HRM 361 Midterm 2 .txt

process of generating a pool of qualified applicants for organizational jobs

external supply pool from which employers attract employees

labor force population -> applicant population -> applicant pool -> individuals selected

all individuals who are available for selection if all possible recruitment strategies are used

a subset of the labor force population that is available for selection using a particular recruiting approach

all persons who are actually evaluated for selection

- number and type of recruits needed, - timing of recruiting to ensure timely placement, - external and internal messages on job details, - qualifications of competent applicants to be considered, - sources for obtaining qualified applicants, - outsides and inside recruiting means to be used, - administrative recruiting and application review activities

efforts to recruit offer the advantage of keeping theemployer in the recruiting market. ex:college campus recruiter

may take the form of vigorous recruiting campaign aimed at hiring a given number of employees, usually within a short period of time

can be done to improve the number and quality of recruiting candidates, as well as to reduce recruiting costs

has its own workforce, which it supplies by contract to employers with jobs (outsourcing)

- persons with different racial/ethnic backgrounds, - older workers over 40 years of age, - single parents, - workers with disabilities, -welfare-to-work workers, - homeless/substance abuse workers

- new sources bring new perspectives, - training new hires may be cheaper and faster because of prior external experience, - new hires are likely to have fewer internal political supporters in the firm, - new hires may bring new industry insights and expertise

- the firm may not select someone who will fit well with the job and the organization, - the process may cause morale problems for internal candidates not selected, - new employees may require longer adjustment periods as well as orientation efforts

media sources, newspapers, magazines, television, radio and billboards

the size of the fees and the aggressiveness with which some firms puruse candidates for executive and other openings have led to such firms being called headhunters

(1) contigency firms that charge a fee only after a candidate has been hired by a client company and a (2) retainer firmst hat charge a client a set fee whether or not the contracted search is successful

organizational databases, job postings, promotions and transfers, current employe referrals

- the morale of a promotee is usually high , - the firm can better assess a candidate's abilities due to prior work actions, - recruiting costs are lower for some jobs, - the process is a motivator for good performances by employees, - the process can aid succession planning future promotions, and career development, - the firm may have to hire only at the entry level and then move employees up based on experience and performance

- inbreeding of employees may result in a less diverse workforce, as well as a lack of new ideas, - those persons not promoted may experience morale problems, - employees may engage in political infighting for promotions, - a development program often is needed to transfer employees into supervisory and management jobs, - some managers may resist having employees promoted into their departments

system in which the employer provides notices of job openings and employees respond by applying for specific openings

comparison of the number of applilants at one stage of recruting process with the number at the next stage

percentage hired from a given group of candidates

percent of applicants hired divided by total number of applicants offered jobs

the process of choosing individuals with the correct qualifications needed to fill jobs in an organization

fitting a person to the right job

matching the KSAs of individuals with the characteristics of jobs

- skills/job qualifications, - geography/job location, - time/amount of work, - earnings/expectations, - work/family

the congruence between individuals and organizationa factors

characteristic that a person must possess to successfully perform work

measurage or visible indicators of selection criteria

- quantity of work, - quality of work, - compatibility with others, - presence at work, - length of service, - flexibility

- ability, - motivation, - intelligence, - conscientiousness, - appropriate risk for employer, - appropriate permanence

- experience, - past performance, - physical skills, - education, - interests, - salary requirements, - certificates/degrees, - test scores, - personality measures, - work references, - previous jobs and tenure

index number that gives the relationship between a predictor variable and a criterion variable

measured when an employer tests current employees and correlates the scores with their performance ratings

measured whe ntest results of applicants are compared with subsequent job performance

- HR unit, - managers

- provides intial reception for applicants, - conducts initial screening internview, - administers appropriate employment tests, - obtains background and reference information and sets up a physical examination if used, - refers top candidates to managers for final selection, - evaluates success of selection process

