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104 Cards in this Set
- Front
- Back
Frederick Taylor
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Scientific Management
Incentive Compensation and fit between workers and job |
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Why workers want unions
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1. Bargaining power
2. Strength in numbers 3. Protection from Management 4. Negotiate over wages and working conditions Lead to creation of industrial relations departments |
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Why don't managers like unions
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Dont want to deal with unions
Reduces managerial discretion |
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How to get rid of unions
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Persuade employees that they don't need them
Employee Relations department that is fair in hiring, firing, wages, and safety |
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Human Relations Movement and Hawthorne Studies
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Focused on human factors and correspondance with productivity (what temp. gets employees to work hardest)
Demonstrated impact of social workplace environment on employee satisfaction and performance (performance improved because workers thought they were being taken care of) |
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WWI and WWII
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Big challenge for HR decision making such as selection, placement, training, performance management
A lot of work on leadership, group dynamics, and behavioral tests |
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Post WWII HR
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Transfer of HR technology to private sector
Standardized evaluations of behavior (job simulations, interviews, and psychological tests) Leadership training |
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Workplace Regulation (1960s)
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Equal Pay Act 1963
Title VII of Civil Rights Act Age Discrimination of Employment Act |
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Current Challenges facing the HR function
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Lack of human capital
Workforce Diversity Changes in work family interface Competitiveness Globalization Regulation Healthcare Costs Ethics and Social Resp. |
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Resource Based View of Firm
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What resources serve as a basis for competitive advantage
1. Resource adds positive value to firm 2. Resource is unique 3. Not imitable 4. Resource is not substitutable Employees are most important source of comp. advantage in a firm |
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High Performance Work Systems
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Huselid 1995
Selective Staffing, info sharing, job analysis, access to profit sharing, formal training, merit based promotions, performance reviews linked to outcomes |
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Results of High Performance Work System Study
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Investments in HPWS lead to less turnover, more productivity, positive association with firm performance
One standard deviation increase in HPWS 7% less turnover and $27,000 increase in sales per employee |
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Strategic HR
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Pattern of planned HR deployments and activities intended to enable an org. to achieve its goals
Proactive management of people, planning ways for company to meet needs of its people and how employees can better meet the needs of the company Develop recruiting and training programs to meet goals Identify employee characteristics to support plan |
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Why Don't Organizations implement HPWS
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Pfeffer Article
1. Strategic and financial barriers (emphasis on stock price and reports, expensive to implement, results delayed) 2. Power and political barriers (hard to implement in existing facilities, low power of HR function in US 3. Hierarchical barriers (middle managers resistance to power shifts to lower levels) |
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7 Practices of successful organizations (Pfeffer article)
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1. Employment security
2. Selective hiring 3. Self managed teams 4. High compensation 5. Extensive training 6. Reduction of staff differences 7. Sharing information |
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Bureaucratic Organization Structure
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Pyramid structure, top down management, specialized jobs, independent work, divisions of labor
Likely to choose this when trying to implement a defender strategy |
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Flat Organization Structure
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Decentralized management, few levels of management, cross functional, broadly defined jobs, team oriented, customer focus
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Boundaryless Organization
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JVs, teams that may cross organization boundaries to work with JV
Similar characteristics to flat org. |
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Work Flow Analysis
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How work creates or adds value to ongoing processes of business
Often can lead to conclusion that some jobs can be combined (Business Process Reengineering) |
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How to develop work flow analysis?
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Determine Raw Inputs (material, information)
Determine equipment Determine people needed (skills, knowledge, abilities) Than determine activity (what tasks are required) All leads to an output |
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Business Process Reengineering
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o Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality, and service
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Job Analysis
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The systematic process of collecting information used to make decisions about jobs.
Identifies tasks, duties, and responsibilities of a specific position |
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Elements of Job Description
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List of tasks, duties, and responsibilities
ID information, job summary, job responsibilities, job specifications and min. requirements |
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Job Specification
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List of knowledge, skills, abilities, and other characteristics
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Who should job analysis information be gathered from?
