SET A Flashcards
What is human resource management
- managing employee relations
- leveraging people’s capabilities to achieve competitive advantage
What is associated with human resources?
personnel management and employee relationships
structuring by grouping activities, assigning accountabilities, and establishing communication and authority relationships
organizational design
planning and implementing interventions
organizational development
structuring the content and size of jobs and defining their component tasks
job/role design and definition
planning and implementing flexible structures and procedures
flexible working
forecasting the organization’s future resource requirements for labor
human resource planning
attracting employment applicants from the number, type, and caliber
recruitment
Assessing and selecting suitable employees
selection
planning rewards and incentives to control labor turnover
retention
managing the termination, retirements, resignation, dismissals and redundancies
exit management
basic functions of the management process
planning, organizing, leading, staffing, controlling
a person who is responsible for accomplishing an organization’s goals by managing the efforts of the organization’s people; accomplishing by planning, organizing, staffing, leading and controlling
manager
to establish goals and standards and to develop rules and procedures
planning
delegating authority to subordinates and establishing channels of communication
organizing
requires managers to set standards such as sales quotas, quality, standards or production levels
controlling
determines what type of people you should hire, recruiting prospective employees, selecting employees etc.
staffing
requires a manager to get others to get the job done, maintaining morale and motivating subordinates
leading
a process of acquiring, training, appraising, and compensating employees, and attending to their labor relations
human resource management
a manager’s right to issue orders to other managers; superior-subordinate relationship;
line authority
manager’s right to advise other managers or employees; advisory relationship
staff authority
directing the activities to their subordinates; within the HR dept
line function
assisting and advising line managers; they are also human resource managers; outside of the HR department
staff function
advises management on all aspects of union-management relations
labor relations specialist
develops compensation plans and handles the employee benefits program
compensation manager
collects and examines information about jobs to prepare job descriptions
job analyst
focuses on using centralized call centers and outside vendors
Shared HR Groups
assigned directly to a department within an organization to provide localized human resource management assistance as needed
Embedded HR Groups
assist top management in top-level issues such as developing the personnel aspects of the company’s long-term strategic plan
Corporate HR Groups
refers to the knowledge, skills, and abilities of a firm’s workers
human capital
Where freelancers and independent contractors work when they can, on what they want to work on, and when the company needs them
on-demand workers
workers with multiple jobs; who are temporary or part-time workers
non-traditional workers
the recent trend where in some occupations, unemployment rates are low, while in others unemployment rates are still very high and recruiters can’t find candidates, while in others there’s a wealth of candidates
unbalanced labor force
exporting jobs to lower-cost locations abroad
offshoring
Evidence-based human resource management
Scientific rigor
Existing data
Research studies
Critical evaluation
Critically evaluated research/case studies
Analytics
involves formulating and executing human resource policies and practices that produce the employee
strategic hrm
involves more and more human resource management tasks being redistributed from a central HR department
distributed HR
provides new employees with the basic background information they need to function
employee orientation
graphic relationship between the value of the job and the average wage paid for the job
wage curve
giving new or current employees the skills they need to perform their jobs; it is essential to good management
training
identifies the training employees will need to fill these future jobs
strategic needs analysis
is the training aligned with company missions?
organizational needs analysis
who do we need to train?