- requisition employees with specific qualifications to fill jobs, - participate in selection process as appropriate, - interview final candidates, - make final selection decision, subject to advice of HR specialist, - provide follow-up information on the suitability of slected individuals

process through which a job applicant receives an accurate picture of a job

1. it is a record of the applicants desire to obtain a position, 2. it provides the interviewer with a profile of the applicant that can be used during the interview, 3.it is a basic employee record for applicants who are hired, 4.it can be used for research on the effectiveness of the selection process

- employment at will, - reference contacts, - employment testing, - application time limit, - information falsification

indicates the right of the employer or the applicant to terminate employment at any time with or without notice or cause

• requests permission to contact previous employers listed by the applicant on the application form or resume
• - phone or written
• - negligent hiring

notifies applicants of required drug tests, pencil and paper tests, phsycial exams, or electronic or other tests that will be used in employment decision

indicates how long application forms are active and that persons must reapply or reactive their applications after that period

conveys to an applicant that falsification of application information can be grounds for serious reprimand or termination

- marital status , - height/weight, - number and ages of dependents, - information on spouse, -date of high school graduation, - contact in case of emergency

test that measure an individuals thinking, memory, reasoning, verbal, and mathematical abilities

tests that measure an individuals abilities such as strength, endurance, and muscular movement

tests that measure desterity, hand-eye coordination, arm-hand steadiness and other factors

test that require an applicant to perform a simulated taskt hat is specified part of the target job

tests that measure a person's judgment in work settings

- conscientousness, - openness to experience, - emotional stability, - extroversion, - agreeableness

- achievement oriented, careful, hardworking , organized, responsible

- flexible in thought, - open to new ideas, - broad-minded, - curious, - original

- neurosis, - depression, - anger, - worry, - insecurity

- sociable, - gregarious, - talkative

- cooperative, - good natured, - softhearted, - tolerant, - trusting

interview that uses a set of standardized questions asked of all applicants

- biographical, - behavioral, - competency, - situational, - stress, - nondirective

focuses on a chronological assessment of the candidate's past experience

interview in which applicants give specific examples of how they ahve performed a certain task or handled a problem in the past

structured interview that contains questions about how applicants might handle specific job situations

interview that uses questions developed from the answers to previous questions

interview designed to create anxiety and put pressure on applicants to see how they respond

interview in which several interviewers meet with candidate at the same time

interview in which applicants are interviewed by the team members with whom they will work

occurs when an employer fails to check an employee's background and the employee injures someone on the job

occurs when an employer becomes aware that an employee may be unfit for work but continues to employ the person and the person injures someone

- cultural adjustment, - personal characterisitics, - organizational requirements, - communication skills, - personal/family concerns

individuals who accept foreign job assignments need to succesfully adjust to cultural differences; - cultural awareness, - cultural adaptability, - diversity acceptance, - global experiences

the experiences of many global firms demonstrate that the best employees in the home country may not be the best employees in a global assignment, primarily because of personal characteristics of individuals; - emotional stability, - ambiguity tolerance, - flexibility and risk taking, - physical stress coping

may global employers find that knowledge of the organization and how it operates is important; - organizational knowledge, - technical abilities, - job-related skills

expatriate employees should be able to communicate in the host country language both orally and in writing; - language capabilities, - nonverbal awareness, - coaching and listening skills, - conflict resolution abilities

the preference and attitudes of spouses and other family members can influene the success of expatriate assignments; - personal life demands, - family considerations, - financial/economic concerns, - career development

process whereby people acquire capabilities to gain the achievement of organizational goals

- required and regular, - job and technical, - interpersonal problem solving, - developmental and career

the way an organization identifies and leverages knowledge in order to be competitive

process in which a trainer and an organization work together to deide how to improve organizational and individual results

- assessment phase, - design phase, - delivery phase, - evaluation phase

- organizational analysis, - job/task analysis, - individual analysis, - develop training objectives

training needs can be diagnosed by analyzing organizational outcomes and lookin at future organizational needs

review the jobs involved and the tasks performed in those jobs; KSAs

diagnosing training needs focuses on individuals and how they perform their jobs. sources: - performance appraisals, - skill tests, - individual assessment tests, - records of critical incidents, - assessment cetner exercises, - questionnaires and surveys, - job knowledge tools, - internet input

established by gap analysis which indicates the distance between where an organization is with its employee capabilities and where it needs to be

