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111 Cards in this Set
- Front
- Back
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human resources
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the process of managing human talent to achieve an organizations objectives
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human capital
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the knowledge, skills, and capabilities of individuals that have economic value to an organization
human capital in intangible and cannot be managed the way organizations manage jobs, products, and technologies valuable: is based on company-specific skills is gained through long term experience can be expanded through development |
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explain how globalization is influencing human resource management
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approximately 70 to 85% of the us economy is affected by international competition
about 10% of what americans produce every year, dollar-wise, is sold abroad IMpact of globalization anything,anytime, anywhere markets partnerships with foreign firms lower trade and tariff barriers |
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describe the challenges in managing human capital
1.) responding strategically to changes in the marketplace |
human resources managers and business strategy
-human resources managers need an intimate understanding of their firms competitive business operations and strategies, such as -total quality management(TQM) a set principles and practices whose core ideas include understanding customer needs, doing things right the first time, and striving for continuos improvement downsizing -the planned elimination of jobs(head count) layoffs outsourcing -contracting outside the orginazation the have work that formerly was done by internal employees offshoring(global sourcing) -the business practice of sending jobs to other countries |
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2.) competing, recruiting, and staffing globally
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globalization
-aprx 70 to 85% of the us economy is affected by international competition -about 10% of what americans produce every year, dollar wise is sold abroad impact of globalization - anything anytime anywhere markets -partnerships with foreign firms -lower trade and tariff barriers |
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3.) setting and achieving corporate social responsibility and sustainability goals
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corporate social responsibility (CSR)
the responsibility of the firm to act in the best interest of the people and communities affected by its activities sustainability is closely related to corporate social responsibility. Sustainability refers to a companies ability to produce a good or service without damaging the environment or depleting a resource |
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4.)advancing HRM with technology
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human resources information systems(HRIS)-a computerized system that provides current and accurate data for purposes of control and decision making
- it has become a potent weapon for lowering administrative costs, increasing productivity, speeding up response times, improving decision making, and tracking a company's talent benefits -automation of routine tasks, lower administrative costs, increased productivity and response times -self-service access to information and training for managers and employes -online recruiting and screening of pretesting of applicants -training tracking, and selecting employees based on their record of skills and abilities |
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5.) containing costs while retaining top talent and maximizing productivity
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organizations take many approaches to lowering labor-related costs, including
-carefully managing employees benefits -downsizing, outsourcing, offshoring -layoffs hidden costs of layoffs -severance and rehiring costs -accrued vacation and sick day payouts -pension and benefit payouts -potential lawsuits for aggravated workers -loss of institutional memory and trust in management -lack of staffers when the economy rebounds -survivors who are risk-averse, paranoid, and political benefits of a no-layoff policy -a fiercely loyal, more productive work force -higher customer satisfaction -readiness to snap back with economy -a recruiting edge -workers who aren't afraid to innovate, knowing their jobs are safe |
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6.)responding to the demographic and diversity challenges of the workforce
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demographic changes
-more diverse workforce - ethnic and cultural challenges -aging workforce -more educated workforce -necessity of basic skills training managing diversity -being aware of characteristics common to employees, while also managing employees as individuals |
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7.) adapting to educational and cultural shifts affecting the workforce
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other factors
-cultural and societal changes affecting the workforce -employee rights -privacy concerns of employees -changing attitudes toward work -balancing work and family |
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explain how the labor force participation rate is calculated and what it means. identify factors that affect how individuals choose their level of labor market participation
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What is the Labor Force?
All civilian, non-institutionalized people over the age of 16 who are either working for pay or are actively seeking paid employment i.e., the total Employed and Unemployed individuals The labor force participation rate is calculated as the number of individuals in the labor force divided by the total civilian, working-age, non-institutionalized population Labor Force Participation Rate = civilian labor force / total work-eligible population |
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explain and differentiate the different types on unemployment
seasonal |
The result of a decrease in the demand for labor due to the changing of the season
Examples include: Agricultural jobs Construction jobs Holiday/Resort work |
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fractional unemployment
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is the temporary unemployment that results from the search time that occurs when people are searching for suitable jobs and firms are looking for suitable workers.
