MGMT 363 > HR Processes > Flashcards

HR Processes Flashcards

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1
Q

Human Resources

A

The design and management of formal systems in an organization to ensure the effective use of human talent to accomplish organizational goals

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2
Q

Attracting Qualified Employees

A

Recruiting

Selection

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3
Q

Developing Qualified Employees

A

Training

Performance Appraisal

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4
Q

Keeping Qualified Employees

A

Compensation

Employee Separation

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5
Q

Environmental Changes Impacting HR

A

Governmental Influences
Economic Conditions
Geographic and Competitive Concerns

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6
Q

Organizational Capabilities

A

Individual employee demographics
Individual employee career progression
Individual job performance data
Availability of part time/subcontractors

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7
Q

If labor demand exceeds labor supply…

A 
Training or retraining
Succession planning
Promotion from within
Recruitment from outside
Subcontracting
Use of contingent workers
Use of overtime
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8
Q

If labor supply exceeds labor demand…

A 
Pay cuts
Reduce hours
Work sharing
Voluntary early retirements
Inducements to quit
Layoffs
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9
Q

If labor demand equals labor supply…

A

Replacement of quits from inside or outside

Internal transfers and redeployment

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10
Q

Job Description

A

A written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job

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11
Q

Job specification

A

a summary of the qualifications needed to successfully perform a job
Eg. Education, license, skills and abilities
- What are the specifics within the job description that allows you to be able to do the job/fulfill the description
- Also preferences

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12
Q

What does the job description include?

A 
Duties
Responsibilities
Competencies and skills required 
Most important contributions and outcomes
Required qualifications of candidates
Reporting relationships
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13
Q

Why are job descriptions so important?

A 
Define the job for the job holder
Recruitment
Selection
Promotion and Pay
Training and Development
Performance Appraisals
Succession Planning
Disciplinary Action 
Restructuring the organization (how will duties be rearranged?)
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14
Q

Using Job Analysis, Descriptions, Specifications

A

Used throughout the staffing process to ensure that selection devices and decisions are job-related.
Job analyses, descriptions, and specifications help companies meet legal requirements that HR decisions be job-related.
One of the most important documents for many HR functions

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15
Q

Recruiting

A

The process of generating a pool of qualified applicants for organizational jobs

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16
Q

Internal Recruiting

A

The process of developing a pool of qualified job applicants from people who already work within the company.

  • Job posting
  • Career path
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17
Q

External Recruiting

A

Process of developing a pool of qualified job applicants from outside the company.

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18
Q

Examples of External Recruiting

A 
Advertising
Employee referrals
Walk-ins
Employment services
Unions
Special events
Job Fairs
University recruiting
Company websites
Internet job sites
Glassdoor.com LinkedIn
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19
Q

Advantages of Internal Recruiting

A
  • morale of promotee is high
  • firm can better asses a candidate’s abilities
  • recruiting costs are lower
  • process is a motivator for good performance
  • process causes a succession of promotions
  • firm has to higher only at entry level
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20
Q

Disadvantages of Internal Recruiting

A
  • “inbreeding” results
  • those not promoted may experience moreale problems
  • employees may engage in “political” infighting for promotions
  • management development program is needed
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21
Q

Advantages of External Recruiting

A
  • new “blood” brings new perspectives
  • training new hires are cheaper because of prior external experience
  • the new higher has not group of “political supporters” in the organization
  • the new hire may bring new industry insights
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22
Q

Disadvantages of External Recruiting

A
  • the firm may not select someone who will fit the job or organization
  • the process may cause morale problems for internal candidates not selected
  • the new employee may require a longer adjustment or orientation time
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23
Q

Selection

A

The process of gathering information about job applicants to decide who should be offered a job

