Unit 2 test 3070

career development

.

characteristic of measure hr preformance

.

characteristics of business ethics

.

characteristics of diversity training program

.

clear understanding of the employment at will doc and the exceptions

.

conditions that contribute to a high performance work system

.

effectiveness of a selection process

.

elements for succesful training

.

employee feedback

.

employee motivation

.

explain how to motivate marginal employees

.

high performance work system characteristics

.

how to conduct a lawful interview

.

importance of realistic job review

.

segment from video about checklist *pay attention to that*

.

succession management planning

.

supervisor communication skills

.

systems needed to promote ethical behavior in business

.

understand importance of documantion that is good and damages of bad

.

various characteristics of team work and assigning jobs

.

video of characteristics and the outline

. k

work force utilization analysis

.Comparison of employees in protected groups with proportion that each group represents in relevant labor market Steps in a workforce utilization review are identical to steps in HR planning process

drug testing

1. Administer tests systematically to all applicants for the same job. 2. Use drug testing for jobs that involve safety hazards. 3. Have a report of results sent to applicant, along with information about how to appeal results and be retested if appropriate. 4. Respect applicants' privacy by conducting tests in an environment that is not intrusive and keeping results confidential.

explain benefits of 360 appraisal

360-Degree Performance Appraisal: performance measurement that combines information from employees': Managers Peers Subordinates Self Customers

selec.tion methods and tools in selecting employees

Organizations need to measure success of selection methods. Criteria used include: Validity Reliability Utility Legality Generalizable

be able to discuss the difference in training and development (look at chart).

Training: -an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job. -Training can benefit the organization when it is linked to organizational needs and motivates employees. Development: - combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. -Development is about preparing for change in new jobs, responsibilities, or requirements. *Look at screenshot*

describe and understand protean career

a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment. -To remain marketable, employees must continually develop new skills. This is used to get as complete an assessment as possible.

Aptitude test

assess how well a person can learn or acquire skills and abilities.

achievement test

measure a person's existing knowledge and skills.

characteristics of a performance management system

1. Fit with strategy- A performance management system should aim at achieving employee behavior and attitudes that support the organization's strategy, goals, and culture. 2. Validity- refers to whether the appraisal measures all the relevant aspects of performance and omits irrelevant aspects of performance. 3. Reliability describes the consistency of the results that the performance measure will deliver. Interrater-reliability has consistency of results when more than one person measures performance. Test-retest reliability refers to consistency of results over time. If a performance measure lacks test-retest reliability, determining whether an employee's performance has truly changed over time will be impossible. 4. Acceptability- whether or not a measure is valid and reliable, it must meet the practical standard of being acceptable to the people who use it. 5. Specific feedback- A performance measure should specifically tell employees what is expected of them and how they can meet those expectations. Being specific helps performance management meet the goals of supporting strategy and developing employees. If a measure does not specify what an employee must do to help the organization achieve its goals, it does not support the strategy. If the measure fails to point out employees' performance problems, they will not know how to improve.

importance of personel policy and procedures

An organization's personnel policies are its decisions about how it will carry out Management, including how it will fill job vacancies. Each of these strategies have a particular set of pros and cons. Policies should be evaluated as to their ability to support the organization's long-term strategy. Internal versus external recruiting—Organizations with policies to "promote from within" try to fill upper-level vacancies by recruiting candidates internally—that is, finding candidates who already work for the organization. Opportunities for advancement make a job more attractive to applicants and employees. Decisions about internal versus external recruiting affect the nature of jobs, recruitment sources, and the nature of applicants, as we will describe later in the chapter. • Lead-the-market pay strategies—Pay is an important job characteristic for almost all applicants. Organizations have a recruiting advantage if their policy is to take a "lead-the-market" approach to pay—that is, pay more than the current market wages for a job. Higher pay can also make up for a job's less desirable features, such as working on a night shift or in dangerous conditions. Organizations that compete for applicants based on pay may use bonuses, stock options, and other forms of pay besides wages and salaries. Chapters 12 and 13 will take a closer look at these and other decisions about pay. • Employment-at-will policies—Within the laws of the state where they are operating, employers have latitude to set polices about their rights in an employment relationship. A widespread policy follows the principle of employment at will, which holds that if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time. An alternative is to establish extensive due-process policies, which formally lay out the steps an employee may take to appeal an employer's decision to terminate that employee. An organization's lawyers may advise the company to ensure that all recruitment documents say the employment is "at will" to protect the company from lawsuits about wrongful charge. Management must decide how to weigh any legal advantages against the im- pact on recruitment. Job applicants are more attracted to organizations with due- process policies, which imply greater job security and concern for protecting employees, than to organizations with employment-at-will policies. • Image advertising—Besides advertising specific job openings, organizations may advertise themselves as a good place to work in general. Advertising designed to create a generally favorable impression of the organization is called image advertising. Image advertising is particularly important for organizations in highly competitive labor markets that perceive themselves as having a bad image.28 Research suggests that the image of an organization's brand—for example, innovative, dynamic, or fun—influences the degree to which a person feels attracted to the organization. This attraction is especially true if the person's own traits seem to match those of the organization. Also, job applicants seem to be particularly sensitive to issues of diversity and inclusion.