People seeking work do not usually take the first job offered to them. Likewise, firms do not usually take the first person they interview. People and firms engage in a search to match up skills and interests. While the unemployed are looking, they are frictionally unemployed. Whether the unemployment is due to having been fired, or from having voluntarily quit, frictional unemployment is short term and results from normal turnover in the labor market, as when people change from one job to another. |
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structural unemployment
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Structural Unemployment:
Related to a lack of job mobility. The result of major industrial or technological changes, it occurs when workers lack the necessary skills for jobs that are available or have particular skills that are no longer in demand A mismatch of skills to labor needs E.g., when a major industry is in decline and lays off many of its workers Characteristics of structural unemployment: Tends to be concentrated among certain groups of workers Tends to be long-lasting Structural unemployment, like frictional unemployment, reflects the dynamic dimension of a changing economy. Over time, new jobs open up that require new skills, while old jobs that required different skills disappear. Structural unemployment is more long term and serious than frictional unemployment because these workers do not have marketable skills. |
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cyclical unemployment
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Cyclical Unemployment:
In years of relatively high unemployment, some joblessness may result from short-term cyclical fluctuations in the economy This type of unemployment is the result of movement through the business cycle; during expansions, unemployment is low, while during recessions, unemployment is high Unemployment rates above the natural (typical 5%) level show the existence of cyclical unemployment |
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explain how the unemployment rate is calculated, what it means, and weaknesses to the calculation
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Unemployment refers to the inability of labor force participants to find paid employment
Who is considered unemployed? A person must satisfy three criteria: without a job would be able to take a job if it were offered has looked for work in the preceding four weeks Unemployment Rate: The proportion of the labor force that is unemployed The unemployment rate is calculated as the total number of unemployed individuals divided by the total number of individuals in the labor force |
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weaknesses to the calculation
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The unemployment rate may be understated due to…
Discouraged workers those that quit looking for a job in periods of prolonged recession, thinking that the chances of landing a job are very bleak. Individuals who have not actively sought work for four weeks are not counted as unemployed; instead, they fall out of the labor force. People looking for fulltime work who grudgingly settle for part-time jobs are counted as “fully” employed, even though they are only “partly” employed. The unemployment rate may be overstated due to… A number of jobs in the underground economy, aka “black markets” (e.g., drug dealing, prostitution, gambling, and so on) are not reported. In addition, many people may claim they are seeking work when, in fact, they may just be going through the motions so they can continue to collect unemployment compensation or receive other government benefits. |
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explain education, age, sex, race, and unions as factors of unemployment
education |
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age
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sex
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race
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unions
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n
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describe discouraged workers, categories of unemployed workers, and underemployment
discouraged workers |
those that quit looking for a job in periods of prolonged recession, thinking that the chances of landing a job are very bleak. Individuals who have not actively sought work for four weeks are not counted as unemployed, instead they fall out of the labor force.
people looking for full-time work who grudgingly settle for part time jobs are counted as "fully" employed even though they are only part time |
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discuss the effects of changes in the minimum wage on unemployment
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at the minimum wage, the quantity of labor supplied grows bc more people are willing to work at a higher wage
however the quantity of labor demanded falls bc some employers would find it unprofitable to hire low skilled workers at the higher wage since minimum wage earners a majority of whom are 25 years or younger, are a small portion of the labor force, most economists believe the effect of minimum wage on unemployment is small |
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describe the efficiency wage models effect on unemployment
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it is generally assumed that as productivity rises, wages rise, and workers can raise their productivity through investments in human capital like education and on the job training.
