HRM final

What is internal equity? Why does it matter? How can it be achieved?

Internal Equity is when jobs within the firm are compared to each other to decide which should be paid for. This is usually done on the basis of job complexity, responsibility, skill, education, effort required, working conditions, etc. These can be compared through various methods which groups jobs together into standard descriptions and decides where their pay should fall. This can be done by a grade system or a point system.

What might you do to reduce turnover among new employees?

New employees often have inflated expectations. - Use a "realistic job preview" to reduce expectations to a realistic level. Use a good on-boarding procedure: - Orientation, training - Mentoring - Plenty of feedback - Career discussions Intentionally increase embedding - In the organization - In the community

Simplifying Reward Structures at The Gap

Noticed its growth was slowing, it therefore decided to re- examine its payroll to see how it could use it more effectively and profitably. Decided they were overpaying low-volume stores & underpaying high-volume stores. After a lot of research, they grouped stores in different categories in terms of sales volume and profitability to compensate employees a more fairly evaluated amount. Gap set a simplified, consistent reward structure across its 3,000- store network.

turnover: push vs. pull

People may leave because they are pushed away by something dissatisfying in the organisation/job/ boss/work setting. Or they may leave because they are pulled away by something outside the organisation - family issues, an unsolicited job offer, a better opportunity, etc

Describe how to construct good graphic rating scales and say when and why you might use this method of appraisal.

The graphic rating scale, a behavioral method, is perhaps the most popular choice for performance evaluations. This type of evaluation lists traits required for the job and asks the source to rate the individual on each attribute.

What are the arguments for pay for performance/incentives? What are the arguments against the concept?

The main argument for incentives for performance is that it motivates employees and increases the amount of work that gets done due to an increase in focus. The arguments against this include that if work isn't getting rewarded, it won't get done, people could game the system, teamwork can suffer when only individual rewards are used, and it's difficult to design a good system

What are exit interviews, and how and why should organisations conduct them?

an interview held with an employee about to leave an organization, typically in order to discuss the employee's reasons for leaving and their experience of working for the organization. Most major organizations conduct exit interviews with employees who quit

Everyone hates PA; why do it? (List several purposes.)

- feedback (deserve to know what boss & employer thinks of their work) - future-oriented performance improvement and direction (how they can and should approve) - past-oriented consequences for performances achieved (discipline, discharge, bonuses, rewards) - other administrative functions (succession planning, training evaluation)

What are the newest trends in performance appraisal?

- informal, frequent check ins

What are key points to remember about conducting a termination meeting?

- notify employee of a serious meeting & invite them to bring a support person - private location - prepare in advance - Inform need to know people in advance (security, IT, HR, supervisor) - be direct, keep it short, document meeting - be prepared for emotional response - escort to desk, supervise packing, escort out of building

Profit sharing

A plant or team level reward scheme based on achieving quarterly objective goals

How would you "price" a wage structure? (That is, set the actual pay rates?)

based on external equity & what other people make for the same job, individual equity, and job analysis

exit interviews should

be used as a learning experience for the organization

What special advice would you give about training/developing managers?

ADDIE model- 1. Active Practice and Overlearning 2. Break it down: - in Parts (sometimes): Whole vs Part Learning - In Time: Massed vs Spaced Practice 3. Provide feedback 4. Overcome Interference 5. Andragogy

define transfer of training & why is it important

Ability of a trainee to apply the behavior, knowledge, and skills acquired in one learning situation to another. how to create a training program such that trainees can and will successfully apply what they have learned to the job after they have been trained.

How can you increase the chance of transfer of training occurring?

Essential to design training so that transfer of training back to the job is maximized Maximize similarity of training and job settings Teach principles underlying behaviour Use discovery learning Active practice, use overlearning Action planning, relapse prevention, and goal setting Opportunities to perform Supervisors are supportive of training Follow up meeting/ refresher training

Explain how different methods might best suit different performance appraisal purposes.

- Promotions (rated on potential) - Merit raises or selective termination (forced distribution based on past performance) - Performance improvement (goal setting) - Skill development (rating methods, check-ins) - Driving culture through the organization (rating everyone the same key values and how they are displayed in behavior)

What options are there for structuring individual incentive programs?

