MGT 3070

Ways to Reduce Errors

- Training - is the best approach -Employees rate fictional employees and discuss their rating decisions -Actual examples of various performances are studied -Data analytics used to find patterns -What is below/above standard?

Conducting the Feedback Session

-"Tell-and-Sell" - managers tell employees their ratings and then justify those ratings. -"Tell-and-Listen" - managers tell employees their ratings and then let employees explain view. -"Problem-Solving" - managers and employees work together to solve performance problems.

Dysfunctional Managers

-A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even "toxic - someone who stifles ideas and drives away employees. -Six dysfunctional behaviors include: 1.insensitivity to others 2.inability to be a team player 3.arrogance 4.poor conflict management skills 5.inability to meet business objectives 6.inability to adapt to change

Employee assistance programs (EAP)

-A referral service that employees can use to seek professional treatment for emotional problems or substance abuse. -Many EAPs are fully integrated into employers' overall health benefits plans. --Can be required after certain disciplinary actions-the purpose is to prevent recurrences of behavior --Many EAP's are fully integrated into employees overall health benefits plan --Can also provide other information like how to prepare a will or provide financial advice

Outplacement counseling

-A service in which professionals try to help dismissed employees manage the transition from one job to another. -Goals are to help former employee address psychological issues associated with losing a job- grief, depression and fear, while helping them find a new job. --Usually offered for employees who are laid off, not terminated for cause --Can provide job seeking, resume building, and interview skills

Job Withdrawal

-A set of behaviors with which employees try to avoid the work situation physically, mentally, or emotionally (not -Results when circumstances such as the nature of the job, supervisors and coworkers, pay levels, or the employee's own disposition cause the employee to become dissatisfied with the job.

The glass ceiling

-Caused by lack of access to training programs, developmental job experiences, and developmental relationships Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations. -Developmental systems help

•Transaction Processing

-Computations and calculations used to review and document HRM decisions and practices

•Expert Systems

-Computer systems incorporating decision rules of people deemed to have expertise in a certain area

Teamwork, Job satisfaction and Empowerment

-Design work so it is performed by teams -Managers coordinate roles and provide resources It's important for companies to capture and share the knowledge of workers who have had years to learn their specialty.(knowledge sharing) -Employee engagement •Degree to which employees are fully involved in their work and the strength of their commitment to their job and company. •Employees who are engaged and provide a clear competitive advantage to that firm, including higher productivity, better customer service and lower turnover. •There is no one size fits all, what is important to one employee may not be important to another -Brand alignment •HR policies, practices, and programs support or are congruent with an organization's overall culture or brand, including its products and services. •Include in NEo and provide annual training to educate and provide support for changes

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 -Coaching

Human Resource Management Audits

-Formal review of the outcomes of HRM functions •Staffing, compensation, benefits, training, appraisal and development, and overall effectiveness •Compliance with equal employment opportunity laws, succession planning, maintaining a safe workplace, and positive labor relations

Employment-at-Will Doctrine

-If the organization and employee do not have a specific employment contract, the employer or employee may end the employment relationship at any time. -Implied contracts -Discharge cannot violate a law or public policy

Employees' Privacy

-Information gathered and used for discipline must be relevant. -Privacy issues concerning the employer's wish to search or monitor employees. -Employers must be prudent in deciding who will see the information

HRM practices for high performance

-Job design •Enable the organization to benefit from teamwork and employee empowerment -Recruitment and Selection •Employees who contribute to teamwork, empowerment, and knowledge sharing -Training •Teach employees the specific skills they need to perform the duties of their job -Performance Management •Ensure that employees' work contributes to achieving the organization's goals -Compensation- fair and ethical (not always equal)

job assignments

-Job enlargement -Job rotation -Transfers -Promotions -Downward moves -Temporary assignments with other organizations •Sabbatical Working outside one's home country is the most important job experience that can develop an employee for a career in the global economy.

