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65 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Negotitation
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Joint examination to resolve conflict by reaching solution acceptable to both parties
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Importance of negotiation
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-Relevant for everyone
-helps receive a workin resolution -preserve relationships -reduces stress and potential conflicts |
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Aspects of negotiation
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-setting objectives
-formal/informal or collective/individual -occurs at all levels |
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Why negotiate
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Managers-enhance performance
Employees- work life/balance |
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Forms of negotiation
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Distributive - win lose
Integrative - win win |
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Impacts of negotiation
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Competing- you lose, I win
Collaborating- I win, you win Compromising- I win some, you win some, I lose some, you lose some Avoiding- I lose, you lose Accommodating- I lose, you win |
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Stages of negotiation
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1. Preparation and planning
2. Definition of ground rules 3. Clarification and justification 4. Bargaining and problem solving 5. Closure and implementation |
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Successful negation
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Requires serious thought and preparation
Communication skills Look forward not backwards Adopt a win win attitude |
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Staffing - HRM
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HRM- effective use of human resources in order to enhance organisational performance
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HRM 3 key elements
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1.Attracting - planning, recruitment, selection
2.developing - training, learning and development, career planning and development 3. Maintaining - retention, performance review and remuneration |
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HR planning
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-Having right person at the right time with the right skills in the right place
-important to anticipate changes |
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Planning process
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1. Identify staff requirements
2. Assess demand for human resources - gap analysis 3. Forecasting - assess future demand 4. Assessing internal and external supply of human resources 5. Creating an action plan to staff organisation. Long term and short term |
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Cost of getting it wrong
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Loss of other key staff
Burnout Further recruitment costs Training and orientation investment loss Reduced profits Impaired reputation and image |
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Learning and development
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The people develop
Team and groups work better The organisation improves |
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Learning theories
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Behaviourist approach
Cognitive approach Social learning Experiential learning |
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Behaviourist approach
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Classical - behaviours are shaped by the pairing of stimulus eg. Certain smell or song brings on certain emotion
Operant conditioning - behaviours as a result of consequences eg. Repeat behaviours that are rewarded positively |
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Cognitive approach
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Linking ideas with experiences and situations - link theory and practice
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Social learning
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Learning by observation and imitation
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Experiential learning
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Requires personal involvement
Responsibility for learning rests with learner 4 learning styles - activists (concrete experience), reflectors (reflective observation), theorists (understand underlying concepts), pragmatists (active experimentation) |
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Training
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Link to business strategy
Assess needs Design and deliver activities Evaluate effectiveness |
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Evaluate effectiveness
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4 levels
Reaction - at conclusion of activity Immediate - assessment of learning outcomes Intermediate - impact on performance Ultimate - impact on organisational performance |
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Performance management
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Staffing
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-Planning, acquiring and retaining a work force
- determine who will work for organisation |
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Staffing process - matching people with jobs
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1. Job design
2. Job analysis 3. Job description 4. Person specification 5. Recruitment 6. Selection 7. Appointment |
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Job design
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How tasks to be performed are combined to form job
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Job analysis
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Collecting and analysing information about tasks and responsibilities of job
Methods- computer systems, questionNaires, interviews Outcomes- job description and person specification |
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Job description
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Describes activities to be done, identifies tasks, duties and responsibilities
Key elements 1. Job title 2. Location 3. Purpose of job 4. Hours 5. Responsibilities/duties 6. Salary conditions and incentives |
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Person specification
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Attributes specific to the person like knowledge and skills, abilities needed to perform job satisfactorily
Includes - training and qualifications, experience |
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Recruitment
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Process of attracting a pool of qualified and experienced candidates to apply for position.
Internal and external recruitment |
W
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Selection
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Most suitable applicant for position
Common to use more than one data method Techniques - reference checks interviews and personality tests Choice - practicability, sensitivity, reliability l, validity |
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Performance management
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Everything in HR - attraction, development & maintenance
Aims to improve performance |
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4 key elements of pm
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Induction and socialisation
Reviewing and appraising performance Reinforcing performance standards Counselling and support |
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1.Induction & socialisation
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Begins after commencement of employment, induction is te process of the socialisation of individuals into the organisation
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2.Reviewing and appraising performance
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Performance appraisal
- development - coach - administrative - judge - determines pay and promotions, transfers and demotions 5 Step MBO process 1. Set objectives 2. Cascade objectives to employees 3. Monitor 4. Evaluate performance 5. Reward performance |
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Problems/issues with pm appraisals
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Validity - behavioral traits difficult to measure
Conflicting aims of pm mgt process Inadequate line manager skills and training No pm system is perfect because of the bureaucratic nature Biases such as -halo effect - one good aspect clouds all others - horn effect - one negative aspects clouds all others - crony - appraiser and appraiser to close |
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Managing poor performance
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Should identify shortcomings in performance don't leave until review time
Identify possible causes and solutions Implement performance imrovement program - document all procedures |
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Managing review outcomes
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Initiate dismissal process is performance remains unsatisfactory
If no cases of theft or assault, dismiss with notice after procedural fairness which is escalated system of warnings e. 3 strikes your out |
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3. Reinforcing performance standards
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Standards and objectives need to be SMART
Quality of outcomes maybe more important than quantity Use of formal and informal methods to clarify standards |
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4. Counselling and support
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Utilise listening skills
Counselling provided Alleviate absenteeism and health and well being problems |
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Managing ansence
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Reasons - poor health, job related stress
Define problem and set up appropriate mgt systems Approaches - informal chats, interviews, counselling, hard approach disciplinary action |
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Reward management
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Process by which organisations distribute financial or other rewards to employees
- attract motivate and retain employees |
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Motivation and rewards
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Extrinsic
Intrinsic |
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Modern content theories
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Mcgregor
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Maslow
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Herzberg
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Process theories
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Concerned with how motivation occurs
Focus on extrinsic needs Main theories Lockes goal setting theory Adams equity theory Vrooms expectancy theory |
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Lockes theory
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Specific and difficult goals with self generated feedback leading to higher performance
Relation ship between goals and performance depend on Self efficacy Goal commitment Task characteristics |
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G
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H
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Adams theory
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N
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B
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V
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V
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Adams theory
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N
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B
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V
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V
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Adams theory
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Vrooms expectancy theory
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Tendency to act in a certain way depending on expectation that the act will be followed by given outcomes
1. Effort 2. Performance 3. Reward |
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V
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V
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G
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C
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Adams theory
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Vrooms expectancy theory
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Tendency to act in a certain way depending on expectation that the act will be followed by given outcomes
1. Effort 2. Performance 3. Reward |
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V
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V
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Bases for pay systems
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Time - easily understood and administered
Results - provide strong incentive Enterprise - employee effort and achievement Performance - objectives and indicators eg customer satisfaction levels Skills |
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Don't forget pat on back
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Intrinsic (non monetary) factors more effective motivators than extrinsic d
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The end
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Bye
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