- Seniority based pay (little more each year you are there) - Pay for knowledge/skills (if it's important to know multiple jobs, might have a pay for skills and each additional job you are certified for) - Merit pay (permanent increase in base pay, usually not a huge amountí5%) - Bonuses (moveable fees, use at different time frames & for different amounts, customer service indicator, lump sum, one-off, not a fixed cost) - Commission (piece rate, paid by sale by %, no performance = no pay, highly motivational, can get unethical or pushy behavior)

What is special about adult learners?

- adults want a say in the learning process - adults only want to learn something if it can be applicable now -very hard to remember stuff without real life application Adults learn differently than kids Self direction: Adults want a say in the learning process Immediately applicable: adults don't learn something because it might be useful in the future Motivated to learn when they need knowledge to solve a current problem Experiential: learn through life experiences & one another, not lectures Real Life: it is very hard to remember info without real life application Pull out what they know--do not tell them what they already know Active methods U shaped rooms, conference tables, or cluster tables

pay transparency or openness may include

- explaining the pay setting process & benchmarks - revealing exactly what every employee earns

Describe the components of an effective discipline system/policy.

- fair - consistent -discipline rules clearly stated & clearly communicated - actions taken if policy is broken clearly stated & communicated - carefully followed The discipline system provides a fair and consistent means of correcting and preventing employee misbehaviour, as well as eventually underpinning termination for cause. The goal of fair and effective discipline is more likely to be achieved when there is a detailed written discipline policy which is clearly communicated to supervisors and employees, and which is carefully followed to assure fair and consistent treatment.

Suppose you are developing a training program to teach adults to drive a car. How will you apply what you have learned about T&D to do this as effectively as possible?

1. Active Practice and Overlearning 2. Break it down: - in Parts (sometimes): Whole vs Part Learning - In Time: Massed vs Spaced Practice 3. Provide feedback 4. Overcome Interference 5. Andragogy

Describe the ADDIE model and how it can be used to guide training.

1. Analyse the Training Need (Organisation, Job/Task, Person) 2. Design the Overall Training Program: what tasks are included in formal training, what skill level do we need to achieve on each task at the end of the training and how will we measure it, What will be the program's structure, sequence, duration, and delivery mode, how will we apply learning principles to create the most effective program, what methods will we use and in what order? 3. Develop the Course and Materials: APPLY IN DESIGN OF TRAINING PROGRAM--> active practice and over learning, break it down in parts (whole vs. part) or in time (massed {no breaks} vs. spaced practice {breaks b/w sessions}), provide feedback, overcome interference, & andragogy 4. Implement - Deliver the Training to the trainees* 5. Evaluate Training Effectiveness See whether the program worked as intended Did the learners attain the level of competency desired? What changes should be made? Kirkpatrick's 4 levels Reaction--similar to professor Evals, i.e. did they like it, was it useful, suggestions Learning--did you learn Behaviour--did the trainee's behave differently on the job after training, are you applying what we taught you Results--measurable improvements in the outcomes / job performance ADDIE model: idea of needs assessment (nothing else will go right if you don't have this), 3 levels of needs assessment (who, whatí are the knowledge & skills for each task to deliver in training, how (most relevant topics essential to company) jiffy lube strategically used training to deliver brand to customer, evaluation (depending on situation you might do more or less evaluating on situation) 4 levels of training evaluation did you like it & what did you learn, behavior (are you acting differently on the job), results (are you producing better/measurable results)

Job instruction training (JIT) steps

1. Get ready to instruct --> have at timetable, break down the task, have everything ready, arrange the workplace 2. Prepare the worker --> put the worker at ease, find out what they already know, arouse interest & motivation, communicate the training objective/goal, place worker facing the task 3. Present the task --> demonstrate one step at a time (repeat), emphasize key points & reasons, demonstrate at normal speed 4. Try out performance --> worker explains task, worker performs task, trainer coaches, trainer repeats demonstration/ explanations as necessary, additional supervised practice 5. Put the worker on his/her own, encourage questioning if unsure, check frequently, taper off assistance

Examples of general training methods

1. Guest speakers 2. Group discussions 3. Case studies 4. Role plays 5. E-learning 6. Projects

Explain three levels of training needs assessment and why you do needs assessment.