360-Degree Performance Appraisal

-Performance measurement that combines information from employees' •Managers •Peers •Subordinates •Self •Customers

Needs Assessment

-Process of evaluating the organization, individual employees, and employees' tasks to determine what kinds of training, if any, are necessary. -Needs assessment answers three questions: 1.Organization - What is the context in which training will occur? 2.Person - Who needs training? 3.Task - What subjects should training cover?

Electronic Monitoring and Employee Privacy

-Records of employees' performance ratings, disciplinary actions, and work-rule violations are often stored in electronic databases -Electronic monitoring can improve productivity, it also generates privacy concerns

High-Performance Work Systems

-Right combination of people, technology, and organizational structure that makes full use of the organization's resources and opportunities in achieving its goals. -Each of these elements must fit well with the others in a smoothly functioning whole.

Methods for Measuring Performance

-Simple ranking - rank highest to lowest Alternation ranking - pick best, then worst, and continue -Forced distribution - define categories and assign a certain percentage of employees to each category -Paired comparison - compares each employee to every other employee

•Relational Databases

-Stores data in separate files that can be linked by common elements identifying the type of data to sort by fields -Can track employee benefit costs, training courses, and compensation

•Decision Support Systems

-Systems designed to help managers solve problems that usually include a "what if" feature

Succession Planning

-The process of identifying and tracking high-potential employees who will be able to fill key positions when they become vacant Benefits •Senior management regularly reviews the company's leadership talent •Ensures that critical talent is available •Provides development experiences that managers must complete •Helps attract and retain managerial employees

Progressive Discipline Responses

-Unofficial spoken warning -Official written warning -2nd written warning plus threat of temporary suspension -Temporary suspension plus written notice that this is a last chance to improve -Termination

formal education may include

-Workshops -Short courses -Lectures -Simulations -Business games -Experiential programs -Meetings with customers

Job satisfaction

-a pleasant feeling resulting from the perception that one's job fulfills or allows for the fulfillment of one's important job values. -3 components of job satisfaction are: Values Perceptions Ideas of what is important

Steps of instructional design

1. Assess needs for training 2. Ensure readiness for training 3. Plan training program (objectives,trainers,methods) 4. Implement training program (principles of training, transfer of training) 5. Evaluate results of training

systems for career management

1. data gathering (self-assessment) Use of information by employees to determine career interests, values, aptitudes, behavioral tendencies, and development needs. •MBTI •Strong-Campbell Interest Inventory •Self-Directed Search 2.feedback Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans 3.goal setting Based on information from self-assessment and reality check, employee sets short- and long-term career objectives. 1.Desired positions 2.Level of skill to apply 3.Work setting 4.Skill acquisition 4.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.

Steps in the Performance Management Process

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 improvements needed 6. provide consequences for performance results

Key Features of Learning Organizations

1.Continuous learning- employees gather information and apply it when making on the job decisions 2.Shared knowledge- requires employees to be confident in their positions and not fearful of being replaced 3.Critical, systematic thinking- employees use new ideas and test assumptions to see if they work and achieve anticipated results 4.Learning culture- must reward learning 5.Valued employees-organizations need to recognize that the employees are the source of their knowledge and success. But how? Approach is unique to each employee, manager, and company

Outcomes of a High-Performance Work System

1.Higher productivity and efficiency that contribute to higher profits 2.High product quality 3.Great customer satisfaction 4.Low employee turnover

Elements of a High-Performance Work System

1.Organizational structure: the way an organization groups its people into useful divisions, departments, and reporting relationships. 2.Task design: determines how details of the organization's necessary activities will be grouped, whether into jobs or team responsibilities. 3.People: well suited and well prepared for their jobs. 4.Reward systems: encourage people to strive for objectives that support the organization's overall goals. 5.Information systems: enable sharing information widely.

