Shermerhorn Chapter 10 - Human Resource Management Flashcards
HR Management (HRM) responsibilities
- Attracting quality workforce
- Developing quality workforce
- Maintaining quality workforce
Challenges for HR Management
- managing global workforce
- Discrimination
- Equity
Current Legal issues
- sexual harassment
- Equal pay and comparable worth
- pregnancy discrimination
- legal status of independent contractors
- workplace privacy
Steps in HR Planning Process
- review organizational mission, strategies
- review HR objectives, strategies
- assess current HR needs
- Forecast HR needs
- develop and implement HR plans
Job Analysis and what it developes
orderly study of job facts to determine just what is done, she, where, how, why and by whom in existing or potential new jobs
- job description
- job specifications
Steps in recruitment (3)
- advertising
- preliminary contact with potential candidates
- initial screening
Recruitment methods
- External
- Internal
- Traditional (candidates receive info only on positive organizational features)
- Realistic (candidates receive all pertinent info
Selection Steps (6)
- completion of formal application form
- interviewing
- testing
- reference checks
- physical examination
- Final analysis and decision to hire or reject
Application forms (4)
- declares individual to be ob candidate
- personal history and qualifications
- personal resumes may be included
- applicants lacking appropriate credentials are rejected
Interviews (2)
- exchange of information between job candidate and key members of organization
- opportunity for candidate and organization to learn more about each other
Employment tests:
and types
- gathering additional job-relevant info
- intelligence
- aptitude
- personality
- interests
How to succeed in telephone interview? (7)
- be prepared
- take call in private
- dress professionally
- practice phone voice
- have reference materials handy
- have list of questions
- ask what happens next
Criteria for selection devices and what they mean
- reliability: consistent in measurement
- Validity: demonstrable relationship between score and job performance
Behaviourally-oriented employment tests
- assessment centre (stimulated situations)
- work sampling (actual job tasks)
Background checks
inquires to previous employers, academic advisors, coworkers regarding qualifications, experience, past work records
Physical examinations reasons (2)
- ensure capability to fulfill job requirements
- basis for enrolling in life, health and disability insurance
How to make a good final descision? (2)
- consultation among multiple parties
- focus on all aspects of candidate’s capacity to perform the designated job
What is orientation (for developing a quality workforce)
set of activities designed to familiarize new employees with their jobs, coworkers and key aspects of the organization
What is socialization?
process of influencing the expectations, behaviour and attitudes of new employee in a way considered desirable by organization
How do you develop a quality workforce? (13)
- Orientation
- Socialization
- Training (on or off job)
- Performance management systems
- Performance appraisal
- Graphic rating scales
- Behaviourally anchored rating Scales (BARS)
- Multi-person comparisons
- Critical-incident techniques
- Alternative Appraisals
- Work-life balance
- Incentives
- Labour management relations
Performance Management Systems ensure that:
- standards and objectives are set
- results are assessed regularly
- actions are taken to improve future performance
Performance Appraisal:
formally assessing someone’s work accomplishments and providing feedback for evaluation and development
Graphic rating Scales:
checklist of traits or characteristics to evaluate performance (questionable reliability and validity)
Behaviourally anchored rating scales
examples used as anchor points, determines how well people perform in situations
Critical-incident techniques
keeping a running log or inventory of effective and ineffective behaviours
Multi-person comparisons
and types
formally compare one person’s performance with that of another
- rank ordering
- paired comparison
- forced distributions
Alternatives to Supervisory Appraisal (3)
- Peer appraisal
- Upward Appraisal
- 360 degree feedback
Peer appraisal:
when people who work regularly and directly with a jobholder are involved in the appraisal
Upward appraisal:
occur when subordinates reporting to the jobholder are involved in the appraisal.
360 degree feedback
when superiors, subordinates, peers and even internal and external customers are involved in the appraisal of a jobholder’s performance
Work-Life balance:
balancing career demands with personal and family needs
Work-life balance issues:
- single parent concerns
- dual-career couples
- family-friendliness
Pay for Performance theories (3)
- equity theory (fair distribution of resources and authority)
- expectancy theory (motivate by maximizing pleasure and minimizing pain)
- reinforcement theory (accountability)
Merit Pay:
awards a pay increase in proportion to individual performance contributions
Incentive compensation ( types)
- skill-based pay
- bonus pay plans
- Profit-sharing
- gain-sharing plans
- employee stock ownership plans
Skill-based pay:
links pay to number of job relevant skills an employee masters
bonus pay plans
one-time or lump-sum payments based on the accomplishment o specific performance targets
profit-sharing plans:
some or all employees receive a proportion of net profits earned by organization
gain-sharing plans:
groups of employees share in any savings realized through their efforts to reduce costs and increase productivity
Types of Benefits (3)
- fringe benefits
- family-friendly benefits
- employee assistance programs
fringe benefits:
include non-monetary forms of compensation
family friendly benefits:
help in balancing work and non-work responsibilities
employees assistance programs:
help employees deal with troublesome personal problems
replacement:
management of:
- promotions
- transfers
- terminations
- layoffs
- retirements
Labour-management relations includes:
- labour contracts
- collective bargaining
- two-tier wage system
Labour contracts include: (6)
- wages
- work hours
- work rules
- seniority
- hiring
- grievances
Collective bargaining:
process of negotiating, administering and interpreting a labour contract
Two-tier wage system:
pays new hires less than workers with more seniority
organizational culture:
“the way we do things here” and binds members together with sense of collective identity
Elements of a strong culture: (3)
- commit members to do things that are best interests of organization
- discourages dysfunctional behaviour
- encourages functional work behaviour
Best organizations have strong cultures that: (5)
- are performance oriented
- emphasize team work
- allow for risk taking
- encourage innovation
- value the well being of people
Observable culture: and examples
visible actions and events
- ceremonies
- rites and rituals
- legends and stories
- metaphors and symbols
Core culture: and examples
underlying assumptions and beliefs that influence behaviour
- innovation
- ethics
- social responsibility
- customer service
- teamwork
Value based management:
describes managers who actively help to develop, communicate and enact shared values
criteria for evaluating core values: (4)
- relevance
- integrity
- pervasiveness
- strength
workplace spirituality:
practices that create meaning and shared community among organizational members
Symbolic leadership:
leaders use symbols well to establish and maintain a desired organizational culture
3 things symbolic leaders do:
- use metaphors
- highlight/dramatize core values and observable culture
- rites and rituals to glorify performance
multicultural organizations:
based on pluralism, operating with inclusion and respect for diversity
Characteristics of multicultural organizations
- pluralism
- structural integration
- informal network integration
- absence of prejudice and discrimination
- minimum intergroup conflict
organizational subcultures:
cultures based on shared work responsibilities and/or personal characteristics
ethnocentrism:
belief that one’s subculture is superior to all others
Challenges faced by minorities:
- glass ceiling
- misunderstanding and lack of sensitivity
- sexual harassment
- pay discrimination
- job discrimination
Diversity leadership approaches (3)
- managing diversity
- affirmative action
- valuing diversity
Managing diversity:
commitment to building an organizational culture that allows all members to reach full potential
Affirmative action:
commitment of organization to hire and advance minorities
valuing diversity:
committing the organization to education and training
