exam 3 MGMT

What is a needs assessment? What are the components of a needs assessment?

- a needs assessment is the systematic process of identifying and specifying training requirements. -3 components. - org analysis - task analysis - person analysis

CHAPTER 10 Describe the four stages of the control cycle and how the control cycle is used to assess the performance of a firm

-4 stage process, provides the mechanisms and systems that monitor the transformation process, ensuring that outputs are produced to the desired quality, quantity, and specifications of an org and its customers -4 key activites 1. identifying measures that track the right info to asses the performance of the company 2. setting targets for the selected measures 3. monitoring performance against the selected measures 4. taking corrective action when performance does not meet expectations

b. Six Sigma

-A disciplined, quantitative approach to improve cycle time, reduce costs, and eliminate waste with a technical goal of 3.4 defects per million (six standard deviations from the mean) -reduces operating costs in search of a competitive advantage -a disciplined, quantitative approach to improve cycle time, reduce costs, and eliminate waster with a technical goal of 3.4 million defects per year (6 standard deviations from mean) -assumes that current product design and processes are fundamentally sound and need only minor improvements

c. ISO 9000

-An international control mechanism that pursues high-quality products by ensuring high-quality production processes

What is the legal context for personnel decisions? What laws have been passed?

-Civil Rights Act of 1964, Title VII - this law declared all discriminatory employment practices unlawful -Laws enforced by EEOC (Equal Employment Opportunity Commission) - Uniform Guidelines--established rules for fair employment practices

What were the original protected groups? What has been added since? What groups are currently not federally protected? Who enforces these laws?

-Five originally protected groups: race, sex, religion, color, national origin -Age (added in 1967 to protect people aged 40 and over) -Disabilities (added in 1990 to protect physical or mental impairment -Age Discrimination in Employment Act >1967 >Offers same legal protection as Civil Rights Act to people 40 and over -Americans with Disabilities Act >1990 >Most important legislation for those with disabilities. >Employers must provide reasonable accommodations

What are two forms of group based pay systems?

-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 improvements in profitability.

What are sources of work information?

-HR manager can then turn his or her attention to the competitive landscape in order to benchmark its compensation and benefits offerings. -Most positions are compensated based on the required combination of education, experience, and potential talent expected to perform a particular job. Firms often set compensation levels based on an external analysis of comparable positions in the marketplace. If a firm chooses to hire a worker from a competitor or another firm, it should expect to offer compensation that meets or exceeds the worker's current level. -An assessment of the business environment is also important in understanding the availability of workers with specific skill levels. For example, during recessions, there are more unemployed workers, so it may be easier to find appropriate workers for open positions, but this does not always translate into successful hiring.

What are the different forms of recruitment and explain their respective advantages and disadvantages

INTERNAL -finding qualified applicants from workers who already work at the firm -advantages: >knowing company culture, background, and products, allows to make a quicker and more meaningful impact in the new role >demonstrates that employees have access to a potential career path that allows growth and development >Org is aware of the skills and potential of candidate EXTERNAL -finding qualified applicants outside of the firm >higher compensation offered to external recruits may cause equity issues within firm >may have lower performance ratings >easier to bring in new ideas >advantages- new blood >disadvantages- more pay and this doesn't always translate to higher performance

Be able to identify factors that influence the recruitment process

ORG CHARACTERISTICS -reputation of the org can influence perceptions of favorability RECRUITERS -can be different statuses, more/less informative, more/less competent, and influence the likelihood of applicants accepting job offers -no support for influences of similarity between recruiter/applicant have been found RECRUITMENT MESSAGE -can influence job perceptions -deliver of the message --> media richness theory: face to face communication may be more successful than video, audio, text, though research is lacking here SITE VISIT -gives job applicant more info about community and traits of org; meeting with higher employees makes applicants feel that their position is more valued --> signals to candidates that the org is serious about them ASSESSMENT PROCESS -perceived fairness of the selection procedures can influence candidates favorability reactions toward the org -feel that the assessment process is fair and reasonable to the extent that is allowed them an opportunity to perform JOB OFFER AND TIMING -when and how is the job offer given; timing of applicants and responding to the applications is important RECRUITING MINORITIES AND UNDERREPRESENTED GROUPS -wording of recruitment messages is important. saying you're hiring diversity to improve business results rather than for moral reasons may decrease perceptions of unfair hiring practices; masculine words are more common in ads for male dominated jobs and can result in women believing they don't belong

