Management- Chapter 9

9.1- Discuss the importance of strategic human resource management

• how managers plans, attracts and develops an effective workforce

• the process of designing and implementing systems and policies that align with its strategic objectives 

the 3 key factors to successfully implement strategy

organizational structure, organizational culture, and HR practices

human resource management

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

HR practices

recruitment, compensensation, onboarding, 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 strategics objectives.  

• internal fit

• external fit

HRM management is about managing people BUT

strategic HRM is about generating competitive advantages through people

internal fit

come back

external fit

also come back

human capital 

the potential of the employee

social capital

strong cooperative relationships

• the organizations

talent management

is an approach to strategic management that matches the most valuable employees with the most important(valuable) positions.

high performance work systems 

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

9.2- Discuss the way to recruit the right people

qualified applicants for job may be recruited from inside or outside of the organization

• review background, conducting interviews, screening and employment tests

recruiting

the process of locating and attracting qualified applicants for job openings

• finding a persons who skills align with the organizations needs

• internal and external recruiting

internal recruiting 

making people within the company aware of job openings

external recruiting

attracting job applicants from outside the organization

• social media, online jobs, school partnerships

employee referrals

current employees within the company are good judges of potential fit

boomerangs 

former employees who return to the organization 

person- job(P-J) fit

how well the person matches the job

selection

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

• prediction of how well the candidate will perform

legal defensibility 

how well the selction devices measures job criteria in a way that is free from biases

• reliability- consistency of scores 

• validity- does it measure what it means to measure 

unstructured interviews

gathering information about candidates without "a fixed set of questions”

structured interview

fixed set of questions about how possible employee would behave in hypothetical job situations

• situational interviews & behavioral description

behavioral description interviews 

the possible employee gives past job experience

situational interviews

asking the interviewees how they would behave in a hypothetical job situation

employement tests

measures for specific skills and traits

• ability and performance tests,etc