HRM Midterm Notes

Relationship of Job Requirements and HRM Processes

Job Analysis Job Descriptions Standards of Performance

Obtaining Reliable and valid information

Reliability: o The degree to which interviews, tests, other selection procedures yield comparable data over time, and alternative measures • Validity: o How well a test or selection procedure measures a person's attributes

Virtual Teams

o A team with widely dispersed membered linked together through computer & telecommunications technology

Strategic HRM

o Identifying key HR processes & linking those to the overall business strategy - Business strategy: focuses on one line of business : competitive advantage o Getting the most from employees for organizational success & providing a work environment that meets the employees' short & long term needs

disadvantages of External Recruitment

o Lack of solid information about the person's performance on the job o Necessitating more extensive orientation + training o Significant costs associated Amount of time Cost of advertising o Legislative requirements

Career Development

• Development programs should be viewed as a dynamic process that attempts to meet the needs of managers, their employees and the organization • Career planning: systematic approach to assess your values, interest, abilities, goals and identify paths you need to take to realize your career goals • Through career development programs journey along career path • Career development programs benefit managers by giving them increased skill in managing their own careers, greater retention of valued employees, increased understanding of the organization, and enhanced reputations as people developers • Organizational needs should be linked with individual career needs

Job characteristic Model

• Job characteristics model: an approach to job design that recognizes the link between motivational factors & components of the job to achieve improved work performance & job satisfaction

Advantages of recruiting from within

• Promotion: o Serves to reward EE for past performance o Intended to encourage EE to continue positive efforts o Make use of EE who already know the org & contribution they made o Give other EE reasons to anticipate that similar effort o Improves morale within the Org • Transfer: o Serves to protect EE from layoff o Broaden EE job experiences o Eliminate some orientation & training costs

Reaching a selection decision

• Requires systematic consideration of all the relevant information about applicants • Identifying criteria & weighting the criteria needs to be done • Can do vs. can't do vs. will do: (contributes to job performance) o Can do factors: knowledge/skills/aptitudes o Will do factors: motivation/interest/personal characteristics Decision strategy should be different depending on what kind/level of EE you are hiring

Employee Engagement

• Result from Employee empowerment → Employee engagement - Employee who is committed & dedicated to the organization -Where the organization has truly captured the total person in achieving organizational outcomes -Leads to ↓ frustration at work→ ↑impact at the work level • Key leadership practices to focus on in order to achieve EE engagement: -Ensure consistency & clarity of all communications - Creating a hopeful future - Invest in talent development - Display high commitment to performance & support EE to achieve their goals

Designing work for group contribution

•Enhancing collaboration + Increase synergy →involve EE more fully in their organization 1. Employee Empowerment 2. Employee Teams •By working in a group setting: Strengthen EE commitment to an organizational goal Increase EE acceptance of decisions Encourages a cooperative approach to workplace tasks

Obstacles to effective team function

Authoritarian leadership Aggressive communication styles Faulty equipment Repetitive/ boring work Managers being threatened by the growing power of the team & the need to hand over authority

4 phases to training

Needs assessment Program design Training Delivery Evaluation of training

Downsizing - reducing labor cost

The planned elimination of jobs o Some will be rehired as assets are sold but that does not minimize the dislocation & uncertainty for everyone o Virtually every major corporation within the country has undergone some cycle of downsizing o General approach of Downsizing: An across-the-board reduction or eliminating individuals based on performance • It takes 6-18months for company to realize the savings from the job cut • The best & brightest may have left

HR professional

o Have 'Functional authority' - the legitimate authority in HR areas, such as recruitment strategies or developing organizational programs.