some economists however follow the efficiency wage model, which is based on the belief that higher wages lead to greater productivity -under this model, employers pay their employees more than the equilibrium wage to be more efficient proponents of this theory suggest that it may lead to attracting the most productive workers, fewer job turnovers, and higher morale. which in turn can lead to lower hiring and training costs since the efficiency wage rate is greater than the equilibrium wage rate, the quantity of labor supplied is greater than the quantity of labor demanded, resulting in greater amounts of unemployment -if enough firms resort to paying the efficiency wage rate it leads to a surplus of workers who want jobs and cannot find them -this, like a binding minimum wage, leads to unemployment |
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discuss the differences between independent contractors, temporary workers, and employees
independent contractors |
contractual relationships
occur when persons or companies are hired to perform work but who are not legal employees |
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temporary workers
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are usually employed by a temporary employment agency that the employer had contracted with, not a legal employee of the organization but can be determined to be an employee if they have been under direct control for the organization for some time
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employees
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legal workers of the organization from whom the organization must withhold taxes
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employment at will and exceptions to it
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provisions state that either party in the employment relationship can terminate that relationship at any time, regardless of cause
exceptions -contracts federal and state law violations of public policy, implied contract and good faith and fair dealing |
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define the term psychological contract and its relevance to the management of human capital
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a persons perceptions about what each party owes the other in a relationship ( perceived promises)
Transactional contract: a type of psychological contract in which the parties have a brief and narrowly defined relationship that is primarily economic in focus relational contract: a type of psychological contract in which the parties have a long-term and widely defined relationship with a vast focus |
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discuss the likely effects on employees when they believe their psychological contracts have been breached/violated
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psychological contracts
-important bc when they are breached or violated, employees react very negatively negative outcome - attitudinal: decreased commitment, job satisfaction, trust, justice perceptions, and increased cynicism -Behavioral: enhanced likelihood of turnover and deviant behavior, decreased job performance |
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describe the different types of discrimination including guidelines on employee selection, disparate treatment, and adverse/disparate impact
age discrimination |
excluding older workers from important activities
-making negative changes in the performance evaluations of older employees -denying older employees job related education, career development, or promotional opportunities -selecting younger job applicants over older, better qualified candidates -pressuring older employees into taking early retirement -reducing the job duties and responsibilities of older employees -terminating older employees through downsizing |
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calculate adverse / disparate impact
adverse |
the rejection of a significantly higher percentage of a protected class for employment, placement, or promotion when compared with a non-protected class
possibly the unintentional result of an innocent act, yet outcome is still discriminatory restricted policy ( disparate treatment) - an employers intentional unequal treatment or evaluation by different standards of protected-class members -a situation in which protected class members receive unequal treatment or are evaluated by different standards |
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discuss legal defenses to adverse impact and disparate treatment ( business necessity and BFOQ)
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bona fide occupational qualification (BFOQ)
-suitable defense against a discrimination charge only where age, religion, sex or national origin is an actual qualification for performing the job business necessity -work-related practice that is necessary to the safe and efficient operation of an organization |
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understand EEOC record keeping and posting requirements and the process for filing a claim
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composition of eeoc
-five members and a general counsel appointed by the president and confirmed by the senate -members serve staggered five year terms -no more than three commission members from the same political party -general counsel serves a four year term Purpose of eeoc -formulating eeo policy and approving all litigation involved in maintaing equal employment opportunity |
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record keeping
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organizations subject to Title VII are required by law to maintain specific employment records and reports as well as post EEO regulations in a public place
- to show evidence of EEO and affirmative action efforts, firms should retain copies of recruitment letters sent to minority agencies, announcements of job openings |
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process for filing a claim
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Employees or job applicants who believe they have been discriminated against may file a discrimination complaint, or charge form, with the EEOC.
If a case is found, it is generally settled out of court. If it cannot be settled, the EEOC has the power to prosecute the organization in court. If no case is found, the EEOC may dismiss the charge. Here the claimant is issued a right-to-sue letter which permits the employee to file a private charge with the courts. |
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describe affirmative action and the basic steps in developing an affirmative action program
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affirmative action
-policy that does beyond equal employment opportunity by requiring organizations to comply with the law and correct past discriminatory practices by increasing the numbers of minorities and women in specific positions |
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discuss the legal definitions of sexual harassment ( quid pro quo and hostile work environment)
quid pro quo |
Quid Pro Quo: “This for that.” Two people in unequal bargaining positions. Sexual blackmail.