- attitutde, - knowledge, - skill

creating interest in and awareness of the importance of something (sexual harassment training)

imparting cognitive information and details to trainees (understanding how a product works)

developing behavioral changes in how jobs and various task requirements are performed (improving speed on an installation)

• - learning readiness
• - learning styles

means that individuals have the ability to learn, which many people certainly have

- ability to learn, - motivation, - self-efficacy

learners must possess basic skills, such as fundamental reading and math proficiecy and sufficient cognitive abilities

a persons desire to learn training content, referred to as "motivation to learn" is influenced by multiple factors

which refers to people's belief that hey can succesfully learn the training program content. (must have the ability to believe they can learn a subject) ex: college students who are in math classes have drops in their self-efficacy because they do not believe they can learn the subject

- vark system, - behavior modeling, - reinforcement

4 distinct learning styles: Visual, Aural/Aduitory, Read/Write and Kinesthetic

learners learn best whe ninformation is presented in the visual form such as graphs, charts, and maps

learner prefer attending lectures, class discussions and group discussions and recall information presented in stories and anecdotes

learners work best with the written word they prefer to learn with lits, dates, essays and books

learners prefer interacting with their information ex;hands on activities

the most elementary way in whic hpeople learn and of the best is through behavioral modeling or copying someone else's behavior. Used extensively as the primary means for training supervisors and managers in interpersonal skills

based on the law of effect, which states that people tend to repeat responses that give them some type of positive rewrad and to avoid actions actions associated with negative consequences

(related to reinforcement) which is based on the idea that people learn best if reinforcement and feedbck are given as soon as possible after training

meets two conditions: (1) trainees take the material learned in training and apply it to the job conext in whic hthey work (2) employees maintain their use of theleraned material over time.

when trainees actually use the knowledge and information they learned in training on the job

- required, - technical, - interpersonal, - problem solving, - orientation

- informal, - OJT, - role playing-simulations, - E-learning

which occurs thorough interactions and feedback among employees

most common type of training at all levels in an organization because it is flexible and relevant to what employees do

- prepare the trainees, - present the information, - provide the trainees with practice, - do follow-up

- put them at ease, - find out what they know, - get them interested

- tell, show, question, - preset one point at at ime, - make sure the trainees know

- have the trainees perform the tasks, - ask questions, - observe and correct, - evaluate mastery

- put the trainees on their own, - check frequently, - reduce follow-up as performance improves

computer-supported simulations iwthin e-learning can replicate the psychological and behavioral reuquirements of a task often in addition to providing some amount of physical resemblance to the trainee's work environment. ex: pilots and air simulation programs

is the use of the Internet or an organizational intranet to conduct training online. popular with employers and major advantages are cost savings and access to more employees

- is self-paced; trainees can proceed on their own time, - is interactive, tapping multiple trainee senses, - enables scoring of exercise/assessments and the appropriate feedback, - incorporates built in guidance and help for trainees to use when needed, - allows trainers to update content relaively easily, - can enhance instructor led training, - is good for presenting simple facts and concepts, - canbe paired with simulation

- may cause trainee anxiety, - some trainers may not be interested in how it is used, - requires easy and uninterrupted access to computers, - is not appropriate for some training (leadership,cultural changes), - requires significant upfront investment both in time and cost, - requires significant support from top managemetn to be successful, - some choose not to do it even if it is available

- reaction, - learning, - behavior, - results

organizations evaluate the reaction levels of trainees by conducting interviews with or administering questionnaires to the trainees. ex: ask managers to survey and rate the value of training from attending an workshop

- learning levels can be evaluated by measuring how well trainees have learned facts, ideas, concepts, theories and attitudes. ex: Tests

- evaluating training at the behavioral level means measuring the effect of training on job performance through observing job performance. ex: managers that attended the workshop will be evaluated as they give actual interviews

