MAN3025 Chapter 7

One of the most effective recruiting methods

Employee referrals

Getting the right people and maximizing their performance and potential

Two main HRM goals

A hiring and training program intended to correct past inequalities for certain categories of people based on gender, race, and ethnicity, age or religion

affirmative action program

Use any number of selection tools in order to get a broader and richer sense of the fit of the employee to the job. However, using this to screen candidates is typically time and resource intensive.

assessment centers

Involves rethinking and radically redesigning business processes to achieve dramatic improvements in performance, such as cost, quality, service, or speed.

reengineering

Involve collecting appraisal evaluations from an employee's boss, peers, subordinates, and even the employee. Or Performance appraisal system in which information is gathered from supervisors, co-workers, subordinates, and sometimes suppliers and customers

360-degree feedback

Second key of managerial implications

As a manager, your career success or failure will increasingly depend on how well you manage the human resources for which you are responsible

Designed to reduce the disadvantages associated with graphic rating scales. The characteristics are specified in greater detail and described in terms of behaviors rather than abstract qualities.

BARS( Behaviorally anchored rating scales)

A qualification that has a direct and material impact on job performance and outcomes

Bona fide occupational qualification (BFOQ)

This category includes a variety of skills and abilities such as problem solving, decision making, planning, and organizing

Conceptual skills

Any important, specific event in which the employee's behavior and performance were above or below expectations

Critical incident

Involves determining how many and what type of employees the firm will need at some future point

Forecasting demand

To fulfill your employment needs, you may need to consider the use of part-time or temporary employees who can provide the flexibility to meet temporary increases n demand for you product or service. It also allows you to reduce your workforce more easily if demand falls as well as to try out employees before hiring them permanently if demand remains strong

Formulating fulfillment plans

Typically lists a set of qualities upon which to evaluate the employee. The employee's level of performance on each of these items is then rated in terms of a graduated scale typically ranging from 1 to 5.

Graphic rating scales

A process that determines the scope and depth of a job and the required skills, abilities, and knowledge that people need to do the job

Job analysis

Focuses on the structuring or restructuring of key components of a job. The process of determining which components ought to be put together and how they should be arranged to enhance performance

Job design

A popular internal recruiting method in which a job, its pay, level, description, and qualifications are posted or announced to all current employees.

Job posting

The capabilities employees possess are often hard for competitors to copy. To the extent that these capabilities also create value for customers, they become a source of competitive advantage, and therefore, can play a role in what the company's competitive strategy ought to be

Just important information

First key of managerial implications

Managers' ability to attract, develop, leverage, and retain superior human resources will increasingly have a direct effect on the organization's success.

Most widely used training technique in organizations

On-the-job training

Provide a broad overview of the industry, the company and its business activities, its key competitors, and the general information about working for the company.

Orientations

This process should establish performance objectives and standards, measure the performance of employees against those standards, and give employees feedback about that measurement and evaluation

Performance appraisal process

Primarily concerned with determining which candidates you want to attract and undertaking activities to entice them to apply for special positions withing the organization.

Recruiting

a couple in which both partners work full-time in professional, managerial, or administrative jobs

dual-career couple

An invisible barrier that prevents women from promotion to the highest executive ranks

glass ceiling

Target of a wide variety of training programs

interpersonal skills

A list of duties and capabilities required for the job

job description

A range of pay for a particular position or classification of positions

pay structure

One in which interviewers ask a standard set of questions of all candidates about qualifications and capabilities related to job performance

structured interview

Range from being able to read and perform simple math to being able to program a supercomputer

technical skills

One that can differentiate between those who would be more successful in the job and those who would be less successful

valid selection technique

A variety of techniques can be classified as

work sampling

Involve situations in which job candidates perform work that they would do if hired or work that closely stimulates the task they would perform

work simulations

Have the advantage of generally being inexpensive to administer, but the results are more valid regarding how applicants will perform in general rather than in a specific job

written tests

A pay structure in which the range of pay is large and covers a wide variety of jobs

broadband system

Situation in which two people share the same job by each working part time

job sharing

A statement that describes the skills experience and education that a candidate should ave to perform the job

job specification

Involves assessing the firm's future human resource needs( demand), determining the availability of the type of people needed( supply), and creating a plan for meeting those needs( fulfillment)

Human resource planning At the organizational level, human resource planning is sometimes a shared responsibility among human resource specialists and executives in other functional areas of the firm, such as accounting, finance, marketing, and operations.

A system that ties some compensation to performance

Incentive plan

A popular source of job candidates

School placement centers

A function of effective planning, analyzing, and recruiting as well as applying appropriate selection techniques

Selecting( successful selection)

Shape important aspects of employees' performance, for example each affects the probability that new hires will stay with the firm, the extent to which they will perform well, and the degree to which they will develop to their full potential

Socialization and training

SSEV

To recruit and select the right people To effectively socialize and train people in your unit To effectively evaluate employees' performance To determine reward systems that will motivate employees to perform at a high level

Focuses on planning for staffing needs, recruiting and selecting employees, orienting and training staff, appraising their performance, providing compensation and benefits, and managing their career movement and development

Traditional view of human resource management

A benefit plan in which employees receive a set number of benefit dollars that they can use to purchase benefits that fir their particular needs

cafeteria- style plan

A set and sequence of positions and experiences

career path

Most common off the job training

classroom

an arrangement in which an employee has an opportunity to work in different functional areas and gain additional expertise

cross-functional job rotation

is simply pay that varies depending on specified conditions. These conditions might include the general profitability of the company; hitting particular budget, revenue, or cost saving targets for a unit; or meeting specific individual performance targets

at-risk compensation