MHR Exam #3
Career Management System: Action Planning and Follow-Up
- Employees prepare an action plan for how they will achieve their short and long-term career goals. • Any one or a combination of development methods may be used, depending on development need and career objectives. -Involve management and coaches/mentors. Measure success and adjust plans as needed. Verify that pace of development is realistic
Contingency Approach: Organic
- Flexible networks of multitalented individuals who perform a variety of tasks - Decentralized decision making: important decisions made by middle and lower-‐level managers - Works best when environment is unstable and uncertain
Job Assignments
- Job enlargement - Job rotation - Transfers - Promotions - Downward moves - Temporary assignments with other organizations • Sabbatical
Methods of Assessment
- Psychological profiles - Myers-Briggs Type Indicator (MBTI) - DiSC - Assessment centers • Leaderless group discussions - Performance Appraisals and 360-Degree Feedback
Contingency Approach: Mechanistic
- Rigid bureaucracies with strict rules, narrowly defined tasks, and top down communication - Centralized decision making: key decisions made by top management - Works best when environment is stable and certain
Due Process Policy
- a course of formal proceedings carried out regularly and in accordance with established rules and principles
Standard Hour Pay
- an incentive plan that pays workers extra for work done in less than a preset "standard time" -similar to piecework plans -encourage to work faster, but not quality or service -only succeed if employees want extra money more than a comfortable pace
Span of Control
- describes the number of people reporting directly to a given manager -can range from narrow (tall) to wide (flat) -four factors 1. organizational size: larger = narrow 2. skill level: higher = narrow 3. organizational culture: narrow = hierarchical, wider: flexibility and discretion 4. managerial responsibilities: senior executives: narrow, middle: broader
Org Structures: Functional
- employees grouped according to the business functions they perform -small companies, some large gov't orgs. and divisions of large companies -pros: saves money, easy to apply quality standards, clear roles and responsibilities -cons: works best in a stable environment, not applicable today, may divide people too much, coordination and communication lapses
Org Structures: Divisional
- employees grouped based on similar products or services, customers or clients, or geographic regions -large companies with separate divisions built on different technologies, geographies, or customers -pros: increased focus on customers and products, flexibility in decision making, clear roles and responsibilities -cons: divisions' tendency to focus on their own customer groups or products and exclude rest of organization, can create silos within the organization
Career Management System: Feedback
-Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans -Maintain confidentiality. Focus on specific success factors, strengths, and improvement areas.
Optional Benefit Programs
-Insurance -Life and Medical -Health Insurance for Dependents and Domestic Partners -Retirement Plans -Paid Leave -Vacations -Holidays
Career Management System: Data Gathering
-MBTI -Strong-Campbell Interest Inventory -Self-Directed Search -self assessment: use of info by employees to determine career interests, values, aptitudes and behavioral tendencies -Focus on competencies needed for career success. Include a variety of measures.