person needs analysis
what skills do we need to train
task needs analysis
ADDIE framework
analysis-design-development-implement-evaluate
is a method used for screening job applicants and will not likely be used to identify training needs
work sampling
consolidates, usually in one diagram, a precise overview of the competencies someone would need to do a job well
competency model
process of verifying that there is a performance deficiency and determining whether the employer should correct through training or some other means (like transferring employee)
performance analysis
four steps in training process
needs analysis
instructional design
implement the program
evaluation
identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills
needs analysis
having a person learn a job by actually doing it; a training method that is most frequently used by employers; also applies job rotation
OJT
- Employee rotates through several different jobs in the organization
- Popular for managerial training
- Allows for lateral transfers and flexibility for
replacing absent workers (cross training). - Improves job satisfaction by reducing boredom
job rotation
process by which people become skilled workers through a combination of formal learning and long-term on-the-job training
apprenticeship
step-by-step training
job instruction training
systematic method for teaching job skills that involves presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his/her answers
programmed learning
computer-based training systems that adjust to meet each trainee’s specific learning needs
intelligent tutoring systems
method in which trainees learn on the actual or simulated equipment they will use on the job, but are trained away from the job
vestibule training
a trainer in a central location teaching groups of employees at remote locations over cable broadband or internet
videoconferencing
a set of instructions, diagrams, or similar methods available at the job site guide the worker
job aid
aims to create better cross-cultural sensitivity
diversity training
training employees to do different tasks or jobs than their own
cross training
any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills
management development
enables management trainees to work full-time analyzing and solving problems in other departments
action learning
focuses on planning and filling senior-level positions
succession planning
considered an effective training tool because trainees are actively involved, and the activities help trainees focus on planning and solving problems
management games
a change process through which the employees formulate change that’s required and implement it
organizational development
collecting data about a group, department, organization, and feeding the information back to the employees so they can analyze and develop hypothesis about what the problems might be
action research
kurt lewin’s model of change process
unfreezing, moving, refreezing
reducing the forces that are striving to maintain the status quo
unfreezing
developing new behaviors, values, and attitudes
moving
managers reinforce the new ways of doing things with changes to the company’s systems to prevent it from reverting to its old ways
refreezing
refers to a formal method for testing the effectiveness of a training program
controlled experimentation
FOUR BASIC CATEGORIES MEASURED WHEN EVALUATING A TRAINING PROGRAM
Reaction
Learning
Behavior
Results
FOUR BASIC CATEGORIES OF ORGANIZATIONAL DEVELOPMENT (OD) APPLICATIONS
Human process
Technostructural
Human resource management
Strategic applications
HR MANAGEMENT INVOLVES:
Performance appraisals
Rewards systems
Diversity programs
Goal setting
What is the first step in the recruitment process?
decide what positions to fill
refers to the background investigations, tests, and physical exams that firms use to identify viable candidates for a job
selection tools
process of deciding what positions the firm will have to fill and how to fill them
workforce planning (personnel)
deciding how to fill executive positions at a firm
succession planning
guides employment planning and determine the types of skills and competences the firm needs
strategic business planning
THREE STEPS IN SUCCESSION PLANNING
Identify key needs
Develop inside candidates
Assess and choose those who will fill the key position
studying a firm’s past employment needs over a period of years to predict future needs
trend analysis
determines future staff needs by using ratios between a causal factor and the number of employees required
ratio analysis
Both a trend analysis and a ratio analysis assume that productivity remain the same
productivity levels
ratio analysis formula
projected workload/output / workload/output per employee = # of employees required
contains data on employees’ performance records, educational background, and promotability; managers need to determine which current employees are available for promotion or transfer
qualifications (or skills) inventories
graphically illustrates the relationship between two variables such as sales and your firm’s staffing level
scatter plots
company records showing present performance and promotability of inside candidates for a firm’s top positions
personnel replacement charts
to forecast availability of internal job candidates
markov analysis
having outside vendors supply services such as benefits management, market research
outsourcing
used for projecting personnel needs
trend tools
Primary disadvantage of using internal sources of candidates to fill vacant position
Potential to lose employees who aren’t promoted
used by employers to calculate the number of applicants a firm must generate in order to hire the required number of new employees
recruiting yield pyramid
a potential drawback to hiring internally
inbreeding
used for filling the vacant position by looking from within the organization
