BA 101(Chptrs 8&11)
3 steps of training and development(1-3)
1. Asses organization needs and employee skills for training gaps 2. Design training activities to meet identified needs 3. Evaluate the training effectiveness.
Selection Process steps (1-6)
1. Obtain complete application forms 2. Conduct initial and follow-up interviews 3. Give employment tests 4. Conduct background investigations 5. Obtain results from physical exams 6. Establish probationary periods.
5 Steps of Human Resourcing(1-5)
1. Preparing a human resource inventory 2. Preparing a job analysis 3. Accessing future human resources demand 4. Accessing future human resources supply 5. Establishing a strategic plan.
Online Training
A form of off-the-job training in which employees complete classes via the internet.
Compensating Teams
A problem in developing effective compensation for teams is that rewarding individuals erodes cohesiveness.
Job Specifications
A written summary of the minimum qualifications required of workers to do a particular job.
Using the results to make decisions
An effective performance appraisal system provides information to managers and is also a way to satisfy legal requirements.
Performance appraisal
An evaluation that measures employee performance against established standards in order to make decisions about promotions, compensation, training, or termination.
Matrix Organization
An organization in which specialists from different parts of the organization are brought together to work on specific projects but still remain part of a line-staff-structure.
Organization chart
An organization shows who reports to whom, who is accountable for accomplishing specific work, and the relationship among people in the company.
Bureaucracy
An organization with many layers of managers who set rules and regulations and oversee all decisions.
Decentralized Authority
An organizational structure in which decision making authority is delegated to lower-level managers more familiar with local conditions than headquarters management could be.
Flat Organizational Structures
An organizational structure that has few layers of management and a broad span of control.
Tall Organizational Structures
An organizational structure which the pyramidal organizational chart would be quite tall because of the various levels of management.
Mentor
Another employee who introduces lower-level employees to the right people and acts as a sponsor within the organization.
Establishing Trial
At the end of the selection process, a trial period can make it easier to dismiss a new employee if necessary.
Advantages(decentralized)
Better adaptation to customer wants, empowerment to workers, faster decision making, higher morale.
Conducting background investigations(includes)
Credit history, school record and work record. They do this to identify the candidate who would most likely succeed.
Organizing
Determining what work needs to be done.
Division of Labor
Dividing task among the company.
Science applied to organization
Division of labor, Hierarchy of authority, Unity of command, Obedience to authority.
Staff Personnel
Employees who advise and assist line personnel in meeting their goals.
Line Personnel
Employees who are part of the chain of command that is responsible for achieving organizational goals.
Salary
Fixed compensation computed on weekly, biweekly, or monthly pay periods.
360-degree review
Gives managers opinions from people at different levels to get a more accurate idea of the workers abilities.
Pay systems
Hay pay system uses a tiered system of pay ranges based on know-how, problem solving, and accountability.
Contingent Workers
Individuals who are part-time, temporary, or seasonal workers are classified as contingent workers.
Communicating Standards
Is important to communicate the established performance standards so employees know what is expected of them.
Conducting initial and follow-up interviews
It is important to plan and prepare all interviewers for the for the interview because missteps and illegal questions can lead to lawsuits based on anti-discrimination laws.
Disadvantages(decentralized)
Less efficiency, complex distribution system, less top management control, weakened corporate image.
Disadvantages(centralized)
Less responsiveness to customers, less empowerment, inter-organizational conflict, lower morale away from headquarters.
On the job training
Lets the employee learn by doing an experienced employee and then imitating them.
Equal employment laws
Limit the kinds of questions that can appear on employment applications so that people's rights are not violated.
Job Specialization
Many jobs can be done quickly and well when each person specializes,with also dividing smaller jobs to get done.
Gain sharing systems
Most gain-sharing system base bonuses on improvements over previous performance.
Job Analysis
Observing current employees doing a job, discussing the job with managers, and keeping activity diaries are all part of the process of job analysis. A study of what employees do who hold various job titles.
Title VII of the Civil Rights Act
Prohibits discrimination in hiring, firing, compensation or privilege of employment based on race, religion, creed, sex or national origin.
Americans Disability Act of 1990
Prohibits employers from discriminating against qualified individuals with disabilities in hiring, advancement, or compensation and requires them to adapt the workplace if necessary.
Job Description
Responsibilities and duties of the job, Objectives of the job, the job's relation to other functions.
Fringe Benefits
Sick-leave vacation pay, pensions, and health plans that provide additional compensations are called fringe benefits.
Human resource inventory(includes)
Specialized skills, languages spoken and demographics such as age and education level.
Orientation
The activity that introduces new employees to the organization, employees, and immediate supervisors.
Age Discrimination in Employment Act of 1967
The federal law that protects those over 40 years of age from workplace discrimination in hiring, compensation, promotion, layoff, and other workplace opportunities.
Span of Control
The optimum number of subordinates a manager supervises or should supervise.
Networking
The process of establishing and maintaining contacts with key managers in your own organization or outside of it to serve as informal development systems.
Selection
The process of gathering information and deciding who should be hired, under legal guidelines, in the best interest of the organization and the individual.
Departmentalization
The process of setting up individual departments to do specialized tasks. Dividing an organization into separate working units.
Management and development
The process of training and educating employees to become good managers and then.
Recruitment
The set of activities used to obtain a sufficient number of the right people at the right time. The process for obtaining qualified people.
Job simulation
The training where employees can learn skills before attempting them on the job using equipment that duplicates job conditions.
Advantages(centralized)
Top management control, more efficiency, simpler distribution system, strong brand/corporate image.
Vestibule Training
Training done in schools where employees are taught on equipment similar to that used on the job.
Networking
Using communications technology and other means to link organizations and allow them to work together on common objectives.
Centralized Authority
When decision-making authority is maintained.
Cross-functional self-managed teams
groups of employees from different departments who work together on a long term basis.