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hostile work environment
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Hostile Work Environment: Can be between equals in the workplace. No “welcome or unwelcome” issues.
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list the major provisions of
civil rights act of 1964 and 1991 1964 |
States that discrimination is prohibited on the basis of: Race, Color, Religion, Gender, and National origin (a group of people sharing a common language, culture, ancestry, and/or similar social characteristics)
Bars discrimination in all HR activities, including hiring, training, promotion, pay, and benefits. Established the EEOC It applies to all private employers in interstate commerce who employ fifteen or more employees for twenty or more weeks per year (and many others…see pg. 91) |
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1991
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The awarding of damages in cases of intentional discrimination or unlawful harassment (compensatory and punitive)
Compensatory – Payment for future money losses, emotional pain, suffering, mental anguish, etc. Punitive – Payment for engaging in discrimination with malice or indifference to the law Allows juries rather than federal judges to decide discrimination claims Limited damage amounts based on number of employees And several others (pg. 96-98) |
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executive order 11246
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This order extends Title VII (the CRA of 1964) to government contractors with contracts exceeding $10,000
It also requires contractors employing 50 or more employees with contracts in excess of $50,000 develop affirmative action plans Finally, it also created the Office of Federal Contract Compliance Programs (OFCCP) to ensure EEO in the federal procurement area |
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age discrimination in employment act of 1967
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This act prohibits employers from discriminating against people age 40 or older in any area of employment because of age
Covers employers with twenty or more employees, unions with twenty-five or more members, employment agencies, and federal, state, and local governments |
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americans with disabilities act of 1990
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This act prohibits employers from discriminating against individuals with physical and mental handicaps and the chronically ill
Employers cannot use selection procedures that screen out or tend to screen out disabled people, unless the procedure is shown to be job-related There is difficulty in determining what exactly a disability is; A disability is defined as: A physical or mental impairment that substantially limits one or more of the major life activities, A record of such impairment, and Being regarded as having such an impairment |
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fair labor standards act
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Set a minimum wage
Established child labor provisions Requires overtime pay (1.5 time) for hours worked over 40 hours in a week Jobs covered by the act are called non-exempt and include most hourly non-supervisory employees; Non-exempt employees are covered by the minimum wage and overtime provisions of the FLSA |
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equal pay act of 1963
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Men and women doing the same (similar) job should be paid the same
This act outlaws discrimination in pay, benefits, and pensions based on the employee’s gender Employers are prohibited from paying employees of one gender at a rate lower than that paid to members of the other gender for doing equal work Equal work means they require substantially the same skill, effort, and responsibility under similar working conditions and in the same establishment |
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family and medical leave act of 1993
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This act requires employers to provide employees up to 12 weeks of unpaid leave for:
Birth or adoption of a child Care for sick spouse, child, or parent Care for employee’s own serious health problems |
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occupational safety and health act of 1973
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This act created the Occupational Safety and Health Administration, which develops and enforces mandatory job safety and health standards
The main provision of OSHA states that each employer has a general duty to furnish each employee a place of employment free from recognized hazards that cause or are likely to cause death or serious physical harm (general duty clause) |
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define individual differences and identify the general categories of individual differences that are important in work organizations ( including KSA'a and personality traits)
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individuals are unique in terms of their
knowledge skills abilities personalities perceptions attitudes emotions ethics no two people are completely alike |
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extraversion/introversion
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the extraversion introversion dimension can be viewed as representing the way your prefer to interact with your environment ( including others and yourself)
extravert -sociable, assertive, confident, talkative. -experience more positive affect, perform more OCBs introvert -reserved, timid, quiet, loner extraverts tend to experince more positive affect (PA) and perform more organizational citizenship behaviors(OCBs) according to scientific studies, extraversion if not a good predictor of overall job performance |
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agreeableness-antagonism
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this dimension can be viewed as representing your interpersonal orientation
agreeable- cooperative, warm, supportive, a team player antagonistic- cold, argumentative, belligerent, skeptical too much agreeableness can be maladaptive. Individuals high in agreeableness are not necessarily the most effective managers/decision makers possibly a good predictor of your ability to work in a team, perform OCBs and engage in empathetic social support with colleagues |
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openness -resistance to experience
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this dimension can be viewed as representing your willingness to try new things and change your beliefs and opinions