recruiting externally

Despite the advantages of internal recruitment, organizations often have good reasons to recruit externally. For entry-level positions and perhaps for specialized upper-level positions, the organization has no internal recruits from which to draw. Also, bringing in outsiders may expose the organization to new ideas or new ways of doing business. Nepotism, or the hiring of relatives. Employees may resent the hiring and rapid promotion of "the boss's son" or "the boss's daughter," or even the boss's friend. Regarding E recruiting, workers spend less than a minute and a half reading a job ad before deciding whether to appl. E recruiting has the ability to target and attract job candidates whose values match the organization's values and whose skills match the job requirements. Most colleges and universities have placement services that seek to help their graduates obtain employment. On-campus interviewing is the most important source of recruits for entry-level professional and managerial vacancies. Organizations tend to focus especially on colleges that have strong reputations in areas for which they have critical needs. Recruitment sources: Direct applicants Referrals Advertisements E-recruiting Public employment agencies private employment agencies Colleges and universities

recruiting internally

Internal recruiting (promotions from within) generally makes job vacancies more attractive because candidates see opportunities for growth and advancement. Internal sources, promoted through job postings, generate applicants who are familiar to the organization and motivate other employees by demonstrating opportunities for advancement. However, internal sources are usually insufficient for all of an organization's labor needs. Direct applicants and referrals tend to be inexpensive and to generate applicants who have self-selected; this source risks charges of unfairness. Direct applicants are people who apply for a vacancy without prompting from the organization. Referrals are people who apply because some- one in the organization prompted them to do so. For the employer, relying on internal sources offers several advantages: 1. It generates applicants who are well known to the organization. 2. These applicants are relatively knowledgeable about the organization's vacancies, which minimizes the possibility of unrealistic job expectations. 3.Filling vacancies through internal recruiting is generally cheaper and faster than looking outside the organization.

Shortage

To avoid a labor shortage, requiring overtime is the easiest and fastest strategy, which can easily be changed if conditions change. However, overtime may exhaust workers and can hurt morale. Using temporary employees and outsourcing do not build an in-house pool of talent, but by these means staff- ing levels can be quickly and easily modified. Transferring and retraining employees require investment of time and money, but can enhance the quality of the organization's human resources; however, this may backfire if a labor surplus develops. Hiring new employees is slow and expensive but strengthens the organization if labor needs are expected to expand for the long term. Using technology as a substitute for labor can be slow to implement and costly, but it may improve the organization's long-term performance. New technology and hiring are difficult to reverse if conditions change.

diversity training and what it entails and the advantages of a diverse work force

diversity training is designed to change employee attitudes about diversity and/or develop skills needed to work in a diverse workforce. These programs generally emphasize either attitude awareness and change, or behavior change. successful diversity programs are not merely a training topic but part of an organizational culture that expresses its appreciation for diversity also through other actions, including recruiting, hiring, and developing diverse employees -Training should be tied to business objectives -Top management involvement and support, and involvement of managers at all levels are important. -The program should be: --emphasize learning behaviors and skills, not blaming employees. --be well structured --deliver rewards for performance --measure the success of the training Diversity training is designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce.

characteristics of good reward system

encourages people to strive for objectives that support organization's overall goals.

how to handle labor surpluses

options for reducing a surplus include downsizing, pay reductions, and demotions deliver fast results but at a high cost in human suffering that may hurt surviving employes' motivation and future recruiting. Also, the organization may lose some of its best employees. Transferring employees and requiring them to share work are also fast methods and the consequences in human suffering are less severe. A hiring freeze or natural attrition is slow to take effect but avoids the pain of layoffs. Early-retirement packages may unfortunately induce the best employees to leave and may be slow to implement; however, they, too, are less painful than layoffs. Retraining can improve the organization's overall pool of human resources and maintain high morale, but it is relatively slow and costly. Many organizations are moving from early-retirement programs to phased- retirement programs. In a phased-retirement program, the organization can continue to enjoy the experience of older workers while reducing the number of hours that these employees work, as well as the cost of those employees. This option also can give older employees the economic and psychological benefits of easing into retirement, rather than being thrust entirely into a new way of life