Human Resource Test #1

Ancient Egypt HRM:

Staffing

“This practice constituted the “rule of ten” that emerges 10 people for 1 supervisor within the span of control which was later used in various civilizations as well as modern army structures”

Ancient Egypt HRM:

Department/ Team Management

• “the palace had a number of departments to help administer the redistributive economy”

Ancient Egypt HRM:

Attendance/Absence Tracking

“Attendance list table”

Ancient Egypt HRM:

Wage/Pay

“Distributions of rations: inscription of sinai Table.”

“Furthermore based on the workers’ presence, compensation system was developed with differential payments to the personel”

Jim Collins Business Analogy

• first ____, then _____, ____ ____ ____ ___ ___ ___ ___

• those who build great organizations make sure they have ____ _____ _____ ____ ____ ____ and the _____ ______ ____ ____ ____ before they figure out ____ _____ ____ ___ ____

• first who, then what — get the right people on the bus

• developed in good to great

• those who build great organizations make sure they have the right people on the bus and the right people in they key seats before they figure out where to drive the bus

• if your company has good people and you know how to manage them well, your company cannot fail

Role of HRM:

• HRM is for ensuring the _____ _______ with the ____ _____ are doing the ____ _____ in the jobs that are important for the execution of ________ _______

• HRM is for ensuring the right people with the right skills are doing the right things in the jobs that are important for the execution of business strategy

  • HR is for everyone. There is no business without people. HR must manage all the people and is important in all businesses

HRM:

The _______, ________, and ______ that influence employees’ ________, ________, and ________

The policies, practices, and systems that influence employees’ behavior, attitudes, and performances

The change of HRM approach:

• Previously and traditionally HR strategy was more of a _____ ________ ______ _____; now today HR has developed into _________ ____ _______

• People management is not a new concept in history. people management is even found in a record in Egypt before Christ.

• The first approach was ______ __________ ______ ______since managers and economical had seen HRM as a ________ _______ rather than a course of value to their organization

• However, the awareness of the contribution of people in the workplace had increased among scholars and practitioners (Hawthorne effect in 1930s). Since then, research has demonstrated that ________ are a ________ _____ of an organization and HRM practices _____ ____ ____

• Scholars provide accumulated findings about HRM decisions such as _____ to ______, ____ to _____, what ______ _____ ____, and how to evaluate how ______ ______ directly affects ______ ______ and ability to _____ _____ and _____ that customers ______

• Previously and traditionally HR strategy was more of a simple administration focused method; now today HR has developed into strategic HR management

• People management is not a new concept in history. people management is even found in a record in Egypt before Christ.

• The first approach was simple administration focused method since managers and economical had seen HRM as a necessary expense rather than a course of value to their organization

• However, the awareness of the contribution of people in the workplace had increased among scholars and practitioners (Hawthorne effect in 1930s). Since then, research has demonstrated that employees are a critical asset of an organization, and HRM practices can be valuable.

• Scholars provide accumulated findings about HRM decisions such as whom to hire, what to pay, what training to offer, and how to evaluate how employee performance directly affect employees’ motivation and ability to provide goods and services that customers value.

HRM 3 product lines

1. Administrative Services and Transactions

2. Business Partner Services

3. Strategic Partner

HRM: Administrative Services and Transactions:

1. _____ , _____, and ______

2. Emphasis: ____ _______ and _____ ______

1. Compensation, hiring, and staffing

2. Emphasis: resource efficiency and service quality

this was the traditional product that HR historically produced

HRM: Business Partner Services

1. Developing _______ _____ _____ and helping implement ____ ______, _____ _____

2. Emphasis: Knowing the ______ and _____ ______

   — ______ _______, designing ______ _______ to ensure needed competencies

1. Developing effective HR systems and helping implement business plans, talent management

2. Emphasis: Knowing the business and exercising influence— problem solving, designing effective systems to ensure needed competencies

one of the newer HR products, HR functions that top manager want HR to deliver

HRM: Strategic Partner

1. Contributing to business strategy based on considerations of ____ ______, _____ _______, _______, and ______ HR practices and _______ ________

2. Emphasis: knowledge of _____ and of _____ _______, _______, _____ ______, and ______ _______

1. Contributing to business strategy based on considerations of human capital, business capabilities, readiness, and developing HR practices and strategic differentiators