intranet job postings
to help employers attract, gather, screen, compile, and manage outside applicants
application tracking system
Reasons for most likely to use a private employment agency
to fill a specific job opening quickly
floats from one assignment to another on a temporary basis
temporary workers
refers to the use of nontraditional recruitment sources
alternative staffing
special employment agencies retained by employers to seek out top management for their clients
executive recruiters / headhunters
the greatest role in determining the best medium for a job advertisement
skills needed for the job
a service that provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms; they are paid through hourly rate
on-demand recruiting services
employed directly by a company on a short-term basis
in-house temporary employee
highly skilled worker who is supplied for a long-term project under contract from an outside technical services firm
contract technical employees
primary motivation for employees over age 65
schedule flexibility
refers to the process of evaluating an employee’s current and/or past performance relative to his or her performance standards
performance appraisals
Primary purpose of Performance Appraisal
to remove any performance deficiencies
effective goals of performance appraisal (SMART goals)
Specific
Measurable
Attainable
Relevant
Timely
primarily responsible for appraising an employee’s performance
employee’s direct supervisor
monitors the performance appraisal system but not involved in rating employees
HR department
STEPS IN PERFORMANCE APPRAISAL
- Setting work standards
- Assessing the employee’s actual performance relative to those standards
- Providing feedback to the employee
making sure that you and your subordinate agree on his/her duties and job standards and on the appraisal method you will use
defining the job
have been shown to improve social loafing, group viability, cohesion, task motivation, and satisfaction
peer appraisals
usually consists of employee’s immediate supervisor and 4 or 5 supervisors
rating committee
employees rating self
rates higher than they are rated by supervisors/peer (in Asia; employees tend to rate themselves lower than they are rated by their supervisors/peer)
the process of allowing subordinates to rate their supervisor’s performance anonymously; the typical result is the managers improve their performance
upward feedback
refers to a performance appraisal based on surveys from peers, supervisors, subordinates, and customers; the ratings are collected ‘all around’ an employee
360-degree feedback
simplest and most popular technique for appraising employee performance; lists traits = quality and reliability, or teamwork; also range of performance values
graphic rating scale
involves making comparisons of employees with their co-workers
paired comparisons
involves ranking employees from best to worst on a particular trait, choosing highest, then lowest, until all are ranked; most popular method for ranking employees
alternate ranking method
an appraisal tool is being used when a supervisor places predetermined percentages of appraisees into various performance categories; similar to grading on a curve
forced distribution
require a supervisor to maintain a log of positive and negative examples of subordinate’s work-related behavior
critical incident method
an appraisal method that aims at combining the benefits of narrative critical incidents and quantified scales by assigning scale points with specific examples of good or poor performance; combination of narrative critical incidents and quantified performance scales
behaviorally anchored rating scale (BARS)
- the aim is to reduce rating errors such as leniency, by making it less obvious, to the supervisor
- compare performance against a mix of positive, negative, neutral statements for each performance dimension
mix standard scales
setting specific measurable goals with each employee and then periodically reviewing the progress made
management by objective (MBO)
STEPS IN DEVELOPING BARS (BEHAVIORAL ANCHORED RATING SCALE)
Write critical incidents
Develop performance dimensions
Reallocate incidents
Scale the incidents
Develop a final instrument
GRAPHIC RATING SCALES’ COMMON PROBLEMS
unclear standards
halo effect
central tendency
leniency
strictness
bias
refers to an appraisal that is too open to interpretation
unclear standards
occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits; “influence of a rater’s general impression on ratings of specific ratee qualities”
halo effect
refers to rating all employees an average
central tendency
supervisors giving all of their subordinates consistently high ratings
leniency
supervisors giving all of their subordinates consistently low ratings
strictness
the tendency to allow individual differences to affect the appraisal ratings that employees receive
bias
focusing on the most recent behavior of an employee rather than his/her performance over a year
recency effect
To reduce central tendency error, we should:
rank employees
To reduce leniency/strictness error
enforcing a performance distribution; also ranking employees
- making plans to correct employee weaknesses
- discuss performance over specific period
appraisal interview
continuous process of identifying, measuring, and developing the performance of individuals and teams
performance management
communicating the company’s higher-level goals throughout the company
direction sharing
a process in place that allows any manager to see the link between employee’s goals and those of the department and organization
goal alignment
includes face-to-face and computer-based feedback regarding progress toward goals
ongoing feedback
an integral part of feedback process
coaching and developmental support
provide the consequences necessary to keep employee performance on target
rewards, recognition, compensation
