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HRM 2440 > Week 4 > Flashcards

Week 4 Flashcards

1
Q

Traditional Stepwise View of HR activities steps 1-4

A

1.Positions to fill through job analysis, workforce planning, forecasting
2. recruit: build pool of job applicants
3. obtain application forms and initial screening interview
4. identify candidates: selection tools etc tests, interviews, background checks

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2
Q

Traditional Stepwise View of HR activities steps 5-8

A
  1. decided candidate to receive offer
  2. Orient, train, develop employees to have competencies to do job
  3. appraise employees to assess how they doing
  4. compensate employees to maintain motivation
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3
Q

2 problems with stepwise view
How should stepwise view be viewed?

A
  • Inconsistent
  • results obtained from applying steps together are more important
  • holistically
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4
Q

Talent Management Software

A

integrated/results oriented process of planning, recruiting, selecting, developing, managing and compensating employees

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5
Q

Talent management software 4 steps

A
  1. start with results required to achieve goals through employee competencies
  2. interrelate activities etc recruiting and training
  3. managers use same “profile” of required human skills, knowledge and behaviours (“competencies”) for formulating job’s recruitment plans for making selection
  4. Activities focused on same ends, manager will take steps to coordinate talent management functions
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6
Q

Job

A

group of related duties for 1 or more employee

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7
Q

Duties 2 criteria

A
  1. clear and distinct from other jobs
  2. involve natural units of similar/related work
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8
Q

position

A

collection of tasks/responsibilities performed by one person

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9
Q

etc 4 clerks, 1 supervisor, 8 baggers and 3 customer service
how many jobs and positions?

A

4 jobs, 16 positions

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10
Q

Job Analysis

A

information about jobs is systematically gathered and organized

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11
Q

Job Analysis responsibilities (2)

A

determine tasks, duties and and responsibilities
identify human attributes required (knowledge, skills)

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12
Q

Big 4 Tasks of Job Analysis towards employees

A

Recruit, train, performance, compensation

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13
Q

Job Analysis Steps (6)

A
  1. review relevant background info
  2. select jobs to be analyzed
  3. collect data on job activities/analysis
  4. Verify/modify data
  5. write down job description and specifications
  6. communicate and update information
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14
Q

Review relevant background info structure/chart (3)

A

organizational structure, organizational chart, Process chart

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15
Q

Organizational Structure

A

formal relationships among jobs in organization, align with strategic goals

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16
Q

Bureaucratic and examples

A

top down, level of hierarchy, independent performance
etc manufacturing or organization

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17
Q

Flat Structure

A

Decentralized management, few levels, broad jobs, team based organizations
etc R&D, Product development

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18
Q

Matrix

A

Job as functional and product component
etc consumer products

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19
Q

Organizational Chart what does it entail and not entails

A

Entails: depiction of organizational structure, departments, titles, chain of command, reporting to who

NOT: communication patterns, degree of supervision, power, authority, specific duties

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20
Q

Process Chart

A

shows flow of inputs to outputs from job under study

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21
Q

Select Jobs to be analyzed, when is it necessary and (2) components

A

necessary when similar jobs or too many jobs to analyze
Job Design
Changes to Modern Work

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22
Q

Job Design

A

Organize work tasks required to perform job and align w/ organization strategy

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23
Q

Changes to Modern work examples 4-6

A

work is more complex, team based, collaborative
social skills, technology dependency, time pressure mobile

24
Q

Collection data on activities/analysis
4-methods and collect from

A

Interviews
Questionnaires
Observation
National Occupational Classification
collect from multiple sources

25
Q

Interview Steps (5)

A
  1. Identify Interview
  2. Build relationship with Interviewee
  3. Structure guide or checklist of open ended questions
  4. organize non regular work activities
  5. interviewee and supervisor review and verify data
26
Q

Questionnaires respondents

A

Incumbents (office post or required)
Supervisor

27
Q

PAQ and what is it

A

Position Analysis Questionnaire: collect quantifiable data concerning duties and responsibilities of job, add score to each job/questionnaire to compare

28
Q

FJA and what is it

A

Functional Job Analysis: quantitative method for classifying jobs based on types, and amounts of responsibility, data, people

29
Q

Tasks Statements

A

roles and responsibilities

30
Q

Observation (3)

A

unstructured vs structured
direct or third party observation
influence behaviour of incumbents

31
Q

Observation: suitable for…., problematic for….

A

observable physical activity
immeasurable mental activities

32
Q

NOC? and what is it

A

National Occupational Classification: reference tool for writing job descriptions, focus on occupations than jobs

33
Q

Verify/Modify Data (3)

A

information is correct and complete
verify with workers in job and supervisors
increase validity and reliability

34
Q

Job Descriptions

A

what job holder does, how they do it, what conditions they are under

35
Q

Is Job description legally required? What is the format

A

not legally required and no standard format

36
Q

Job Description includes (6) and definition

A

Job Identification: Position title, department, location
Job summary: nature, function, activities
Relationships: inside/outside, superiors, subordinates
Duties and Responsibilities
Authority: Decision Making, budgetary limit, direct supervision
Working Conditions: Internal and External, noise, environment

37
Q

Experiment with Job Titles

A

Organizations allow employees to participate in defining their jobs, positive effect

38
Q

Job Specifications

A

list of human requirements etc attributes, skills, abilities and minimum requirements

39
Q

Job specifications include (3)

A

Clarify what kind of person to recruit
identify actual physical and mental demands
Bona Fide Occupational Requirement

40
Q

Communicate and update information

A

relevant stakeholders and anticipate modifications, technology, restructuring etc

41
Q

Evolution of jobs and design

A

organize work into tasks required for job and need to be revamped or modified

42
Q

Work Simplification

A

evolved from scientific management, work broken down into defined specialized repetitive tasks to maximize efficiency

43
Q

Work simplification pros and cons

A

pros: increase efficiency, appropriate for low skill/education workers
cons: changing environment, high educated workers=low satisfaction and high turnover

44
Q

Industrial engineering what is it and determines

A

evolved with scientific management, analyzing work methods and time to improve efficiency

determines if elements modified, simplified or eliminated

45
Q

Industrial engineering cons

A

downplay human consideration, injuries, turnover, low satisfaction

46
Q

Business Process Reengineering

A

combine steps, small multifunction process teams using IT do jobs formerly done by sequence of departments

47
Q

Job redesign

A

redesign specialized jobs to make challenging

48
Q

Job enlargement

A

assigning workers additional same level jobs to increase tasks performed

49
Q

Job rotation

A

move workers from one job to another

50
Q

Job enrichment

A

increase opportunities for workers to experience growth and add more meaningful tasks

51
Q

Competency-Based Job Analysis

A

Describe job in terms of behavioural competencies to do it well
Emphasizes employee capabilities than job duties

52
Q

Competencies and 3 examples

A

Demonstrable characteristics for job performance
General (reading, writing, mathematics)
Leadership (strategic thinking, motivating)
Technical competencies for specific jobs

53
Q

Comparison from Traditional to Competencies

A

Traditional: what is accomplish and focus on job
competencies: how it accomplish and focus on worker

54
Q

3 strengths of competency based job analysis

A

high performance work system
strategic
performance management process

55
Q

Team-Based Job design

A

Team accomplishment than individual
group of people work towards goal and all have responsibility

HRM 2440 (9 decks)

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