What is the first step of the training process?

a needs assessment

What are the characteristics of change leaders?

o Commitment to a better way o Courage to challenge existing power bases and norms o Personal initiative to move beyond defined boundaries o Sense of humor about themselves and the situation o Ability to motivate oneself and others o Concern about how people are treated o Ability to maintain a relatively low profile and share credit

CHAPTER 11 What is organizational change?

o Consists of the processes and activities that orgs go through to align themselves with the internal and external business environment and to prepare for future potential opportunities o Corporations, nonprofits, governments and even sports teams engage in organizational change to better fulfill their purposes, achieve their objectives and implement their strategies o When strategies becomes misaligned with the environment or org's capabilities fail to keep up the pace with new competitors, orgs must go through org change

Explain how orgs and change leaders combat resistance to change

• Costs of an resistance to change o Resistance to change Complacency/inertia Roles and relationships Priorities and politics Processes Passive/aggressive actions o Costs of change Social Psychological Emotional Political Financial o Listen Allow venting Hear concerns and offer support o Communicate Build understanding Build trust o Involve Create opportunities for employees Generate commitment by participation o Train Coaching New skill development

Describe the change process and the key elements that comprise it

• D x M x P -> Rc + Cc o D = dissatisfaction with the status quo o M = a new model for the org o P = process for change o Rc = resistance to change o Cc = cost of change that employees experience • Dissatisfaction is a component of change process in which creating dissatisfaction with the status quo helps to free people and orgs from complacency or inertia. It often creates the spark needed to begin the change process o Provides energy necessary for breaking org inertia and helps create the motivation for change • Model is a vision for change o Change model tells clearly what is being changed and why o Offers employees hope and a higher sense of meaning o Fits with the firm's expected contextual landscape o Communicating the model requires An appeal to logic and emotions Making a compelling case for change based on benchmarking

INCREMENTAL CHANGE

• Incremental change is a process in which small improvements or changes are made to processes and approaches on an ongoing basis o Often part of a planned process and could include improvements in the quality of operations, supply chain processes, or product or service features o Small improvement for existing markets o Sustainable technologies o E.g., improvement in MPG of car

ORGANIC CHANGE

• Organic change emerges from lower in the org from individual or teams as they innovate, solve problems, seek more effective ways to accomplish their work, react that large environmental shifts, or interact with other in cross functional positions o Begins through employee empowerment in areas that place value on having problems solved at the level of those who do the work o Unleashes the creative drive for individuals and teams o Participatory or bottom up driven o Incremental changes, slower

PLANNED CHANGE

• Planned change is a process where change efforts are predetermined and driven from the top down o Orgs often initiate this type of change through a planned program based on a scan of the competitive horizon, an analysis of their control cycle, or through a SWOT analysis o Top down drive o Usually big changes, fast paced

PROACTIVE CHANGE

• Proactive change has the potential to thrust an org forward in the marketplace, thus creating opportunity for greater competitive success o Process in which change is initiated based on some anticipatory event of opportunity on horizon o Encouraged the search for new opportunities o Engage in envisioning new possibilities for an org. leads to designing what should be, rather than focusing on what is o Anticipatory change o Harder to sell/ more uncertainty o Less time pressure

REACTIVE CHANGE

• Reactive change is a process where change is initiated in response to some known external threat or opportunity o Generally rolled out from top down. Leaders tend to notice lagging performance indicators first and then seek to identify the problem o Once problem diagnosed, they analyze issue and seek to find underlying causes o Next phase require them to design different options for closing the gap or solving the problem o Problem oriented change o Easier to sell to employees/less uncertainty o More time pressure

TRANSFORMATIVE CHANGE

• Transformative change is a process in which change is radical or disruptive, typically in response to a major competitive threat and/or significant change in a firm's external or internal environment o Accompanies dramatic shifts not only in processes, systems, and people but also in strategy and mission o Changes are so drastic that creating alignment require breaking the old paradigms and introducing completely new ones o E.g. electric cars o Disruptive tech o Timely response to disruptive techs requires an autonomous group ("skunk works")

CHAPTER 9 Understand the components of the job analysis including KSAOS, SME, ratings, and methods of collecting information.