2. Emphasis: knowledge of HR and of the business, competition, the market, and business strategies

one of the newer HR products, HR functions that top manager want HR to deliver

3 Assets of an organization

1. Financial Asset

2. Physical Asset

3. Intangible Asset

Financial Asset

Cash, cash equivalent that can be assesed quickly

Physical Asset

property (furniture, vehicles, machinery)— tangible assets

Intangible Asset

human capital, customer capital, social capital, intellectual capital —> for competitors this is HARD to imitate

Competitiveness refers to

A company’s ability to maintain and gain market share in its industry

A company’s ______ ______ gives the company a competitive advantage over other firms in their industry

unique asset

HRM is the key feature of the _________ _______ and responsible for the ___________ __________ of a company

• intangible assets

• competitive advantage

All assets can be a source of competitive advantage for companies. HRM scholars argue that intangible assets would be more responsible for a company’s competitive advantage because of its characteristics: not visible and hard to imitate

Intangible assets as the source of competitive advantage":

• Human capital, customer capital, intellectual capital —> for competitors it is HARD to imitate

• Human capital in intangible assets is hard to copy, competitors cannot imitate this easily

• It pays to have good human capital

• Competitors can copy your vehicles, devices, technology, but it is very hard to copy your human capital

• HRM scholars argue that intangible assets would be more responsible for a company’s competitive advantage because of its characteristics — not visible, hard to imitate

Great Place to Work List

a proof of the impact of good people management on companies’ outcome

Great place to work survey accesses ________,_______, and __________

• the results are statistically analyzed and provide information about _____________ _______________________

• employee engagement, satisfaction, trust, and employment system.

• what employees see and experience in the workplace

According to the managerial theory:

________,________,_________ and many other employee’s _______ ________ at work is a critical source for the _______ ___________ and _______ ________

(Great place to work List)

Engagement, involvement, motivation, and many other employee’s positive experience at work is a critical source for the employees’ performance and organizations performance

Great Place to Work List: The proof is in the profit

• A hypothetical portfolio of publicly traded companies on the Fortune 100 Best Companies to Work For list _________________________________

• Best Companies provide nearly ____________

• This proves the importance of __________________________________

• HRM — HR — is responsible for _________________

• Great place to work is more about how to _______ and _______ a company’s _________ outcome

• substantially outperformed the market overall

• provide nearly 3x return

• 3 times higher in terms of stock price

• the importance of making employees happy and involved in the workplace

• responsible for the positive employees; work experience

• Great place to work is more about how to increase and improve a company’s financial outcome

Great Place to Work: What they found

Engagement, involvement, motivation, and many other — employee’s positive experience at work is a critical source for employee’s performance and organization’s performance

Evidence Based HRM approach:

Workforce analytics using long historic data of workforce for HRM decision making (application)

Human Capital:

An organization’s employees described in terms of their training, experience, judgement, intelligence, relationships, and insights

Human Resource Management (HRM):

The policies, practices and systems that influence employees’ behavior, attitudes, and performance

• personal development

• people practices

• management practices

Porter Strategy:

1. ____

2. ____

3. ____

4. ____

1. Differentiation: what is source of competitive advantage

2. Cost of Focus/ Cost Leadership: saving cost

3. Cost Leadership/ Differentiation: broad

4. Cost Focus / Differentiation: narrow

Porter: Differentiation

what is the source of competitive advantage

Porter: cost of focus/ cost leadership

saving costs

Porter: cost leadership/ differentiation

broad

Porter: cost focus/differentiation

narrow

Walmart is best known for:

cost leadership

Miles & Snow strategy types

1. _____

2. _____

3. _____

1. Prospector (a lot of innovation. cost leadership— high change, higher uncertainty)

2. Defender (little change or innovation — little change, low uncertainty)

3. Analyzer (try to be innovative but you also try to defend your current prices and market share)

Miles & Snow: Prospector

• A lot of innovation.

• Cost leadership— high change, higher uncertainty

Miles & Snow: Defender

• Little change or innovation

• Little change, Low uncertainty

Miles & Snow: Analyzer

• Try to be innovative but you also try to defend your current prices and market share

Porters Typology

cost leadership, differentiation, and focus

Balanced Scorecard Approach:

• Demonstrates performance to __________; ______ and _______ _______

• Gives managers an indication of the performance of a company based on the degree to which __________ ______ are satisfied ; it identifies the success drivers from financial, customer, internal processes, and organizational capacity

• it is a tool for a business map that _______ ______ _____ in making ______ _______/_______

• Demonstrates performance to stakeholders; stakeholders and customer focused

• Gives managers an indication of the performance of a company based on the degree to which stakeholder needs are satisfied ; it identifies the success drivers from financial, customer, internal processes, and organizational capacity

