in candidates.

The tools and equipment used in the job: Selecting people who are skilled with specific tools and equipment needed on the job.

The work environment. (Ex: work schedule etc): Knowing this to select people based on the availability required for the work schedule.

The KSAOs needed.

For legal reasons: Hiring for job-related items and not based on stereotypes - preventing discrimination (Human Rights Legislation).

Improves the recruiting process (by having proper job specifications, knowing the proper KSAOs needed, provides a realistic job preview). - Saves time, increases efficiency, decreases voluntary turnonver (from poor hiring).

Improves the selection process because it helps know in what basis to assess applicants, to compare them and select the top candidates. Helps know how to evaluate them and on what.

Helps with compensation - the content of a job can be compared with job with similar contents internally and externally.

Improves training by finding the gap between the employee’s level of KSAO and the KSAO needed and helps the organization plan the right training program for the employee.

Organizations only do it once, because it is a long process, and then it is tweaked.

Successful job analysis - provides realistic job preview + can prevent voluntary turnover

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2
Q

Job description:

A

Statement of the purpose, tasks, duties, responsibilities, and work environment of a job.
Work activities.

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3
Q

Job specifications:

A

Describes the KSAOs an employee should possess to successfully perform a job.
KSAOs needed for a job.
- Experience
- Area of expertise
- Other qualities

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4
Q

Job analysis & Recruitment

A

Job analysis helps to know the specific KSAOs needed -> companies knows KSAOS they are looking for and should target -> improves the recruitment process.

Specific KSAOs in job postings provides a realistic job preview for candidates -> decreases early voluntary turnover.

Specific KSAOs protects an organization against charges from discriminatory hiring.

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5
Q

Job analysis & Selection

A

Helps to understand how to evaluate candidates -> on what basis, compare them “based on KSAOs” and select the top candidates.

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6
Q

Job analysis & Compensation

A

Helps with compensation - the content of a job can be compared with job with similar contents internally and externally.

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7
Q

Job analysis & Training

A

Improves training by finding the gap between the employee’s level of KSAO and the KSAO needed and helps the organization plan the right training program for the employee.

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8
Q

Job analysis & Performance management

A

Job analysis helps decide the evaluation criteria and the performance standard.
Prevents lawsuit if a company if firing based on performance linked to the job analysis.

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9
Q

Job design:

A

The process of defining the way work will be performed and the tasks that a given job has.

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10
Q

Economic Theories of Division of Labour

A

Also known as specialization -> produces more efficiently and productively.

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11
Q

Scientific management:

A

A management approach that emphasizes the use of scientific methods to increase productivity and efficiency.

Scientific management is based on the idea that work can be analyzed and broken down into its component parts, and that each task can be optimized for efficiency. This involves studying the way work is performed, breaking it down into smaller parts, and then finding ways to improve each part to maximize productivity

Downside: Workers feel like part of a machine -> dehumanizing.

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12
Q

Human Relations Movement:

A

Views workers as individuals with unique needs, desires and motivations and seeks to improve job satisfaction, motivation and productivity by focusing on their social and psychological needs.

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13
Q

Hawthorn studies:

A

Studies designed to investigate the effect of various physical and environmental factors on worker’s productivity.
Workers reacted positively by being included in the decision-making process and by being given attention by their supervisors.

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14
Q

Job Characteristics Model: Job characteristics, Psychological states, Outcomes

A

Job characteristics:
- Skill variety
- Task identity
- Task significance
- Autonomy
- Feedback

Psychological states/ Process:
- [Expenrience] meaningfulness of work.
- [Experience] responsibility for work outcomes.
- Knowledge of results of work.

Outcome:
- High motivation
- High performance
- High satisfaction

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15
Q

Job Characteristics Model: Job characteristics: Skill variety:

A

Employee uses a wide range of skills.

A job requires a range of skills and talent and provides a challenge.

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16
Q

Job Characteristics Model: Job characteristics: Task identity:

A

Worker is involved in all tasks of the job from beginning to end of the production process.

Whole and identifiable pieces of work with clear objectives and a visible outcome.

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17
Q

Job Characteristics Model: Job characteristics: Task significance

A

Worker feels the task is meaningful to the organization.

Degree to which a job fits the overall purpose of the organization.

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18
Q

Job Characteristics Model: Job characteristics: Autonomy

A

Employee has freedom to schedule tasks and carry them out.