Forms of EE teams

Cross-functional teams: • A group staffed with a mix of specialists • Based on assigned rather than voluntary membership Project teams: • A group specifically to design a new P&S • Assigned by management on the basis of their ability to contribute • Normally disbands after task completion Self-directed teams: • Groups of highly trained individuals performing a set of interdependent job tasks within a natural work unit • Use consensus decision making to perform work duties, solve problems, deal with internal/external customers Task Force teams: • Former by management to immediately resolve a major problem • Responsible for developing a long-term plan for problem resolution that may include a implementing the solution proposed Process improvement teams: • Group made up of experiences people from different departments of functions • Charged with improving quality, decreasing waste, enhancing productivity • Appointed by management

HR planning approached

- There is a need to forecast the demand for employees o To ensure the organization have the right people with the right skills at the right time in the right job • Approaches for forecasting 1) Trend analysis: Quantitative approach to forecasting labour demand on an organizational index 2) Management Forecasts: Opinions & judgements of supervisors or managers & others that are knowledgeable about the organization's future employment needs 3) Staffing table: Graphic representations of organizational jobs along with the numbers of employees currently occupying these jobs & future employment needs 4) Markov Analysis: Method of tracking the pattern of employee movements through various jobs 5) Skills inventory : Information about the education, experiences, skills etc. of the staffs

EMPLOYEE TEAMS

-An employee-contributions technique in which work functions are structured for groups rather than for individuals, & team members are given discretion in matters traditionally considered manager prerogatives, such as process improvements, P&S development, individual work assignments o Work of members is mutually dependent - Inherent in the concept of EE not managers are in the best position to contribute to workplace improvements - Embraces the concept of synergy

PROBLEMS WITH JOB DESCRIPTIONS

1) If poorly written, vague terms → provide little guidance to the jobholder 2) Sometimes not updated as job duties/ specifications change 3) May violate the law by containing specifications not related to job success (e.g. must be single) 4) Limit the scope of activities of the jobholder 5) Do not contain standards of performance (which is crucial for selecting, training, evaluation, rewarding jobholders) 6) Can be the basis of conflict (union grievance)

4 basic consideration of job design

1) Organizational objectives the job was created to fulfill 2) Industrial engineering considerations (make job technologically efficient) 3) Ergonomic concerns (workers' physical & mental capabilities) 4) Employee contributions

• IT influence HRM in 3 basic ways:

1. Operational Impact • Automating routine activities (payroll processing) • Alleviating the administrative burden • Reducing costs & improve productivity • Maintaining employee records • Administering benefits programs • Biometric time clocks: provide the highest level of security available II. Enhancing services to line managers & employees • Applications of employee self-service • Accessing pay statements • Updating personal information III. The revolutionized ability to access & use information (Internet) • Create a variety of interactive connections: Social networks/ wikis/ blogs • Redefine the activities that HR undertakes • Online job postings

HRM processes and activities

1. Organizational, work, job design -Determines: what tasks need to be done in what order with what skills how tasks fit together in work units 2) Planning -Ensure people in the organization are the right people with the right skills at the right time in the right place 3) Recruitment & Selection -Sourcing, attracting, hiring the people with the necessary skills & background 4) Training & Development -Provide the resources to assist employees in developing the necessary knowledge & skills to do their job today & in the future 5) Performance management -Ensure there are appropriate mechanisms in place to provide feedback to employees on regular basis 6) Compensation (Pay & Benefits) - Develop & administer pay & benefits programs that will attract & retain employees 7) Occupational health & safety -Ensure that the safety & health of employees are maintained 8) Employee & labour relations -Ensure there are positive & constructive relations between the employees & their supervisors/managers/union representatives

USES OF INFORMATION FROM JOB ANAYLSIS

1. Recruitment •Serve an essential role as they define 'who' will be successful doing the job •Provide a basis for attracting qualified applicants 2. Selection •Selection is the process of choosing the individual who has the relevant qualifications & can best perform the job •Manager can use the info on the job description as a basis to compare the skills & abilities of each applicant 3. Legal Issues •ER must be able to show that the job specifications used in selecting EE for a particular job relate specifically to the duties of the job •Ensure that the job requirements recruit the best candidate & do not discriminate 4. Training and Development •Any discrepancies between knowledge, skills & abilities (aka KSAs) demonstrated by a jobholder & the requirements contained in the description & specification for that job provide clues to training needs •Indicates how much more training & development are needed for employees to advance to those jobs 5. Performance Review •Provide the criteria for evaluating the performance of the jobholder •The criteria must be specific & job related 6. Compensation •Job descriptions are often used solely for compensation purposes •The worth (pay rate) of the job is based on what the job demands of an employee in:

5 characteristics of Job characteristic Model

1. Skill variety: • The degree which a job entails a variety of different activities • Demand the use of a # of different skills & talents by the jobholder 2. Task identity: • The degree to which the job requires completion of a whole & identifiable piece of work • Doing a job from beginning to end with visible outcome 3. Task significance: • Job has a substantial impact on the lives of work of other people (both organizational & external environment ) 4. Autonomy: • The degree to which the job has a substantial freedom, independence, discretion to the individual in scheduling the work • In determining the procedures to be used in carrying it out 5. Feedback: • The degree to which carrying out the work activities required by the job results in the individual being given direct & clear info about the effectiveness of his/her performance

Process of Job analysis

1. Where you get the job information -employee/supervisor HOW 2. Where you obtain job information - questionnaires, interviews, 3. what job information is collected - tasks, duties, responsibilities, skills and knowledge requirements 4. where the info goes - written job description 5. how info is used - recruitment, selection, performance review

Approached to Job analysis

1.Adopt a future-oriented approach -So manager can have a clear view of how job should be restructured to meet future organizational requirements 2. Adopt a competency-based approach -The emphasis is placed on characteristics/behaviours of successful performers NOT standard job duties/tasks -Competency should match organization's culture + strategy, such as: decision making abilities, adaptability 3. having a living job description' - description that is updated as the job changes - LM & EE ensures that substantial changes in duties, responsibilities, skills, other work characteristics are documented on an ongoing basis -Behavioural job description: describes how the work is to be done & what results are expected -Can establish standards of performance

Skills for innovation

Creativity and continuous improvement skills Risk taking skills Relationship - building skills Implementation skill

Recruiting within the organization

Fill in job vacancies through promotions + transfers, it can: o Capitalize on the investment it has made in recruiting, selecting, training, developing Current EE

Determining Compensation - External factors

Economy • Macro economy hugely impact organization's compensation system • When in recession, following actions can be taken: Differentiating between average & high performers when making compensation adjustments Reducing bonuses Creating unpaid vacations Managing overall workforce costs through a combination of hiring freezes & terminating poor performers Labour Market Conditions • Labour market reflects the forces of supply & demand for qualified labour within an area • Help to influence the wage rates required to recruit / retain competent EE • Labour union & employment laws Area Wage Rates • A formal wage structure should provide rates that are in line with those being paid by other ER for comparable jobs within the area Cost of Living • Due to inflation, compensation rates tend to be adjusted upward periodically to help RR maintain their purchasing power • Organizations usually use Consumer Price Index (CPI): o Measure of the average change in prices over time in a fixed 'market basket' of goods & services Collective Bargaining • Primary functions of a labour union is to bargain collectively over conditions of Employment, the most important of which is compensation • Increase Real Wages: o Wage increases larger than rises in the CPI, that is, the real earning power of wages Legal Requirements • Legislated minimum hourly wage • Must use a 'gender neutral' system

Determining Compensation - Internal factors

Employer's Compensation Strategy • ER set pay policies reflecting: 1) The internal wage relationship among jobs & skills levels 2) The external competition or an ER's pay position relation to what competitors are paying 3) A policy of rewarding EE performance 4) Administrative decisions concerning elements of the pay system (EX. Overtime premiums, payment periods, short-or long-term incentives Worth of a Job • Job Evaluation: systematic process of determining the relative worth of jobs in order to establish which jobs should be paid more than others within an organization. Usually measured by the following criteria: Level of skill Effort Responsibility Working condition of the job Employee's Relative Worth • EE performance can be recognized & rewarded through promotion & other incentive systems • Supervisor may compare the performance of one EE to another o Particularly used when performance management system is absent Employer's Ability & willingness to Pay • Public Sector: o Amount of compensation is limited by the funds budgeted for this purpose and by the willingness of taxpayers to provide them • Economic conditions & competitive faced by ER can significantly affect the rates ER is willing to pay

