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58 Cards in this Set
- Front
- Back
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Human Resource Management
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Managing people in an organization using; systems, methods, and processes.
enables organization to meet short and long term goals. Optimizes employee contribution to goals. |
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5 groups of HRM Activities (PAMMP)
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Planning HR
Attracting HR Maintaining High Performance Motivating Employees Placing, developing, and evaluating |
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Staff Authority
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Authority to advise, not direct
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Line Authority
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Authority to make decisions
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Functional Authority
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Maybe given Authority to make decisions and create/ implement policies
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5 Top Strategic Priorities of CEO
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Attracting and Retaining Skilled workers
Increasing Workforce performance Increasing Customer Service Changing Leadership/Management Behaviors Changing organizational culture/employee attitudes |
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Strategic HRM
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Linked to the strategic needs of an organization
Strategies must be mutually consistent, and consistent with organizations priorities. |
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5 Steps of Strategic HRM
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Environmental Scan
Economic, demographic, technological forces Organizational Mission and Goals Analysis Who are we what we do, where we are headed Analysis of organizational character and culture Employees, Objectives. Policies successes/failures Analysis of organizational strategies Choice of HR Strategy (Cost-leadership/differentiation/Focus strategy) |
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5 Part Group Process
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Forming
Norming Adjourning Performing Storming |
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Task Roles
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Keep group on track
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Maintenance roles
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Keep Group Together
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3 Phases of Job Analysis
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Preparation, Collection of Analysis info, Use of Info
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3 steps of Preparation for Job analysis
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Familiarize with organization
Determine use of Job analysis info Identify jobs to be analyzed |
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2 steps for collecting Job analysis info
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Determine source of data- Human/non human
Data collection instrument design: Questionnaires, Mailed questions, Observation |
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KSAO
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Knowledge, skills, Abilities, Other characteristics
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Job Description
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Outlines Job identity, job summary, job duties, and conditions
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Job Specifications
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Outlines skills and abilities required, states job demands
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Job Performance Standards
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Work performance expectations on a job.
The criteria for measuring job success |
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Job Design
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Organizational,
Ergonomic, Environmental, Employee |
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5 Characteristic Model for Employees
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Autonomy- control over ones work
Variety- Opposite of standardization Task Identity- Feeling of pride Job Feedback - Feedback from work Task significance - knowing work is important |
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Increasing Quality at work
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Job rotation
Job enlargement: Job enrichment Employee involvement |
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Human Resource Planning (HRP)
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Forecasts future demand for supply of employees
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5 Step HRP Process:
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Forecast Demand for HR
Estimate internal and external supply of HR Develop HR objectives Implement programs that match supply to demand Establish Program evaluation |
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3 Causes of Demand
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External- Technology change, economic change
Organizational Decisions- budgets, job redesign Workforce Factors- deaths, retirement, resignation |
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Trend Projection Forecasts
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Extrapolation- extending past rates to future
Indexation- Matching employment growth to index (ratio production employees and sales) |
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4 types of expert Forecasts
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Informal and Instant-Workload justifies new employee
Formal- Planners survey managers Nominal group- Focused group meeting, notes taken, vote on ideas Delphi Technique- Estimates from experts using repeated surveys |
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Internal Supply Estimates
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Skills and management inventories- Skills of workers and management
Replacement charts- chart of who replaces who Replacement summary- Who replaces who Strengths/weakness Markov analysis- Using matrix to project future supply Transition Analysis- Analyzing employees transition of jobs |
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External Supply Estimates
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Labour Market Analysis
Community attitudes Demographic Analysis |
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3 ways of Managing Oversupply
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Headcount reduction- Layoffs, terminations, outplacement, leave w/o pay, incentives for separation
Attrition strategies- Early retirement, Hiring freeze Alternate work strategies: Part time, job sharing, transfers |
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5 ways of Managing shortages
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Hire: part time/fulltime
Outsource: Temps, contractors, consultants Develop internally: promotions Overtime/flexible work: Flex hours/schedule |
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Human Resource Info Systems (HRIS)
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Collects, records, stores and analyze HR data
Increased efficiency, effectiveness, organizational sustainability |
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Prohibited Grounds
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Age, Race, Sex, Orientation, Marital status, Disability, Ethnicity, Religion, pardons
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Direct (Intentional Discrimination)
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Showing prejudice in treatment
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Duty to Accomodate
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If occupational requirement is not Bona-Fide, employer must accommodate up to undue hardship
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Undue Hardship
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Financial cost, workforce repercussions, or health and safety risks make accommodation impossible
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Systemic Discrimination
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Policy/Practice that doesn't intentionally discriminate.