Rules of behavior should cover disciplinary problems such as:

1.Tardiness 2.Absenteeism 3.Unsafe work practices 4.Poor quantity or quality of work 5.Sexual harassment 6.Impaired by alcohol or drugs 7.Theft of company property 8.Cyberslacking (personal business online at work)

Conditions that Contribute to High Performance

1.Teams perform work. 2.Employees participate in selection. 3.Employees receive formal performance feedback and are involved in performance improvement process. 4.Ongoing training is emphasized and rewarded. 5.Employees' rewards and compensation relate to company's financial performance. 6.Equipment, work processes and technology encourage maximum flexibility and interaction among employees. 7.Employees participate in planning changes in equipment, layout, and work methods. 8.Work design allows employees to use a variety of skills. 9.Employees understand how their jobs contribute to finished products or services. 10.Ethical behavior is encouraged. HR has a significant role in creating these conditions.

Planning the Training Program

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 In-House or Contracted Out? -Vendors may complete a request for proposal (RFP) Training administration is done by a HR professional

coaching

A coach is a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback. Coaches may play one or more of three roles

•Learning management system (LMS)

A computer application that automates the administration, development, and delivery of training programs. LMS is used to carry out instructional design process more efficiently and effectively. LMS is a computer application that automates the administration, development, and delivery of a company's training programs LMS can be linked to the organization's performance management system to plan and manage: •training needs •training outcomes •associated rewards

HR Dashboard

A display of HR-related indicators showing human resource goals and objectives and the progress toward meeting them

Progressive Discipline

A formal discipline process in which the consequences become more serious if the employee repeats the offense. Document well -These can be removed in 6 months-1 year if on further issues -The purpose is to prevent recurring behavior

Procedural Justice

A judgment that fair methods were used to determine the consequences an employee receives. I.e, fairness of the investigative process consistent procedures avoidance of bias accurate information way to correct mistakes representation of all interests ethical standards

Outcome Fairness

A judgment that the consequences given to employees are just. Consider: does the punishment fit the action? Consistent with the past infractions? consistent outcomes knowledge of outcomes outcomes in proportion to behaviors

Interactional Justice

A judgment that the organization carried out its actions in a way that took the employee's feelings into account. I.e, not discussing in front of peers or speaking harshly explanation of decisison respectful treatment consideration empathy

Organizational Behavior Modification (OBM)

A plan for managing behavior of employees through a formal system of feedback and reinforcement.

Behavioral Observation Scale (BOS)

A variation of a BARS which uses all behaviors necessary for effective performance to rate performance at a task.' A BOS also asks the manager to rate frequency with which the employee has exhibited the behavior during rating period

mentor

An experienced, productive senior employee who helps develop a less experienced employee (a protégé).

Open Door Policy

An organization's policy of making managers available to hear complaints. "You can trust me" Red flag: when an employee comes in and says they don't want the supervisor to say or report whatever they're telling them (because the supervisor is required to)

Sarah participated in leaderless group discussions and in-basket exercises and was observed by a number of raters. Which assessment method was used for Sarah? A.Interview B.Performance appraisal C.Assessment Center D.Coaching

Assessment Center

promotion

Assignment of an employee to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase.

Arbitration

Binding process in which a professional arbitrator from outside the organization (usually a lawyer or judge) hears the case and resolves it by making a decision.

DiSC

Brand of assessment tool that identifies individuals' behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness.

training methods

Classroom & distance learning Audiovisual training Computer based training -e-learning -EPSS (Electronic performance support system) On the job training -apprenticeship (A work-study training method that teaches job skills through a combination of structured on-the-job training and classroom training), internship (on-the-job learning sponsored by an educational institution as a component of an academic program.) Simulations - avatars, virtual reality Business games & case studies Behavior modeling -An effective way to teach interpersonal skills Includes role-playing with feedback Experiential Participants learn concepts and apply them by simulating behaviors involved and analyzing the activity and connecting it with real-life situations One of the most important features of organizations today is teamwork. Experiential programs include team-building exercises like wall climbing and rafting to help build trust and cooperation among employees. Adventure programs A teamwork and leadership training program based on use of challenging, structured outdoor activities Team training Coordinates the performance of individuals who work together to achieve a common goal. cross-training(Team training in which team members understand and practice each other's skills so that they are prepared to step in and take another member's place), coordination(Team training that teaches the team how to share information and make decisions to obtain the best team performance.) -team leader training(Training in the skills necessary for effectively leading the organization's teams.) Action learning -Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.

career development plan

Competencies (strengths and weaknesses) Career Goals (short and long term) Next Assignments Training and Development Needs

Psychological withdrawal

Decrease in job involvement Decrease in organizational commitment

Charlotte is a manager overseeing the work of a team. Which of the following behaviors would empower the team the least? a)Opening lines of communication between the team and other groups within the organization. b)Directing the team and monitoring their day-to-day activities. c)Ensure the team has the resources they need. d)Keep the team informed as new, relevant information becomes available.