Learning Management System (LMS)
-a computer application that automates the administration, development, and delivery of training programs -used to carry out instructional design process more efficiently and effectively -can be linked to the organization's performance management system to plan and manage: training needs, training outcomes, and associated rewards
Certificate of Occupancy
-a document issued to the owner of premises attesting that the premises have been built and maintained according to the provisions of building or zoning ordinances
Externship
-a full time temporary position at another organization -analytical position - solving problems over and over again
Organizational Chart
-a graphic representation of formal authority and division of labor relationships -name and title of current position -hierarchy of authority, division of labor, spans of control, line (authority to make decisions for their units) and staff (background research and provide technical advice to managers) positions
Expatriate Assignment
-a job transfer that takes the employee to a workplace that is outside the country in which he or she is a citizen
Sabbatical
-a leave of absence from an organization to renew or develop skills -full pay or benefits
Letter of Intent
-a letter containing a declaration of the intentions of the writer, usually outlines the terms of a deal and serves as an agreement to agree between two parties
Instructional Design Process
-a process of systematically developing training to meet specified needs 1. assess needs for training 2. ensure readiness for training 3. plan training program (objectives, Trainers, methods) 4. implement training program (principles of learning and transfer of training) 5. evaluate results of training
Merit Pay
-a system of linking pay increases to ratings on performance appraisals -use a merit increase grid: individual's performance rating and individual's compa-ratio (pay relative to average pay) -biggest pay increases to best performers -makes reward more valuable by relating it to economic conditions, rewards in all of the dimensions measured -conditions can shrink the available range of increases, can become expensive, makes assumptions that can be misleading (forces may be outside employee control), discourages teamwork
Pension Plans
-a type of retirement plan that requires an employer to make contributions into a pool of funds set aside for a worker's future benefit -defined benefit and contributionplans
Piecework Rate
-a wage based on the amount an employee produces -the amount paid per unit is set at a level that rewards employees for above average production volume -production workers -straight: the employer pays the same rate per piece no matter how much the worker produces -differential: rate depends on the amount produced -direct link between work and earnings cons: rare (jobs do not always produce), routine and standard jobs only, no reward for quality or satisfaction
Training Methods: Apprenticeship
-a work study training method that teaches job skills through a combination of structured on the job training and classroom training
Coordination of Effort
-achieved through formulation and enforcement of policies, rules, and regulations
Training Methods
-action learning, classroom and distance learning, audiovisual training, computer based, OJT, simulations, business games and case studies, behavior modeling, experiential, team training
Job Enlargement
-adding challenges or new responsibilities to employees' current jobs -ie. complete special project, switch roles within team, research new ways to serve customers -opportunity to develop more skills
Leaderless Group Discussion
-an assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period
In-Basket Exercise
-an assessment center exercise that simulate the administrative tasks of a manager's job, using a pile of documents for the employee to handle
Behavioral Modeling
-an effective way to teach interpersonal skills -includes role-playing with feedback -participants observe other people demonstrating the desired behavior, then have opportunities to practice the behavior themselves
Division of Labor
-at each successively lower level in the organization, jobs become more specialized -common goals are pursued by individuals performing separate but related tasks
Performance Outcomes
-attract, motivate, retain, develop, engage
Career Management System: Goal Setting
-based on information from self-assessment and reality check, employee sets shortand long-term career objectives 1. desired positions 2. level of skill to apply 3. work setting 4. skill acquisition - Involve management and coaches/mentors. Specify competencies and knowledge to be developed. Specify developmental methods
Planning the Training Program
-begins with establishing objectives for the training program -planner decides: 1. who will provide the training 2. what topics the training will cover 3. what training methods to use 4. how to evaluate the training -objectives include 1. expectations 2. quality or level of acceptable performance 3. conditions under which the employee is to apply what he or she learned 4. measurable performance standards 5. resources needed to carry out desired performance or outcome
Task or Project Goals
-best for jobs that are dynamic, but in which nearer-term activities and milestones can be defined -similar to SMART goals -example: complete your portion of the team project by tuesday
Objective Goals
-best for jobs with clear and readily measured outcomes -measure what matters, not just what can be measured -example: sales quotas, production rates, error rates