-KSAOs- Knowledge, Skills, Abilities, and Other characteristics >K- some knowledge is required before you start working; some is acquired on the job >S- skills- proficiencies that can be enhanced through practice ex: skill at typing, driving >A- abilities- relatively enduring innate proficiencies ex: cognitive ability, physical ability >O- other- personality or capacities. personality (conscientiousness); capacity (withstand extreme temperatures) -Once identified, the KSAOs are then developed into KSAO statements. these statements are specific to the human attributes needed for each job. KSAO statements are then rated by SMEs based on importance and frequency. -Subject matter experts (SMEs) are usually incumbents. they rate the task statements in term of importance and frequency, but also difficulty and consequences of error. the data used to analyze these ratings comes from ratings provided by multiple SMEs

What is management by objectives?

-MBO derives its content from scientific management, one of the earliest theories on organizational control -MBO is the process of managing employees by outlining a series of specific objectives or milestones that they are expected to meet in a defined time period. -The main components of MBO are derived from goal setting and participation in decision making

How are behaviors and outputs different?

-Outputs >The products and/or services that an organization produces >quantifiable and control -Behavior >The actions and decisions of individual employees >flexible and diverse

What does SMART refer to in the context of goal setting?

-The best goals are challenging but attainable. When goals are slightly beyond employees' expectations, employees will work hard to achieve them; but if goals are too difficult, they can become detrimental to spirit and morale. -If goals are too easy, employees reach their target, become satisfied, and stop trying to improve their performance. -For simple goals, important that they are specific and measureable. Performance on complex or difficult tasks may be better when framed as "do your best."

a. Total Quality Management (TQM)

-The satisfaction of customer needs through a set of four reinforcing principles: customer focus, process focus, teamwork and participation, and continuous improvement -comprehensive and structured approach to identifying ways to improve the quality of a company's products and services -goal is to ensure that the company produces high quality products and services that fulfill customer needs -important measurement of TQM is total cycle time- amount of time required to develop and deliver products and services to the customer

What are the different forms or types of training?

-There can be as many types of trainings as there are job functions in an organization, but most training is typically focused on helping new employees get acquainted with the processes and procedures of the organization -The most common formal training is on-the-job training, which is conducted on the work site and often led by an employee's supervisor -Formal training can also be done off-the-job such as at a facility that is specifically designed to teach certain skills -Although formal training can be valuable to an employee's learning, informal training can often be much more effective.Footnote Informal training may include coaching or mentorship, by which employees get matched up with a more experienced member in their field or department. In the best cases, these relationships become valuable resources for employees to develop their understanding of the company and their skills

Know the different types of employee separations

-Voluntary >Retirement >I quit -Involuntary >Termination >Lay-offs -Downsizing. A process of reducing the employee base in a company in an effort to be more competitive. Downsizing can be a truamatic experience for both the employees who are laid off and for those who remain with the organization. Unemployment is negatively impacts one's health and can even lead to personality changes (temporarily). For layoff survivors -Survivor syndrome. A condition that can occur when certain employees who survive a downsizing become narrow-minded, self-absorbed, resentful, or risk-averse. -Loss of employees can be harmful for an organization: takes their knowledge and insight away and potential give it to a competitor. Orgs can use nondisclosure and noncompete agreements to improve retention and protect trade secrets

BIOGRAPHICAL INFORMATION

-assess info pertaining to past activities, interests, and behaviors in heir lives -frequently recorded on application blank -concerns about fairness, legal issues, and honest of responses -ex: asks about being in a hurry (assess calmness), asks about supervision in previous jobs (responsibility), arguments with others (tolerance, agreeable). they are assessing outlook, dealing with people, responsibility