  • it is a tool for a business map that identifies each part in making additional revenue/profit

Job Analysis

• refers to the process of ______ ______ ________ _____ _____

• _______ understanding of _____ ______ ____ ____ in an organization

• finding ______ _______ for _______ to achieve high-quality performance

• job ______ and job ______

• refers to the process of getting detailed information about jobs

• systematic understanding of how work gets done in an organization

• finding job requirements for incumbents to achieve high-quality performance

• job description and job specification

Job Design

• refers to having the process of ______ how work will be ______ and the _____ that will _____ ______in a given job

• organizing ____, _____, and _________ into a _______/_______

• refers to having the process of defining how work will be performed and the tasks that will be required in a given job

• organizing tasks, duties, and responsibilities into a production/performance

Work-Flow Analysis / Design

1. Analyzing ____ _____

2. Analyzing _____ _____

3. Analyzing _____ _____

• Analyzing ____ ______ —> _______ —> ______

• Organizations clearly identify the _____ of work, to specify the _____ and _____ standards from those ______, and to analyze the______ and _____ necessary for producing _____ that meet ______ _______

1. Analyzing Work Outputs

2. Analyzing Work Processes

3. Analyzing Work Inputs

• Analyzing work outputs —> Processes —> inputs

• Organizations clearly identify the outputs of work, to specify the quality and quantity standards from those outputs, and to analyze the processes and inputs necessary for producing outputs that meet quality standards

Work-Flow Analysis / Design:

1. Analyzing Work Outputs

• includes product, service, or information

• a whole product, parts, or multiple products

Work-Flow Analysis / Design

2. Analyzing Work Processes

• work process is the process used to generate the output

• a series of work behaviors of a worker or multiple workers

Work-Flow Analysis / Design

3. Analyzing Work Inputs

• raw materials

• equipment

  • human resource

Work flow analysis order of the steps:

Analyzing work outputs —> processes —> inputs

Organizational Structure:

• a ____ relationship between ________ and ______ that create the ______

• provides a _____-______ overview of the static relationships between ________ and _____ that create the ______

• organizational structure is typically displayed via organizational ____ that convey both vertical reporting relationships and horizontal functional responsibilities

• a static relationship between individuals and units that create the outputs

• provides a cross-sectional overview of the static relationships between individual and units that create the outputs

• organizational structure is typically displayed via organizational charts that convey both vertical reporting relationships and horizontal functional responsibilities

Top 2 important organizational structure dimensions:

1. ____________

2. ____________

1. Centralization

2. Decentralization

Organizational Structure

Centralization:

• refers to the degree which _______-______ _______ resides at ____ ____ of the organizational chart as _____ to being distributed throughout lower levels (in which case authority is decentralized)

• _______ in decision making

• refers to the degree which decision-making authority resides at the top of the organizational chart as opposed to being distributed throughout lower levels (in which case authority is decentralized)

  • Hierarchies in decision making

Organizational Structure

Decentralization:

• refers to the degree to which work units are ______ based on _______ _______ of _______ of _______

• ______ of jobs

• refers to the degree to which work units are grouped based on functional similarity of similarity of workflow

• group of jobs

Job Analysis:

• Job _____ —> Job ______ and ______ —> _______ & ________, _______, _______ & _______, _______ _______, _______ & _______

• refers to the process of getting _______ ________ about jobs

• Job analysis is the _______ _______ of everything that human resource managers do

• almost every human resource management program requires some type of information that is ______ from _____ _____

• it provides fundamental information for HRM; sources for _______ and _______, ________ ,______ & ___________, ______ ________, ________ and ________

• Job Analysis —> Job design and redesign —> recruiting & retention, selection, training & development, performance management, compensation & incentives

• refers to the process of getting detailed information about jobs

• Job analysis is the building block of everything that human resource managers do

• almost every human resource management program requires some type of information that is gleaned from job analysis

• it provides fundamental information for HRM; sources for recruiting and retention, selection, training & development, performance management, compensation and incentives

Two types of information that are most useful in job analysis:

1. job descriptions

2. job specifications

Job Description:

• a job description is a list of _______,______, and ______ (____s) that a job entails

• TDRs are _______ ________.

• TDRS are _____ and ______

• When a manager attempts to evaluate job performance, it is most important to have ______ ________ about the _____ ________ in the job (that is, the ____s)

• a job description is a list of tasks, duties, and responsibilities (TDRs) that a job entails

• TDRs are observable actions.

