Management Chapter 15

Selection and Placement Strategies

1. Job-Description Best Practices 2. Tailoring Selection to Match Company Culture 3. Interviewing and Testing 4. International Staffing and Placement

strategy

It is important to mutually assess how well employees' preferences align with the company's ________________

motivation theory

The reasons profit-sharing plans would improve organizational performance relate to ______________ ______________ A profit-sharing plan will likely encourage employees to monitor one another's behavior because "loafers" would erode the rewards for everyone

reward employees

There are two main theories of how to ___________ _____________: 1. advocates rewarding individual performance, through plans such as commissions-sales schemes and merit-based-pay 2. reward team performance, without regard for individual accomplishment

buying

___________ means hiring an employee who has all the necessary skills and experience to fulfill the role from day one useful when it is too difficult to predict exactly which skills will be needed in the future

hybrid

____________ pay system would reward individual and team performance, promoting excellence at both levels 1. features a base rate of pay for individual performance that increases when the group reaches a target level of performance - individuals have a clear pay-for-performance incentive, and their rate of pay increases when the group as a whole does well 2. he pay-for-performance rate also increases when a target is reached - every team member must reach a target level of performance before the higher pay rate takes effect (clearly incentivizes the better performers to aid poorer performers)

making

_____________ an employee means hiring a person who does not yet have all the needed skills to fulfill the role, but who can be trained to develop them key is to distinguish between the high-potential employees who do not yet have the skills but who can learn them from employees with less potential

incentive pay

a bonus paid when specified performance objectives are met (pink cadilac)

bonuses

a gift given occasionally to reward exceptional performance of for special occasions show an employer appreciates his or her employees and ensures that good performance or special events are rewarded

situational interviews

a job interview where candidates are asked in-depth questions about specific job situations in the past or future

succession planning

a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company

stock options

a right to buy a piece of the business that may be given to an employee to reward excellent service an employee who owns a share of the business is far more likely to go the extra mile for the operation

workforce scorecard

an application of the balanced scorecard concept to an organization's human capital to identify and measure the behaviors, skills, mind-sets, and results required for the workforce to contribute to the company's success 4 key sequential elements: 1. Workforce mind-set and culture 2. workforce competencies 3. leadership and workforce behaviors 4. workforce success

talent management

anticipating the need for human capital and setting a plan to meet it

reciprocity

building a network is adding value to lots of people's lives so that they, in turn, will want to add value to yours

e-HRM

business solution based on the idea that information technologies, including the Web, can be designed for human resources professionals and executive managers who need support to manage the workforce, monitor changes, and gather the information needed in decision making can enable all employees to participate in the process and keep track of relevant information include the following: •Answer basic compensation questions. •Look up employee benefits information. •Process candidate recruitment expenses. •Receive and scan resumes into recruiting software. •Enroll employees in training programs. •Maintain training catalog. •Administer tuition reimbursement. •Update personnel files.

pay

can be thought of in terms of an individual's "total compensation package" that includes an individual's base salary, variable pay, share ownership, and other benefits

War for talent

competition between organizations to attract and retain the most able employees

direct pay

employee's base wage

expatriates

employees assigned to a foreign location on a temporary basis

job evaluation

evaluation of the positions in an organization to understand job design requirements and identify positons critical to strategy and firm performance

indirect pay

everything from legally required programs to health insurance, retirement, housing, etc.

bonus

form of variable pay where the employee earns a one-time cash payment based on achieved objectives

Job enrichment

important for retaining employees

nonmonetary pay

includes benefits that do not involve tangible value, such as a desirable location

High-Performance Work System (HPWS)

set of management practices that attempt to create an environment within an organization where the employee has greater involvement and responsibility all about determining what jobs a company needs done, designing the jobs, identifying and attracting the type of employee needed to fill the job, and then evaluating employee performance and compensating them appropriately so that they stay with the company design involves putting all the HR pieces together

questions not to ask

1. age 2. race, color, national origin, gender 3. religious or sexual orientation 4. health or disabilities 5. marital status, children, personal life, pregnancy, or arrest records

levels of succession planning

1. no planning at all 2. simple replacement plan - typically the organization has only considered what it will do if key individuals leave or become debilitated 3. the company extends the replacement plan approach to consider lower-level positions, even including middle managers 4. the company goes beyond the replacement plan approach to identify the competencies it will need in the future - management along with a promote -from-within initiative 5. in addition to promoting from within, the organization develops the capability to identify and recruit top talent externally - however, primary source of successors should be from within, unless there are key gaps where the organization does not have key capabilities

key elements of HR

1. selection and placement 2. job design 3. Compensation and rewards 4. diversity management

At-will employment doctrine

A doctrine of American law that defines an employment relationship in which either party can break the relationship with no liability, provided there was no express contract for a definite term governing the employment relationship and that the employee does not belong to a collective bargaining unit (i.e., a union).