1. Organizational: --> training consistent with the organization's goals/strategy/culture, which training program/jobs/units should have priority and why, will employees be able to transfer trained skills to use on their jobs, how will the training impact other units? 2. Job and Task: --> what tasks must be performed, how hard is it to perform this task, what do people need to know to perform this task, how important is it to be able to do this task from the very first day on the job, what are the consequences of performing this task incorrectly, can it be learned informally on the job or does it need a formal training program? 3. Individual: --> who needs to be trained, what do these people already know, how motivated are the trainees, what is their level of basic or pre-requisite skills, how varied in ability are the trainees, are there relevant cultural differences? Why do you do it? Establishes whether and what training is needed, and for whom Sets rational goals for the design of the training program

Explain three processes by which an employee might choose to quit.

1. The traditional model of turnover suggests that the decision to quit is made in a logical and step-by-step fashion, largely in response to dissatisfaction with the present job. 2. People may leave jobs not because of growing dissatisfaction but because of a single precipitating incident or "shock to the system." The incident can be negative and job related, such as being passed over for a promotion, receiving a bad performance review, or having a fight with a boss or peer. 3. The third process of quitting may have nothing to do with either dissatisfaction or a shock, but is merely a step in a long-planned script the employee is playing out. For instance, an employee may have always planned to quit work and drive around Australia with a caravan as soon as their oldest child left home, spend a year backpacking in Europe as soon as they had saved $20,000, or return to school to do an MBA four years after their undergrad degree.

Describe the major choices that should be considered when designing a performance appraisal system.

1. What is the main purpose of the appraisal system? (ex: individual's strengths and weaknesses for developmental purposes? Forward looking about development and future performance improvement / goal setting?) 2. What to measure? (traits, behavior, results, values) 3. What method is used to assess performance? (Depends on purpose) 4. Who assesses/rates? (Supervisor, self, peers, customers) 5. How often is performance assessed? (Depends on rhythm of work) 6. How is feedback delivered?

How and why and on what criteria can training be evaluated?

4 levels of training evaluation did you like it & what did you learn, behavior (are you acting differently on the job), results (are you producing better/measurable results)

What are some learning principles and how can you use them in designing training?

5 learning principles: Overlearning: Practicing far beyond the point at which the trainee has first performed the task correctly several times Useful for critical tasks, ex: CPR, airline crew Increases retention overtime More automatic behaviour Increases the quality of performance under stress Helps transfer learned info to the job setting Whole vs Part learning Whole: if the task is simple Part: if the task is complex Massed vs Spaced Practice Massed: ex--cramming for a final exam the night before Spaced: better than one long session when info must be remembered for a long period of time Overcoming Interference Interference: habits or learning acquired prior to training make it difficult for the trainee to absorb new material To overcome: clearly teach the principles the correct way and provide a lot of practice Knowledge of results (feedback) Critical for learning and motivation can be used in designing training based on what is being learned and how critical it is, how easy to learn it is, and if it can be continuously learned as the employee works.

How do you know a good PA system when you see one (what criteria should it meet)?

Align employee efforts with organisational priorities and strategic imperatives by assessing (and rewarding) strategically consistent behaviour. It's important that appraisal systems measure the right things -- the behaviours needed to implement the strategy, maintain the desired culture, and so on, because people will pay aaen>on to, and do, the things that are measured and rewarded. 1. Aligned with HR strategy and practices 2. Measures important parts of the job, but does not consider irrelevant parts 3. Has a clear purpose 4. practical & easy to use 5. appropriate timing & frequency 6. Incorporates communication from both the interviewer & interviewee

You are investigating what appears to be a "turnover problem." What information would you collect to enable you to design an effective and strategically aligned approach to reducing employee turnover?

Analyse the problem - who is leaving, from what departments/jobs/ locations, why are they leaving, what is it costing the organisation in terms of disruption, replacement costs, etc. Use exit interviews and regular employee surveys or focus groups to detect issues.

What are important considerations in choosing training methods to use in a program?

Choose methods which suit the nature of the material and allow for content delivery and practice as needed. Use a variety of methods to keep learners interested and engaged and to cater for different learning styles/preferences.