Behavioral Goal: What You Can Physically Observe (Non-Basic Goals)
-can be used in most jobs -most relevant for knowledge work example: treat others with professionalism and respect, communicate clearly
Employee Development: Assessment
-collecting info and providing feedback to employees about heir behavior, communication style, or skills -may come from the employees, their peers, managers, and customers -most frequently used to identify employees with managerial potential to measure current managers' strengths and weaknesses
Employee Development
-combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers -about preparing for change in new jobs, responsibilities, or requirements
Assessment Center
-combine a variety of methods to provide assessment information. managers must share assessments, along with suggestions for improvement -a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbent's on their management potential -multiple raters or evaluators evaluate employees' performance on a number of exercises -look to see if they have skills for managerial jobs but expensive
Sales Commission
-commissions: incentive pay calculated as a percentage of sales (some earn in addition to a base salary) -straight: some earn only only commissions (some earn no commissions at all, but a straight salary)
Myers Briggs Type Indicator (MBTI): Feeling
-decision making dichotomy -tend to evaluate the impact of the alternatives on others, as well as their own feelings, they are more subjective -opposite of thinking
Hierarchy of Authority
-delineates the official communication network and speaks volumes about compensation -also called chain of command -control mechanism dedicated to making sure the right people do the right things at the right time -adhere to the unity of command principle
Org Structures: Hollow
-designed around a central core of key functions and outsources other functions to other companies or individuals who can do them cheaper or faster -aka network structure -pros: generate superior returns, focus on what they do best, tap into people's specialties, good when faced with strong price competition and there are enough companies to perform the outsourced processes, low cost of entry and overhead, competition and innovation, cost reduction and quality improvement -cons: give up expertise and control when outsourced, have to get results from people without direct authority, need partners that can be trusted
Contingency Approach
-do what the situation requires, rather than a one size fits all approach -mechanistic v. organic -key issues when making organizational design decisions 1. strategy and goals 2. technology 3. size 4. human resources 1. strategy and goals 2. market uncertainty 3. decision making processes 4. technology 5. size
Piecework Rate Plan- Production Workers
-employee is paid a specified amount of money for each unit of work
Employee Development: Interpersonal Relationships
-employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member -mentoring or coaching
401K Plan
-employees contribute a percentage of their earnings, and employers make matching contributions
Employment At Will
-employment is indefinite period of time and may be terminated either by the employer or employee at any time
Incentive Pay
-forms of pay linked to an employee's performance as an individual, group member, or organization member -influential because the amount paid is linked to certain predefined behaviors or outcomes -may be in the form of a commission or bonus -give employees a say in allocating incentives -employees also want interesting work, appreciation for their efforts, flexibility, and a sense of belonging to the work group, and the inner satisfaction of work well done
Job Rotation
-moving employees through a series of job assignments in one or more functional areas -helps gain an appreciation for goals, increase understanding of different functions, develop a network, and improve problem solving and decision making skills -helps increase their salary and promotions faster con: may give short term perspective, feel less satisfied and motivated and leave soon, hurt productivity and increase workloads conditions: -clear policies -understand and agree on expectations -goals support business goals -schedule is realistic -top management is committed to program's success -someone is responsible for measuring if program is meeting goals
Performance Bonuses
-not rolled into base pay -the employee must re-earn them during each performance period -may be a one-time reward -may be linked to objective performance measures, rather than subjective ratings -flexibility in what type of behavior to reward, but make sure behavior makes a difference in organization's performance -motivate with one time bonuses
Training Methods: Internship
-on the job learning sponsored by an educational institution as a component of an academic program
Retention Bonus
-one time incentives paid in exchange for remaining with a company after an acquisitioin
On-Boarding
-ongoing process that aims to prepare new employees for full participation in the organization 1. compliance: understand company policies, rules, and regulations 2. clarification: understand job and performance expectations 3. culture: understand company history, traditions, values, norms, and missions 4. connection: understand and develop working and interpersonal relations
Request for Proposal (RFP)
