Human Resource Management Midterm Study Guide

Week 1: Introduction to Human Resource Management, Week 2: Analyzing Work and Job Design,Week 3: HR Planning, Recruitment & Selection, Week 4: Training and Employee Development

Week 1: Human Resource Management (HRM)

Policies, systems, and processes that influence employees' behaviors, attitudes, and performance

Week 1: Three HR Product Lines

1. Administrative services and transactions

2. Business partner services

3. Strategic partner

Week 1: HR Staffing Ratio

Approximately 1.5 full-time HR employees per 100 employees on payroll

Week 1: Key HR Fundamentals

Job analysis, job design, recruitment, selection, training, development, performance management, compensation, employee relations

Week 2: Workflow Design

Process of analyzing tasks necessary for production of product or service

Week 2 : Three Components

○ Outputs: Products of work unit

○ Work processes: Activities to produce outputs

○ Inputs: Raw materials, equipment, human resources

Week 2: Job Analysis

Process of getting detailed information about jobs

Week 2: Job Description

List of tasks, duties, and responsibilities (TDRs)

Week 2: Job Specification

KSAOs (Knowledge, Skills, Abilities, and Other characteristics)

Week 2: Position Analysis Questionnaire (PAQ)

Standardized questionnaire with 195 questions

Week 2: O*NET

Online job description database developed by U.S. Department of Labor

Week 2: Competency Model

Identifies competencies required for success in an occupation

Week 2: Job Design

Defining how work is performed and which tasks are required

Week 2: Job Enlargement

Broadening tasks performed (horizontal expansion). Adding more tasks at the same skill level.

Week 2: Job Enrichment

Adding decision-making authority (vertical expansion)

Week 2: Job Rotation

Moving employees among several different jobs

Week 2: Ergonomics

Study of interface between individuals' physiology and physical characteristics of work environment

Week 3 Planning for and Recruiting Human Resources: Three Stages

1. Forecasting (labor demand and supply)

2. Goal setting and strategic planning

3. Program implementation and evaluation

Week 3: Trend Analysis

Uses statistical models to predict labor demand (NOT a leading indicator)

Week 3: Leading Indicators

Objective measures that predict future labor demand (economy, competition, technology)

Week 3: Transitional Matrix

Chart showing proportion of employees in job categories across time periods

Week 3: Core Competency

Knowledge and skills that make organization superior to competitors

Week 3: Downsizing

Planned elimination of large numbers of personnel (fast but high suffering)

Week 3: Employment-at-Will

Employer or employee may end relationship at any time unless contract states otherwise

Week 3: Yield Ratio

Percentage of applicants who move from one stage to the next

Week 3: Cost per Hire

Total amount spent divided by number of hires

Week 3: Realistic Job Preview (RJP)

Provides honest information about both positive and negative job aspects

Week 3: Reliability

Consistency of measurement (free from random error)

Week 3: Validity

Whether measurement predicts job performance

Week 3: Criterion-Related Validity

Correlation between test scores and job performance

Week 3: Content Validity

Consistency between test items and job situations

Week 3: Interview Types

• Behavioral: Asks about past experiences (HIGHEST VALIDITY)

• Situational: Asks about hypothetical situations

Week 4: Training

Prepares employees for their CURRENT job; usually required

Week 4: Development

Prepares employees for FUTURE changes; usually voluntary

Week 4: Five Stages of Instructional Design

1. Assessment of needs (Organization, Person, Task)

2. Preparation for training

3. Planning the training program

4. Implementing the program

5. Evaluating the results

Week 4: Learning Management System (LMS)

Computer application that automates training program administration

Week 4: Readiness for Training

Combination of employee characteristics and positive work environment

Week 4: On-the-Job Training (OJT)

Person with job experience guides trainees in actual work setting

Week 4: Transfer of Training

On-the-job use of knowledge/skills learned in training

• Strengthened by: Social support, technical support, self-manageme

Week 4: Orientation

Training to prepare new employees for jobs and organization

Week 4: Onboarding

Ongoing process for full employee participation and identification

Week 4: Protean Career

Changes frequently based on person's interests, skills, and work environment

Week 4: Four Approaches to Development

1. Formal education

2. Assessment

3. Job experiences

4. Interpersonal relationships

Week 4: Myers-Briggs Type Indicator (MBTI): Measures 4 areas

• Energy (introversion or extroversion)

• Information gathering (sensing or intuitive)

• Decision making (thinking or feeling)

• Lifestyle (judging or perceiving)

Week 4: DISC Assessment

Dominance, Influence, Steadiness, Conscientiousness

Week 4: Assessment Centers

Use leaderless group discussions, in-basket exercises, role-plays

360-Degree Feedback

Performance measurement by supervisor, peers, employees, customers

Week 4: Mentor

Experienced, productive senior employee who helps develop protégé

Week 4: Coach

Peer or manager who motivates and provides feedback

Week 4: Glass Ceiling

Invisible barrier keeping women and underrepresented groups from top jobs

Week 4: Succession Planning

Identifying and tracking high-potential employees for key positions