Degree to which job provides enough freedom, independence, and discretion to individual in scheduling work and determining procedures to be used in carrying out.

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19
Q

Job Characteristics Model: Job characteristics: Feedback

A

Worker gets direct information about their effectiveness doing the job.

Individuals receiving direct direct and clear information about one’s effectiveness doing the job.

High=teaching, Low=research

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20
Q

Staffing:

A

Recruitment and selection

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21
Q

Psychological states/ Process:

A
  • Experiencing meaningfulness of work.
  • Experiencing responsibility of work outcomes.
  • Knowledge about work results.
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22
Q

Methods of changing job characteristics/ motivation: Job enlargement

A

Job enlargement: job extension and job rotation.
- Job rotation: Moving from one job to another.
-> improves skill variety and reduce productivity, creates disruptions.
- Job extension: Horizontal expansion -> combines multiple simple jobs into one.
-> doesn’t necessarily add challenge, can lead to burnout, improves task identity, and skill variety.

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23
Q

Methods of changing job characteristics/ motivation: Job enrichment:

A

Job enrichment: Increasing the level of responsibility and autonomy given to an employee for their job, and giving opportunities for learning and development.
- Focuses on the content of the job.
- Vertical expansion.
- Increases degree of planning, execution and evaluation.

-> increasing employee motivation, job satisfaction, and engagement.
-> improve skill variety, task identity, task significance, autonomy and feedback.

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24
Q

Workforce planning:

A

Identifying the amount and types of employees the organization needs to meet its future objectives.
- Includes dealing with future labor shortages and surplus.
Goal: To achieve a competitive advantage over competitors and to have the right people with the right skills in the right places at the right time.

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25
Q

Workforce planning: Forecasting

A

To predict which areas of the org will experience labour shortages or surpluses.
- Attempts to estimate the labour supply and demand for various types of human capital.

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26
Q

Workforce planning: Forecasting: Factors affecting Demand and Supply

A

The supply and demand of employees in certain areas of an organization is influenced by human capital inflow (outside hiring), promotion out and in of specific roles, losses (retirement, turnover).

27
Q

Workforce planning: Markov Analysis

A

Look at the job position from the previous year and then the position in the next to determine & of retention, the % of promotion and the % of demotion in each position.

28
Q

Workforce planning: HR strategies for reducing labour surplus

A
  • Type of action
    -> Speed of results for taking on this action (results are:)
    -> Amount of suffering caused to employees and organization (degree of negative consequences are:)
  1. Downsizing
    -> Fast
    -> High
  2. Pay reductions
    -> Fast
    -> High
  3. Demotions
    -> Fast
    -> High
  4. Transfers
    -> Fast
    -> Moderate
  5. Reducing hours
    -> Fast
    -> Moderate
  6. Hiring freeze
    -> Fast
    -> Low
  7. Natural attrition: Estimating the rate at which employees are likely to leave the organization and planning for how to manage any potential staffing gaps. Employees leaving (not due to any deliberate decision by an organization).
    -> Slow
    -> Low
  8. Early retirement
    -> Slow
    -> Low
  9. Retraining
    -> Slow
    -> Low
29
Q

Workforce planning: HR strategies for avoiding labour shortages

A
  • Type of action
    -> Speed of results for taking on this action (results are:)
    -> Ability to change later:
  1. Overtime
    -> Fast
    -> High
  2. Temporary employees
    -> Fast
    -> High
  3. Outsourcing
    -> Fast
    -> High
  4. Retrained transfers
    -> Slow
    -> High
  5. Turnover reduction
    -> Slow
    -> Moderate
  6. New external hires
    -> Slow
    -> Low
  7. Technological innovation
    -> Slow
    -> Low.
30
Q

The Staffing Components Model:

A

Two elements are needed: Applicant (person) and the Organization (job) for recruitment, then the selection and then employment.

31
Q

Recruitment:

A

Identifying and attracting potential employees by practices and activities carried out by the organization.

32
Q

Strategic recruitment (4):

A

Influencing the applicant pool.
1. Influence the number of people who apply.
2. Influence the type of people who apply.
3. Enhance the quality of the application.
4. Reduce the number of unqualified candidates.