open to experience- creative, curious, original, daring, broad interests. resistant to experience- risk-averse, narrow interests, closed minded individuals higher in openness to experience are more likely to benefit from training experiences |
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conscientiousness-carelesness
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this dimension can be viewed as representing your tendency to pay attention to detail and follow through on tasks
conscientious- ambitious, hardworking, persevering, detail-orientated carless- disorganized, irresponsible, messy, flaky conscientiousness is predicted of overall job performance |
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emotional stability-neuroticism
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this dimension can be viewed as representing your tendency to feel/display certain moods and emotions
emotionally stable-calm, self-confident, secure neurotic- insecure, anxious, depressed, nervous, jittery high neurotics experience more emotional distress and negative affect (NA) research shows that high neurotics are not predicted to be top performers |
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describe the determinants of personality ( heredity, environment, and situation)
heredity |
increasing scientific evidence of a genetic component to personality ( nature component-aprox 50%)
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environment
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personality also influenced by life experiences (nurture component-aprox 50%)
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situation
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your personality is generally stable, however, your thoughts, feelings, and behaviors may be influenced by the situations you are in
strong situation- if situations are strong( ie there are strict norms for appropriate ways of thinking, feeling, or behaving) then personality is unlikely to manifest itself in behavior -ex a talkative person is more likely to exhibit this characteristics in interactions with friends than when at church weak situations- in weak situations ( ie no strict norms guiding your thoughts, feelings, behaviors) personality is more likely to determine your behaviors) |
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Big five personality traits
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extraversion
agreeableness conscientiousness emotional stability openness to experience |
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describe how core-self evaluations, self monitoring, and positive/negative affect influence individual behavior in organizations
CSE |
core self evaluations (CSE) is a broad set of personality traits that refers to self-concept
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self monitoring
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is the extent to which people base their behavior on cues form other people and situations
high self monitors- act less consistently based on situational cues low self monitors- act more consistently based on internal cues |
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positive/negative affect
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describes the extent to which individuals focus on the positive or negative aspects of themselves, other people, and the world in general
PA- an individuals tendency to accentuate the positive aspects of himself/herself, other people, and the world NA- an individuals tendency to accentuate the negative aspects of himself/herself, other people and the world |
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summarize the general nature of the perception process and explain how characteristics of the perceiver, the target, and the situation affect it
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perception involves the way we view the world around us
social perception is the process of interpreting information about another person our perception is influenced by ourselves as perceivers, the target person, the situation see slide |
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barriers to social perception
primary effect |
heavy weight given to first info
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recency effect
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heavy weight given to info
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stereotyping
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belief that all members of specific groups share similar traits and are prone to behave the same way
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halo/horns effect
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the tendency for your overall impressions of others to affect your objective evaluations of their specific traits; perceiving high correlations bw characteristics that may be unrelated
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projection
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view others as having thoughts or feelings, etc. ( particularly undesirable) that we actually have
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selective perception
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the tendency to focus on some aspects of your environment while ignoring others ( see things only from your perspective)
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perceptual defense
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retaining existing perceptions in the face of new information that conflicts with those perceptions ( can be purposeful or unconscious)
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expectancy effect
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occurs when you perceive stimuli mostly in ways that will confirm your expectations ( self fulfilling prophecy)
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explain the attribution process
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attribution theory explains how we pinpoint the causes of our own behaviors and those of other people
internal attributions are made to something within the individuals control -i failed/succeeded at this task bc of something about me external attributions are made to sources beyond the individuals control -i failed/succeeded at this task bc of someone or something other than me |
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define the term organizational culture and identify the levels of culture
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organizational culture: a pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think and feel in the organization
shared communicated through symbols passed down from generation to generation |
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levels of culture
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artifacts- are symbols of culture in the physical and social work environment.
