Test 2 Flashcards
Human resource planning
making sure there are the right number of qualified people in the right jobs at the right time
-translating the organization’s plans and objectives into a timed schedule of employee requirements
HR planners have to…
recognize the need to fill a job and finding a person to fill it before it’s too late
Effective HRP can reduce turnover by
keeping employees apprised of their career opportunities within the company
HRP errors can result in
- important jobs being left unfilled
- plummeting productivity due to empty management position
- layoffs to new employees because workload was over-estimated
- not enough employees bc workload was underestimated
Strategy-linked HRP
Line managers have to keep HR objectives in mind
Stages of HRP
1) no long-term plans, no hrp
2) yes long-term plan, skeptical of hrp tho
3) Hrp is happening, but they’re not part of the long-term plan
4) Lots of hrp, top managers like it too
5) HRP is vital to long-term plan
Cascade approach to setting objectives
objective-setting process designed to involve all levels of management in the organizational planning process
How the cascade falls, ya feel me
- top management: mission statement, long-term objectives, strategic plans
- middle management: short-range performance objectives
- supervision: department objectives, subunit objectives
skills inventory
lists of biographical info y mas on all employees in the organization
-helps to quickly judge an employee, find skills, helps plan
Management inventory
specialized, expanded form of skills inventory for the management team
-includes brief assessment of past performance and potential for advancement
reducing HR costs
layoffs, firing, early retirement, voluntary resignation, reclassification, transfer, worksharing, jobsharing
reclassification
demoting
work sharing
reducing everyone’s hours instead of firing people
succession planning
identifies specific people to fill future openings in key positions and develops them
emphasis
developing people rather than naming replacements
problems with succession planning
- crowned prince: only recognizes those who have managed to make themselves visible
- in some organizations, it is only focused on senior levels
benchmarking
examining internal practives and procedures and measuring them against the ways other successful organizations operate
environmental factors affecting HR needs
Government influences, general economic conditions, the competition, changes in the workforce
HRIS
database system that contains all relevant hr info and provides facilities for maintaining and accessing these data
Some applications of HRIS
clerical, risk management, training, planning, analysis, accident reporting
recruiting
process of seeking and attracting a pool of people from which qualified candidates for job vacancies can be chosen
personnel requisition form
describes the reason for the need to hire and new person and requirements of the job
Recruiting internally: advantages and disadvantages
- advantages: strengths and weaknesses known, already have data, they know the org, boost morale, investment already there
- disadvantages: employees not promoted take a morale hit, inbreeding of ideas, seniority doesn’t always work
internal recruitment example
job posting and bidding
external recruitment examples
job advertising, headhunters, temps, employee leasing, referrals, campuses, internet
Realistic job preview
method of providing complete job info (good and bad) to the applicant, used to self-vet
employee referals
employees involved in recruiting process, corporate image has an impact on the number and quality of people who apply
job posting and job bidding
informs employees of job vacancies by posting a notice in central locations and giving a specified period to apply
organizational inducements
positive features and benefits offered by an organization to attract job applicants
-compensation, career opportunities, reputation
employee selection process
choosing who is most likely to succeed in the job
steps to employee selection process
job analyses, HR planning, recruitment
employment application form
first step in selection procedures
things that can’t be on a job application
race, color, national origin, religion, arrests, credit rating
applicant flow record
voluntary form for applicant, used by employer to obtain info that could be used to discriminate, sometimes used for stats
preliminary interview
determines whether the applicant’s skills, abilities and job preferences match the job
aptitude test
measures capacity of ability to learn (verbal, numerical, spatial, reasoning)
psychomotor
measuring a person’s strength, dexterity and coordination
job knowledge
duh
proficiency
measures how well they can do a sample of the work required for the job
interest
determines their interests then compares with successful people in that job
personality
attempts to measure personality traits
graphology
looking at a person’s handwriting to assess their personality
drug and aids testing
okay to do, but you can’t fire people with aids
genetic testing
identifies people who may be susceptible to illness
structured interview
predetermined outline, systematic (semi, situational)
unstructured interview
no predetermined checklist of questions, susceptible to personal biases
stress interview
puts them under pressure to see how they handle emotion
board or panel interviews
two or more people conduct it
group interview
several applicants are questioned together
problems with conducting interviews
initial impressions, halo effect, overgeneralizing, personal preferences, prejudices, biases
halo effect
when managers allow a prominent characteristic of the employee to influence the judgement in a performance appraisal (good personality doesn’t mean they’re right for the job)
overgeneralizing
interviewee may not be the same on the job as in the interview