Directing the team and monitoring their day-to-day activities.

Wrongful Discharge

Discharge may not violate an implied agreement. -e.g., employer had promised job security -e.g. action inconsistent with company rules. Discharge may not violate public policy. -e.g., terminating employee for refusing to do something illegal or unsafe.

quality approach

Emphasize managers and employees working together to solve performance problems. reliability:high validity: High, but can be both contaminated and deficient

implementing the training program

Employees are most likely to learn when training is linked to their current job experiences and tasks. Employees need a chance to demonstrate and practice what they have learned. Trainees need to understand whether or not they are succeeding. Well-designed training helps people remember content. Written materials should have an appropriate reading level.

Measures for Protecting Employees' Privacy

Ensure that information is relevant. Publicize information-gathering policies and consequences. Request consent before gathering information. Treat employees consistently. Conduct searches discreetly. Share information only with those who need it.

examples of rating errors

Example 1 - Someone who speaks well might be seen as helpful or talented in other areas simply because of the overall good impression created by this one quality. Example 2 - Someone who is occasionally tardy might be seen as lacking in motivation. •Halo error: when bias is in a favorable direction. This can mistakenly tell employees they don't need to improve in any area. •Horns error: when bias involves negative ratings. This can cause employees to feel frustrated and defensive.

•Training objectives include a statement of

Expectations Quality or level of acceptable performance Conditions under which the employee is to apply what he or she learned. Measurable performance standards. Resources needed to carry out desired performance or outcome.

A manager who decides to fire an employee should quietly take action alone and then let others know afterwards.

False

Rating Attributes

Graphic Rating Scale Lists traits and provides a rating scale for each trait. Employer uses the scale to indicate extent to which an employee displays each trait. Mixed-Standard Scale Uses several statements describing each trait to produce a final score

HRM practices that help organizations achieve high performance

HRM practices match organization's goals. -Performance management system measures customer satisfaction and quality. Individuals and groups share knowledge. -Organization monitors employees' satisfaction. Work is performed by teams. -Discipline system is progressive. Organization encourages continuous learning. -Pay systems reward skills and accomplishments. Work design permits flexibility in where and when tasks are performed. -Skills and values of a diverse workforce are valued and used. Selection system is job related and legal. -Technology reduces time and costs of tasks while preserving quality.

Kamran has worked for the same company for 3 years, is enthusiastic and passionate about his work, has not missed a day in two years and has several close friends he enjoys working with. Which of the following best describes Kamran? a)He is satisfied with his job. b)He is empowered. c)He is experiencing occupational intimacy. d)He is probably going to quit soon.

He is experiencing occupational intimacy.

Process for Developing a Succession Plan

Identify positions to plan for Identify employees to include Define job requirements Measure employee potential Review and plan to meet development needs Link succession planning with other HR Systems Provide Feedback to Employees Measure the plan's Effectiveness

diversity training

Increases participants' awareness of cultural and ethnic differences and differences in personal characteristics and physical characteristics Needs to respect and value all of the organization's employees Programs may focus on •Behavior changes •Constructive ways to handle communication barriers, conflicts and misunderstandings •Cultural immersion

Training outcomes

Information such as facts, techniques, and procedures that trainees can recall after training. Skills that trainees can demonstrate in tests or on the job. Trainee and supervisor satisfaction with training program. Changes in attitude related to training content. Improvements in individual, group, or company performance Helps with future decisions about the organization's training programs Organization may identify a need to modify the training and gain information about the kinds of changes needed.