Balanced Scorecard

A framework designed to translate an organization's vision and mission statements and overall business strategy into specific, quantifiable goals and objectives and to monitor the organization's performance in terms of achieving these goals

expatriate

Managers may want to choose an __________ when: 1. Company-specific technology or knowledge is important 2. confidentiality in the staff is an issue 3. there is a need for speed 4. work rules regarding local workers are restrictive 5. corporate strategy is focused on global integration

local hire

Managers may want to staff the positon with a _________ ________ when" 1. the need to interact with local customers, suppliers, employees, or officials is paramount 2. corporate strategy is focused on multidomestic/market-oriented operations 3. cost is an issue 4. immigration rules regarding foreign workers are restrictive 5. large cultural distances between the host country and candidate expatriates

groupthink

Research shows that the more diverse the group in terms of expertise, gender, age, and background, the more ability the group has to avoid the problems of __________________

scorecard

The __________________ is vital because most organizations have much better control and accountability over their raw materials than they do over their workforce

non-profits

When it comes to succession planning, ________________________ face a particularly difficult challenge of attracting workers to a field known for low pay and long hours. Often, the people attracted to the enterprise are drawn by the cause rather than by their own aspirations for promotion. Thus, identifying and training employees for leadership positions is even more important

strategic

not transactional measures

Strategic Human Resource Management (SHRM)

organizational level approach to human resources management with a concern for the effects of HRM practices on firm practices ensures that people are a key factor in a firm's competitive advantage requires attracting the right employees to the company, identifying metrics to help employees stay on target to meet the company's goals, and rewarding individuals appropriately for their efforts so that they stay engaged and motivated all managers and executives need to be involved because the role of human capital people is so vital to a company's competitive advantage answers the following key questions: 1. Competence 2. Consequence 3. Governance 4. Learning and Leadership

profitable

organizations that value their employees are more _____________ than those that do not

Human resources

previously was considered a support function associated with dispersal of benefits and assurance of compliance to legal mandates now becoming a strategic partner in helping a company achieve its goals

Job design

process of putting together various elements to form a job, bearing in mind organizational and individual worker requirements involves training employees to have the knowledge and skills to perform all parts of their job and providing them with the authority and accountability to perform effectively

profit-sharing

programs that provide employees an incentive based on company profits assumption behind these programs is that organizations are profitable thanks to the efforts of all employees; hence employees are entitled to a portion of the profits have the intention to encourage workers to think like owners of a business

run smaller batch sizes

rather than sending employees to three-year-long training programs, companies send their employees to shorter programs more frequently. with this approach, managers do not have to make the training decision so far in advance

control

strategic human resources falls under which function of the POLC framework?

financial performance

talent management practices that correlate highly with exceptional __________________ ____________: 1. Creating globally consistent talent evaluation 2. Achieving cultural diversity in a global setting 3. Developing and managing global leaders

human capital

the collective sum of the attributes, life experience, knowledge, inventiveness, energy, and enthusiasm that people choose to invest in their work

outsourcing

to avoid ________________________, HR needs to stay relevant and accept accountability for its business results. In short, the people strategy needs to be fully aligned with the company's business strategy and keep the focus on outcomes.

goals

to help employees grow, develop, and reach their _____________: 1. connect people with mentors and help them build their networks 2. networks help connect people with a sense of purpose

transactional

type of measure that is an activity based metrics easiest to measure and include counting the number of new people hired, fired, transferred, and promoted

employee self-service

when an employee does a task themselves, such as: 1. enrolling for benefits 2. enrolling for training programs

gainsharing

when an organization shares the financial gains with employees, such that employees receive a portion of the profit achieved from their specific efforts and ideas How much they receive is determined by their performance against the plan more effective in companies with fewer than 1,000 people can only be successful if employees believe and see that if they perform better, they will be paid more

selection and placement

when hiring, effective ________________ _____ ________________ involves acquainting prospective new hires with the nature of the jobs they will be expected to fulfill: explaining the technical competencies needed and defining behavioral competencies this process involves teaching the organization's culture by discussing the values that underpin the organization

pay for performance

when pay is tied directly to an individual's performance in meeting specific business goals or objectives

signature experience

your company's signature experience is the distinctive practice that shows what it is really like to work at your company sets your company apart