Human Resource Management

Front 1

Halo/Horn performance error

Back 1

Halo occurs when one positive performance aspect causes the rater to rate all other aspects of performance positively
Horn- one negative aspect results in the rater assigning low ratings to all the other aspects. Halo error leads to employees believing that no aspects of their performance need improvement. Horns error makes employees frustrated and defensive.

Front 2

Performance Errors

Back 2

Leniency- a rater assigns high ratings to all employees.
Severity- a rater gives low ratings to all employees, holds all employees to unreasonably high standards.
Central Tendency- rates all employees in the middle of the scale.
Recency effect: over - emphasis on recent performance
First Impression- make initial judgement and use judgement to later distort information.

Front 3

Ways to improve performance feedback.

Back 3

Give feedback frequently, Create the right context for the discussion
Have employee do self-evaluation before session, Encourage participation during session
Minimize criticism ,Praise effective performance, Focus on solving problems, Focus feedback on behavior or results, Set specific goals and a date to review progress

Front 4

Differences between training and development

Back 4

Development—covers anything that helps employees grow. job-related training, career planning, and
general personal development.
Training is a “high performance work system characteristic”

Front 5

Three phases or steps of training (e.g., needs assessment, development, and evaluation)

Back 5

Needs assessment- process used to determine if training is necessary.
Development- informational and experiential training
Evaluation- types of criteria for evaluation of training.

Front 6

3 analysis in needs assessment stage.

Back 6

organizational analysis—determines the area of the organization that is in need of training.
job analysis—determines what should be taught in the training so that the trainees may perform their jobs in a satisfactory manner.
person analysis—assesses who needs training by determining where employee performance is falling short of what is desired

Front 7

Informational Training methods

Back 7

informational— one-way transmission of information through lectures, audio/video media, and self-directed learning

Front 8

experiential training methods

Back 8

on-the-job training
computer-based training—interactive training, often used to teach employees computer skills
games are primarily used to teach decision-making skills, outdoor experiential programs are primarily used for team building
role playing—acting out roles and attempting to perform as required in a particular role
behavior modeling—watching positive examples (video or live) of job behavior, then practicing what was observed

Front 9

Definition of job rotation

Back 9

The process of systematically moving a single individual from one job to another over the course of time.

Front 10

Types of criteria for evaluation of training.

Back 10

reactions- Surveying trainee attitudes toward whether they learned, the trainer, the training itself, materials used, etc
learning—changes in knowledge by trainee
performance—checking performance appraisals for changes in trainee job behavior
organizational results—changes in organizational outcomes such as sales, turnover, absences, performance productivity, customer data, error rates. Most distal and macro criteria

Front 11

employee orientation program

Back 11

employees are informed of their roles and responsibilities to help ease their transition into the organization

Front 12

Training for teams

Back 12

often focuses on teaching members how to work more effectively or efficiently in team

Front 13

Turnover def. and types

Back 13

Permanent withdrawal types include Involuntary, terminations for poor performance or work rule violations. Voluntary, employees leave by choice. Functional, lower-performing or disruptive employees leave the organization. Dysfunctional, key individuals and high performers leave at critical times. Uncontrollable, employees leave for reasons outside the control of the organization. Controllable, occurs due to factors that could be influenced by the employer.

Front 14

Absenteeism def. and types

Back 14

temporary withdrawal. Personal needs, family issues, personal illness, stress, entitlement mentality.

Front 15

Psychological withdrawal

Back 15

Employee is physically on the job but their minds are somewhere else. Types low job involvement and low organizational commitment.

Front 16

Employer absenteeism control action(s).

Back 16

Disciplinary approach
Increasingly severe disciplinary action leading eventually to dismissal
Positive reinforcement
Rewarding attendance with prizes and bonuses, Combination approach Use of both discipline and rewards to motivate employee attendance. “No fault” absenteeism
Reasons for absence do not matter.
Paid time-off programs Time-off is not categorized by type. Absences in excess of employer-paid time-off are unpaid.

Front 17

ATTITUDES

Back 17

an evaluative judgment made about an object.
Affective component (How do you feel about the object?)
Behavioral component (What do you do because of object?)
Cognitive component (What do you think about object?)

Front 18

Job satisfaction

Back 18

a overall attitude toward the job in general. You can measure job satisfaction by pay, promotion, supervisor, co-workers, and work.

Front 19

Purposes/benefits of conducting attitude surveys.

