Principles Of Manangement Chapter 13

Front 1

Human resources management (HRM):

Back 1

the philosophies, policies, and practices that an organization uses to affect the behaviors of people who work for the organization

Front 2

Line Managers in Planning Activities

Back 2

Include HRprofessionals inthe formulationand implementation of business strategy and discussions of its HR implications

Front 3

HR Professionals in Planning Activities

Back 3

Stay informed ofthe latest technical principles for managing human resources

Front 4

Employees in Planning Activities

Back 4

Accept responsibility for managing their own behavior and careers in organizations

Front 5

Line Managers in Recruitment and Selection Activity

Back 5

1. Help disseminate information about open positions to all potentially qualified internal applicants
2. Understand and abide by all legal regulations
3. Interview applicants May administer some selection tests
4. May make final selection decision

Front 6

HR Professionals in Recruitment and Selection Activity

Back 6

1. Develop a recruiting plan to guarantee a diverse pool of applicants
2. Provide training to line managers and employees involved in recruitment and selection
3. Develop and administer a selection procedure

Front 7

Employees in Recruitment and Selection Activity

Back 7

1. Participate in recruiting by making referrals and answering questions about the organization
2. May participate in selection process by interviewing job applicants

Front 8

Line Managers in Training and Development Activity

Back 8

1. Work with employees to identify their training and development needs
2. Provide on-the-job socialization and training

Front 9

HR Professionals in Training and Development Activity

Back 9

1. Develop and administer training and development programs
2. Inform employees of opportunities for training and development

Front 10

Employees in Training and Development Activity

Back 10

1. Identify own training and development needs
2. Actively seek out and participate inactivities that help build own competencies
3. Assist in socialization and training of other employees

Front 11

Line Managers in Performance Appraisal Activity

Back 11

1. Help develop performance measures
2. Conduct performance appraisals
3. Use performance information to make decisions about pay raises, promotions, firing etc
4. Provide feedback to employees to help them improve future performance

Front 12

HR Professionals in Performance Appraisal Activity

Back 12

1. Develop performance appraisal tools and train managers to use them
2. Train managers in how to conduct performance review sessions
3. Monitor managers’ decisions to be sure they are performance-based

Front 13

Employees in Performance Appraisal Activity

Back 13

1. Candidly appraise the performance of others when askedto participate in 360-degree appraisals
2. Seek and use honest feedback to improve own performance

Front 14

Line Managers in Compensation Activity

Back 14

1. Assist in developing incentive and bonus plans

Front 15

HR Professionals in Compensation Activity

Back 15

1. Establish appropriate rates of base pay in compliance with legal requirements
2. Work with managers to design and develop incentives and bonus plans
3. Work with accounting and financial staff to monitor compensation costs

Front 16

Employees in Compensation Activity

Back 16

1. Develop an accurate understanding of all elements of the organization’s pay practices
2. Be alert to dysfunctional and possible unethical attempts to “game” performance-based pay practices

Front 17

Conditions for Gaining a Sustainable
Competitive Advantage Through HRM

Back 17

1. Employees mustbe a source ofadded value
2. Employees must be “rare” or unique in some way
3. Competitors must not be able to easily copy the company’s approach to HRM

Front 18

Equal Employment Opportunity [EEO]

Back 18

1. Judged on characteristics that are related to the work that they are being hired to do
2. Judged on their job performance after being hired
3. Protected from discrimination based on their personal background characteristics, such as gender, race, ethnicity, religion, and so forth

Front 19

Title VII of the Civil Rights Act

Back 19

Prohibits discrimination by employers, employment agencies, and unions with 15 or more employees on the basis of: Race
Color
Religion
Sex
National origin
Pregnancy (Pregnancy Discrimination Act, 1978)

Front 20

Equal EmploymentOpportunityCommission (EEOC)

Back 20

Enforcement of U.S. EEO Laws:
1. Makes rules to implement and interpret EEO laws
2. Conducts investigations and may file lawsuits in federal courts
3. Imposes sanctions
4. Makes judgments about guilt, which may be appealed to federal courts

Front 21

Fair Labor Standards Act (1938)

Back 21

1. Establishes a minimum wage, which may be raised by individual states
2. Controls hours through premium pay for overtime
3. Controls working hours for children
4. Applies to most nonmanagerial employees in private industry

Front 22

Equal Pay Act (1963)