contamination

Information that is gathered but irrelevant

Assessment centers

Leaderless group discussions Assessment: Collecting information and providing feedback to employees about heir behavior, communication style, or skills

Strategic Purpose of Performance Management

Link employee activities with the organization's goals effective performance management helps the organization achieve its business objectives

how to use training

Necessary employee characteristics: •Ability to learn subject matter •Favorable attitudes toward training •Motivation to learn A positive work environment encourages learning and avoids interfering with training, characterized by situational constraints and social support. An effective training program is designed to teach skills and behaviors that will help the organization achieve its goals.

supervisors and coworkers

Negative behavior by managers Conflicts between employees A person may be satisfied with them because they 1. share the same or similar values, attitudes, and philosophies. 2. provide social support, meaning they are sympathetic and caring. 3. help the person attain some valued outcome . The key is providing an outlet to the employee to express concerns and work toward a mutual solution

Mediation

Non-binding process in which a neutral party from outside the organization hears the case and tries to help the people in a conflict arrive at a settlement.

Workers' Adjustment Retraining and Notification Act (WARN)

Organizations that plan broad-scale layoffs Employers required to give notice before any closing or layoff for organizations with more than 100 employees. (Must give 60 days notice before any closing or layoff that will affect at least 50 full-time employees) --If you don't- may have to give back pay, including fringe benefits and pay penalties --Seek legal advice before implementing a closing

occupational intimacy

Passionate people are fully engaged with something so that it becomes part of their sense of who they are

pay and benefits

Pay is an indicator of status . Pay & benefits enhance self-worth -HR should monitor pay levels in their industry and the trades they employ -Two aspects of pay satisfaction influence job satisfaction Satisfaction with pay structure i.e, base pay, bonuses, overtime, etc Pay raises- how often, are they fairly administered, i/e, rotate the increases? 2% to everyone?

Hot-Stove Rule

Principle of discipline that says discipline should be like a hot stove, giving clear warning and following up with consistent, objective, and immediate consequences.

•Organization analysis

Process for determining appropriateness of training by evaluating characteristics of the organization. It looks at training needs in light of: •the organization's strategy, •resources available for training, and •Management's support for training activities.

peer review

Process for resolving disputes by taking them to a panel composed of representatives from the organization at same levels as the people in the dispute.

•Person analysis

Process of determining individuals' needs and readiness for training by answering three questions: 1.Do performance deficiencies result from a lack of knowledge, skill, or ability? 2.Who needs training? 3.Are these employees ready for training?

•Task analysis

Process of identifying and analyzing tasks to be trained. To carry out task analysis, conditions to be considered include: •Job's equipment and environment •Time constraints •Safety considerations •Performance standards

performance management

Process through which managers ensure that employees' activities and outputs contribute to the organization's goals. -Process requires: Knowing what activities and outputs are desired Observing whether they occur Providing feedback to help employees meet expectations - Should occur annually, more often for new hires -Should not include surprises or disciplinary action. -PIPs are appropriate

Myers-Briggs Type Indicator

Psychological inventory that identifies individuals' preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development.

Behaviorally Anchored Rating Scale (BARS)

Scale showing specific statements of behavior that describe different levels of performance Combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance.

Developmental Purpose of performance management

Serves as a basis for developing employees' knowledge and skills - Training or Development

Critical-Incident Method

Specific examples of employees acting in ways that are either effective or ineffective Employees receive feedback about what they do well and what they do poorly and how they are helping the organization achieve its goals Documentation is key here

self-assessment

Step 1: Where am I? Step 2: Who am I? Step 3: Where would I like to be, and what would I like to happen? Step 4: An ideal year in the future Step 5: An ideal job Step 6: Career by objective inventory

Finding Solutions to Performance Problems

The type of action called for depends on what the employee lacks. Lack of ability Lack of motivation Lack of both

training objectives

Training designed to prepare employees to: •perform their jobs effectively, •learn about their organization, and •establish work relationships. Objective is to familiarize new employees with the organization's rules, policies, and procedures. Can be for new employees or for employee changes job or company location

request for proposal (RFP)

Vendors may complete •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 -Training administration is done by a HR professional

administrative purpose of performance management

Ways in which organizations use the system to provide information for day-to-day decisions about salary, benefits, and recognition programs. Can support decision-making related to employee retention, termination for poor behavior, and hiring or layoffs.