-the most visible and accessible level of culture -artifacts of culture include: physical facilities, ceremonies and rites, stories,rituals, symbols. values- are underlying beliefs about what should or should not be -espoused valed- what members say they value -enacted values- values reflected in behavior assumptions- are deeply held beliefs that guide behavior and tell members how to perceive and think about things -the essence of culture -violating assumptions is unthinkable |
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explain the four functions of organization culture within organization
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provides a sense of identity to members and increases commitment
provides a way for employees to interpret the meaning of events reinforces the values in the organization serves as a control mechanism for shaping behavior |
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describe the relationship be organization culture and performance using the strong culture, the fit p, and the adaptation perspectives
strong culture |
-a culture is good if it is strong
-strong culture: a culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders strong cultures outperform other organizations -goal alignment -high level of motivation -control without bureaucracy |
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the fit perspective
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a culture is good only if it fits the industry or the firms strategy
useful in explaining short term performance but not long term performance fails to explain how firms can adapt to environmental change |
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adaptation perspectives
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a culture is good if it allows the organization to adapt to its environment
an adaptative culture -encourages confidence and risk taking -had leadership that produces change -focuses on the changing needs of customers -facilitates change to meet the needs of stockholders, customers, and employees |
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explain the leaders role in shaping and reinforcing culture
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read
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define organization socialization and describe the three stages of socialization process
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organizational socialization: the process by which newcomers are transformed from outsiders to participating, effective members of the organization
-how new members learn the organizations culture |
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three stages
anticipatory socialization |
takes place prior to the first day of work
-newcomers bring prior learning and expectations to the job -realism and congruence |
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encounter
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newcomers learn the tasks associated with the job, clarify their roles, and establish new relationships
task,role, and interpersonal demands |
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change and acquisition
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newcomers begin to master the demands of the job
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describe the individual and organizational outcomes of successful socialization
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good performance
high job satisfaction intent to stay with organization low level of distress symptoms high level of organizational commitment adoption of values and norms |
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describe the two basic approaches to changing the existing organization culture
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changing an organizations culture is feasible but difficult
- assumptions- the deepest level of culture-are often unconscious culture is deeply ingrained and behavioral norms and rewards are well learned |
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two basic approaches
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remove those employees who are perpetuating the current, undesirable culture and do not hire any more employees who fit with the current culture
seek out those employees who exemplify the new, desired culture and hire more employees who fit with the new culture |
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explain how an organizations culture can impact the ethical behavior of organization members
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model ethical behavior
discuss ethical issues openly establish trust communicate boundaries of ethical conduct select employees who support an ethical culture reward ethical behavior punish unethical behavior |
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describe the relationship between HRM strategy and training
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describe "firm specific" and "general" skills
firm specific |
those skills that are valuable only in that particular organization (more specific knowledge)
Employers often assume the cost of firm-specific skills training. Why are employees reluctant to invest their own money in training for firm-specific skills? |
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general
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those skills that employees possess that could be used in multiple organizations (basic verbal, math, and computer skills)
Employees often assume the cost of general skills training. Firms would prefer to hire general skills than train for them. Why are firms reluctant to pay for employees to acquire general skills? |
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discuss the advantages and disadvantages of firm specific and general skills for employers and employees
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explain the connection between the firm-specific skill/general skill typology and the two types of socialization/training (i.e for KSAs, for cultural enrichment.) for example, is KSA training more likely to involve firm specific or general skills
training for ksa |
includes training directly related to job performance (firm specific) and more general skills training (e.g., grad school)
employees willing & motivated to engage in KSA training b/c it increases their external marketability and allows them to see a direct relationship between training and successful current job performance |
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training for enrichment
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training that helps employees fit with the organizational culture