33
Q

Strategic recruitment decisions (5):

A
  1. Whom to recruit?
    - Based on the KSAOs -> the human capital needed.
  2. Where to recruit?
    - Example: At a University.
  3. What message to communicate?
    - Communicating the KSAOs needed and also specific elements as part of the job analysis (job description).
    - Communicating a realistic job preview.
  4. When to recruit?
    - Analyze external forces to determine when to enter the market.
    - Related to forecasting the supply and demand of labour within areas of a company.
  5. What source to use?
    - Example: Linked In, University Campus recruiting.
34
Q

Signalling:

A

When there is assymetric information, applicants rely on external information that experience (recruiter’s traits, behaviour, and other information) to better understand the job opportunity and the company.

  • Example of signals: Choice of wordings in job description -> e,g. competition. signals an organization’s values, CEO involved in recruiting -> signal a job’s importance, demographic minority recruiter -> signal the firm’s demographic diversity
35
Q

Internal recruitment:

A

Finding (not hiring), internally, a prospect for a job position.

Benefits:
- Motivating: Seeing other people getting promoted and knowing that there are opportunities to be promoted gets employees motivated.
- Observe people during their work
- There is less asymmetric information: they already know about the organization.
- Firm-specific human capital: They already have the skills (etc) that are specific to the organization.
- Build employee commitment: There is more commitment because the organization promotes them, and provides career development (investing in them).
- Reduces hiring cost.
- Reduces turnover: Thanks to the higher commitment.

Limitations:
- Demotivating.
- Political processes (there can be sabotaging behaviours to receive the promotion).
- Peter Processes (Michael Scott).
- Homogeneity in the organization.
- No info about competitors.
- Small labour market to recruit from (since it only includes employees from within the organization).

36
Q

External recruitment:

A

Benefits:
- Larger labour market (applicant prospects).
- New KSAOs.
- Information about competitors.

Limitations:
- Need to get used to organizational culture.
- Negative reactions by internal applicants.
- Identifying applicants is time-consuming.
- To search the external labour market is expensive.
- There is high turnover.

37
Q

Employer branding:

A
  • Marketing for applicants/ employees.
    -> Using marketing techniques to attract, engage, and retain top talent in the organization.
    -> Focuses on the organization’s reputation as an employer.
    -> Current employees are a good source to help employer branding (for the brand to been seen positively by future applicants and employees basically).
38
Q

Realistic job preview:

A

Provides information about both the positive and potentially negative sides about a job to candidates.
-> Decreases voluntary turnover.
-> Increases job satisfaction.
-> Increases role clarity.
-> increase perceived honesty of the organization (organizational honesty).

39
Q

External sources for external recruitment (5)

A
  1. Direct applicants
    - People who apply for a vacancy at a company on their own (self-selection).
  2. Ads
    - Typically generate a less desirable group of applicants at a greater expense.
  3. Passive job seekers
    - Top talent that are not actively looking for a job or already employed (use of headhunters).
  4. Staffing companies
    - Provide temporary and permanent employees for a fee.
  5. Public agencies
    - Employers can register job vacancies at the Service Canada website.
40
Q

Collage campus recruiting (3)

A
  • Ads (on campus, info sessions)
  • Sponsorships (employers fund campus scholarships)
  • Word of Mouth (faculty endorsements, referring students, or referring the company)
41
Q

Referrals

A
  • Aided self-selection (people who apply because someone in the organization prompted them).
    Benefits:
  • Applicant already screened for the employee who referred them.
  • Refferals -> more likely to be hired, complete training, and perform better than nonreferrals (because of coaching and pressure from the person who prompted them to apply).
42
Q

Boomerangs:

A

A former employee comes back to work in the organization.

Benefits:
- Familiar with the organization.
- They have specific-human capital (specific KSAOs for the company).
- Bring knowledge about competitors.
- Less training and onboarding (organizational socialization) = less cost.

Potential:
- Possibility they’ll leave the firm again.
- Possibility of bringing back “bad blood.”

43
Q

AI & Recruitment:

A
  • AI try to match back to the applicants with the requirements (prevents bias from humans)
  • Using AI to screen resumes for keywords, automating the application process (ATS).
    – Example: Entelo: Predicts turnover based on social media.
44
Q

Employee selection:

A

Process of choosing among applicants to find the best candidate for the position.
Assessing: KSAOS, soft skills.