Voluntary Employee Benefits

Health & Welfare Benefits Dental Coverage Extended Health Coverage Life Insurance Retirement & Pension Plans Pension plays are classified into 2 categories: 1. Define Benefit plan: a person receiving benefits receives a specific amount, regardless of the amount of contributions 2. Defined Contribution plan: provides to the recipient an amount that is based on the amount of accumulated funds & how much those funds can purchase for retirement benefits Pay For Time Not Worked Vacations with pay (depends on how long you are with the company) Paid Holidays Sick Leave Wellness Programs EE assistance Programs Educational Assistance Plans Childcare & Eldercare

Designing the Job

Job Design & Job characteristics Designing Work for Group Contributions Role of Management Employee Empowerment Employee Engagement Employee Teams

Job evaluation systems

Job Ranking System • Arrays jobs on the basis of their relative worth • Can be done by: o A single individual knowledgeable about all jobs o A committee composed with management & EE representatives • Weakness: does not provide a very refined measure of each job's worth o Usually used in smaller organizations Job Classification System • Jobs that are sufficiently alike with respect to duties & responsibilities are grouped and will have a common name & pay • Simple • Weakness: less precise than the point & factor comparison because the job is evaluated as a whole Point System • A quantitative job evaluation procedure that determines a job's relative value by calculating the total points assigned to it • Usually used by high-visibility organizations • Complicated to establish, but relatively easy to use • It provides a more refined basis for making judgements than the previous examples o Results are more valid & less easy to manipulate Factors Comparison System • Permits the job evaluation process to be accomplished on a factor-by-factor basis • Typically used for legislated pay equity purposes • Key jobs are evaluated against 5 compensable factors: 1) Skill 2) Mental Effort 3) Physical effort 4) Responsibility 5) Working conditions

RELATIONSHIP OF JOB REQUIREMENTS & HRM PROCESSES

Job: a group of related activities & duties o Ideally: -Duties should consist natural units of work that are similar & related -Should be clear & distinct from those other jobs to minimize misunderstanding & conflicts among EE -To enable EE to recognize what is expected from them • Position: specific duties & responsibilities performed by only one employee o Example: in a city library, 4 EE ( 4 positions) may be involved in reference work, but all of them have only one job (reference librarian) • Work: Tasks or activities that need to be complete o Competencies become more important when focusing on 'work' than 'job' o 'Role' is also lined to competencies Role = the part you play in the organization; certain expected behaviours Managers need to describe - what tasks need to be done - in what order - the skill a person needs to successfully perform the work requirement - the role a person plays in the company

THE LINE MANAGER'S ROLE IN DEFINING WORK

LM is the primary individual who determines: - What tasks & activities need to performed - In what order -How to reach company's goals & objectives LM is the most knowledgeable person about the work to be done & the skills necessary to do the work Play an integral role in developing / writing a job description

Linking Compensation to Organizational Objectives

The Pay-for-Performance Standard • Pay-for-performance standard: standard by which managers tie compensation to EE effort & performance • Refer to wide range of direct compensation options o Merit based pay o Bonuses o Salary commissions o Team or group incentives • Must consider: o How EE performance will be measured o What monies will be allocated for compensation increases o Which EE will be covered o What payment method o When will payment be made The Motivating Value of Compensation • Pay is a quantitative measure of an EE's relative worth • EE's pay should = in relation to what other EE are receiving for their contribution • Equitable Pay: Compensation received is perceived to be equal to the value of the work performed The Bases for Compensation • Hourly Work: Work paid on an hourly basis o Hourly employees → paid for time they work o Salaried EE→paid the same for each pay period • Piecework: Work paid according to the number units produced

Advantages of External Recruitment

o Brings in unique skill o Variety of different experiences + Perspectives

Aligning business processes with customer needs

Total Quality Management (TQM) • Management philosophy focused on understanding customer needs, doing things right the first time, and striving for continuous improvement • Focus on quality = higher customer satisfaction • Basic question to ask: " What are the steps necessary now to achieve the desired business outcome" II. Six Sigma • A statistical method of translating a customer's needs into separate tasks & define the best way to perform each task in concert with the others • Can guide business toward innovative solutions by saving money on the various processes that then can be invested in innovative ideas • Can be used for internal organizational processes that deal with internal customers • Catches mistakes before they happen • In a true Six Sigma environment, variation from standard is ↓ to only 3.4 defects/million III. ISO 9000 • Worldwide quality standards program • Covers both product design & product delivery • Companies go through a certification process to demonstrate that they have achieved certain quality standards • ISO 14000: focuses on standards for environmental management IV. Benchmarking • Finding the best practices in other organizations that can be brought into a company to enhance performance • Example: Royal Bank is involved in benchmarking customer service practices with other financial institutions in North America V. The Baldrige Award for Performance Excellence • Sponsored by the National Institute of Standards & Technology in the US