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Current employees, HR staff, managers
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Techniques of job analysis
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Task Inventory Analysis-identifies knowledge, skills and attributes needed to perform job successfully using matrix and interview
Position Analysis Questionnaire-used to document details of position attributes to update or prepare job description Functional Job Analysis-Collects information about job position and published by government (public positions) |
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Job Design
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Process of organizing work into the tasks required to perform a specific job
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Approaches to job design
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Job Enlargement
Job Enrichment-puts specialized work back together so that one person is responsible for task from start to finish Job Rotation |
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Theories of Job Design
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Two Factor Theory
Work Adjustment Theory Goal Setting Theory Job Characteristics Theory |
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Herzberg Two-Factor Theory
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Attempts to identify and explain the factors that employees find satisfying and dissatisfying about job
Motivators-internal job factors that lead to job satisfaction (tasks, achievement, responsibility, advancement) Hygiene-factors external to job but located in work environment (job security, benefits, salary, relationships) |
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Work Adjustment Theory
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Employees motivation levels depend on the fit between their needs and abilities and the characteristics of the job
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Goal Setting Theory
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Goals that are clear and challenging will result in higher levels of employee motivation
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Job Characteristics Theory
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Employees are motivated by core characterstics
Skill variety, task identify (do job from beginning to end), task significance, autonomy, and feedback All lead to experienced meaningfulness, experienced responsibility, and knowledge of results |
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Work Simplification
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Work can be broken down into simple repetitive tasks that maximize efficiency
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Flexible Workforce
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Contingent workers, contract workers, job sharing, outsourcing, internships, flexible work schedules (telecommuting, flexible hours, compressed weeks)
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Human Resource Strategy
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Firm's deliberate use of human resources to help it gain or maintain an edge against competitors
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Environmental Challenges
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Forces external to firm that influence performance but are beyond management control (legislation, globalization, diversity)
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Organizational Culture
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Basic assumptions and beliefs shared by members of an organization
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Strategic HR Choices
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Workflows
Staffing Employee Separations Training Compensation Labor Relations Performance Appraisal |
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Environment
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Degree of uncertainty
Volatility Magnitude of change Complexity |
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Prospector Strategy
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Emphasize growth and innovation
Environment always changes Flexible and decentralized organizational structures |
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Role of Human Resources vs. Manager in the HR process
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Role of HR department is to support, not supplant manager's HRs responsibilities
All managers should be involved in the HR process |
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Why understanding legal environment is important?
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Do the right thing
Limit liability Create fair and human environment |
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Equal Employment opportunity
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Government attempt to ensure that all individuals have an equal chance at employment regardless of race, religion, sex, or origin
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Equal Pay Act of 1963
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Requires equal pay for jobs with the same content for men and women
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Protected Class
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Part of Title VII of Civil Rights Act
Groups of people who suffered discrimination in the past require special protection by the legal system (blacks, native americans, asians, latinos, women) |
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Civil Rights Act of 1991
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Extends Title VII
Allows for compensatory or punitive damages above and beyond what was actually lost due to discrimination depending upon extent of discrimination |
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Discrimination
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To differentiate or distinguish
To act on the basis of prejudice or bias Employment discrimination deals with protected characteristics (race, color, disability, age) Two types of discrimination: disparate treatment and adverse impact |
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Disparate Treatment
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Different treatment based on an individual's protected characteristics
Must prove that applicant had all necessary qualifications and that someone else hired had similar qualifications |
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Adverse Impact
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When same standard is applied to all applicants but standard affects a protected class more negatively (height standards since asians are short)
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Disparate Treatment Defenses
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1. Business Necessity/job related-practice is essential for safe and efficient operation of org.
2. Bona Fide Occupational Qualification-characteristic that must be present in all employees for a job (male prison guard in male prison) 3. Seniority-employment decisions based on formal seniority systems are allowed |
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Prima Facie
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When discrimination occurs it us up to plaintiff to show that discrimination has occurred
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Four-Fifths Rule
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Compares hiring rates of protected class to those of majority class
Assumes adverse impact if hiring rate of protected class is less than 4/5 of majority class |
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Age Discrimination in Employment Act
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Prohibits discrimination against people who are over 40
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Americans with Disabilities Act
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Prohibits discrimination against a qualified individual due to a disability (physical or mental impairment that affects more than one major life activities)
Employer must make reasonable accommodations for workers with disabilities |
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What employers are prohibited from conducting
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Pre employment medical exam (besides drug test)
Post hire medical exam (unless everyone must go through it) Interviews which inquire about disabilities |
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Equal Employment Opportunity Commission Responsibilities
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1. Investigates and resolves discrimination complaints
2. Gathers information 3. Issues regulations and guidelines |
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Office of Federal Contract Compliance Programs
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Requires employers to submit annual report on affirmative action programs. Includes...
1. Utilization-how org compares with general labor population 2. Goals and timetables for achieving balance 3. Action steps |
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Executive Order 11246
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Same as Title VII but for public employees
Outlaws discrimination and mandates utilization analysis |
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Affirmative Action Guidelines
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1. Goals and timetables not quotas
2. Does not unnecesarally restrict rights of white workers 3. Designed to be temporary 4. Used to remedy imbalance not maintain balance |
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Quid Pro Quo Sexual Harassment
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Benefits made available to employee only by compliance with sexual demands
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Three Requirements for Sexual Harassment Cases
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1. Employee could not have incited action
2. Harassment must have been severe 3. Court must determine liability of organization for actions of employees |
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Sexual Harassment and Employee Relation Liability
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Quid Pro Quo-Org has strict liability
Hostile Environment-If employer should have known, if complaint was not investigated, explicit policy not in place |
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Employee Relation Protection Against Sexual Harassment
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1. Have clear policy
2. Demonstrate employees are aware of policies 3. Clear mechanisms for dealing with claims internally 4. Consistent punishment for offenders |
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What management can do to limit sexual harassment
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1. Establish policy
2. communicate policy 3. establish complaint procedure 4. Quick investigations 5. Follow up 6. Make sure complainer does not end up in worse spot if transfered |
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Negligent Hiring
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Hiring employee with history of violent behavior without doing background check first
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Demographic Diversity
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Race, gender, religion, origin, sexual orientation
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Cognitive Diversity
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Personality, interests, work styles, values
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Why manage employee diversity?