- employers evaluate results by measuring the effect of training on the achievement of organiztional objectives. ex:done by comparing records before and after training

having the right number of people with the right KSAs at the right place and time

ways in which adults learn differently than younger people

performance of job-related tasks and duties by trainees during training

- practice performed ins several sessions spaced over a period of hours or days

- practice performed all at once

training people to do more than one job

learning approach that combines methods, such as short, fast-paced, interactive computer-based lessos and teleconferencing with traditional classroom instruction and simulation

comparison of costs and benefits associated with training

having the right number of people with the right KSAs at the right place and time

- acquisition, - steps, - results

recruiting, selection

training, career planning, succession planning, development, performance management

management talent, key job talent, retention

series of work related positions a person occupies throughout life

• - flatter organizations = more horizontal moves, - growth of project based and team assignments, - mergers, acquisitions & restructuring, -emphasis on self-reliance & lifelong learning,
• - organizational vs. individual perspective

career planning that focuses on identifying career paths that provide for the logical progression of people between jobs in an organization

represent employee movments through opportunities over time

career planning that focuses on an individuals responsibilitiy for a career rather than on organization needs

- early, - mid, - late

- 20 years +/-, - needs include identifying interests and exploring several jobs, - concerns: external rewards, acquiring more capabilities

- 30-40 years, - needs include advancing in career; lifestyle may limit options, growth opportunities, - concerns: values, contribution, integrtity and well being

- 50 years +/-, - needs include updating skills; individual is settled in; individual is a leader whose opinions are valued, - concern: mentoring, disengaging, organizational continuance

those who do not change jobs and only move laterally instead of up, - can get off career plateaus by attending seminars and university courses

include engineer, scientist, and IT systems experts present a special challenge for organizations

is a system that allows a person to advance up either a mangement or technical/professional ladder. ex: given special titles if they do not want to move up into the management role

marriages in which both mates are managers , professionals, or technicians have doubled over the past two decades

• relocation - must be absolutely necessary because it can upset the couples relationships,
• recruitment - recruiting an individual to a new location may cause a HR specialist to also look for another job for their couple

possible to train people new abilities and services; customer service questions, enter data, drive a truck

efforts to improve employees abilities to handle a variety of assignments and to cultivate employees capabilties beyond those required by current job

- focus, - time frame, - effective measures

- learn specific behaviors and actions, - demonstrates techniques and processes

shorter term

• - performance appraisals, - cost benefit analysis, - passing tests,
• - certification

• - understand information concepts and context,
• - develop judgements, - expand capacities for assignments

longer term

- availability of qualified people when needed, - possibility of promotion from within, - HR based ocmpetitive advantage

- job site methods, - off site methods

- coaching, - commmittees, - job rotations, - assistant to position

- oldest technique, - which is training and feedback given to employees by immediate supervisors

- assigning promising employees to importatnt committes may broaden their experiences and help them understand the personalities, issues, and processes governing the organization. ex: employees on safety committee can gain a greater understanding of safety management

- process of moving a person from job to job used as adevelopment technique. ex: a promising young manager may spend 3 months in a plant, 3 months in corporate planning and 3 months in purchasing

- firms create assistant positions which are staff directly under a manager, meets managers they might have not met

- classroom courses, - seminars, - outdoor training, - sabbatical/leave

- widely acceptable but can be passive, - also send employees to externally sponsored seminars or professional courses

- send employees outdoor in the wilderness which can last one day or even seven days or longer is that such experiences can increase self-confidence and help individuals reevaluate personal goals and efforts

- a sabbatical is time of fthe job to develop and rejuvenate onself, some employers provide paid sabbbaticals for socialy desirable projects including leading training programs in ghettos, providing technical assistance in foreign countries and particiapting in corporate volunteer program

- experience plays a central role in management development

relationship in which experienced managers aid individuals in the earlier stages of their careers

the process of identifying aplan for hte orderly replacement of key employees

all monetary and nonmonetary rewards provided by an organization to attract, motivate and retain valued employees

- base pay, - variable pay, - benefits

the basic compensation that an employee receives, usually as a wage or a salary

compensation linked directly to individual, team, or organizational performance

indirect reward given to an employee or gorup of employees as a part of membership in the organization ex:health insurance