What are the advantages and disadvantages of appraising traits, behaviour, and/or results (KPIs)?

Don't assess traits because people cannot change their personality, but they can change their behavior. If how things get done matters a lot, then assess behavior. If you don't care how people achieve results, then you just measure results. If you have a competency model, then you have to measure competency, everything is knit together with those competency (training, appraisal, career ladders between jobs, selection, maybe for pay rises) people will pay attention to what they are measured on

What is embeddedness & what are the 3 components of it

Embeddedness--a web of relationships between their family lives, work lives, and community...when these connections are numerous and tight employees are less likely to quit...leaving a job means leaving those friends Links--if the individual fits the job and community well and has developed many links it is a substantial loss to sever these links by quitting the job Friends & mentors at work, feeling involved Fit--organizations may allow individuals to 'craft' their jobs to a certain degree to best fit them...i.e. Modifying work hours and job duties to create excellent fit that may not be available at a new employer Just customized to your needs and desires Sacrifice--may occur if the employee must lose other benefits such as a company car, employer subsidized child care, or progress toward long service leave eligibility if they quit Seniority, status, benefits

Is turnover good or bad for an organisation? Explain.

Employee turnover is good when the employees are bad/poor workers I.e. poor attitude, poor teamwork, not getting work done Employee turnover is bad when employees are good performers and are in key jobs because you want to keep those workers and do not want to have to keep replacing employees for key roles pros: Poor performers may choose to leave and can be replaced with better employees. Leavers are replaced with more junior employees who cost less. Morale improves following departure of problematic employees. Leavers are replaced with people with more up-to- date technical skill. Vacancies are created to allow for internal promotions of other employees, thus increasing their career satisfaction and motivation. Receptiveness to innovation and change may increase. Voluntary turnover is less painful than retrenchments if the size of the workforce needs to be reduced. cons: Exit interviews Farewell parties on work time Administrative time to process final pay, close retirement accounts, etc. Replacement costs Recruitment advertising Selection testing, interviewing, reference checking, medical exams, etc. Hiring bonuses, relocation costs New employee orientation Training

What is external equity? Why does it matter? How can it be achieved?

External Equity is one of three settings of pay. It is when companies compare their pay level to that of other companies in the market and decide if it is fair. To establish external equity, companies can use the Wage and Salary survey to find out what other companies in a relevant labor market are paying for similar jobs. In this, the company can choose to match the market, lead the market, or lag the market. This matters because companies must remain competitive with their pay levels in order to attract and retain the right employees. If they know other people making a higher wage for the same job, they may choose to leave the company.

reducing turnover for ALL employees

Find out what's pushing them away and fix it Find out what's pulling them away and fix it. Increase EMBEDDEDDNESS

How can pay be used strategically?

How can pay be used strategically: - HR policy supports strategy - Attract, support, people to match our strategy - Bike shop used compensation to achieve customer satisfaction which is good advice by knowledgeable people w/o commission, so they sell you the right bike for you, high based pay, good medical insurance, profit sharing, seasonal bonuses bc people benefit from company doing well - People do what is incentivized - Money speaks louder than almost anything else - Paying for what you want them to do

How should the discipline process be handled if an employee is accused of wrong-doing?

If serious misbehavior is suspected, a full and fair investigation must take place before major disciplinary action is taken. - Minor rule infractions should be handled informally by the supervisor through the first step or two of the discipline process. The intent of these conversations with the employee is to improve behaviour so that further discipline becomes unnecessary. However, if there is the possibility that serious misbehaviour has occurred, an investigation is likely to be required. The organization's discipline policy will specify the steps to be taken in an investigation. The intent is to provide "procedural justice" to an individual suspected of wrong-doing.

What features do effective incentive systems share?

Increased effort or time devoted to work (motivation) Increased focus on specific measure/rewarded activities (direction) Effective incentive systems must have performance criteria that is closely linked to the organization's goals and strategy. The rewards should be valued by the employees and their should be astrong line of sight link between individual behavior and the rewards. The system must be well understood and well communicated by management with frequent feedback on progress. Another helpful tool in making these systems effective is involving the employees in the design of the system.