-outlines the type of service needed, the type and number of references needed, the number of employees to be trained, the date by which the training is to be completed, and the date by which proposals should be received -in house or contracted out -vendors may complete this -training administration is done by an HR professional
Disability Insurance
-short term: pays a percentage of a disable employee's salary as benefits to employee for six months or less -long term: pays a percentage of a disabled employee's salary afer an initial period and potentially for rest of employee's life typically 50 to 70%
Org Design Category: Open
-since mid 1990s -opened beyond organization's boundaries -types: hollow, modular, virtual -relies on leveraging technology and structural flexibility to maximize potential value through outsourcing and external collaboration
Benefits Required by Law
-social security: retired workers -unemployment insurance: laid off workers -workers' compensation insurance: state programs that provide benefits to workers injured on the job (disability income, medical care, death benefits, and rehab services) -family and medical leave -healthcare -can not gain advantage in labor market and can not design the nature of these benefits
360-Degree Feedback
-some bias can be overcome by using this -combines information from employees' managers, peers, subordinates, self, and customers -individuals compare perceptions of their own performance with behaviorally specific and (usually anonymous) performance information from their manager, subordinates, and peers -do not use for pay or promotion decisions
Benchmarking
-something that serves as a standard by which others may be measured or judged
Downward/Upward Move
-source of job experience -downward: an employee is given less responsibility and authority
Promotion
-source of job experience -moving an employee into a position with greater challenges, more responsibility, and more authority than in the previous job -usually include pay increases
Unity of Command
-specifies that each employee should report to only one manager -otherwise inefficiencies would prevail because of conflicting orders and lack of personal accountability
Aligned Goals
-start with the development of a company wide strategic plan goals are then cascaded down through the organization so employees are aligned in their pursuit of common goals
Org Structures: Modular
-the company assembles product parts, components, or modules provided by external contractors -outsources production of parts of a product instead of processes -ensure parts meet quality requirements, arrive on time, and organization is capable of efficiently combining the parts into a whole -useful when a company can identify product modules and create design interfaced that allow it to assemble parts into a working order -org. that can specify the nature of product modules and design interfaces to multiple vendors and join them -pros: cost savings, greater responsiveness, competence beyond boundaries, ability to switch vendors -cons: high proportion of product unsuitable, poorly specified interfaces, slow or poor quality collaborators
Profit Motive
-the desire for financial gain as an incentive in economic activity
Defined Contribution Plans
-the employer sets up an individual account for each employee and specifies the size of the investment into that account
Evaluating and Measuring Performance
-the process of comparing performance at some point in time to a previously established expectation or goal -how goals are measured should be consistent with the nature of the goal itself (eg.. behavioral, task oriented) -managers need to monitor and evaluate both progress toward the final goal and the ultimate achievement of the goal -this stage should be used as an opportunity to identify problems and recognize successes -it can also be used to identify opportunities to enhance performance
Leniency
-the reviewer rate everyone near the top
Situational Constraint
-those factors that restrict the persuasive strategies and opportunities available
Orientation
-training designed to prepare employees to: 1. perform their jobs effectively 2. learn about their organization 3. establish work relationships -objective is to familiarize new employees with the organization's rules, policies, and procedures
Training Methods: Simulation
-training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would occur on the job -see impact in artificial situation -must have elements identical to those found in the work environment -- expensive, and constant updates -good when risk of mistake is high -uses: avatars, virtual reality
On-the-Job Training (OJT)
-training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace -apprenticeship and internship
Adventure Learning
-type of experiential program -uses challenging, structured outdoor activities which may include difficult sports such as mountain climbing -a teamwork and leadership training program based on the use of hard outside activities
Mentoring
-type of interpersonal relationship -Employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member -an experienced, productive senior employee who helps develop a less experienced employee (protege)
Classroom Training
-usually a trainer lecturing group -distance learning 1. trainees at different locations 2. videoconferencing, email, IM, document sharing software, web cameras 3. interaction between trainer and audience may be limited -specific topic - least expensive and lest time-consuming
Employee Development: Formal Education
-workshops, short courses, lectures, simulations, business games, experiential programs, meetings with customers -many companies operate training and development centers