DRUG TESTING

-based on analysis of urine to detect illicit drug use -may not only jeopardize welfare, but also those of co workers -highly controversial

Describe how a firm can monitor and measure its performance across multiple dimensions

-benchmarking- collecting data from industry's best players and using their measures as a goal. promotes competition -budgeting process- central control mechanism for orgs because of its ability to integrate all aspects of an org's activity into a single, coherent summary. provides an annual financial yardstick to measure progress -measurement- process of evaluating behaviors and outputs to see whether standards have been met or objectives have been obtained. enable companies to track progress against expected goals -balance sheet- highlights company's financial position by identifying the asset that the firm controls and the manner in which those assets are financed. provide insight into how company effectively uses liabilities and assets -income statements summarize the financial performance of the company over a specific period of time, usually monthly, quarterly, or yearly. reflects cumulative business result during a specific time frame. revenues - expenses = net income. -liquidity ratios are used to asses a firm's ability to meet its current or short term financial obligations. current ratio = current assets / current liabilities

Be familiar with the different types of testing that are used in selecting talent (e.g., intelligence tests, personality tests)

-cognitive ability tests -mechanical aptitude tests -personal inventories -integrity tests -physical ability tests -situational judgement tests

What are some consequences of offshoring?

-definition: Outsourcing a business activity to a contractor in a foreign country -Why do companies do this? Because of cheap labor. Sounds great, but they often fail to see the downside until it is too late. -Managers spend too much time identifying vendors for their offshoring needs and not enough time deciding which activities should be offshored -Managers do not account for the inherent risks in offshoring a process -Managers fail to realize they can outsource locally or set up an alliance with a partner -Offshoring doesn't always guarantee higher profits. Outsourcing is driven by a firm's ability to manage people in different locations -Vendor may have more negotiating power

SITUATIONAL JUDGMENT TEST

-describes a problem to test taker and requires test taker to rate different solutions in terms of feasibility or applicability

ORG ANALYSIS

-determine whether training is a viable solution to org problems. and where org training should be directed. org analysis helps identify barriers that may cause training to fail and amend barriers prior to start of training

c. Internal business process perspective

-focuses on manner in which company runs its operations

What is 360 feedback? What are advantages and disadvantages of 360 feedback?

-helps individuals with career planning -provides realistic view of employee skills, capabilities and behaviors -effective tool in leadership development -disadvantages: >managers have started using it for performance appraisals >35% of raters change their ratings when its used for evaluation and pay >research suggests that it captures idiosyncrasies in rating tendencies rather than variations in performance -best used for development rather than evaluative purposes

PERSON ANALYSIS

-identifies individuals within an org who should receive the training -by identifying who needs and doesn't need training can help conserve resources. -person analysis helps identify the characteristics of the leaners, such as aptitude, readiness and motivation

TASK ANALYSIS

-identifying which tasks in a job should be targeted for improved performance. remember A) develop task statements B) develop task clusters C) KSAO analysis D) linkage between 2 directs training

LETTERS OF RECOMMENDATION

-in some settings, commonly used -research has shown them to be useless

d. Learning and growth perspective

-indentifies the infrastructure and skills needed to carry out business processes, interact with customers, and achieve long term financial growth -also helps identify gaps in capabilities or resources -managers must make time for reflection and analysis, and train employees in brainstorming, problem solving, and evaluating experiments -setting goals and measuring their achievement is a strong motivational force in itself, which becomes more powerful when targets are meaningful and serve a greater purpose

Be familiar with and be able to distinguish between forms and methods of selecting applicants (e.g., interviews, assessment centers, etc)

-interviews -work samples and situational exercises -biographical info -letters of recommendation -drug testing -new/controversial methods

a. Financial perspective

-involves choosing the financial measurements that are most important for reaching strategic goals -key financial measurements include net income, cost of goods sold, administrative expenses, inventory management, accounts receivable, return on equity, nd return on assets -activity based costing (ABC)- accounting system used to assess the specific cost components of producing a product or service. links production to a series of activities and assigns a cost to each activity, providing a more accurate picture of how to minimize these expenses

