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46 Cards in this Set
- Front
- Back
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Human Resource Management Model
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1. HR Planning
2. Recruitment and selection 3. Orientation Training and Development 4. Performance Assessment 5. Compensation and Benefits 6. Employee Services 7. Employee/Labor Relations Goals: - Staffing - Capability and adaptability - Maintenance |
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Job Descriptions
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Written statements about the most a jobholder does, how the job is done, and why it is done.
MAXIMUM |
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Job Specifications
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Statements of the minimum acceptable qualifications (KSAO's) (Knowledge, Skills, Abilities, and other characteristics) needed to perform a job
MINIMUM |
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KSAO
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Knowledge - paper and pencil test measurement
Skills - Mental- from experience; Physical - typing or keyboarding Abilities - mental -intelligence; Physical - strength Other - height, personality characteristics WHY KSAO? Manager has specific metrics for hiring, rewarding, promoting ... |
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Valid Selection Tests are ...
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Ability Tests: physical, cognitive, psychomotor, and sensory-perceptive
Job SKills Tests and Simulations: Work samples, and assessment centers Drug Tests and Physical Exam Integrity or Honesty Tests Education History Performance Appraisals (for promotions) Background Check: 33% exaggerate, are they valid? - NO, except to confirm information |
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Types of Selection Tests
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Past Experience (theory of prediction)
Interviews Written Tests |
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The Truth About Lying in Interviews
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Stress (/=doesn't equal) Deception or Evasion
Myths: - Little eye contact - stuttering - hand/feet/leg motions - crossing arms - emotional; religious phrases Clues: *Constant: establish a baseline *Change: not baseline behaviors *Clusters: several behaviors at once *Consistency: too similar wording Preconceptions: open-mind interview Contamination: interviewer demand Cross-checking: be objective! What to do? *All above… patterns |
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Interview Style: estimated percent accuracy in predicting performance
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7% Standard (structured) interview
37% Resume analysis: quasi-scientific resume evaluation with rubric 44% Work sample test: pen-and-paper knowledge and/or abilities test 44% Assessment center: lengthy, off-site skills/abilities/personality exercises 54% Situational interview: candidates role play in mock scenarios with evaluators So which is the best? Situational Interview |
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Video: Wahoos Fish Taco
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Internal recruiting/selection: why?
Internal recruiting / selection: -Improves employee motivation -Reduces employer time and cost -Enhances success based on HRIS Training: how? - On-the-Job Training - Training manual for every operation - Customer-oriented focus of training |
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Training
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-*Planned effort to facilitate learning of job-related knowledge, skills, abilities, & other characteristics (KSAO’s)
Objectives: -Prepare employees for job-performance -Enhance person-organization fit (socialization) -Help in adapting to a changing world -Develop employee potential (KSAO) |
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Training Process
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1. Identify Training Needs
2. Design Training Program 3. Implementing Training 4. Ensure Transfer of Training 5. Evaluate Outcomes success factors: Leadership Support, Resources, Alignment with Strategy |
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Sources of Performance Information
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360-Degree Performance Appraisal: performance measurement that combines information from the employees’:
-Managers -Peers -Subordinates -Self -Customers |
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Types of Performance Measurement Rating Errors
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- Distributional (rater) errors:
-Leniency: -Strictness: -Central tendency: |
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Example of Task
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BARS Rating Dimension for a Patrol Officer
- BARS rating: Improve employee performance evaluation process |
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Forms of pay
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- Base Pay: Salary or Hourly Wage
- Pay Adjustments -Merit Pay -Skill-based or knowledge-based pay -Cost of Living Adjustments (COLA’s) -Incentive Pay (or Variable pay) -Benefits |
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Examples of Incentives or Variable Pay
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-Piecework
-Commission -Profit sharing -Gainsharing -Employee stock ownership plans -Variable Pay based on performance increased from 30% in 1976 to >50% (of jobs) today … Why? __________________________ |
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Labor Management - Goals of Management
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- increase the organization’s profits. Managers tend to prefer options that lower costs and raise output.
-When an employer has recognized a union, management continues to emphasize restraining costs and improving output. - keep their organization’s operations flexible. -In their labor relations, managers prefer to: -Limit increases in wages and benefits, and -Retain as much control as they can over work rules and schedules. |
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Goals of Labor Unions
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-obtaining pay and working conditions that satisfy their members and of giving members a voice in decisions that affect them.
