Management Chapter 13
Process for aligning HR practices to strategic goals:
Formulation of business strategy Identifying the workforce requirements relevant to the strategic goals Formulating HR policies to achieve the workforce requirements
Steps of HR strategic goals
Planning stage Staffing stage Developing and managing the workforce
Reliability
consistency of test scores over time and across alternative measurements
Graphic rating scale
lists a number of traits and a range of performance on a Likert-type scale for each trait
Validity
degree to which a selection test predicts/correlates with job performance
Assessment center
managerial performance test in which candidates participate in a variety of exercises and situations
Demand forecasts
determining how many and what type of people are needed
Flexible benefit programs
employees are given credits to spend on benefits that fit their unique needs
Cafeteria benefit program
employees choose from a menu of options to create a benefit package tailored to their needs
Performance appraisal evaluation
employees' performance is crucial for success of any organization, want to monitor performance and intervene when necessary
Labor relations
focuses on the relations between employers in unions
Planning stage
forecast the organization's needs and the supply from internal and external environment; job analysis (develop job description/specifications)
Human resource management
formal systems for the management of people within an organization; one of the most of the basic/important areas in management; concerned with most valuable asset (employees)
Labor forecasts
how many/what types of employees the organization actually will have
Strategic HR managment
involves aligning human resources management with the strategic goals of the company in order to improve business performance
Human capital
knowledge, skills, and abilities of employees that have economic value
Employment-at-will
legal concept that an employee practice has a disproportionately negative effect on a protected group
Right to work
legislation that allows employees to work without having to join a union
Trait scales
measurement of individual's leadership, attitudes are measured against a numeric scale
Development
more advanced, builds upon skills learned through training; usually ongoing
Training
more basic teaching of skills necessary for performing most basic tasks relevant to each job; limited in time, focused
Strictness/leniency
occurs when a supervisor has a tendency to rate all subordinates either high/low
Halo effect
occurs when a supervisor's rating of a subordinate on one trait biases the rating of that person on other traits
Union shop
organization with a union and a union security clause specifying that workers must join the union after a set period of time
Unions
organizations that represent employees in conflicts with management; use collective bargaining process to reach a legally binding agreement between management and employees regarding compensation, benefits, other matters relevant to working conditions
HR planning process
planning, programming, and evaluating
Comparable worth
principle of equal pay for different jobs of equal worth; don't need to be the same to require equal pay
Central tendency
problem that occurs when the appraiser rates all employees in the middle of the range
Outplacement
process of helping people who have been dismissed from the company regain employment elsewhere
360 degree appraisal
process of using multiple sources of appraisal to gain a comprehensive perspective on one's performance
Management by objectives
process where objectives set by a subordinate and a supervisor must be reached within a given time period
Critical incidents method
qualitative; involves keeping written descriptions of various employee behaviors that reveal their job performance
Alternation ranking method
ranking employees from best to worst on a particular trait
Staffing stage
recruitment, testing, selection goal is to develop large pool to select ones who are the best fit
Monetary rewards
salary and benefits; benefits are significantly more costly to the employer than salary
Developing and managing the workforce stage
trains hirees, develops their skills over time, promotes them and has to lay off some of them
Arbitration
use of a neutral third party to resolve a labor dispute
Comparative scales
used to make comparisons among employees
Behavioral scales
used to measure specific, relevant job skills
Behaviorally anchored rating scale (BARS)
uses a quantified scale with specific narrative examples of good and poor performance