Explain the difference between job analysis and competency models

-job analysis: the process of analyzing info about specific job tasks in order to provide a more precise job description and define the characteristics of the ideal job candidate for the position -competency model: a framework for defining the skill and knowledge requirements of a job. It is a collection of competencies that jointly define successful job performance. Competency models are widely used for defining and assessing competencies within organizations in both hard and soft skills.

b. Customer perspective

-links key customer based metrics such as market share and customer retention to the financial performance of a firm -used by manages to identify the most important customers of the burins and to measure how well the company is going in meeting or exceeding customer needs >market share- % of target market who are customers of firm >account share- consumers spend $ on different items spanning several industries to support their needs >customer retention- easy way to maintain or increase market share is to retain existing customer >new customer acquisition- metric is measured in 2 ways: # of new customers and total sales to new customers >customer satisfaction- often measured with feedback surveys. subjective and qualitative >customer profitability- good to have happy customers but they should be profitable to business >value propositions- refers to quantitative or qualitative aspects of products of services that customers value most

What type of pre-training environment needs to be established? Post training environment?

-managers should be clear about their goals for training, and those goals should be informed by the strategy of the organization. Second, managers should identify the organization's training needs and determine the appropriate audience for those needs. -The assessment of the effectiveness of the training is usually apparent in the manner in which employees apply (or do not apply) the new skills. As with any intervention, it is useful to evaluate the overall outcomes of the program to determine possible improvements to the training experience

INTERVIEWS

-most commonly used selection method -structured vs unstructured >structured- questions consistent across job applicants; predetermined questions; good predictor of job performance (higher validity) >unstructured- questions different across all candidates (e.g., tell me about yourself); opportunity for employer to convey info about org values and culture >even though unstructured interviews are more common, thousands of studies have shown they don't predict anything >structured interviews are highly predictive of performance >interviews vary in the extent of structure that they have- structure is the amount of procedural variability across job applicants >structure consists of questions that are consistent across job applicants AND consistency of scoring protocols. unstructured interviews consist of whatever questions occur to the interviewer as well as their cuff notions about which answers are good/bad

MECHANICAL APTITUDE TEST

-most popular in Bennett Test of Mechanical Comprehension -most effective in predicting performance of manufacturing employees who produce mechanical components -women traditionally perform worse

PERSONAL INVENTORIES

-no right or wrong answer (sort of) -fast growing area in personnel selection -one of the most common approaches is the big 5 theory of personality >neuroticism- emotional stability vs instability >extraversion- sociable, assertive, active, talkative, energetic, outgoing >openness to experience- curious, imaginative, unconventional >agreeableness- cooperative, helpful, easy to get along with >conscientiousness- purposeful, determined, organized, controlled -also a personality disorder called dark triad consists of machiavellianism, narcissism, and psychopathy. these are associated with counterproductive work behavior and with charismatic leaders -if you want to know the CAN DO of people- measure intelligence -if you want to know the WILL DO of people- measure personality -intelligence and personality are separately predicting performance -big danger is faking. job applicants can fake their responses to create a favorable impression

INTEGRITY TEST

-paper and pencil test that assesses honesty 1. overt test- applicants know it overtly deals with theft and illegal activities >2 sections: attitudes and admissions of theft 2. personality based measures- makes no reference to tests -not so much measuring performance- reduce employee theft and criteria isn't theft... its being caught stealing

NEW/CONTROVERSIAL METHODS

-polygraph- unreliable, can be faked -graphology- common in europe but research has shown it to be worthless -social media- companies use it to learn more about potential new hires. indicators of personality

Explain how the balanced scorecard and its associated components are used in performance management systems

-scorecard created to help businesses translate strategy into action by identifying the most critical measures to drive business success and by linking long term strategic goals with short term operational actions -primary advantage is helps managers create a set of qualitative and quantitative measurements that are related and mutually reinforcing, known as cause-effect relationships

PHYSICAL ABILITY TEST

-tests of physical ability -static strength- ability to use muscle force to lift, push, pull, carry objects -explosive strength- ability to use short bursts of muscle force to propel oneself forward -gross body coordination- coordinate the movement of arms, legs, and torso when whole body is in motion -stamina- ability to use lungs and blood system to perform efficiently over time -related to job success in physically demanding jobs - firefighters, police officers, factory workers

COGNITIVE ABILITY TEST

-the 1st formal tests were intelligence tests -field of I/O psych founded in order to develop them -most predictive of job performance, especially jobs that are high in complexity -advantages: easy to administer and score, strong correlations to job performance -disadvantages: adverse impact/homogenous workforce

What is the ultimate goal of training?