What is individual equity? Why does it matter? How can it be achieved?

Individual pay equity refers to a remuneration rate that has been determined through fair and impartial means individual performance/results Are pay differences between individuals in the same job fair?

Briefly describe the Jiffy Lube articles

Jiffy Lube was ranked #1 out of 125 organizations in the 2014 top training programs. They believe that training is a top priority where it is the foundation of their mission which is to provide quality customer service and this has proved their statement where their revenue and customer service scores have increased dramatically since they improved their employee training process. The main training that they use and recommend is e-learning which they believe has the most benefits overall. This helps the trainees focus on job training with an emphasis on quality customer service.

How can training be used strategically? Refer to the Jiffy Lube articles for specific examples.

Jiffy lube used training strategically b/c they improved training and proved that it increases quality of delivery of customer service -E-learning -Instructor led training with role plays -Simulations for team leaders and service techs -For new services, full library of (mostly e-learning) courses + certification exam - Virtual instructor-led training - For new services, full library of (mostly e-learning) courses + certification exam - For managers, 14 e-learning courses, 3 day instructor- led course, big simulation for certification - Simulations (gaming) for team leaders and service techs too **delivers brand promise to customers**

Explain two methods of job evaluation. What is job evaluation?

Job evaluation--> Compares jobs within the firm to each other to determine which should be paid more, and how much more. Usually on the basis of job complexity, responsibility, skill, education, effort required, working conditions, etc. 1. job grading: Compare each job as a whole to standard descriptions for each grade, e.g. Commonly used in government jobs. Set pay rate/range for each grade, all jobs in a grade are treated identically. 2. The point method: Rate each job against a series of compensable factors Add up the points associated with that degree of each factor to get a point score for the job

What might you do to reduce turnover among high performing staff?

Make high performance pay off by differential treatment of high performers and addressing their specific concerns: Accurate appraisals Recognition Feedback Promotion Opportunities Merit or Bonus Pay Development Opportunities Interesting Work Assignments Career Planning Mentoring Flexible Schedules/Autonomy

How can on-the-job training be conducted most effectively?

On the job training: carefully planned as formal classroom training (what exactly do they need to know, key points about each point, reason for doing it) be able to remember it, consistent, checklist, reasons why we do it this way, sign off yes I have learned this task etc., peer training, what should be taught on the job and what should be taught off the job (don't want them to feel pressured and uncomfortable learning it in front of people) slides on job instruction training, face task, demonstrating & then have them do it, monitor, etc. have someone delegated to teach certain task

5 learning principles:

Overlearning Practicing far beyond the point at which the trainee has first performed the task correctly several times Useful for critical tasks, ex: CPR, airline crew Increases retention overtime More automatic behaviour Increases the quality of performance under stress Helps transfer learned info to the job setting Whole vs Part learning Whole: if the task is simple Part: if the task is complex Massed vs Spaced Practice Massed: ex--cramming for a final exam the night before Spaced: better than one long session when info must be remembered for a long period of time Overcoming Interference Interference: habits or learning acquired prior to training make it difficult for the trainee to absorb new material To overcome: clearly teach the principles the correct way and provide a lot of practice Knowledge of results (feedback) Critical for learning and motivation

What is pay level policy and how do you choose it?

Pay level policy Pay Expenditures: Average hourly wage Annual health care costs Annual retirement costs Results: Annual employee turnover Sales per square foot Profits per employee

Why might you have a range of rates for a single wage grade, and how might people progress through the range?

People within the same wage grade can be paid differently for two main reasons. The first is seniority. The employees who have worked for the company the longest have received more raises than those who have just started. The second is skill based pay. This is a permanent base pay for mastering additions tasks for jobs. Also, these wage ranges can be a result of individual performance based pay methods. Included in those is merit based pay, bonuses, and piece rate or commision. Merit pay is a permanent increment in base pay which is based on employee performance as assessed through performance appraisal. A bonus is a one off payment for good performance or goal accomplishment, usually based on objective measures. A piece rate or commission is payment for objects produced or sold, based on objective measures.

What's a wage grade and why do you have them?