Compensation structure

Wage & Salary Surveys • Wage & Salary survey: survey of the wages paid to EE of other ER in the surveying organization's relevant labour market • Permits an organization to maintain external equity o Pay its EE wage equivalent to the wages similar EE earn in other establishments The Wage Curve • Relationship between the relative worth of jobs & their wage rates • Pay Grade (x) vs. Annual Salary (y) Pay Grades • Pay grades: groups of jobs within a particular class that are paid the same rate of rate range • PG must be established at selected intervals that represent either the point or the evaluated monetary value of these jobs Rate Ranges • More common to provide a range of rates for each pay grade • Rate ranges may be the same for each grade or proportionately greater for each successive grade

Job Description

a document that lists the tasks, duties, and responsibilities of a job to be performed along with the skills, knowledge, and abilities, or competencies needed to successfully perform the work o Valuable to both EE & ER - EE point of view: can be used to help them learn their job duties & remind them of the results they are expected to achieve

Types of Employment Tests

o Measures: Aptitude + Achievement o Aptitude Tests: measures of a person's capacity to learn or acquire skill o Achievement Tests: measure of what a person know or can do right now o Cognitive Ability Tests: Measure mental capabilities (general intelligence, verbal fluency, numerical ability, reasoning ability) EX: GMAT Good predictors of: • Performance • Ability to be trained • Ability to work a variety range of jobs o Personality & Interest inventories: Measure personal characteristics (extroversion, agreeableness, openness to experience) o Emotional Intelligence EI: Composite of emotional reasoning abilities (perceiving, understanding, regulation emotions) o Physical ability Tests o Job Sample test: Require the applicant to perform tasks that are actually a part of the work required on the job o Substance Abuse (Alcohol & Drug) Testing: CANNOT do random substance abuse testing even in safety-sensitive work environments UNLESS it is part of a negotiated rehabilitation program Addiction is considered as a disability • Reference Checks o Telephone checks are preferable: Save time Provide for greater candour o They do NOT proved to be successful for predicting EE performance

Types of Interview Questions:

o Structured Questions: Based on job requirements & an established set of answers against which applicant responses can be rated Provides a more consistent basis for evaluating job candidates o Behavioural Description Interview (BDI): Question about what a person actually did in a given situation Format: • Describe a situation when you disciplined an EE • What was the action taken? • What were the results? Reasons for BDI: • Questions are based on the job requirements directly related to the skills necessary • Answers are more easily rated against established criteria • Minimizes bias on the part of interviewers o Situational Question: Question in which an applicant is given a hypothetical incident and asked how he/she would respond it o Unstructured questions: Are broad/open minded & allows the candidate to talk freely with little interruption from the interviewers More conversational = provide better insight into who the person is o WHICH ONE TO USE? Use Structured questions for the most part (validity + reliability) Use unstructured questions to help in determining the candidate's fit with the organization

Designing the Job

process of defining & organizing tasks, roles, other processes to achieve employee goals & organizational effectiveness o Should facilitate the achievement of organizational objectives o Recognize the capabilities & needs of those who are to perform the job

Phase 4: Evaluating the training program

• 4 basic methods to evaluate training o Reactions Happy trainees will be more likely to want to focus on training principles and to utilize the information on the job Should be noted that positive reactions are no guarantee that the training has been successful o Learning Testing knowledge and skills before a training program gives a baseline standard on trainees that can be measured again after training to determine improvement o Behaviour Transfer of training: effective application of principles learned to what is required on the job Important for the supervisors to expect the behavior change and to reinforce the changes To maximize the transfer, there are several approaches: Feature identical elements of job in training Focus on principles that can be adapted to fit situations in work environment Establish a climate with the manager being supportive and ensuring that the employee uses new skills o Results Organizations want to know if training has increased business results, whether it is profit, customer satisfaction or decreased costs 4 step process: Plan - decide on areas to be benchmarked Do - collect data Check - analyze data to find gaps Act - establish goals and redefine benchmarks Use benchmarking to clearly define the measures of competency and performance and assess the current situation and identify areas for improvement

