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| The Importance of Human Resource Management (HRM) | Selecting, training, and evaluating the work force. HRM helps establish an organization’s sustainable competitive advantage by seeing employees as partners instead of cost. |
| High performance work practices | lead to both high individual and high organizational performance. commitment to improving knowledge, skill, and ability of workers; increasing motivation, reducing loafing, and enhancing retention of high quality workers and encouraging low performers to leave. |
| human resource managment process | activities neccessary for staffing the organization and sustaining high employee performance. 8 steps; 1st 3- HR planning, Recruitment, Selection- idetification and selection of competent employees.; next 2- orientation and training- adapted and competent employees with up-to-date skills and knowledge. final 3- performance managment, compensation and benefits, and career development- competent and high-performing employees capable of sustaining high performance. |
| Environmental Factors Affecting HRM | affirmitive action, laws and regulations |
| affirmitive action | The requirement that organizations take proactive steps to ensure the full participation of individuals who are part of a protected group that is also under-represented. |
| Human Resource (HR) Planning | The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks. Helps avoid sudden talent shortages and surpluses. |
| Steps in HR planning | Assessing current human resources. Assessing future needs for human resources. Developing a program to meet those future needs. |
| Human Resource Inventory | how managers begin HR planning. A review of the current make-up of the organization’s current resource status. info taken from forms filled out by employees. |
| Job Analysis | An assessment that defines a job and the behavior necessary to perform the job. Knowledge, skills, and abilities (KSAs). Requires conducting interviews and engaging in direct observation to gather information from employees and their managers. |
| Job Description | A written statement of what the job holder does, how it is done, and why it is done. describes job content, environment, and conditions. |
| Job Specification | A written statement of the minimum qualifications that a person must possess to perform a given job successfully. identifies the knowledge, skills, and attitudes needed. job description and specification are important when selecting workers |
| Meeting Future Human Resource Needs | Demand for Employees- Forecasted demand for products and services. managers estimate # of workers to reach revenue goal. Supply of Employees- Availability of knowledge, skills, and abilities. |
| recruitment | the process of locating, identifying, and attracting capable applicants. internet can reach a large # of people and get immediate feedback, but it can generate many unqualified candidates. Employee referalls generally produce the best candidates. |
| decruitment | techniques for reducing the labor supply within an organization. no easy way of doing it, even if neccesary. read decruitment options in ppt slide |
| Selection Process | After recruiting a pool of candidates, it's the process of screening job applicants to ensure that the most appropriate candidates are hired. |
| Selection | An exercise in predicting which applicants, if hired, will be (or will not be) successful in performing well on the criteria the organization uses to evaluate performance. correct desision when applicant predicted to be successful and is(accept), and predicted to be unseccuesful and would be if hired(reject). problems when reject candidates who would have been successful(reject error), and accept poor performers(accept error). |
| cost of reject errors | can cost more than the additional screening neccessary to find good workers, can expose organization to charges of discrimination. |
| cost of accept errors | include cost of training the employee, profits loss because of incompetence, cost of severance, and after cost of further recruting and screening |
| Validity (of Prediction) | An established relationship between the selection device used and some relevant criterion for successful performance in an organization. High tests scores equate to high job performance; low scores to poor performance. test must be job related |
| Reliability (of Prediction) | The degree of consistency with which a selection device measures the same thing. Individual test scores obtained with a selection device are consistent over multiple testing instances. |
| Written Tests | Types of Tests- Intelligence: how smart are you?; Aptitude: can you learn to do it?; Attitude: how do you feel about it?; Ability: can you do it?; Interest: do you want to do it? Legal Challenges to Tests: Lack of relatedness to specific job requirements.; Discrimination in equal employment opportunity against members of protected classes. |
| Performance Simulation Tests | Testing an applicant’s ability to perform actual job behaviors, use required skills, and demonstrate specific knowledge of the job. |
