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69 Cards in this Set
- Front
- Back
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Human resource planning Recruitment Selection Induction & orientation Training & development Performance appraisal Employment decisions Separations |
Staffing procedure: |
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Human Resource Planning |
The planned output of any organization will require a systematic deployment of human resources at various levels. |
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Forecasting Programming Evaluation & control |
HRP 3 Activities |
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Forecasting |
An assessment of future human resource needs in relation to the current capabilities of the organization |
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Programming |
Means translating the forecasted hr needs to personnel objectives & goals |
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Eval & control |
Refers to monitoring hr action plans and evaluating their success |
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Time series methods Explanatory / causal model Monitoring methods |
Methods of forecasting: |
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Time series method |
Use historical data to develop forecasts of the future |
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Explanatory / causal models |
Attempts to identify the major variables that are related to or have caused particular past conditions... |
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Regression models Econometric models Leading indicators |
3 major types of explanatory models |
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Econometric models |
System of regression equations estimated from past-time series data |
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Leading indicators |
Refers to time series that anticipate business cycle turns |
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Monitoring methods |
Provide early warning signals of significant changes in established patterns and relationships so that the engineer manager can assess that likely impact.. |
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Recruitment |
Refers to attracting qualified persons to apply for vacant positions in the company |
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Org's current employees Newspaper advertising Schools Referrals from employees Recruitment firms Competitors |
Source of applicants: |
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Selection |
The art of choosing from those that are available the individuals most likely to succeed on the job |
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Application blanks References Interviews Testing |
Ways of determining the quifications of a job candidate: |
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Application blanks |
Provides information abt a person's characteristics such as age, marital status, address, educational bg, experience, and special interests. |
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References |
Those written by previous employers, co-workers, teachers club officers, etc wc provides statements abt info on the character of the applicants |
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Interviews |
Asking a series of relevant questions to the job candidate |
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Testing |
Involves an evaluation of the future behavior or performance of an individual |
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Psychological tests Physical examination |
Testing types: |
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Aptitude test Performance test Personality test Interest test |
Classification of psychological test: |
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Psychological tests |
An objective, standard measure of a sample behavior |
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Physical examination |
A type of test given to assess the physical health of an applicant |
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Aptitude test |
One used to measure a person's capacity or potential ability to learn |
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Performance test |
One used to measure a person's current knowledge of a subject |
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Personality test |
One used to measure personality traits as dominance, sociability, and conformity |
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Interest test |
One used to measure a person's interest in various fields of work |
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Induction |
The new employee is provided w the necessary information abt the company |
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Orientation |
The new employee is introduced to the immediate working environment and co-workers |
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Training |
Learning that is provided in order to improve performance on the present job |
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Training programs for non-managers Training & educational programs for executives |
2 general types of training programs: |
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OJT Vestibule school Apprenticeship program |
Training program for non-managers: |
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Training program for non-managers |
Direct to non-managers for specific increases in skill and knowledge to perform a particular job. |
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OJT |
Trainer is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer |
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Vestibule school |
Where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present |
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Apprenticeship program |
Where a combination of ojt and experiences with classroom instruction in particular subjects are provided to trainees |
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Special courses |
Those taken which provide more emphasis on education rather than training |
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In-basket Management games Case studies |
Training Programs for Managers: |
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In-basket |
Where the trainee is provided w a set of notes, messages, telephone calls, letters, and reports |
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Management games |
Is a training method where "trainees are faced w a simulated situation and are required to make an ongoing series of decisions about that situation" |
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Case studies |
This method presents actual situations in orgs and enable one to examine successful and unsuccessful operations. |
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Role-playing Behavior modeling Sensitivity training Transactional analysis |
The interpersonal competence of the manager may be developed through: |
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Role-playing |
A method by which the trainees are assigned roles to play in a given case incident |
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Behavior modeling |
This method attempts to influence trainee by "showing model persons behaving effectively in a problem situation" |
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Sensitivity training |
Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed |
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Transactional analysis |
A training method intended "to help individuals not only understand themselves and others but also improve their interpersonal communication skills" |
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OJT |
Provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job |
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Coaching |
This method requires a senior manager to assist a lower-level manager by teaching him the needed skills.. |
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Understudy |
Under this method, a manager works as assistant to a higher level manager and participates in planning and other managerial functions until he is ready to assume such position himself |
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Performance appraisal |
The measurement of employee performance |
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Rating scale method Essay method Management by objectives method Assessment center method Checklist method Work standards method Ranking method Critical incident method |
Ways of Appraising Performance: |
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Rating scale method |
Where each trait or characteristic to be rated is represented by a line or scale on which the rater indicates the degree to wc the individual possesses the trait |
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Essay method |
Where the evaluator composes statements that best describe the person evaluated |
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Management by objectives method |
Where specific goals are set collaboratively for the org as a whole |
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Assessment center method |
Where one is evaluated by persons other than the immediate superior |
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Checklist method |
Where the evaluator checks statements on list that are deemed to characterize an employee's behavior or performance |
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Work standards method |
Where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees |
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Ranking method |
Where each evaluator arranges employees in rank order from the best to the poorest |
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Critical incident method |
Where the evaluator recalls and writes down specific incidents that indicate the employee's performance. |
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Monetary rewards Promotion Transfer Demotion |
Employment decisions: |
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Monetary rewards |
These are given to employees whose performance is at par or above standard requirements |
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Promotion |
This refers to a movement by a person into a position of higher pay and greater responsibilities and wc is given as a reward for competence and ambition |
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Transfer |
This is the movement of a person to a diff job at the same or similar level or responsibility in the org. |
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Demotion |
A movement from one position to another wc has less pay or responsibility attached to it |
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Separation |
Either a voluntary or involuntary termination of an employee |
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Voluntary separation |
The org's mgmt must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary |
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Involuntary separation |
The last option that the mgmt exercises when an employee's performance is poor or when he/she commited an act violating the company rules and regulations |