Role of Line Manager

• All line mangers, are people managers - not the HR professional or HR Unit • It is through the effective leadership of the line manager/ supervisor → the talent (intellectual capital) of the organization is enhanced • Line manager is the one who: Directly interact with the employees Responsible for the effective contribution of those employees to the organization • Employees tend to trust information from their line managers than any other manager &usually it's a big reason why employees stay certain organization(because of their line managers) • It is LM who is front-and-centre in identifying the gaps in any skill sets → then the HR practitioner can offer some ways & means of bridging the gap

ways to deal with an oversupply of labor

• Attrition: the natural departure of EE through people quitting, retiring, dying o Some Org. believe this is the best and only way to reduce labour supply o By estimation o Too much attrition = high turnover = high cost for the org • Other suggestions: o Take payless absence o Job-share o Reduce work hours • Generally, organization do NOT stop hiring just because of economic pressures

Limitations of Recruiting from Within

• Candidates from outside should be considered in order to PREVENT: o Inbreeding of ideas & attitudes • Excessive reliance on internal sources →risk of EE Cloning

Primary Goal of orientation, training and development

• Contribute to the organization's overall goals • A systems approach to training should be used: o 4 phases: Needs assessment Program design Training Delivery Evaluation of training • Training: more focused on acquiring skills, behaviours, abilities to perform current work • Development: oriented towards acquiring skills and such to perform FUTURE work • Learning: change in behavior and thinking, ultimately the goal of training and development

Employee Benefits

• EB = indirect form of compensation intended to improve the quality of the work & personal lives of EE • Chief objectives of most benefit programs: o Improve EE work satisfaction o Meet EE health & security requirements to Attract & Motivate EE o Retain top performing EE o Maintain a favourable competitive position Cost Concerns • 35-45% of annual payroll costs are on benefits • If an organization is forced to discontinue a benefit, the negative effects of cutting it may outweigh any positive effects that accrued from providing it • Many ER enlist the Cooperating of EE in evaluating the importance of particular benefits • Escalating cost of health-care benefits is a major concern to ER o Must strike an appropriate balance between offering quality benefits & keeping costs under control

Role of HR professionals (HRP)

• HR professional can be both internal or external resources retained by the organization • Required HR skills: How to recruit & pay people appropriately Sound business knowledge Good problem-solving & influence skills Personal credibility • Primary role: help equip the line manager with the best people practices so that the organization can be successful • Must integrate business skills, HR skills, skills in helping employees handle change → organization can then build & maintain a competitive advantage through its people.

Incentive Plans

• Incentive plans = variable pay programs • Variety of individual/group incentive plans exists for both hourly & salaried EE: 1. Individual bonuses: Incentive payment that supplements the basic pay More pay for exerting greater effort More common among managerial EE/ getting popular among Frontline staff 2. Team or group-based incentive A plan that rewards team members with an incentive bonus When agreed-upon performance standards are exceeded 3. Merit Raises: Based on achievement of performance standards An incentive commonly used for salaried employees 4. Gainsharing: A plan in which both EE & the organization share the financial gains according to a predetermined formula Reflects improved productivity and/or decreased labour costs 6. Profit Sharing: Any plan by which an ER pays special sums based on the profits of the organization 7. Employee Stock Ownership Plans (ESOP): Stock plans in which an organization contributes shares of its stock to an established trust for the purpose of stock purchases by its EE

Phase 1: Needs assessment:

• Kinds of training needed, where they are needed, who needs them, which methods will best deliver increased abilities to employees • Can be done by asking 4 questions: o How important is this issue to the success of the organization o What knowledge, skills or abilities do the employees need o What KSA's do the employees currently have o What is the gap between the need and the have • Other training issues (things that require training): o Mergers and acquisitions, technological change, globalization, re-engineering, total quality management, organizational restructuring, downsizing, empowerment, teamwork, trends in the workforce • Important for the manager to be knowledgeable about the organization's needs, the requirements of the work, and the capabilities of the person in order to assess that training is the right solution

