Basic Building Blocks of HR Management

1. Basic Building Blocks of HR Management • ____________ : systematic process of gathering and interpreting information about the essential duties, tasks, job responsibilities, and the job context • ____________ : a clear and concise summary of the specific tasks, duties and responsibilities • ____________ : knowledge, skills, education, physical abilities and other characteristics needed to adequately perform the job.

2. Selecting • ____________= process of determining the skills, abilities, and other attributes a person needs to perform a particular job • Employers assess applicants’ characteristics in an attempt to determine the “fit” between job and applicant characteristics • Most frequently used – application form, interview, employment test, and assessment center – may use a combination to obtain valid prediction • ____________ = relationship between an applicant’s score on a selection device and his or her future job performance

3. Selecting • ____________ • device used for collecting information about an applicant’s education, previous job experience, and other background characteristics • Research = biographical information inventories can validly predict future job success • ____________ • two-way communication channel that allows both the organization and the applicant to collect information that is hard to obtain • Not a valid predictor of job performance • Panel interviews – candidates meet several interviewers who take turns asking questions to increase interview validity

4. Interviewing An Applicant Know what you want Prepare a road map Use open-ended questions Do not ask irrelevant questions Do not rush interview Do not rely on your memory

5. Inappropriate or Illegal Questions Employment Applications and Interviews • Race-related questions • Age • Religion • Gender • National origin • Marital/family status

6. Testing and Assessment • ____________ = written or computer-based test designed to measure a particular attribute such as intelligence, aptitude or personality (IQ/EQ) • ____________ = technique for selecting individuals with high managerial potential based on their performances on a series of simulated managerial tasks • ____________ : applicant play the role of manager responding to a number of memos in his/her in-basket • Panel assess applicant’s interpersonal, communication and problem-solving skills

7. Developing an Effective Workforce Following selection, next goal of HRM is to develop employees • _____________________ = planned effort to facilitate employees’ learning of job-related skills and behaviors $100 billion/year • ________________ : an experienced employee “adopts” a new employee to teach him or her how to perform job duties • ____________ : places employees in a new position for as short as a few hours or for as long as a year to develop new skills and give organization flexibility • ____________ : more experienced employee is paired with a newcomer/ less-experienced worker to provide guidance, support, and learning opportunity

8. Training and development • ____________ Training: introduces newcomers to organization culture, standards and goals • __________ Training: includes lectures, films and simulation • ____________ Training: books, manuals, computers • ____________ Training: computer assisted instruction. • ______________ : in-house training and education facility that offers broad-based learning opportunities for employees and also for outsiders • ______________ : Provides challenging assignments and new responsibilities – helps employee grow. Retain valuable employees

9. Performance Appraisal • Process of observing and evaluating an employee’s performance, recording the assessment, and providing feedback to the employee • Steps • Observing and assessing performance • Recording the assessment • Providing feedback to employee

10. Making Performance Appraisals A Positive Force • The accurate assessment of performance through the development and application of assessment systems such as a rating scale - multidimensional • Training managers to effectively use the performance appraisal interview to provide feedback that reinforces good performance and motivate employee development

11. Assessing Performance Accurately • ______________________ • Multiple raters: supervisors, co-workers, customers, as well as the worker. • ______________________ • Stereotyping: rater places an employee into a class/category based on one or a few traits/characteristics • Halo effect: employee receives the same rating on all dimensions regardless of his/her performance on individual ones • ______________________ ____ : A rating technique that relates an employee’s performance to specific job-related incidents

12. Behaviorally Anchored Rating Scale Job: Production Line Supervisor - Work Dimension: Work Scheduling Develop a comprehensive schedule, observe target dates, and update the status of operations relative to plans, making schedule modifications as quickly as necessary Make a list of due dates and revise them but are frequently surprised by unforeseen events Have no plan or schedule of work and no concept of realistic due dates 1 2 3 4 5 Have a sound plan but neglect to keep trace of target dates or to report schedule slippages or other problems as they occur Usually satisfy time constraints, with time and cost overruns coming up infrequently Sources: Based on J.P. Campbell, M.D. Dunnette, R.D. Arvey, and L.V. Hellervik, “The Development and Evaluation of behaviorally Based Rating Scales,”Journal of Applied Psychology 57 (1973), 25-22; and Francine Alexander, ‘performance Appraisals,” Small Business Reports (March 2989), 20-29.

13. Maintaining an Effective Workforce A. ___________________ (all monetary payments): Helps to attract and retain talented workers • _____________________ • Job-based pay: links compensation to specific tasks that an employee performs • Skilled-based pay: encourage employees to develop skills and competencies • ______________________ • Managers wish to maintain a sense of fairness and equity within the pay structure – maintain employee morale • Job evaluation: a process of determining the worth of jobs within the organization • Wage and salary surveys: show what other organizations pay in jobs that match selected key jobs

14. Maintaining an Effective Workforce ______________________ties compensation to employee effort and performance • Incentives are aligned with the behaviors needed to help the organization achieve its strategic goals B. ______________________ • Required by law: social security (KWSP), SOCSO • Health • Cafeteria-plan benefit package

15. Maintaining an Effective Workforce C. _________________ • Valuable in maintaining effective workforce • Employees who are poor performers can be dismissed/downsizing • ___________________ : conducted with departing employees to determine why they are leaving • Companies try to find smooth transition for departing employees: employment center, workshop to enhance job hunting, advertising – promotes positive corporate culture