employees less willing & motivated to engage in this type of training b/c they may perceive it as brainwashing and doesn’t increase their external marketability works best with highly committed & identified employees |
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list and discuss the four different forms of training evaluation
participant reactions |
Participant Reactions
simplest & most common approach questions for training participants include: “What were your goals for this training?”, “Did you achieve them?”, “Would you recommend this program to others?” |
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participant learning
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Participant Learning
check to see if participants have learned anything from the training pre-test to determine a baseline, also test those who do not attend for comparison purposes |
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participant behavior
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Participant Behavior
are trainees able to apply what they’ve learned to the job? |
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training results
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Training Results (ROI)
calculate training benefits (quality improvements, profit & productivity increases |
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describe and discuss porters strategy typology
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describe the concept of "core capabilities"
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integrated knowledge sets within an organization that distinguish it from its competitors and deliver value to customers
sustained competitive advantage through people is achieved if these human resources are -valuable -are rare and unavailable to competitors -are difficult to imitate -are organized for teamwork and cooperation |
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identify and differentiatie the criteria for a core capability ( or resource ) to become a source of sustained competitive advantage for an organization
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sustained competitive advantage through people is achieved if these human resources are
-valuable -are rare and unavailable to competitors -are difficult to imitate -are organized for teamwork and cooperation |
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identify the two dimensions along which human capital differs in the human capital architecture
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continued
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identify the four types of workers based on the human capital architecture model
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strategic knowledge workers- employees who have unique skills that are directly linked to the companys strategies
-r&d scientist core employees- employees with skills to perform a predefined job that are quite valuable to a company, but not particularly unique or difficult to replace -sales people supporting labor- employees whose skills are less strategic value and generally available tin the labor market -clerical workers alliance partners-individuals and groups with unique skills, but those skills are not directly related to a companys core strategy -consultants |
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identify the two generic HR strategies outlined in class ( high performance/commitment work system and control-orientated work system)
High performance work system (HWPS) |
is a specific combination of HR practices, work structures and processes that maximizes employee knowledge, skill, commitment, and flexibility
is composed of many interrelated parts that complement one another to reach the goals of an organization, large or small |
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control-orientated work system
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is a specific combination of HR practices, work structures, and processes that minimized employee knowledge and skill requirements, and seeks to limit that variability of performance across people
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identify the components that make up a high performance work system, and those that make up a control-orientated system
HWPS |
egalitarianism and engagement
egalitarian- work environments eliminate status and power differences and, in the process, increase collaboration and teamwork when this happens, productivity can improve if people who once worked in isolation from (or opposition to) one another begin to work together |
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continued
shared information |
a shift away from the mentality of command and control toward on more focused on employee commitment
creating a culture of information sharing where employees are more willing (and able) to work toward goals for the organization |
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continued
knowledge department |
employees in high performance work systems need to learn in " real time' on the job, using innovative new approaches to solve novel problems
the number of jobs requiting little knowledge and skill is declining while the number of jobs requiring greater knowledge and skill is growing rapidly |
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continued
performance-reward linkage |
it is important to align employee and organizational goals. when rewards are connected to performance, employees will naturally pursue outcomes that are mutually beneficial to themselves and the organization
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principles of a control-orientated system
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egalitarianism and engagement
-very little employee influence over "management decisions" -no formal employee complaint/ grievance mechanisms - shared information -little communication/socialization efforts -very little performance information shared -very little strategic information shared knowledge development -low skill requirements -limited training efforts -job tasks narrowly defined/standardized performance-reward linkage -limited benefits -relatively low wages -may have incentive based individual rewards |
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describe how the components of a high performance work system, and other HR systems fit together ( internal fit) to support (or not) business strategy (external fit)
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assessing internal fit
-do all internal elements of the HR system compliment and reinforce one another? external fit- are workforce deliverables connected with key strategic performance drivers? |
