MAN 3025 - Module 8

Human Resource Management (HRM)

the process of planning for, attracting, developing, and retaining an effective workforce

ex. employment recruitment, compensation, onboarding, and performance management

Strategic Human Resource Management

the process of designing and implementing systems of policies and practices that align an organization’s human capital with its strategic objectives`

Human Capital

the economic or productive potential of employee knowledge, experience, and actions

Social Capital

the economic or productive potential of strong, trusting, and cooperative relationships

Talent Management

an approach to strategic HRM that matches high-potential employees with an organization’s most strategically valuable positions

• More about cultivating multiple talent pipelines that enable firms to plan on how they will continue in the long run

High-Performance Work System (HPWS)

deploys bundles of internally consistent HR practices in order to improve employee ability, motivation, and opportunities across the entire organization

• systematically enhancing the individual performance of all of the organization’s employees

Recruiting

the process of locating and attracting qualified applicants for job opening

1. Internal

2. External

3. Hybrid

Internal Recruiting

making people already employed by the organization aware of job openings

ex. informal nominations, internal job postings, employee profiles

Talent Marketplaces

digital platforms that use AI to match existing employees with job openings, training opportunities, and mentoring relationships

External Recruiting

attracting job applicants from outside the organization

ex. social media, online job posting, school partnerships

Hybrid Approaches

Employee Referrals = existing employees’ social networks to fill open positions with outside applicants

Boomerangs = former employees who return to the organization (may have left bc of children or something)

Person-Job (P-J) Fit

the extent to which a worker’s competencies and needs match with a specific job

Selection

the process of screening job applicants and choosing the best candidate for a position

Legal Defensibility

the extent to which the selection device measures job-related criteria in a way that is free from bias

• Selection should only be used to measure factors that are related to job performance and not discriminate based on non-job-relevant factors

3 Types of Selection Tools

1. Background Information

   1. Most people lie on their application so this just makes sure that what their resume is true

      1. Can sometimes lead to discrimination (age disabilities, etc.)

2. Interviews

   1. Unstructured Interviews and Structured Interviews

   2. Situations and Behavioral-Description Interviews

3. Employment Tests

   1. Ability tests (physical abilities, strength, report-writing abilities, drug and alcohol, criminal and financial background checks)

Compensation

(1) wages or salaries - base pay 

(2) incentives - hybrid work

(3) benefits - health, dental, life insurance

Onboarding

consists of the programs designed to integrate and transition employees into new jobs and organizations through familiarization with corporate policies, procedures, cultures, and politics

• Involve a team, clarify expectations, give support where needed

5 Steps in the Learning and Development Process

1. Assessment (what’s holding us back from implementing strategy)

2. Objectives (what changes do you hope to see after L&D)

3. Selection (decide whether L&D should in in-house or online or face to face)

4. Implementation (go forward with delivery)

5. Evaluation (is L&D meeting expectation)

Performance Management

a set of processes and managerial behaviors that involve defining, monitoring, measuring, evaluating, and providing consequences for performance expectations

Performance Appraisal

management process that consists of (1) assessing employees’ performance and (2) providing them feedback

• Feedback should frequent and meant to be used for the future

Objective Appraisals

based on facts and are often numerical

Subjective Appraisals

based on manager’s perceptions of an employee’s traits (attitude) and behaviors (being on time for work, etc.)

Forced Ranking Performance Review Systems

ranked against one another and grades are distributed along some sort of bell curve

Performance Improvement Plans (PIPs)

formal policies of progressive discipline that outline employee performance problems, routes to and timelines for. improvement, and consequences for not meeting plan objectivesE

Exit Interview

a formal conversation between a representative from the organization and a departing employee to find out why they are leaving and to learn about potential problems in the organization

Nondisparagement Agreement

contract between two parties that prohibits one party from criticizing the otherE

Employment at Will

the governing principle of employment in the great majority of states, anyone can dismissed at anytime for any reason at all or for no reason

Social Security Act of 1935

established the U.S. retirement system

Fair Labor Standards Act of 1938 (FLSA)

established minimum living standards for workers engaged in interstate commerce, inclusive federal minimum wage

Equal Employment Opportunity Commission (EEOC)

to enforce antidiscrimination and other employment-related laws

Workplace Discrimination

when employment decisions about people are made for reasons no relevant to the job, such as race, sex, religion, or age