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Human Resource Management. Chapter Twelve. High Performance Work Practices. Lead to both high individual and high organizational performance. Improving the knowledge, skills, and abilities of an organization’s employees. Increasing employee motivation. Reducing loafing on the job.

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High performance work practices
High Performance Work Practices

  • Lead to both high individual and high organizational performance.

  • Improving the knowledge, skills, and abilities of an organization’s employees.

  • Increasing employee motivation.

  • Reducing loafing on the job.

  • Enhancing the retention of quality employees while encouraging low performers to leave.


Examples of high performance work practices

Self-directed work teams

Job rotation

High levels of skills training

Problem-solving groups

Encouragement of innovative and creative behavior

Extensive employee involvement and training

Implementation of employee suggestions

Contingent pay based on performance

Coaching/mentoring

Info sharing

Use of employee attitude surveys

Comprehensive employee recruitment and selection procedures

Examples of High Performance Work Practices


Human resource management process
Human Resource Management Process

  • Activities necessary for staffing the organization and sustaining high employee performance.


Human resource management process1
Human Resource Management Process

External Environment

Recruitment

Selection

Competent

Employees

Human

Resource

Planning

Decruitment

Adapted, competent employees

with current skills and knowledge

Orientation

Training

Career

Development

High performing

employees over

the long term

Performance

Management

Compensation

and

Benefits

External Environment


External environment
External Environment

  • Labor unions—an organization that represents workers and seeks to protect their interests through collective bargaining

  • Government laws and regulations

  • Unemployment rate


Human resource planning
Human Resource Planning

  • Assessing current human resources

  • Assessing future human resource needs

  • Developing a program to meet those future needs


Assessing current human resources
Assessing Current Human Resources

  • Human resource inventory

    • Name, education, training, prior employment, languages spoken, special capabilities, and specialized skills

  • Job analysis—defines jobs and behaviors necessary to perform them

    • Direct observation, filming, interviewing employees and managers, questionnaires

  • Job description—what a jobholder does, how it is done, and why it is done

  • Job specification—minimum qualifications


Meeting future human resource needs
Meeting Future Human Resource Needs

  • Future human resource needs are determined by an organization’s mission, goals, and strategies

  • Estimate HR shortages and overstaffing issues (number, type)



Recruitment
Recruitment

  • Process of locating, identifying, and attracting capable applicants



Decruitment
Decruitment

  • Techniques for reducing the labor supply within an organization




Selection process
Selection Process

  • Screening job applicants to ensure that the most appropriate candidates are hired

  • Reject errors—rejecting candidates who would have performed well on the job

    • Cost of ongoing screening, charges of discrimination

  • Accept errors—accepting candidates who ultimately perform poorly

    • Costs of training the employee, profits lost, severance, subsequent recruiting and screening


Types of selection devices
Types of Selection Devices

  • Application forms

  • Written tests—aptitude, intelligence, ability, personality, and Emotional Intelligence

  • Performance-simulation tests

    • Work sampling—do the job

    • Assessment centers—simulate real problems candidates would encounter

  • Interviews

  • Background investigations

  • Physical examinations


Suggestions for interviewing
Suggestions for Interviewing

  • Structure a fixed set of questions for all applicants

  • Have detailed info about the job

  • Ask questions that require applicants to give details of actual job behaviors

  • Take notes during the interview

  • Role play in mock scenarios


Human resource management process2
Human Resource Management Process

External Environment

Recruitment

Selection

Competent

Employees

Human

Resource

Planning

Decruitment

Adapted, competent employees

with current skills and knowledge

Orientation

Training

Career

Development

High performing

employees over

the long term

Performance

Management

Compensation

and

Benefits

External Environment


Microsoft interview questions
Microsoft Interview Questions

  • “Tell me about your most intellectually challenging and difficult problem. Why was it difficult? How did you work through it? How did it work out?”

  • “Tell me about one of the most high potential people you have had the opportunity to work with. What did you do to support that person’s development?”

  • “Tell me about a time that you had to discipline an employee. What was your approach to the conversation? What was your strategy? What was the outcome?”



Orientation1
Orientation

  • Introduction of a new employee to his or her job, the organization, and the culture

  • May be formal or informal

  • Example of intense orientation—Trilogy’s Trilogy University


Work unit orientation
Work Unit Orientation

  • Familiarizes the employee with the goals of the work unit, clarifies how his/her job contributes to the work unit, and includes an introduction to coworkers


Organization orientation
Organization Orientation

  • Informs the new employee about the organization’s objectives, history, philosophy, procedures, and rules.




Employee training methods
Employee Training Methods

  • Traditional Training Methods

    • On-the-job

    • Job rotation

    • Mentoring and coaching

    • Experiential exercises

    • Workbooks and manuals

  • Technology-based Training Methods

    • CD-ROM, DVD, videotape

    • Videoconference

    • E-learning



Performance management system
Performance Management System

  • A process of establishing performance standards and evaluating performance in order to arrive at objective human resource decisions as well as to provide documentation to support those decisions.




Factors that influence compensation and benefits

Employee tenure and performance

Kind of job performed

Management philosophy

Unionization

Industry

Company size

Geographical location

Company profitability

Factors that Influence Compensation and Benefits


Skill based pay
Skill-based Pay

  • A pay system that rewards employees for the job skills they can demonstrate.



Managing downsizing
Managing Downsizing

  • Open and honest communication

    • Inform people being let go as soon as possible

    • Inform survivors about the company’s new goals, impact on their jobs, and future plans

  • Severance pay and benefits

  • Job search assistance

  • Support for survivors


Managing workforce diversity
Managing Workforce Diversity

  • Recruitment

    • Widen recruitment net to include non-traditional sources such as women’s job networks, over-50 clubs, and ethnic newspapers.

  • Selection

    • Make sure selection process does not discriminate.

    • Make sure applicants are comfortable with the organization’s culture.

  • Orientation and Training

    • Mentoring programs; required diversity training