Career Management System
1. Data Gathering 2. Feedback 3. Goal Setting 4. Action Planning and Follow-Up
Performance Management Process Steps
1. Define performance outcomes for company division and department 2. Develop employee goals, behavior, and actions to achieve outcomes 3. Provide support and ongoing performance discussions 4. Evaluate performance 5. Identify Improvement Needs 6. Provide consequences for performance results
Uses of Performance Management
1. Make employee related decisions 2. Guide employee development 3. Signal desired employee behavior
Preferred Provider Organization
health care plan that contracts with health care professionals to provide services as a reduced fee and give patients financial incentives to use network providers
Health Maintenance Organization
health care plan that requires patients to receive their medical care from the HMO's health care professionals who are often paid at a flat salary and provide all services on a prepaid basis
Consumer Driven Health Plans
health care plans that provide incentives for employees to make decisions that help lower health care costs
Monitoring Performance
measuring, tracking, or otherwise verifying progress and ultimate outcomes -timeliness, quality, quantity, financial metrics
Defined Benefit Plan
pension plan that guarantees a specified level of retirement income
Pay for Individuals
piecework rates, standard hour plans, merit pay, individual bonuses, and sales commissions
Myers Briggs Type Indicator (MBTI)
psychological inventory that identifies individuals preferences for source of energy, means of info gathering, way of decision making, and lifestyle providing info for team building and leadership development
Closed System
self - sufficient entity
Organizational Design
the structures of accountability and responsibility used to develop and implement strategies, and the human resource practices and information and business processes that activate those structures
Experiential Programs
training program in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real life situations -related to a specific business problem, feel challenged but within limits that keep motivation strong and help understand purpose
Audiovisual Training
work independently, using course material in workbooks, on DVDs, or on the internet
Forces for Innovation
• Innovation strategy • Committed leadership • Innovative culture and climate • Required structure and processes • Necessary human capital • Human resource politics, practices, and procedures • Appropriate resources
Org Structures: Vertical (Virtual)
- member geographically separated, usually working with email and other forms of information technology -generally appears to customers as a single, unified organization with a real physical location -can be either: internal (coordinate the work of geographically dispersed employees working for one organization, do I have the right people?, how often should people get together?, what type of technology should be used to coordinate activity?) and networked external virtual structures (establish a collaborative network of independent firms or individuals to create a virtual entity) -companies that need to explore a new market opportunity by partnering with other organizations or rapidly deploy a new potential business model -pros: ability to respond nimbly to market opportunity, ability to provide product extension or one stop shop service, low exit costs -cons: high level of communication to avoid redundancy, low trust and coordination, failure to promote strong employee loyalty or org. identification
Org Design and Structure: Horizontal
- teams or work groups, either temporary or permanent, created to improve collaboration and work on common projects -companies that need great efficiency and flexibility to respond to customer needs -pros: improves communication and coordination, teams better for creative solutions, develop new products faster, knowledge sharing, focus on work processes, greater flexibility, responsive to customers -cons: lines of authority less clear, works when specialization is not important, requires employees to rise to the challenges of empowerment, conflict between process and non-process, reduced functional specialization -1980s -team and process oriented -type: horizontal -work hard to flatten hierarchy and organize people around specific segments of work flow
Performance Feedback Approach: Listen and Sell
-"Tell and Listen" managers tell employees their ratings and then let employees explain view
Org Design Category: Traditional
-1800s-1970s -self contained within organization's boundaries -type: functional divisional, matrix -vertical hierarchy and attempts to define clear departmental boundaries and reporting relationships
Performance Management
-A set of processes and managerial behaviors that involve multiple steps, process through which managers ensure that employees' activities and outputs contribute to the organization's goals -when done well it leads to higher profitability, productivity, employee engagement, customer service, and lower turnover -more than appraisal
Employee Development: Job Experience
-Combination of tasks, relationships, problems, demands and other features of an employee's jobs. - Most employee development occurs through job experiences. -key job experience events include: job assignments, interpersonal relationships, types of transitiions -Through these experiences, managers learn how to handle common challenges, and prove themselves.
