Shermerhorn Chapter 10 - Human Resource Management Flashcards
1
Q
HR Management (HRM) responsibilities
A
- Attracting quality workforce
- Developing quality workforce
- Maintaining quality workforce
2
Q
Challenges for HR Management
A
- managing global workforce
- Discrimination
- Equity
3
Q
Current Legal issues
A
- sexual harassment
- Equal pay and comparable worth
- pregnancy discrimination
- legal status of independent contractors
- workplace privacy
4
Q
Steps in HR Planning Process
A
- review organizational mission, strategies
- review HR objectives, strategies
- assess current HR needs
- Forecast HR needs
- develop and implement HR plans
5
Q
Job Analysis and what it developes
A
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
6
Q
Steps in recruitment (3)
A
- advertising
- preliminary contact with potential candidates
- initial screening
7
Q
Recruitment methods
A
- External
- Internal
- Traditional (candidates receive info only on positive organizational features)
- Realistic (candidates receive all pertinent info
8
Q
Selection Steps (6)
A
- completion of formal application form
- interviewing
- testing
- reference checks
- physical examination
- Final analysis and decision to hire or reject
9
Q
Application forms (4)
A
- declares individual to be ob candidate
- personal history and qualifications
- personal resumes may be included
- applicants lacking appropriate credentials are rejected
10
Q
Interviews (2)
A
- exchange of information between job candidate and key members of organization
- opportunity for candidate and organization to learn more about each other
11
Q
Employment tests:
and types
A
- gathering additional job-relevant info
- intelligence
- aptitude
- personality
- interests
12
Q
How to succeed in telephone interview? (7)
A
- be prepared
- take call in private
- dress professionally
- practice phone voice
- have reference materials handy
- have list of questions
- ask what happens next
13
Q
Criteria for selection devices and what they mean
A
- reliability: consistent in measurement
- Validity: demonstrable relationship between score and job performance
14
Q
Behaviourally-oriented employment tests
A
- assessment centre (stimulated situations)
- work sampling (actual job tasks)
15
Q
Background checks
A
inquires to previous employers, academic advisors, coworkers regarding qualifications, experience, past work records
16
Q
Physical examinations reasons (2)
A
- ensure capability to fulfill job requirements
- basis for enrolling in life, health and disability insurance
17
Q
How to make a good final descision? (2)
A
- consultation among multiple parties
- focus on all aspects of candidate’s capacity to perform the designated job
18
Q
What is orientation (for developing a quality workforce)
A
set of activities designed to familiarize new employees with their jobs, coworkers and key aspects of the organization
19
Q
What is socialization?
A
process of influencing the expectations, behaviour and attitudes of new employee in a way considered desirable by organization
20
Q
How do you develop a quality workforce? (13)
A
- 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
21
Q
Performance Management Systems ensure that:
A
- standards and objectives are set
- results are assessed regularly
- actions are taken to improve future performance
22
Q
Performance Appraisal:
A
formally assessing someone’s work accomplishments and providing feedback for evaluation and development
23
Q
Graphic rating Scales:
A
checklist of traits or characteristics to evaluate performance (questionable reliability and validity)
24
Q
Behaviourally anchored rating scales
A
examples used as anchor points, determines how well people perform in situations
25
Critical-incident techniques
keeping a running log or inventory of effective and ineffective behaviours
26
Multi-person comparisons
| and types
formally compare one person's performance with that of another
- rank ordering
- paired comparison
- forced distributions
27
Alternatives to Supervisory Appraisal (3)
- Peer appraisal
- Upward Appraisal
- 360 degree feedback
28
Peer appraisal:
when people who work regularly and directly with a jobholder are involved in the appraisal
29
Upward appraisal:
occur when subordinates reporting to the jobholder are involved in the appraisal.
30
360 degree feedback
when superiors, subordinates, peers and even internal and external customers are involved in the appraisal of a jobholder's performance
31
Work-Life balance:
balancing career demands with personal and family needs
32
Work-life balance issues:
- single parent concerns
- dual-career couples
- family-friendliness
33
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)
34
Merit Pay:
awards a pay increase in proportion to individual performance contributions
35
Incentive compensation ( types)
- skill-based pay
- bonus pay plans
- Profit-sharing
- gain-sharing plans
- employee stock ownership plans
36
Skill-based pay:
links pay to number of job relevant skills an employee masters
37
bonus pay plans
one-time or lump-sum payments based on the accomplishment o specific performance targets
38
profit-sharing plans:
some or all employees receive a proportion of net profits earned by organization
39
gain-sharing plans:
groups of employees share in any savings realized through their efforts to reduce costs and increase productivity
40
Types of Benefits (3)
- fringe benefits
- family-friendly benefits
- employee assistance programs
41
fringe benefits:
include non-monetary forms of compensation
42
family friendly benefits:
help in balancing work and non-work responsibilities
43
employees assistance programs:
help employees deal with troublesome personal problems
44
replacement:
management of:
- promotions
- transfers
- terminations
- layoffs
- retirements
45
Labour-management relations includes:
- labour contracts
- collective bargaining
- two-tier wage system
46
Labour contracts include: (6)
- wages
- work hours
- work rules
- seniority
- hiring
- grievances
47
Collective bargaining:
process of negotiating, administering and interpreting a labour contract
48
Two-tier wage system:
pays new hires less than workers with more seniority
49
organizational culture:
"the way we do things here" and binds members together with sense of collective identity
50
Elements of a strong culture: (3)
- commit members to do things that are best interests of organization
- discourages dysfunctional behaviour
- encourages functional work behaviour
51
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
52
Observable culture: and examples
visible actions and events
- ceremonies
- rites and rituals
- legends and stories
- metaphors and symbols
53
Core culture: and examples
underlying assumptions and beliefs that influence behaviour
- innovation
- ethics
- social responsibility
- customer service
- teamwork
54
Value based management:
describes managers who actively help to develop, communicate and enact shared values
55
criteria for evaluating core values: (4)
- relevance
- integrity
- pervasiveness
- strength
56
workplace spirituality:
practices that create meaning and shared community among organizational members
57
Symbolic leadership:
leaders use symbols well to establish and maintain a desired organizational culture
58
3 things symbolic leaders do:
- use metaphors
- highlight/dramatize core values and observable culture
- rites and rituals to glorify performance
59
multicultural organizations:
based on pluralism, operating with inclusion and respect for diversity
60
Characteristics of multicultural organizations
- pluralism
- structural integration
- informal network integration
- absence of prejudice and discrimination
- minimum intergroup conflict
61
organizational subcultures:
cultures based on shared work responsibilities and/or personal characteristics
62
ethnocentrism:
belief that one's subculture is superior to all others
63
Challenges faced by minorities:
- glass ceiling
- misunderstanding and lack of sensitivity
- sexual harassment
- pay discrimination
- job discrimination
64
Diversity leadership approaches (3)
- managing diversity
- affirmative action
- valuing diversity
65
Managing diversity:
commitment to building an organizational culture that allows all members to reach full potential
66
Affirmative action:
commitment of organization to hire and advance minorities
67
valuing diversity:
committing the organization to education and training