Back 19

To pinpoint areas of concern
To observe long-term trends
To monitor program impact
To provide input for future decisions
To provide symbolic communication
Remember: Often what gets measured is what is viewed as important

Front 20

Retention Interventions

Back 20

Provide realistic job previews during the recruiting process
Improve the selection process so that there is a better person-job fit for new hires, Conduct effective job orientation and initial training
Provide job rotation, Offer competitive, fair, and equitable compensation, Provide an adequate benefits package, Offer career development and training
Engage in fair and nondiscriminatory employee relations

Front 21

Causes of job dissatisfaction

Back 21

working conditions, personal dispositions, task and roles, supervisors and co-workers, pay and benefits.

Front 22

Job involvement

Back 22

is the degree to which people identify themselves with their jobs.

Front 23

Organizational commitment

Back 23

is the degree to which an employee identifies with the organization and is willing to put forth effort on its behalf.

Front 24

Outcome or distributive justice

Back 24

The judgement that people make with respect to the outcomes received relative to the outcomes received by other people with whom they identify.

Front 25

Procedural Justice

Back 25

Focuses on how the decision was made. Determinants of procedural justice are consistent, unbiased, accurate, correctable, representative, and ethical.

Front 26

Interactional Justice

Back 26

nature of how the outcomes were implemented. determinants include explanation, social sensitivity, consideration, empathy.

Front 27

Pay structure

Back 27

The relative pay of different jobs and how much they are paid.

Front 28

Pay level

Back 28

The average pay, including wages, salaries, and bonuses, of jobs in an organization.

Front 29

Compensation Objectives

Back 29

Internal Consistency, External Competitiveness, Reward Appropriate Behaviors, Be Perceived As Fair, Conform To Relevant Laws, Be Cost Effective
Be Easy To Administer, Be Integrated With Other HR Systems,
Reinforce Strategic Directions

Front 30

Concept of Equity

Back 30

Internal Equity-internal consistency
comparisons among jobs within the company, accomplished through job evaluation
External Equity- external competitiveness, comparisons to jobs outside the company
accomplished through wage surveys

Front 31

Expectancy Theory

Back 31

1. Effort-performance relationship
2. Performance-rewards relationship
3. Rewards-personal goals relationship

Front 32

Product-, labor-market competitions and their influences on compensation

Back 32

Labor Market competition is the amount an organization must pay to compete against other companies that hire similar employees. They place a lower bound on pay levels.
Product-market competition (upper bound on labor cost and compensation)

Front 33

Pay surveys

Back 33

provide information on going rates of pay among competing organizations.

Front 34

Characteristics of benchmark jobs

Back 34

Prototype Jobs
Reference (Anchor) Points For Comparisons
Used In Both Job Evaluation And Salary Surveys
Well-Known Jobs
Stable Content
Common Across Employers
Current Pay Rates Are Viewed As Acceptable (And Stable)
Cover Range Of Compensable Factors And Pay Levels

Front 35

Characteristics of compensable factors

Back 35

job complexity, working conditions, required education, required experience, responsibility, effort.

Front 36

Market pay policy line and pay level policy

Back 36

Market- base on the key jobs for which there are both job evaluation and market pay survey data available.
Level- uses product and labor market competition.

Front 37

Deming’s criticism of merit pay programs

Back 37

Criticisms of merit pay include:
The focus on merit pay discourages teamwork.
The measurement of performance is done unfairly and inaccurately.
Merit pay may not really exist.

Front 38

Why do companies need to measure HRM effectiveness

Back 38

For marketing the function, provide accountability, and one of the best practices.

Front 39

measure HRM effectiveness- Audit approach includes three main activities.

Back 39

To evaluate customer satisfaction (employees, managers) with surveys
To review the various outcomes of the HR functional areas such as average days taken to fill open position, selection ratio, training $ per employee.
To ensure that HR programs conform to professional standards and legal guidelines, such as discrimination in selection, promotion, performance evaluation, transfers, termination, compensation, data privacy, and employee documentation and immigration status.

Front 40

measure HRM effectiveness- Analytical approach

Back 40

To assess the impact of, or the financial costs and benefits of the HR program and practice, such as utility analysis, financial measures, and benchmarking.

Front 41

Individualism-collectivism

Back 41

The strength of the relation between an individual and other individuals in a society.

Front 42

Power Distance

Back 42

how a culture deals with hierarchical power relationships

Front 43

Uncertainty Avoidance

Back 43

how cultures seek to deal with an unpredictable future.

Front 44

Masculinity-femininity dimension

Back 44

the division of roles between the sexes within a society.

Front 45

Long-term short-term orientation

Back 45

how a culture balances immediate benefits with future rewards.

Front 46

Pay-for-performance

Back 46

plans signal a movement away from entitlements. types include special recognition plans, stock option plans, individual incentive plans, team awards.

Front 47

Conditions for effective pay for performance plans

Back 47

Attain strategic goals
Reinforce organizational norms
Motivate performance at the individual, group, and organizational levels
Recognize differential employee contributions