Org Structures: Matrix
-Combines a vertical structure with an equally strong horizontal overlay - Generally combines functional and divisional chains of command to form a grid with two command structures, vertical = function, horizontal = product line -used by companies expanding into international markets and looking to avoid problems with silos by using horizontal integration -pros: combines advantages of functional and divisional -cons: violates unity of command and decision making can be slow, political behavior can occur, requires extensive communication
Errors in Performance Measurement
-Contrast Errors: rater compares an individual, not against an objective standard, but against other employees -Distributional Errors: rater tends to use only one part of a rating scale 1. Leniency: the reviewer rates everyone near the top (provide specific example of good and bad behavior) 2. Strictness: the rater favors lower rankings 3. Central Tendency: the rater puts everyone near the middle of the scale -Rater Bias: raters often let their opinion of one quality color their opinion of others 1. Halo Error 2. Horns Error
Computer-Based Training
-E-Learning: involves receiving training via internet or intranet and uses electronic networks for delivering and sharing info, offer tools, links and information for helping trainees improve performance -Electronic Performance Support Systems (EPSS): provide access to skills training, info, and expert advice when a problem occurs on the job
Employee Retirement Income Security Act (ERISA)
-Federal law that increased responsibility of pension plan trustees to protect retirees -established certian rights related to vesting and portability and created the Pension Benefit Guarantee Corporation
Sources of Performance Information
-Mangers: most used, incentive to provide accurate feedback -Peers: law and sales, knowledge on job requirements, different perspective, friendships can bias, best for developmental purposes -Subordinates: best chance to see how well manager treats employees, power relationship (reluctant to say bad things about supervisor), emphasize employee satisfaction over productivity, best for developmental purposes -Customers: job requires direct service to customer or organization is interesting in gathering info to determine what products and services the customer wants -Task: may provide a steady stream of feedback about how well or poorly one is doing -Self: self-serving bias may contaminate this source
Performance and Learning Goals (Basic Goals)
-Performance: targets a specific end result -Learning: involves enhancing your knowledge and skills
Applications of Training
-Presentation Method: conveying facts or comparing alternatives (lectures, workbooks, video, podcasts, websites) -Hands-on Method: teaching specific skills, showing how skills are related to job or how to handle interpersonal issues (OTJ, simulations, role-plays, computer games) -Group-Building Method; establishing teams or work groups, managing performance of teams oar work groups (group discussions, experiential programs, team training) Orientation, Onboarding, and Diversity Training
Needs Assessment: Task Analysis
-Process of identifying and analyzing tasks to be trained. To carry out task analysis, conditions to be considered include: 1. job's equipment and environment 2. time constraints 3..safety considerations 4. performance standards
Performance Feedback Session (Steps and Approach)
-Scheduling Performance Feedback (more than once a year) -Preparing for a Feedback Session (open dialogue, neutral location, self assessment) -Conducting the Feedback Session (behavior not personality
SMART Goals
-Specific -Measurable -Attainable -Results Orientated -Time Bound -visualize goal and work backwards
Goal Accomplishment: An Organizational Effectiveness
-Translating organizational vision, strategy, and goals into comprehensible performance metrics - Balanced score cards (BSC) and other organizational dashboards • Financial perspective • Customer perspective • Internal business process perspective • Innovation • Customer service and satisfaction • Operational excellence: safety, quality • Corporate citizenship • Learning, growth, development
Horns Error
-When bias involves negative ratings, this can cause employees to feel frustrated and defensive
Halo Error
-When bias is in favorable direction, this can mistakenly tell employees they don't need to improve in any area -to form an overall impression about a person or object and then use that impression to bias ratings about same -example: rating an employee positively across all dimensions of performance because the employee is so likable -record examples of positive and negative employee performance through the year
Pay for Performance - Results Based
-Works best when: 1. Merit pay is used to differentiate top performers 2. The ability to game the system is mitigated 3. Multiple measures of performance are used 4. Performance measures are accurate, consistent, and aligned with goals and outcomes -monetary incentives that link at least some portion of pay directly to results to accomplishments -above and beyond basic wages and salary
Protean Career
-a career that frequently changes based on changes in the person's interests, abilities, and value and in the work environment -to remain marketable, employees must continually develop new skills
Transfer of Training