Customer-Oriented Perspective of HRM

Who Are Our Customers? •Line managers •Strategic planners •Employees What do our customers need? •Committed employees •Competent employees How do we meet customer needs? •Qualified staffing •Performance Management •Rewards •Training and Development

protean career

a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment

job rotation

a job enrichment strategy that involves moving employees from one job to another

sabbatical

a leave of absence from an organization to renew or develop skills. Employees on sabbatical often receive full pay and benefits

instructional design

a process of systematically developing training to meet specified needs An effective training program is designed to teach skills and behaviors that will help the organization achieve its goals. HR professionals approach training through instructional design.

Job Descriptive Index (JDI)

a self-report job satisfaction rating scale measuring five job facets 1.work itself 2.supervision 3.pay 4.co-workers 5.promotion opportunities

Necessary Employee Characteristics for Readiness for Training

ability to learn subject matter favorable attitudes toward training motivation to learn A positive work environment encourages learning and avoids interfering with training, characterized by situational constraints and social support.

ways that training helps employees learn

communicate the learning objective use distinctive,attention-getting messages limit the content of training guide trainees as they learn elaborate on the subject provide memory cues transfer course content to the workplace provide feedback about performnace

Basic Approaches to Performance Measurement

comparative attribute behavioral results quality

goals of a 4 stage on-boarding process

compliance- understand company policies, rules, and regulations clarification- understand job and performance expectations culture- understand company history, traditions, values, norms, and mission connection- understand and develop working and interpersonal relations

Errors in Performance Measurement

contrast errors, distributional errors

when to use training

diversity training

Externship

employee development through a full-time temporary position at another organization

results approach

focuses on managing the objective, measurable results of a job or work group reliability: high; main problem can be test-retest-----depends on timing of measure validity:usually high; can be both contaminated and deficient

monitoring/ increasing job satisfaction

hiring employees predisposed to being satisfied -referring depressed employees for help designing complex, meaningful jobs - establishing clear, appropriate roles reinforcing shared values -encouraging social support (sympathetic and caring) -helping employees pursue goals setting satisfactory pay levels -communicating pay structure and policies

Alternative Dispute Resolution (ADR)

includes methods of solving a problem by bringing an impartial outsider but not using the court system Purpose: to avoid lawsuits open door policy, peer review, mediation, arbitration

job enlargement

increasing the number of different tasks in a given job by changing the division of labor

Four Approaches to Employee Development

interpersonal relationships, formal education, job experiences, assessment

jon withdrawal process

job dissatisfaction -personal dispositions -tasks and roles -supervisors and co-workers -pay and benefits job withdrawal -behavioral change -physical job withdrawal -psychological job withdrawal

personal dispositions

negatively affectivity core self-evaluations -A positive attitude often raises overall levels of employee satisfaction

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: -Leniency: the reviewer rates everyone near the top -Strictness: the rater favors lower rankings -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 in other areas

comparitive approach

reliability:Depends on rater, but usually no measure of agreement used validiity: Can be high if ratings are done carefully

attribute approach

reliability:Usually low; can be improved by specific definitions of attributes validity:Usually low; can be fine if developed carefully

behavioral approach

reliability:usually high validity:usually high;minimized contamination and deficiency

taks and roles

role ambiguity, conflict, and overload -Job complexity -Meaningful work -Clear and appropriate roles Role analysis technique - formally identifying expectations associated with a role

Purposes of Performance Management

strategic, administrative, developmental

An employee starts out as a sales person, then becomes an account manager, gets promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?

traditionalf

hands-on-methods

trainees are actively involved in trying out skills. On-the-job training, simulations, role-plays, computer games. Teaching specific skills; showing how skills are related to job or how to handle interpersonal issues.

Presentation method

trainees receive information provided by others. Lectures, workbooks, video clips, podcasts, websites. Conveying facts or comparing alternatives.