- entitlement orientation, - performance orientation

assumes that individuals who have worked anohter year are entitles to pay increases with little regard for performance differences; - seniority-based compensation, - across the board raises, - pay scales increased annually, - industry comparisons of compensation only - holiday bonuses given to all employees

requires that compensation changes reflect performance differences; - no raises for length of service or job tenure, - no raises for poor performing employees, - market adjusted pay structures, - broader industry comparisons, - pay linked to performance targets

- strength or weakness of job market, - ability to pay based on business results

- base pay - competency/skill based pay , - base and variable pay, - team based pay

rewards individuals for the capabilties they demonstrate and acquire; start at base level pay and and receive increases as they learn

- internal equity, - external equity, - pay openness/secrecy

perceived fairness between what aperson does and what the person receives

employees receive compensation in relation to the knowledge, skills and abiilties they use in their jobs as well as their responsibilities and accomplishments. 2 key issues: procedural and distributive justice

perceived fairness of the process and procedures used to make deciisions about emplyees

perceived fairness in the distribution of outcomes

- employer experiences high turnover, - stuck with less skilled workers due to uncompetitivess, - orgs track external equity by using pay surveys

anohter issue concerns the degree of secrecy that organizations have regarding their payo systems - nondisclosure of compensation

fair labor standards act, - lilly ledbetter fair pay act, - equal pay act,- state laws

- establishes a minimum wage, - child labor provisions, - exempt/non-exempt status, - overtime provisions

establishes a minimum wage and can only be changed by congressional action

sets the minimum age for employment with unlimited hours at 16 yrs. - for hazardous minimum is 18, - 14-15 may work outside oschool hours with certain limitations

hold positions for which employers are not required to pay overtime; executive, administrative, professional, computer employees, outside sales

must be paid overtime

FLSA established, - pay at one and one-half times the regular pay rate for all hours over 10 a week does not apply to farm workers

as a result of limited time allowd under law for claiming pay discrimination based on sex, religion, color, disability and othe protected characteristics the lily ledbetter fair pay act was signed by president obama in january 2009

of 1963, applies to both men and women and prohibits using different wage scales for men and wome nperforming substiantially the same job

garnishment laws occurs when a creditor obtains a court order that decirects an emplyer to set aside a portion of an employees wages to pay a debt owed passed by consumer credit protection act

- job analysis, job evaluation and pay surveys

developed using current job descriptions and job specificiations

formal systematic means to identify the relative worth of jobs within an organization

most widely used job evaluation method looks at compensabl efactors in a group of simlar jobs and places weights or ponts on them.

identifies a job value commonly present throughout a group of jobs

uses 3 factors : know-how, problem-solving ability, and accountability

is a simple system that places jobs in order, from highest to lowest by their value to the organization. - the entire job is considered than individual components generally more appropriate in small organizations with fewer jobs

- prepared surveys, - developing a pay survey

- develop a market line, - establish pay grades and ranges

process ties pay survey information to job evaluation by plotting a market line that shows the relationship between job value as determined by job evaluation points and job value as determined by pay survey rates

- minimum, - midpoint, - maximum, - broadbanding

20% below market line

direclty on the market line

20% above the market line

practice of using fewer pay grades with much broader ranges than in traditional compensation systems

- rates out of range, - pay compression

- red-circled , - greed-circled

is an incumbent who is paid above the range set for the job. ex: employee is paid hgher than everyone in his pay range they would either cut his pay or freeze it until everone catches up

is an incumbent who is paid below the range set for a job ex:employee is paid below pay grade so promotions, rapid pay increases, are available to reach pay grade

which occurs when the pay differences among individuals with defferent levels of experience and performance become small. ex:managers will occasionally pay more for scarce skills

- pay for performance (merit) matrix, - seniority, - lump sum, - COLA

a system for integrating appraisal ratings and pay changes must be developed and applied equally

the time spent in an organization or on a partivular job can be used as the basis for pay increases. ex:have policies or ar eautomatic for required lengths

is a one time payment of all or part of a yearly pay increase

a common pay-raise practice is the use of a cost of living adjustment. ex: are tied to changes in the consumer price index or other general economic measure