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24
Q

Selection Tools

A 
Applications
Physical tests
Personality Inventories
Honesty/Integrity tests
Specific ability tests
Aptitude tests
Cognitive ability tests
Work samples
Assessment centers
Interviews
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25
Reliability
Repeating the process would yield the same results | Inter-rater reliability
26
Criterion Related Validity
How well one measure predicts another Looking for predictive validity Test results and later job performance are correlated
27
Content Validity
Selection procedure is representative of parts of a job
28
Selection Criteria - Elements of Job Performance
``` Quantity of Work Quality of Work Compatibility with others Presence at work Length of Service Flexibility ```
29
Selection Criteria for Character Traits
``` Ability Conscientiousness General Intelligence Impulse Control Appropriate Risk Judgement Emotional stability Honesty/Integrity Personal Bias Ability to tolerate stress Dependability Ability to deal with supervision. ```
30
Predictors – Selection Criteria
``` Experience Past performance Physical Skills Education Interests Salary Requirements Certificates/degrees Test Scores Personality measures Work references Previous jobs and tenure Drug test ```
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Multiple Hurdles
Minimum score set for each predictor
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Compensatory Approach
Predictors are combined into an overall score
33
Applications
Most companies require an application even if a resume is used Should only include valid, job-related information
34
Integrity Test Categories - Protect
I would turn in a fellow worker I saw stealing money.
35
Integrity Test Categories - Be Lenient
An employee should be fired if the employer finds out the employee lied on the application blank
36
Integrity Test Categories - Admit Thought
I’ve thought about taking money from an employer without actually doing it.
37
Integrity Test Categories - Admit Behavior
Over the last three years, what’s the total amount of money you’ve taken without permission from your employer?
38
Integrity Test Categories - Consider Common
Most people I’ve worked with have stolen something at one time or another
39
Integrity Test Categories - Excuse
Someone who steals because his family is in need should be treated the same as a common thief
40
Integrity Test Categories - Lie
Never in my whole life have I wished for anything I was not entitled to.
41
What are the three types of interviews?
Unstructured, Structured, Semi-Structured
42
Structure Interview Question Types
Situational questions “What would you do if…..” Behavioral questions “In your previous job, tell me about a time that you….” Background questions “Tell me about the training you received about …….” Job-knowledge questions “Tell me about the procedure for….”
43
Orientation
Helps new employees to: Learn more about the company Learn what is expected of them in the job Reduce the initial anxiety of a transition Become familiar with co-workers Learn about work rules and personnel policies
44
Training
Provides employees with the skills needed to be productive | Improves Morale
45
Needs Assessment
Identifying and prioritizing learning needs
46
Training Methods
Designing the training to meed objective
47
Evaluation
Reaction, learning, behavior, and results
48
Performance Appraisal
The process of appraising how well employee are doing their jobs.
49
Why do performance appraisals?
Validates the selection process and the effects of training. Aids in making decisions about pay raises, promotions, and training. Provides feedback to employees to improve their performance and plan future careers.
50
Objective measures of performance
Actual output (units produced), scrap rate, dollar volume of sales, and number of claims processed. Hard, because most people’s jobs entail more that what can be physically counted Can result in opportunity bias Performance tests under standardized conditions problem: tests ability but not motivation
51
Ranking
compares employees directly with each other. | Employees are ranked only on overall performance.
52
Rating
compares each employee with a fixed standard. Graphic rating scales (level of performance) Behavioral Observation Scale (frequency) Behaviorally-anchored rating scale (BARS)
53
Critical Incidents
Requires managers to keep a record of specific examples of effective and ineffective performance for each employee. - Can be based on direct observations - Allows for more coaching and guidance - Avoid Surprises
54
Compensation
The financial and nonfinancial rewards that organizations give employees in exchange for their work.
55
The three key objectives of the compensation system are to:
Attract high-quality workers from the labor market. Retain the best employees. Motivate employee performance.
56
Compensation - Internal Equity
Equal pay for equal work in the organization. Jobs of comparable worth are paid a similar salary.
57
Compensation - External Equity
Salary competitiveness versus the market
58
Job evaluation
Worth of each job based on market conditions
59
Piecework
Compensation on per unit basis
60
Commission
Sum of money paid to employee upon completion of a task, usually selling a certain amount of goods or services
61
Profit Sharing
various incentive plans introduced by businesses that provide direct or indirect payments to employees that depend on company's profitability in addition to employees' regular salary and bonuses
62
Employee Stock Ownership Plans (ESOPs)
Where a company's employees own shares in that company
63
Stock Options
gives an investor the right, but not the obligation, to buy or sell a stock at an agreed-upon price and date
64
Leagally requried programs
social security workers' compensation unemployment insurance FMLA (50 or more)
65
Discresionary Programs
medical coverage, pensions, paid time-off, life insurance, educational assistance, on-site childcare, mortgage assistance, and paid-leave programs
66
Retention and turnover
``` Economy – other opportunities Salary Poor leadership Poor person-job fit Seeking growth opportunities Organizational culture Little feedback Inadequate training ```
MGMT 363
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