-ultimate goal is transfer of training- generalizability between behaviors learned in training and those used on the job

What is performance appraisal?

-used to make decisions on working conditions, promotions, terminations, and rewards -helps make decisions on measurable goals -formal performance appraisals are used to assess and measure an employee's performance over a certain period of time (generally 1 year). Specifically, performance appraisal is the identification, measurement, and management of individual performance in organizations.

What is a realistic job preview and what are its benefits?

-when an org provides info to job candidates that highlights the most important conditions of a job including its positive and negative aspects -a common way that firms find new talent is through employee referrals by existing employees -benefit of this recruitment method is that potential applicants can get a realistic job preview from the current employee -RJP are the best way to reduce turnover; >allows candidates to assess person-job fit (is this the right job for me?) >helps give more role clarity, forewarnings, and perceptions of an honest org -also improves applicant's decision making; also promotes self screening --> can see that they don't have the skills for the position and then don't apply --> reduces the applicant pool

WORK SAMPLES AND SITUATIONAL EXERCISES

-work samples- "high fidelity simulations" -among the most valid means of personnel selection -tests in which candidate demonstrates proficiency w/ a task representative of that in the job. develop to predict success for mechanics. and these do indeed highly predict actual performance -limitations: >most effective for blue collar jobs but not effective when job involves working with other people rather than things >assess what a person can do but don't assess potential >time consuming and costly to administer -situational exercises >examinees are presented with description of a problem and asked how they would respond to it >low fidelity simulations- they don't observe people in samples, they simply describe it and require them to describe how they would deal with it -in basket test- sort through basket of things to do, applicant must give the proper attention and response to each -leaderless group discussion- engage in job related discussion in which no leader is named, idea is to see how much individual prominence, goal facilitation, and sociability arises

Be able to distinguish between job v skill based pay

JOB BASED PAY -Pay that is determined by the nature of a particular job. Mechanistic, predetermined, and standardized seen in orgs where job tasks are narrowly designed and managers closely monitor employees. Best suited for companies with cost leadership strategy SKILL BASED PAY -Pay that is determined by an individual's personal skills and knowledge. Most appropriate for orgs with lower hierarchy, decentralized authority, and high degree of uncertainty.

Differentiate between task oriented and worker oriented procedures

TASK ORIENTED -focus on what is actually accomplished -tasks are the units of analysis -step 1: identify the duties, responsibilities, and functions of the job -step 2: develop a series of task statements (concise expressions of tasks performed). discrete units of what is accomplished. Task statements should not be written in too general terminology, nor should they be written in very detailed language. They should reflect a discrete unit of work. Task statements are always written with active verbs. -SMEs are usually incumbents. they rate the task statements in term of importance and frequency, but also difficulty and consequences of error. the data used to analyze these ratings comes from ratings provided by multiple SMEs WORKER ORIENTED -the worker oriented procedure tries to understand work and jobs by examining the human attributes needed to perform it successfully. Human attributes are classified into 4 categories : Knowledge, Skills, Abilities, and Other characteristics >K- some knowledge is required before you start working; some is acquired on the job >S- skills- proficiencies that can be enhanced through practice ex: skill at typing, driving >A- abilities- relatively enduring innate proficiencies ex: cognitive ability, physical ability >O- other- personality or capacities. personality (conscientiousness); capacity (withstand extreme temperatures) -Once identified, the KSAOs are then developed into KSAO statements. these statements are specific to the human attributes needed for each job. KSAO statements are then rated by SMEs based on importance and frequency.