-goal of implementation -need social support, technical support, and self-management -on the job use of knowledge, skills, and behaviors learned in training. can be measured by asking employees three questions about specific training tasks: 1. Do you perform the task? 2. How many times do you perform the task? 3. To what extent do you perform difficult and challenging learned tasks? -communities of practice: groups of employees who work together, learn from each other, and develop a common understanding of how to get work accomplished
Securities and Exchange Commission (SEC)
-government agency responsible for protecting investors, maintaining fair and orderly functioning of securities markets and facilitating capital formation
Innovation
-improvement: target existing products, services, or processes -transformational: creating new markets and customers and rely on developing breakthroughs and inventing things that don't currently exist -the creation of something new that makes money, it finds a pathway to the consumer -types of innovation: product and process -focus of innovation: improvement (enhance or upgrade an existing product) and new directions (take a new approach to a product) -product and improvement: apple iphone -product and new directions: driverless cars -process and improvement: 3d printing -process and new directions: home construction
Profit Sharing
-incentive pay in which payments are a percentage of the organization's profits and do not become part of the employees' base salary -may encourage employees to think like owners, cost less in financial difficulties, -employees may conclude that there is little connection between their actions and their rewards, time lag -evidence is not clear whether profit sharing helps organizations perform better
Feedback
-information about performance shared with those in a position to improve the situation -has the potential to boost performance -given less often and less well than people would like -dramatically underutilized (potential strain on relationships, too little time, lack of confidence, no consequences) -serves two functions: instructional and motivational
Myers Briggs Type Indicator (MBTI): Sensing
-information gathering dichotomy -tend to gather the facts and details to prepare for a decision -opposite of intuitive
Approaches to Employee Development
-interpersonal relationships -formal education -job experience -assessment
Lateral Move
-job rotation, transfer, or temporary assignment to another organization -source of job experience
Myers Briggs Type Indicator (MBTI): Judging
-lifestyle dichotomy -focus on goals, establish deadlines, and prefer to be conclusive -opposite of perceiving
Myers Briggs Type Indicator (MBTI): Perceiving
-lifestyle dichotomy -opposite of judging -enjoy surprises, are comfortable with changing a decision, and dislike deadlines
Performance Feedback Approach: Problem-Solving
-managers and employees work together to solve performance problems most superior
Performance Feedback Approach: Tell and Sell
-managers tell employees their ratings and then justify those ratings -mostly used
Unemployment Insurance
-payroll tax on employers that depends on state requirements and experience rating -federally mandated program administered by states to minimize unemployment hardships through payments to unemployed workers, help in finding new jobs, and incentives to stabilize employment -most funding comes from federal and state taxes on employers for 26 weeks -size of unemployment tax imposed on each employer depends on the employer's experience rating (the number of employees a company has laid off in the past and the cost of providing them with benefits) -careful HR planning can minimize layoffs and keep their experience rating favorable -to receive benefits: workers must demonstrate they had been employed, be available for work, be actively seeking work, and be not discharged for cause (did not quit voluntarily, and are not out of work because of a labor dispute)
Implementing the Training
-principles of learning 1. employees are most likely to learn when training is linked to their current job experiences and tasks 2. Employees needs chance to demonstrate and practice what they have learned 3. Trainees need to understand whether or not they are succeeding 4. Well-designed training helps people remember content 5. Written materials should have an appropriate reading level Transfer of Training
Learning Organization
-proactively creates, acquires, and transfers knowledge -changes its behavior on the basis of new knowledge and insights through five subprocesses 1. information acquisition: process through which an org. obtains info from internal and external sources 2. information distribution: processes that people, groups, or org. units use to share info among themselves 3. information interpretation: making sense of the info acquired and distributed 4. knowledge integration: occurs when info is shared and accumulated across parts of an org. 5. organizational memory: combined processes of encoding, storing, and retrieving the lessons learned from an org's history, despite turnover of personnel
Needs Assessment: Organization Analysis
-process for determine appropriateness of training by evaluating characteristics of the organiation -usually start of needs assessment -it looks at training needs in light of: 1. the organization's strategy 2. resources available for training 3. management's support for training activities
Needs Assessment: Person Analysis
-process of determining individual's needs and readiness for training by answering three questions: 1. Do performance deficiencies result form a lack of knowledge, skill, or ability? 2. Who needs training? 3. Are these employees ready for training?