Point totals for similarly scoring jobs are usually grouped together to form WAGE GRADES. Wage grade (jobs grouped together, differences within the grade are about a person): groups of jobs that are similar in complexity and should be paid similar. Cluster together for pay. Example: grade 1, 2, 3 based on education, experience, etc.

Describe two typical approaches to discipline.

Progressive discipline: specifies an increasing series of penalties for repeats of the same infraction depending on the kind of infraction. (oral caution, written, suspension, dismissal) Discipline without punishment(positive discipline): This non-punitive approach treats employees like responsible adults. (reminder of the rule) **The first and second steps after an employee has an offense is a meeting with their supervisor which is documented. During this, the supervisor reminds them of the rules and policies they are to follow. The third step after a serious repeated offense is a paid day where the supervisors let the employee know they want them to be successful in the company but they have to make a "total performance commitment" to change their behavior in order to stay employed. At the start of their next shift, they either make this commitment or resign.

How and why might you use non-financial incentives and recognition? What considerations come in to play in developing a recognition system?

Reward & recognition systems: Praise and (sometimes public) acknowledgement of accomplishments/behaviour Spontaneous/individualised rewards from boss or peers ("spot rewards") Cumulative points reward/recognition systems Short term structured incentive programs around specific goals (see Red Balloon examples) Employee of the Month, Quarter, Year Considerations: Strategic fit/purpose - WHAT measures/results/ behaviours to reward and incentivise? Who nominates awardees? Who chooses awardees? What is the reward? (Recipients must value it) Time frame of reward cycle - monthly, quarterly, annually? One off promotion like Red Balloon, or continuing program? Individual or team or unit level rewards? Employee input into design of system? Publicity/communication about system and winners?

If you want to appraise on values, how should you do it?

Some firms rate all employees against a few core cultural values espoused by the firm. The aim is to make these values important to employees, incen>vize behaving in value-consistent ways, and help to build a strong culture around these shared values.

What is the concept of Total Rewards? Why is it important and how would you use it?

The concept of total rewards embraces everything employees value in their employment relationship. This concept integrates four major cat- egories of rewards: 1. Compensation 2. Benefits 3. Development 4. Work Environment. - everything that they benefit from from working for you (pay, benefits, development, opportunity, insurance) - Optimally appeals to & motivates the people you want to obtain - Strategic about compensation - Our target employees, what will attract the people we want, what will keep & motivate them - Understand external labor market, what it takes to get the people that you want, make it visible what they are getting, "did you know you will get ..... and other employees and our company don't get that"

What determines how much someone is paid?

The person and their skills and experience How effectively they negotiated about pay The job and its demands The labour market What other employers are paying the same job The industry The company's strategy and ability to pay Government regulation

Cappelli & Tavis: The Performance Management Revolution

This article describes the new trend in performance appraisals; informal, frequent check-ins with managers/supervisors. This article describes that this is the new trend because most employees and their supervisor/manager dreads doing formal, infrequent performance appraisal and this is a more effective and efficient way to check in and provide feedback, future oriented goals, past achievements, and other topics regarding office administration. This new trend is seen to improve employee development, short term goals to increase innovation and competitive advantage, and a focus on teamwork.

Talk pays when talking pays article

This article is about how payroll is a company's biggest expense so the cost of getting it wrong is tremendous and how incentives need to be tied with the company's values and the importance of employees understanding the breakdown of their compensation. - it is vital that employees see their salary to be fair - organizations should listen to their employee's concerns in order to achieve a highly stable & highly engaged workforce - incentive program needs to be clear or it won't motivate them **overall, it comes down to open & honest communication with employees because if they feel under compensated, then they feel undervalued **builds a culture of trust and respect

Making pay public article

This article is about the movement of pay transparency in companies and why the trend is increasing; increases trust within an organization, company values, recruiting, protection against biases, employee satisfaction

What is the gender wage gap?

Women earn less than men on average in many countries. Australian average weekly wage: Female $1,307 Male $1,591

Discuss the relative advantages of individual versus group versus company wide incentives.

disadvantages: What doesn't get rewarded, doesn't get done. People may game the system. Teamwork can suffer when only individual rewards are used. Appraisals may be inaccurate and objective measures may be deficient, as bases on which to reward performance. In lean years good work goes unrewarded. It's very hard to design a good system.