45
Q

Employee selection: Selection tools:

A

Used to assess the attributes (KSAOs) that predict performance on the job
Example: Interviews, personality tests, work samples, references and cognitive ability

46
Q

Selection systems:

A

Should be feasible in cost & time, should be valid, reliable, fair and legally defensible.

47
Q

Evaluating selection tools: Reliability

A

Reliability = Consistency.
High positive correlation (r = 0.8 and above).

48
Q

Evaluating selection tools: Validity

A

Validity = Outcome of a selection tools gives a valid predictor of performance.
-> r = 0.1 and 0.2 and above is good.
- To prove job-relatedness.
- Outcome-related validity.

49
Q

Evaluating selection tools: Test-Retest reliability, Inter-rater reliability:

A

Test-Retest: Results are similar.
Inter-rater reliability-test: 2 different types of test measuring the same thing should be consistent.

50
Q

The Logic of Prediction:

A

Unsure - Julia.

51
Q

Selection: Experience

A

Experience length and its activities should an accumulated stock of KSAOs necessary for the job.

52
Q

Important Principle of Selection:

A

Combine several sources of information about candidates, instead on solely focusing on one.

53
Q

Selection: Resumes:

A

Information given by the applicant.
- Accuracy must be verified.

Cons:
- Organizations receive a large amount of time.
- False information and misrepresentation.

54
Q

Selection: Reference checks:

A

Benefits:
- Part behaviour predicts future behaviour.
- Beneficial when jobs are similar from company to company.

Previous company of the candidate may not want to provide a reference (time, “competitor”, may cause defamation of character, communication of discrimination, blackmailing).

55
Q

Selection: Employment tests:

A

Aptitude tests (how well a person can learn or acquire skills)
Achievement tests (measures a person’s existing knowledge).
Cognitive ability tests (measurement mental ability - verbal, quantitative skills, and reasoning ability).
-> most valid predictor of job performance, cheap, very stable over time.
Personality tests
- openness, conscientiousness (a valid predictor of job performance, high likelihood of leadership), extraversion, agreeableness, neuroticism vs emotional stability.
Integrity tests
Job knowledge tests

56
Q

Selection: Interviews: Structured

A

All candidates are asked the same questions, based on a careful review of job analysis (-> more legally defensible) recorded in a standardized way.
- Consistent = more reliable.

57
Q

Selection: Interviews: Unstructured:

A

Interviewer uses their judgment on what questions to ask -> may lead to discrimination.
- Not consistent = not reliable.

58
Q

Selection: Interviews: Biases in unstructured interviews (4):

A

Leniency and severity:
- Interview questions can be more difficult or easier.
- Tendency to use only the upper (hard) or lower (easy) ends of the scale.
Similar-to-me:
- Tendency for interviewers to rate applicants higher when they have similar decision-making to them.
Halo/ horn:
- Positive/negative judgements about one attribute tend to colour the impression of the other attributes.
Contrast effect:
- The interviewer’s perception of a candidate is influenced by the order in which they are interviewed.

59
Q

Selection: Interviews: Situational questions:

A

Assessing how a candidate may react in a real life situation. They need to “think on their feet.”
Example: If…. what would you do?

60
Q

Selection: Interviews: Behavioural questions:

A

Helpful for assessing skills that are difficult to create realistic stimulation for (such as leadership).

61
Q

Selection: Panel interviews:

A

Benefits:
- More objective (less personal interaction).
- Panelists can focus more on the answers, rather than what to ask next.
- Panelists may hear questions that they would not have thought of themselves.
- Reduces bias in the selection process.
- Saves time for the candidate.

Cons:
- Intimidating for the candidate (to have so many interviewers).
- Can be confusing (if each panelist has different goals).
- Difficult to manage schedules (for the panelists).

62
Q

Selection: Making the decision: Multiple-hurdle process:

A

Arriving at a chosen candidate by eliminating people at each stage.

63
Q

Selection: Making the decision: Compensatory model:

A

All applicants go through the steps in the selection process, and then hiring managers compensate people’s scores (selection tool scores can compensate for one another), and then they evaluate and compare them.

64
Q

Selection: AI

A
  • Problems with accuracy and transparency (it is not accurate, nor transparent [they don’t explain how it works].
  • Algorithms created by humans -> does include bias.
  • Does not remove bias -> if the algorithm is biased, it applies to all candidates.

COMM 203: Managing the Employment Relationship (3 decks)

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