| Work sampling (per. simulation test) | Requiring applicants to actually perform a task or set of tasks that are central to successful job performance. demonstrate skills by doing the tasks. appropriate for rountine and standardized work. |
| Assessment centers (per. simulation test) | Job candidates undergo a series of performance simulation tests to evaluate their managerial potential. execs, supervisors, or pschycologists give exercises that stimulate real problems. ex. interviews, in-basket exercises, group discussion, and business decision games |
| Situational Interviews | Interviews in which candidates are evaluated on how well they handle role play in mock scenarios. ex. role play dealing w/ customer w/ account discrepency. |
| Background Investigations | Verification of application data, a valuable source. Reference checks: Lack validity because self-selection of references ensures only positive outcomes. |
| Physical Examinations | Useful for physical requirements and for insurance purposes related to pre-existing conditions. |
| Suggestions for Interviewing | 1. Structure a fixed set of questions for all applicants. 2. Have detailed information about the job for which applicants are interviewing. 3. Minimize any prior knowledge of applicants’ background, experience, interests, test scores, or other characteristics. 4. Ask behavioral questions that require applicants to give detailed accounts of actual job behaviors. 5. Use a standardized evaluation form. 6. Take notes during the interview. 7. Avoid short interviews that encourage premature decision making. |
| Realistic Job Preview (RJP) | The process of relating to an applicant both the positive and the negative aspects of the job. Encourages mismatched applicants to withdraw. Aligns successful applicants’ expectations with actual job conditions, which reduces turnover. |
| Orientation | Transitioning a new employee into the organization. |
| Work-unit orientation | Familiarizes new employee with work-unit goals. Clarifies how his or her job contributes to unit goals. Introduces he or she to his or her coworkers. |
| Organization orientation | Informs new employee about the organization’s objectives, history, philosophy, procedures, and rules. Includes a tour of the entire facility |
| successful orientation | whether formal or informal, reults in outsider-insider transition that makes new person feel comfortable, lowers likelihood of poor performance, and reduces suprise resignation in the first few weeks |
| interpersonal skills (type of training) | leadership, coaching, comm skills, conflict resolution, team building, cust. service, cultural awareness |
| technical (type of training) | product trainig, sales process, info technology, computer applications, |
| business (type of training) | finance, marketing, lean manufactoring, quality, strategic plannning, org. culture |
| mandatory (type of training) | safety, health, sexual harass, |
| performance managment (type of training) | any training to help an individuals work persormance |
| problem solving/decision making (type of training) | defining problems, assesing causation, creativity in developing alternatives, analyzing alternatives, selecting solution |
| personal (type of training) | career planning, time managment, wellness, personal finance managment, public speaking |
| Traditional Training Methods | On-the-job- learn task by performing them. Job rotation- work at diff jobs, getting diff exposure. Mentoring and coaching- work w/ experienced worker, also called apprentice. Experiential exercises- role playing, face-to-face scenarios. Workbooks/manuals-use workbooks or manuals. Classroom lectures- lectures convey specific info |
| Technology-Based Training Methods | CD-ROM/DVD/Videotapes/ Audiotapes. Videoconferencing/ teleconferencing/ Satellite TV. E-learning or other interactive modules. Many organizations rely more on b/c of accesibility, lower costs, and ability to deliver information. |
| Benefits of a Fair, Effective, and Appropriate Compensation System | Helps attract and retain high-performing employees. Impacts the strategic performance of the organization. |
| Types of Compensation | Base wage or salary. Wage and salary add-ons. Incentive payments. Skill-based pay- rewards workers for the job skills they can demonstrate, skills define pay category. |
| Career Defined | The sequence of positions held by a person during his or her lifetime. |
| Career Development | Provides for information, assessment, and training.. Helps attract and retain highly talented people. These purposes have disapeared. the individual-not the organization-is responsible for his career. |
| Boundaryless Career | A career in which individuals, not organizations, define career progression and organizational loyalty. individuals assume primary responsibility |
| Top 10 Job Factors for College Graduates | 1. Enjoying what they do. 2. Opportunity to use skills and abilities. 3. Opportunity for personal development. 4. Feeling what they do matters. 5. Benefits. 6. Recognition for good performance. 7. Friendly co-workers. 8. Job location. 9. Lots of money. 10.Working on teams (ranked in order of importance) |