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1. Demographic trends in workplace
2. Diversity is an asset 3. Marketing concerns |
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Challenges to managing employee diversity
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1. Valuing employee diversity
2. Individual v. group fairness 3. Resistance to change 4. Group cohesion 5. Resentment 6. Retention 7. Competition for opportunities |
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How to improve management of diversity?
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1. Commitment from top
2. Training programs 3. Support groups 4. Diversity audits |
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Pitfalls of managing diversity
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Need to avoid white male bashing, need to avoid promotion of stereotypes
Differences between individuals within a group are almost always greater than differences between groups |
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Expatriate
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Citizen of one country living and working in another country
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Reliance on expatriates increases when...?
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1. Sufficient local talent is not available
2. International and domestic units are interdependent 3. Significant cultural differences between host and home country |
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Advantages of expatriates
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1. Ensures transfer of business/management practices
2. Closer coordination between HQ and local subsidiaries 3. Pool of internationally experienced executives 4. Broader global perspective |
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Disadvantages of expatriates
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1. High transfer costs
2. Personal and family problems 3. Bad for local management morale 4. Problem of adaptability to foreign culture |
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Why international assignments fail?
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1. Career blockage-fear moving will damage career prospects
2. Culture shock 3. Lack of pre-departure training 4. Overemphasis on technical ability 5. Way of getting rid of troublesome employee 6. Family problems |
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Why repatriates usually leave org after coming back?
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1. Lack of respect for skills learned abroad
2. Loss of status 3. Reverse culture shock 4. Poor planning |
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Recruiting and selecting for expatriates
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Emphasize cultural sensitivity as selection criterion
Selection board of expatriates Require previous international experience Hire foreign born employees who can serve as expatriates at later date |
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Training and career development for expatriates
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Briefings, language training, field experiences, on the job training, support, career advancement incentives
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Compensation for expatriates
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Provide disposable income equivalent to what they would get at home
Add on incentive for accepting international assignment Avoid having expatriates take jobs of low ranking or local workers |
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Hofstede's dimensions of national culture
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Power distance-extent to which culture accepts power is distributed equally
Individualism-extent of which culture believes people should care for themselves and remain distant from others Uncertainty avoidance-lack of tolerance in a culture for ambiguity Masculinity-extent to which masculine values such as assertiveness, money, and things prevails over feminine values of quality of life and people |
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HR Forecasting
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What is strategic direction of firm?
What talent is needed in workforce to ensure strategy is successful Demand for product Labor productivity Discrepancy leads to labor surplus or labor shortage |
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Labor shortage options
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OT, temp employees, outsourcing, retrained transfers, new hires, tech innovations
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Labor surplus options
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Downsize, pay reduction, demotion, transfer, work sharing, hiring freeze, early retirement, retraining
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Recruitment
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Activity designed to identify and attract potential employees
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Performance
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Ability x motivation
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Recruitment activities are designed to affect..
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1. Number of qualified people who apply for a position
2. Type of people who apply 3. Likelihood they will accept offer |
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Recruitment Sources
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Current employees, referrals, print and radio ads, employment agencies, internet, college recruiting
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Traditional Recruiting Message
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Trying to sell org and job
Tell applicant what they want to hear (normally false statements) |
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Realistic Message
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Portrays organization and job as it really is
Positives and negatives Results in less turnover, higher job satisfaction |
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Types of Reliability
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Test-retest-how scores on the measure at one time relate to scores on the measure at another time
Inter-rater-consitency of scores across more than one rater Inter-item-average correlation among multiple questions focused on particular attribute |
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Validity
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Extent to which the technique measures the intended knowledge, skill, or ability
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Criterion Related Validity
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Relationship between selection test scores and job performance (predictive)
Uses stats |
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Content Validity
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Relies upon judgement
Degree to which content of selection method is representative of job content |
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Concurrent Validity
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Extent to which scores on a selection measure are related to job performance when both are measured at the same time
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Typical Interviews
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Unstructured and based on interviewer pet questions
Very subjective and biased Low validity and reliability |
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Integrity Tests
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To identify applicants who are likely to engage in unhonest behavior
Generally predictive but casts a wide net Integrity testing can lead to less money paid out in workers comp claims Overt (obvious question phrasing) and covert testing Personality tests gives you a more complete picture High validity, hight ROI, and completely legal |
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Cognitive Ability Test
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Perception, reasoning, memory, verbal, mathematics
MOST valid of selection tests |
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Assessment Centers
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Multiple days
Series of simulations and exercises Cases, role playing, games, personality tests, ability tests Measures leadership, interpersonal skills, decision making, communication, flexibility Expensive but high validity Good for development |
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Personality Tests
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Big 5 (extraversion, agreeableness, conscientiousness, stability, openness to experience)
Valid Measures of performance |
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Multiple Hurdle Strategy
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Needs to make preliminary selection decision after completion of each method
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Clinical Strategy
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Wait until all information is combined and subjectively evaluates all info for making overall judgement
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Statistical Strategy
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Info is combined by mathematical formula and job goes to applicant with highest score
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