Needs Assessment
-process of evaluating the organization, individual employees, and employee's tasks to determine what kinds of training, if any, are necessary 1. Organization - What is the context in which training will occur? 2. Person - Who needs training? 3. Task - What subjects should training cover?
Social Support
-providing of assistance or comfort to other people to help them cope with a variety of problems
Family and Medical Leave Act (FMLA) of 1993
-requires organizations with 50 or more employees to provide up to 12 weeks of unpaid leave -after childbirth or adoption -to care for a seriously ill family member -for an employee's own serious illness -family member called to active duty or if injured while on active duty -employers must guarantee these employees same or comparable job when they return to work
Effective Incentive Pay Requirements
1. Performance measures are linked to the organization's goals. 2. Employees believe they can meet performance standards. 3. Organization gives employees the resources they need to meet their goals. 4. Employees value the rewards given. 5. Employees believe the reward system is fair. 6. Pay plan takes into account that employees may ignore any goals that are not rewarded.
Goal Setting Process
1. Set goals 2. Promote goal commitment 3. Provide support and feedback 4. Create action plan -deficiencies in one step can not make up for strengths in another
Purpose of Performance Management
1. Strategic: help organization achieve its business objectives 2. Administrative: ways in which organizations use the system to provide info for day to day decisions about salary, benefits, and recognition programs 3. Developmental: basis for developing employees' knowledge and skills
Three Categories of Organizational Design
1. Traditional 2. Horizontal 3. Open
Organizational Structure
1. functional 2. divisional 3. matrix 4. horizontal 5. hollow 6. modular 7. virtual
Training Outcomes
1. information such as facts, techniques, and procedures that trainees can recall after training 2. skills that trainees can demonstrate in tests or on the job 3. trainee and supervisor satisfaction with training program 4. changes in attitude related to training content 5. improvements in individual, group, or company performance
Measuring Training Results
1. trainee satisfaction 2. return on investment 3. performance improvements 4. Transfer of training 5. new skills, knowledge -training outcomes -applying the evaluation 1. helps with future decisions about the organization's training programs 2. organization may identify a need to modify the training and gain information about the kinds of changes needed
Promote Goal Commitment
1. write your goals down 2. identify obstacles and support 3. ask what's in it for you 4. break it down 5. visualize 6. organize 7. reward yourself
Employee Wellness Program
a set of communications, activities, and facilities designed to change health related behaviors in ways that reduce health risks
Product Innovation
a change in the appearance or functionality performance of a product or a service or the creation of a new one
Process Innovation
a change in the way a product or a service is conceived, manufactured, or distributed
Innovation system
a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded
Coach
a peer or manager who works with an employee to motivate the employee, help develop skills, and provide reinforcement and feedback
Open System
constant interaction with the environment for survival subsystems: goals and values, technical, psychosocial, structural, and managerial
Flexible Spending Account
employee controlled pretax earnings set aside to pay for certain eligible expenses, such as health care expenses during the same year
Performance Appraisal
formal process for measuring employee performance must identify causes and develop plans for improvement 360 degree feedback is a type