Group-building methods

trainees share ideas and experiences, build group identities, learn about interpersonal relationships and the group. Group discussions, experiential programs, team training. Establishing teams or work groups; managing performance of teams or work groups.

Separating employees has financial and personal risks

true

Physical job withdrawal

very costly Late Sick Quit

Behavior change

when employees feel unheard it can lead to: Whistle-blowing- anonymous hot lines, media,etc Lawsuits

assessment

•Collecting information and providing feedback to employees about their behavior, communication style, or skills Methods: -Psychological profiles -Myers-Briggs Type Indicator (MBTI) -DiSC -Assessment centers •Leaderless group discussions -Performance Appraisals and 360-Degree Feedback Learning about their preferences for communicating and getting work done may help employees contribute to teams and choose career paths where they are likely to thrive.

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

job experiences

•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 transitions Through these experiences, managers learn how to handle common challenges, and prove themselves.

Political Behavior in Performance Appraisals

•Distorting a performance evaluation to advance one's personal goals i.e fear of employee's growth •A technique to minimize appraisal politics is a calibration meeting. -Meeting at which managers discuss employee performance ratings and provide evidence supporting their ratings with the goal of eliminating influence of rating errors

Discrimination

•Employers must make discipline decisions without regard to a person's age, sex, race, or other protected status. •Evenhanded, carefully documented discipline can avoid law suits •Follow the handbook and disciplinary policy

Monitoring Job Satisfaction

•Employers should be aware of satisfaction levels, so they can make changes if employees are dissatisfied. •Usual way to measure job satisfaction is to survey. •A systematic, ongoing program of employee surveys should be part of the organization's HR strategy to monitor trends and prevent voluntary turnover.HR strategy to monitor trends and prevent voluntary turnover •The exit interview- great way to get feedback. Still need to ensure the information will be anonymous

e-hrm

•Improving HRM effectiveness through online technology •Speed requirements of business force HRM to leverage technology for delivery of HRM activities •With Internet, E-HRM enables all employees help themselves to HR information whenever needed •E-HRM uses social media applications •Cloud computing enables access to information that's delivered on demand from any device 24/7

-HR analytics

•Measures HRM efficiency and effectiveness and a program's success

-Economic approach to analyzing the effect of HRM programs

•Measures the dollar value of the program's costs and benefits

employee separation

•Organizations must develop a standardized, systematic approach to discipline and discharge •Not to be left solely to the discretion of individual managers or supervisors •Should be based on principles of justice and law •Should allow for various ways to intervene

evaluating employee's performance

•Productivity is an important measure of success because getting more done with a smaller amount of resources (money or people) increases the company's profits. •Management by Objectives (MBO): people at each level of the organization set goals in a process that flows from top to bottom, so that all levels are contributing to the organization's overall goals.

Total Quality Management

•Provide methods for performance measurement and management.' •A TQM approach to performance measurement involves employees and their internal and external customers working together to improve overall customer satisfaction. •Combines measurements of attributes and results. Subjective feedback- comes from managers, peers, and customers about the employee's personal qualities such as cooperation and initiative. Statistical quality control- uses charts to detail causes of problems, measures of performance, or relationships between work-related variables. statistical quality cont

Uniform Guidelines on Employee Selection Procedures (from the Federal Government)

•Require that organizations avoid using criteria such as race and age as a basis for employment decisions

-Unjust dismissal

•The usual claim is that the person was dismissed for reasons besides the ones that the employer states. •Performance management systems provide evidence to support an organization's employment decisions.

Criteria for Effective Performance Management

●Fit: The management system should aim at achieving employee behavior and attitudes that support an organization's strategy, goals, and culture ●Validity: The extent to which a measuring tool actually measures what it is intended to ●Reliability: Describes the consistency of the results that the performance measure will deliver ●Acceptability: Whether or not a measure is valid and reliable, it must meet practical standard of being acceptable for the people who use it, rated as being fair ●Specific Feedback: Specifically telling employees what is expected of them and how they can meet those expectations