Minimum height/weight, wheel chair access, word of mouth recruitment |
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Harassment
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Treating an employee in a disparate manner because of their sex, age, religion, etc..
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2 Types of workplace Diversity
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Cored Diversity: Age, gender, race, religion, etc..
Secondary Diversity: Education, Job experience, etc.. |
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Barriers to Diversity
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Old Boys Network: Informal relationship among white executives providing career opportunities
Glass Ceiling: Invisible ceiling hindering women, and visible minorities from moving up Stereo Typing: Predispositions based on general characteristics |
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5 Strategic practices of Workplace Diversity
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Changing workforce
Importance of Human Capital Diversity as competitive advantage Increasing role of work teams paradigm Shift |
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New Paradigm vs Traditional
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Traditional- Diversity= cost, success in standardization, masculine values, shaped by execs
New- Diversity= Competitive advantage, success in individual work, feminine values, shaped to help customers and employees |
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Creating an Inclusive Environment
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Identify Ideal future state
Analyze then change present systems/procedures Senior management must commit, diversity team established, widely communicate changes |
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Pay equity
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Equal pay for equal work
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Employment act
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Undo past employment discrimination for 4 groups
Aboriginals Women Physically/mentally disabled Visible Minorities Only applies with 100+ employees regulated by Fed govt. |
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Current Industry practices for Diversity
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Diversity training, mentoring programs, Apprenticeships, Support groups, Minority career development, Alternative work arrangements
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Recruitment
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Process of searching, finding and attracting potential applicants
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4 step Recruiting Process
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1. Identify Job opening
2. Identify job requirements/KSAOs 3. Determine Recruitment Method 4. Search and attract to obtain pool of applicants |
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Employee Branding
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Image or impression of company based on benefits of being employed by them
Define Target audience Develop employee values Communicate employer brand |
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Internal and External Recruiting
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Internal: Job postings, Human resource records
External: Walk-ins, internet, headhunters, word of mouth, job fairs |
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8 Step Selection Process
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Acknolwedgment of Application
Applicant screening- review resumes Employment testing- Personality testing Interview Realistic job preview- Pre reference check reference check- Call past employers Contingent assessments- Drug tests/ physical Hiring decision- |
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Errors in Job Interview
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Halo Effect: limited info causes interviewer bias
Leading Questions Stereotypes Interviewer domination Poor planning/poor job knowledge |
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Steps in an interview
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Assess qualifications, observe behavior, gather info to predict future performance, communicate info about job, promote organization, determine how they'd fit in
Use several interviewers, have checklist questions, concentrate on past behaviour Don't make judgments, be influenced by a single characteristic, be swayed by initial impressions |
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5 Step Interview process
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Interview prep
Create rapport Information exchange determination Evaluation |
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Interview Prep
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Decide who is involved
Specify must and wants Determine assessment strategy Develop interview questions to be asked to all Develop candidate specific questions |
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Behavioral and situational Interviews
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Behavioral: Tell me about a time you?
Situational: Give them a future situation how would the deal with it |
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Realistic Job Preview
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Use phone, Seek info on job related behavior,check references, ask direct questions, combine reference checks with tests, use credible sources, watch for subtle cues, or hidden meanings.
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Hiring Decisions
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Subjective approach: Scores set on each predictor, evaluated on pass fail basis
Compensatory Approach: Higher score in one area may outweigh low score in another |
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Structured Interview:
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Rely on checklist, questions asked to every applicant
May or may not be behavioral oriented |
