MPO Ch 9-12
realistic job preview (RJP)
when an organization provides information to job candidate that highlight the most important conditions of a job, including its positive and negative aspects
when are employee development initiatives most effective?
when org's needs are aligned with the individual's career needs
characteristics craft unions
workers who are all practicing the same craft/specialty
vocational rehabilitation act
prohibited discrimination against people with disabilities, but only applied to the federal government
Americans with disabilities act
prohibits discrimination against people with disabilities; world's first civil rights law for people with disabilities
Civil Rights Act TItle VII
prohibits discrimination based on race, color, religion, national origin or sex
Age Discrimination in Employment Act
prohibits individuals between ages 40 and 65 from discrimination in employment
what is the ultimate goal of human capital
putting people in the best position to help a company by giving them what they need to do the job well
flexible work options include
variable work schedules flexible work schedules job sharing telecommunicating
what is a major incentive for offshoring?
cost savings
how are employee separations involuntary
costly severance pay
occupational safety and health act
created minimum standards in safety in the workplace
training programs steps
1. create training goals based on company strategy 2. conduct a gap assessment comparing current skills to needed skills 3. design training courses and materials 4. train employees 5. determine whether employees use trained skills on the job
steps to determine how to best proceed with training
1. managers must be clear about their goals for training 2. managers should identify the organization's training needs and determine the appropriate audience for those needs 3. managers and HR professionals can design training curriculum, deliver it to employees, and assess its effectiveness
telecommunicating advantages
12% productivity increase fewer breaks fewer sick days
strategic planning
HR practices fully integrated with company's strategic planning execution long-range planning with other senior execs
what happens when goals are too difficult or tasks too complicated?
demotivates employees
where does management by objectives derive from?
derives from scientific management
steps in managing yourself
determine strengths and values know how you work with other people know how you learn know your values
most positions compensated based on required combination of:
education experience potential talent expected
examples of formal training
education equipment
types of training
employee development legal compliance safety
family and medical leave act
entitles employees to take unpaid leave of absence for family and medical reasons without losing their jobs
Fair Labor Standards Act of 1938
established minimum living standards for workers engaged in interstate commerce, including provision of a federal minimum wage
4 perspectives of business scorecard
financial customer business process learning and growth
training can be:
formal of informal
types of team based compensation
gain-sharing profit-sharing
Wagner Act of 1935
granted employees right to organize and fight for better wages, working conditions and job security
examples of benefits
health coverage life insurance retirement accounts cafeteria plan
primary advantage of using balanced scorecard
help managers create cause-effect relationships also understand source of success
what is training typically focused on?
helping new employees get acquainted with processes and procedures fo the org
how do most organizations identify success
high level corporate measures department, function or team member
generation y characteristics
high-quality colleagues flexibility access to new challenges recognition from boss or company prospects for advancement steady rate of advancement
baby boomer qualities
high-quality colleagues flexibility access to new challenges recognition from one's company or boss intellectually stimulating workplace autonomy opportunity to give back to the world
what movement is 360-degree feedback traced to?
human relations movement
the control cycle
identify measures set targets measure results take corrective action
HR managers consider how external factors:
impact hiring careful job analysis developed job descriptions determined the desires characteristics in job candidates
absence of job analysis can lead to problems in
increased recruiting costs inequities among employees inadequate job prep wasted training resources
how should employees hear news of downsizing?
individually from immediate supervisor, not impersonal announcement brief to point include appreciation for time and effort sometimes aid in job search and counseling
two categories of unions
industrial craft
is formal or informal training more effective?
informal training
steps of strategic integration
initiation functional growth controlled growth functional integration strategic integration
three parts of a business
inputs transformation outputs
how should we conduct a job analysis?
interviews with management and current jobholders observations in the workplace self-administered questionnaires
types of compensation
job-based pay skill-based pay team based
what does KSAO stand for?
knowledge skills ability observations
what happens when goals are too easy or tasks too simple?
limits performance
functional integration
longer-range plans and breaks down silos interdisciplinary training programs and more planning
how is turnover in unionized firms?
lower
characteristics of job based pay
mechanistic, predetermined standardized mostly in hierarchical orgs where job tasks narrowly defined managers closely monitor behavior
equal pay act
men and women who do the same job in the same organization should receive the same pay
important parts of fair labor standards act of 1938
minimum wage max hours for workweek officially banned child labor violators subject to severe fines and possible imprisonment
functional growth
more formal hiring specific skills and creating training/development systems
controlled growth
more formal growth emphasis on controlling work
what is important about training
must fit internally with the structure and culture of the org and externally with the strategic competitive landscape
how can employee separations be costly
nondisclosure noncompete agreements
why train employees
orient them on business practices teach them new skills with new equipment educate them on new product/service offerings
offshoring
outsourcing a business activity to a contractor in a foreign country
job-based pay
pay that is determined by the nature of a particular job
what happens when goals and tasks are challenging but attainable?
peak performance
characteristics of skill based pay
tied to skills, experience, knowledge and insights that an individual brings to a company personal judgement
disadvantages of 360-degree feedback?