What important points have you learned about e-learning, microlearning, and blended learning as part of organisational training?

e-learning: learning conducted via electronic media, typically on the Internet. microlearning: a way of teaching and delivering content to learners in small, very specific bursts. blended learning: is using the best combination of delivery methodologies available for a specific objective by combining some computer-based or online instruction with classroom- based instruction and possibly self-study, mentoring, and on-the-job activities.

How might you reduce turnover among employees in general?

incurring retention costs, such as higher wages, better benefits, quality-of-work-life and development programs, embeddedness

You are designing a new employee orientation program. How do you proceed and why is orientation important?

most common training, formal, want employee to be confident & embedded (HR gets employees together and introduces rules and the companies, harassment training and everything that all employees get, then what immediate supervisor delivers such as this is your desk this is what you will do, goal setting, etc) & informal Orientation is important because new employees need to know what the company expects of their behaviour, skills, attitude, knowledge, and abilities. It prepares the new employees what to expect, how to conform to how the company wants things done, and training for stuff they need to know how to specifically do, i.e. safety training

Why do trainee motivation and readiness matter? & how to motivate them

motivation matters because it increases the ability to learn efficiently Training motivation & readiness: person level needs assessment í are they going to be motivated, if everyone has to go you are going to have to work harder to motivate them (WIIFM what's in it for me) Readiness: pre-requisite skills & knowledge Trainee motivation and readiness matters because it affects the way the training program will be designed and what will taught. Any prior knowledge must be considered before designing a training program because it is not beneficial to teach people something they already know. Their motivation matters because the more motivated they are, the easier it will be for them to learn the information.

What are the advantages and disadvantages of objective vs subjective/judgmental methods of PA?

objective (results) measured in units advantages: direct & can easily compare to other employees disadvantages: don't capture all relevant parts of the job, some jobs have few objectives or none at all ex: basketball & hockey subjective (rank, rating, narrative) judgmental advantages: various dimensions of performance disadvantages: not always accurate, observer can be bias ex: dance & gymnastics Objective measures work best in situations where each employee can be assessed directly and each employee's performance can be meaningfully compared to another employee. For example, it is inappropriate to give part-time and full-time employees the same total-parts-per-month score. However, objective measures fail when supervisors distill complex processes into a single score that may not have much meaning in the real world. For example, attorneys should not be measured on the quantity of legal briefs they file each month. Subjective measures are very good at allowing a supervisor to exercise judgment about an employee's performance in complicated systems. However, if the employer/employee relationship is sour, employees may see a negative rating as either punitive or unfair.

What is pay transparency and why might you consider using this approach?

pay transparency: publicly showing your company the salaries of employees why: many studies have shown many benefits of pay transparency such as it increases productivity in the workplace, it decreases biases or stereotypes used when determining an employees salary, and it displays the fairness in salary.

pay incentives work via motivation/effort and sorting effects. sorting means

poor performers tend to quiet & a different kind of person is attracted to the firm

What are the advantages and disadvantages of using rating scales versus using ranking for performance appraisal?

rating advantages: allow various dimensions of employee performance to be scored on numerical scales. disadvantages: not always accurate, may not agree with other raters, biases, not specific enough to some jobs ranking: advantages: competition b/w employees disadvantages: do not provide detail, do not support goal setting, dysfunctional competition

Total Rewards in Action article

the concept of total rewards embraces everything employees value in their employment relationship --> uniquely position organizations to win in the marketplace This concept integrates four major cat- egories of rewards: 1. Compensation 2. Benefits 3. Development 4. Work Environment. The importance of Toward Rewards Strategy: congruency--> align employee's rewards with the company's strategies & goals competition--> creates a competitive edge for recruitment improved retention-->enhances employee commitment enhanced company performance--> increases productivity & satisfaction

How and why should PA results be communicated to employees? Give advice on how to conduct an appraisal interview effectively.

why: employees want and deserve to know what their boss and their employer think of their work. how: assess traits, behaviors, results, values, & competencies (what is expected) -prepare throughly for the appraisal discussion -end with clear and agreed goals for the future -seek and consider employee input - thoroughly familiarize yourself with their performance results - carefully plan how you will conduct the discussion