Back 22

Requires men and women to be paid equally when they are doing equal work (in terms of skill, effort, responsibility, and working conditions) in the same organization

Front 23

Comparable Worth

Back 23

Some states extend the Equal Pay Act by requiring employers to assess the worth of all jobs and ensure that jobs of comparable worth are paid similarly

Front 24

Human Resource Planning

Back 24

Involves forecasting the organization’s human resources needs and developing the steps to be taken to meet them

Front 25

Contingent workers:

Back 25

employees who are hired by companies for specific tasks or short periods of time with the understanding that their employment may be ended atany time

Front 26

Layoffs:

Back 26

a strategy of last resort.

Front 27

Potential negative effects of layoffs:

Back 27

1. More gossip
2. Lower morale
3. More resignations
4. Less employee loyalty
5. More charges of discrimination
6. More workplace violence

Front 28

Competency inventory:

Back 28

a detailed file maintained for each employee that lists level of education, training, experience, length of service, current job title and salary, and performance history

Front 29

Purpose of competency models

Back 29

To keep track of the talent in the organization so that it can be nurtured and used effectively

Front 30

Hiring Process

Back 30

Activities related to the recruitment of applicants to fill open positions in an organization and the selection of the best applicants for a position

Front 31

Vacancies stimulate the hiring process through:

Back 31

Organization Growth/Internal
Movement/ Promotion, Demotion, Transfer/Exit from Organization (Turnover)-->Vacancy Created-->Recruitment-->Selection

Front 32

Common recruitment methods

Back 32

Organization web site; Internal job positions, paper-based and Intranet; Announcementsin newspapers,magazines, employment websites, etc; Employee referrals

Front 33

Employee Selection

Back 33

A process that involves deciding which of these recruits should actually be hired and for which positions

Front 34

Common information sources for employee selection

Back 34

resumes, reference checks, tests, interviews

Front 35

Training:

Back 35

activities that help employees overcome limitations and improve performance in their current jobs

Front 36

Common Training Approaches

Back 36

Orientation training, basic skill training, e-learning, team training

Front 37

Development:

Back 37

practices that help employees gain the competencies they will need in the future in order to advance in their careers

Front 38

Core development approaches

Back 38

coaching, mentoring, career development

Front 39

Performance Appraisal

Back 39

A formal, structured system for evaluating an employee’s job performance

Front 40

Common uses of performance appraisal

Back 40

1. To make decisions about who will be promoted, demoted, transferred, or dismissed
2. To make decisions about pay raises
3. To improve future performance of employees

Front 41

Performance Feedback Sessions

Back 41

Managers and their subordinates meet to exchange performance information and discuss how to improve future performance

Front 42

Performance information increasingly includes:

Back 42

1. Employee’s own assessment of performance
2. Assessment by teammates
3. Information from customers

Front 43

Performance Appraisal Accuracy

Back 43

Difficult for managers to accurately assess performance of subordinates

Front 44

Two approaches to improve accuracy:

Back 44

1. Use appropriate rating scales that provide specific descriptions of what each level of performance means
2. Use multiple raters

Front 45

360-degree appraisal—

Back 45

measures performance by obtaining assessments of the employee from a variety of sources: supervisors, subordinates, colleagues inside the company, people outside the organization with whom the employee does business, and even a self-appraisal by the employee

Front 46

Performance Appraisals for Teams

Back 46

1. Some teams may have full responsibility for constructing and conducting their own performance appraisals of each other
2. Team self-appraisal of each member is difficult
3. Manager to whom the team reports is often responsible for collecting performance information from the team and discussing it with each team member privately

Front 47

2 components of compensation

Back 47

Nonmonetary compensation and Monetary compensation

Front 48

Nonmonetary compensation:

Back 48

the many forms of social and psychological rewards, such as recognition and respect from others and opportunities for self-development

Front 49

Monetary compensation:

Back 49

: the direct payments such as salary, wages, and bonuses, as well as benefits such as covering the costs of insurance plans

Front 50

Pay Fairness

Back 50

What people believe they deserve to be paid in relation to what others deserve to be paid

Front 51

Base pay—

Back 51

perceived fairness increases if at or above market average

Front 52

Incentive pay—

Back 52

such as commissions, bonuses, and profit sharing

Front 53

Employee benefits—

Back 53

some required by law and others are voluntary