35% change rating when used for evaluation and pay some hold back because they don't want to penalize their coworker particularly harsh criticism in response to poor leadership or get back at coworker
skill-based pay
Pay that is determined by an individual's personal skills and knowledge.
collective bargaining
Process by which a union representing a group of workers negotiates with management for a contract
examples of informal training
coaching mentorship
survivor syndrome
a condition that can occur when certain employees who survive a downsizing become narrow-minded, self-absorbed, resentful, or risk-averse
development
a long-term process designed to build greater self-awareness, enhance managerial capabilities and enable an individual to reach his/her potential
the balanced scorecard
a method created to help businesses translate strategy into action by identifying the most critical measures to drive business success and linking long-term strategic goals with short-term operational actions
needs assessment
a process by which an organization outlines what type of training needs to be done and what positioned to deliver it
cause-effect relationships
a set of quantitative and qualitative measurements that are related and mutually reinforcing
360-degree feedback
a system in which employees conduct a self-assessment of key competencies and then compare their responses to others in the organization including managers, peers, direct reports clients
gain-sharing
a team-based compensation structure that rewards teams based on the achievement of certain metrics associated with productivity, efficiency or quality
profit-sharing
a team-based compensation structure that shares rewards based on improvement in profitability
types of rewards
compensation benefits
characteristics of gain sharing
allow managers to modify targets and formulas as production evolves layer of protection to employees to take more risks and become more innovative
civil rights act
amended the original civil rights act to make it easier for employees to win in their discrimination lawsuits
cafeteria plan
an arrangement that allows employees to make their own choices about benefit options
job analysis
analyzing information about specific job tasks in order to provide a more precise description and define the characteristics of the ideal candidate for the position
what is included in selecting candidates?
assessment of hte KSAOs situational interviews and realistic job previews
why has focusing on personal development become a more valuable practice?
attracts higher quality employees keeps them more engaged with the company
benefit of flexible work schedule
attracts long-term employees whose knowledge and experience translate into excellent customer service
are outputs or behavior more flexible?
behavior
what two things can be observed and monitored?
behavior and outputs
initiation
business new HR practices informal goal is to hire people who can be flexible
characteristics of team based compensation
can be fully customized may not contribute their fair share but receive benefits of overall performance
financial perspective
choosing the financial measurements that are most important for reaching strategic goals
what does talent management consist of?
recruiting internal vs external applicants selecting candidtates training new hires developing existing employees
#1 reason to join union
secure fair compensation
selecting talent includes:
select variety of quantitative and qualitative data sort through resumes to look for key information than pick candidates that stand out ability tests rarely used in selecting candidates for senior positions within a company meet to discuss the candidates
advantages of 360-degree feedback
self-assessment helps individuals with career planning and decision making more realistic view of employee skills, capabilities and behaviors tools in leadership development process
job sharing benefit
sharing responsibilities can help with job balance
common mistakes with offshoring
spend too much time identifying cities, countries and vendors for their offshoring needs and not enough time deciding which activities to offshore do not account for inherent rissk fail to realize can outsource locally/set up alliances
stages of acquiring human capital
stage 1: initiation phase stage 2: co reaches functional growth and is characterized by technical specializtion and increased formality stage 3: company concentrates on controlled growth, develops formal procedures, and increases on professional management stage 4: functional integration where a company develops multple product groups of divisions and integrates various functional aspects stage 5: strategic integration, management focuses on flexibility, adaptability and integration across business functions
characteristics industrial unions
tend to be large encompasses vast array of employees within an organization
behavior
the actions and decisions of individual employees
control cycle
the four-stage process that provides the mechanisms and systems to monitor the transformation process, ensuring that outputs are produced to the desired quality, quantity and specifications of an organization and its customers
performance appraisal
the identification, measurement and management of individual performance in organizations
management by objectives (MBO)
the process of managing employees by outlining a series of specific objectives or milestones that are expected to meet in a defined period of time
downsizing
the process of reducing the employee base of the company in an effort to be more competitive
outputs
the products and/or services that an organization produces