Mentoring

• Managers who coach, advice and encourage less experienced employees are called mentors • Tips to make mentoring successful: o Mentoring is a personal interaction o Being a mentor isn't for everyone o Make use of work assignments and challenges o Mentoring is a two way street o Be clear on expectations • Mentoring can also be done electronically

Orientation

• Objective: to get employees off to a good start • Accomplished through a formal orientation program • Familiarizes new employees with the organization, their job, and their work unit • Orientation is a process - a socialization process • Benefits: o Lower turnover o Increased productivity o Improved employee morale o Lower recruiting and training costs o Facilitation of learning o Reduction of new employee's anxiety • The more time and effort devoted - the more employees will identify with the organization and become valuable members • Continuous process: o Plans, policies and procedures change with the changing conditions of an organization o Important that all employees be continually reoriented • Cooperative endeavor: o Cooperation between staff and employees is essential o Common practice for supervisors or other personnel to volunteer as buddies for incoming employees

Ways to Deal with Shortages of Labour

• Overtime / part time • Leasing EE • Enhance retention strategies

Phase 2: Designing the training program

• Should focus on 4 related issues: o 1. Instructional objectives conduct organization, task, and person analyses and use the information to state desired outcomes of training through written instructional objectives describe the skills and knowledge the company wants people to have and the behaviours employees should acquire or change may seek external resources to design the training program and write the objectives o 2. Trainee Readiness and Motivation readiness: maturity and experience factors in the trainee's background motivation: desire to learn as training progresses 6 essential strategies: Positive reinforcement Eliminate threats and punishment Flexibility Have participants set personal goals Design interesting instruction Break down physical and psychological obstacles to learning o 3. Principles of Learning training has to build a bridge between employees and the organization important to incorporate the following principles of learning into training programs: Goal setting Individual Differences Active Practice and Repetition Whole-Versus-Part time learning Massed vs. Distributed learning Feedback and reinforcement Meaningfulness of presentation Modeling o 4. Characteristics of Trainers: success of any training activity will depend on the skills and personal characteristics of those responsible for conducting the training good trainers will be knowledgeable about the subject, well prepared, have good communication skills, and will be enthusiastic with a sense of humor

Effects of Globalization on HRM

• When managers 'go global', must balance a complicated set of issues related to: Different geographies Different cultures Different laws Different Business practices • HR underlie the above issues by: - Identifying capable expatriate managers who live & work overseas o Designing training programs -Developing opportunities to enhance the managers' understanding of foreign cultures & work practices -Adjusting compensation plans to ensure the pat schemes are fair & equitable across individuals

Employee Empowerment

•Employee empowerment: Granting EE power to initiate change, thereby encouraging them to take charge of what they do •In order for empowerment to grow + thrive, organization must encourage the following conditions: -Participation: EE must be encouraged to take control of their work tasks -Innovation: Environment must be receptive to people with innovative ideas Must encourage people to explore new paths & take reasonable risks at reasonable costs Curiosity is as highly regarded as technical expertise -Access to information: EE must have access to a wide range of info -Accountability: Should be held accountable for their behaviour toward others Must produce agreed-upon results, achieve credibility, operate with positive approach • Difficulties: -Some managers are unwilling to give up power / give EE the authority to make decisions

Job analysis

•Job Analysis (aka Cornerstone of HRM):process of obtaining information about jobs by determining the duties, tasks, or activities & the skills, knowledge, and abilities associated with jobs -When completed, job analysis results in a written report (Job Description) ->Summarizing the information obtained from the analysis of 20 or 30 individual job tasks or activities - Ultimate purpose: improve organizational performance & productivity -Concerned with objective & verifiable information about the actual requirements of a job Job data can be collected through: ->Interviews (what duties do you perform every day?) ->Questionnaires (forms that ask you to write down tasks performed) ->Observation of someone doing the work (a diary of work activities during a specified period of time) ->Combination of the above •Larger organizations usually take an uniform approach