- They obtain these goals by gaining power in numbers. -Want to influence the way pay and promotions are determined. -The survival and security of a union depend on its ability to ensure a regular flow of new members and member dues to support the services it provides. -Place high priority on negotiating two types of contract provisions that are critical to a union’s security and viability: -Checkoff provisions -Union membership or contribution provisions |
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Personality and Decision Criteria
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Green: $, time
Yellow: Fun!, peace Red: effort, idealism Blue: logic, security Why does it matter? More diverse groups have: • Decision making conflict: manager must resolve greater decision making conflict among personality types • Risk aversion: more diverse groups have greater risk aversion than groups with less diversity in member personality • Increased team disagreement on problem, criteria, … • Greater information processing • Slower decision making |
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Advantages of Group Decision Making
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- Increased acceptance
- Greater pool of knowledge - Different perspectives - Greater comprehension - Training ground |
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Groupthink
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-Conformity to group opinion by withholding one’s own opinions in order to appear to be in agreement
-Internal pressures prevent the group from openly evaluating all alternatives -Most likely: -the group is insulated from different ideas -the group leader stifles discussions -there is no established procedure for defining and exploring alternatives -group members have similar backgrounds and experiences (lack of diversity) |
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Nominal Group Technique
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Decreases negative group behaviors by having group members work individually
- begin with “quiet time” - *members write out ideas - *Ideas are then posted to the group - *Advantages/disadvantages are discussed - *Members individually reflect on discussion - *Ideas are then ranked by the group - does it avoid Groupthink? No… Least effective of these three decision making practices |
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Delphi Technique
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1. Select a panel of experts
2. Create a questionnaire of open-ended questions 3. Compile and summarize expert responses into written report 4. Experts list their reasons agreeing/disagreeing with report 5. Repeat steps 3 & 4 until consensus is reached - does it avoid Groupthink? |
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Electronic Brainstorming
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Four rules:
- the more ideas, the better - all ideas are acceptable - use others’ ideas to create more ideas - criticism or evaluation of ideas is not allowed - A modification of traditional gathering of group thoughts -use computers to manage the process |
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Advantage of Electronic Brainstorming
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- Overcomes production blocking
- technology allows everyone to record their ideas as they are created - no ideas lost “waiting your turn” to speak - Overcomes evaluation apprehension - anonymity creates free expression - So, avoids “GROUPTHINK” most |
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Barriers to Effective Communication
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- FILTERING
- SELECTIVE PERCEPTION - Emotions - LANGUAGE - Nonverbal cues |
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Communication Channels
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Oral (speeches, conversations, presentations)
- advantages: two-way, immediate feedback, more cues (nonverbals), usually Most Persuasive of all channels - disadvantages: poorly thought out at times, no permanent record *Types: 1. Verbal, 2. Nonverbal |
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Nonverbal Communication
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- Any communication that doesn't involve words
- KInesics - movements of the body and face (body language) - Paralanguage - the pitch, tone, rate, volume, and speaking pattern of a person's voice (sounds) |
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Verbal/Nonverbal
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Communication Amount:
- Words (verbal): 10% - Sounds (paralanguage): 30% ... three times verbal amount - Body language (kinesics): 60% ... six times verbal amount |
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Becoming an Active Listener
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1. Make eye contact
2. Avoid distracting actions 3. Clarify responses -ask questions to clear up ambiguities but don’t interrupt 4. Paraphrase responses - restate the speaker’s comments in your own words Summarize responses review the speaker’s main points |
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Effective Feedback
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- Set an agenda; stick to it!
- Focus on specific behaviors - Keep it impersonal -Keep it goal-oriented - Make it well-timed -Ensure understanding: ask receiver! -Make it negative for future improvements - “Sandwich” approach but get to the point |
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Whether liars behave differently from truth tellers?
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- Liars are less forthcoming
- Less talking time - Less detail - More pressing lips - Liars tell less compelling tales - Less plausible - Poor logical structure - More discrepancy, contradictory attitude/feeling - More uncertainty - More words and phrase repetitions |
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Other Recent Findings
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Liars are less positive and pleasant
- Less cooperative - More negative statements and complaints - Less facial pleasantness Liars are more tense - More nervous - More vocal tension - Pupil dilation - Fidgeting |
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Disadvantages of Group Decision Making
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- Social pressure
- Minority domination - Logrolling - Goal displacement - "Groupthink" |
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Nonverbal cues
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words and nonverbals may be inconsistent
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Language
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words have different meanings to different people, especially TECHNICAL LANGUAGE
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Emotions
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messages are interpreted differently depending on the feelings of the receiver (and the sender) at the time the message is sent/received
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Filtering
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deliberate manipulation of information to make it more favorable to the receiver
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Selective Perception
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receiving only selected parts of a message (hearing or seeing only what you want to)
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Leniency
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the reviewer rates everyone near the top
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Strictness
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the rater favors lower rankings
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Central Tendency
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the rater puts everyone near the middle of the scale
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Distributional (rater) errors
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the rater tends to use only one part of a rating scale.
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Written Tests
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knowledge, personality and cognitive ability
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Interviews
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generally low validity, despite the commonality of their use (> than 33% exaggerate). Can be improved by making them structured and behaviorally oriented
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Past Experience
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(theory of prediction) - "best predictor of future performance is past performance"
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