• TDRS are actions and behaviors

  • When a manager attempts to evaluate job performance, it is most important to have detailed information about the work performed in the job (that is, the TDRs)

Job Specification:

• a job specification is a list of the ______,______, ______, and ______ _______(_____s) that an individual must have to ______ _____ _____

• a job specification is a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job

Job Specification: KSAOs

• KSAOs are not ______ _______

• Skill is an individual’s level of _______ at ________ a _______ _____

• Ability is general _______ ________that an individual possesses

• Knowledge refers to ______ ______. ______ or _______ ________ that is _______ for performing a particular task.

• Other Characteristics includes an individual’s characteristics that are related to ________, _______ etc. Might be _______ _______ such as one’s achievement motivation, or persistence.

• KSAOs are not directly observable

• Skill is an individual’s level of proficiency at performing a particular task

• Ability is general enduring capability that an individual possesses

• Knowledge refers to information needed. Factual or procedural information that is necessary for performing a particular task.

• Other Characteristics includes an individual’s characteristics that are related to motivation, emotion, etc. Might be personality traits such as one’s achievement motivation, or persistence.

Methods of Job Analysis: PAQ

• PAQ accesses 6 sections of a job

  • 1.

  • 2.

  • 3.

  • 4.

  • 5.

  • 6.

• PAQ contains ____ items

  • these items represent work______, work ______, and ______ _______ that can be _______ across a _____ ______of jobs

• PAQ accesses 6 sections of a job

  • information input

  • mental processes

  • work output

  • relationship with other persons

  • job context

  • other characteristics

• PAQ contains 194 items

  • these items represent work behaviors, work conditions, and job characteristics that can be generalized across a wide variety of jobs

Sources of Job Analysis Information: ______ who is _______ _______ _____ ____. They are:

1. ______ ______

2. _____/____/_____

3. _____ ______

4. ____ ____ ____, _____ _____, ____

• sources of job analysis information: anyone who is familiar with the job, they are:

  • Job incumbents

  • Manager/boss. supervisors

  • Social Networks

  • Subject matter experts, external consultant, etc.

Sources of Job Analysis Information:

Job Incumbents

• who is performing the job.

• most informative group who provides the most accurate information

What source of job information provides the most accurate information

Job Incumbents

Sources of Job Analysis Information:

Manager/boss/ supervisors

they serve as a check to determine whether what is being done is congruent with what is supposed to be done in the job

Sources of Job Analysis Information:

Social Networks

depict relationships of people inside/outside of a workplace and social structure of an organization/unit

Sources of Job Analysis Information:

Subject Matter experts, external consultant, etc.

Outside of the organization

Pros and Cons of Job Analysis Method:

Questionnaire Method (_____ ______)

Position Analysis Questionnaire

• most popular

  • most commonly used method is using an established/published questionnaire to collect information

Pros and Cons of Job Analysis Method:

Interview Method:

• Pros: interviewers _______ “_____ ______”

• Cons: but are ______ ________

• Pros: interviewers generate “deep information”

• Cons: but are time consuming

  • interviewing job incumbents, manager, former jobholders, clients, or other individuals who have information about re job, individually or as a group

  • other most popular

Pros and Cons of Job Analysis Method:

Observation Method:

• Pros: _____ _______, best got jobs that consist of _________ and ________ tasks

• Cons: takes a _______ ______ ____ ______ (very ____ _________) and not good for _______ jobs and tasks which are _____ _______

• Pros: rich information, best got jobs that consist of repetitive and routine tasks

• Cons: takes a long period of time (very time consuming) and not good for creative jobs and tasks which are not visible

  direct/indirect observation of job incumbents performing the job duties, work sample or job segments

Pros and Cons of Job Analysis Method:

Logs and Diaries Method:

• Pros: best when job or task is _______ ,_____ ____

  Good for _______ thinking jobs/tasks

• Cons: workers might feel _________

employees are often required to record their daily activities, noting the ________ of each task and the ______ ________to perform each task

• Pros: best when job or task is nonrepetitive, long cycle. Good for creative thinking jobs/tasks

• Cons: workers might feel overwhelmed

employees are often required to record their daily activities, noting the frequency of each task and the time required to perform each task

Mechanistic Approach

• Target at job efficiency (increasing job efficiency)

  • related theories

    • division of labor

    • scientific management (ex. a time and motion study)

• is for identifying the simplest way to structure work to maximize efficiency

• reducing the complexity of the work to provide more human resource efficiency that is, making the work so simple that anyone can be trained quickly and easily to perform it.

• This approach focuses on designing jobs around the concepts of task specialization, skill simplification, and repetition

• Has roots in management theory, scientific management. According to this approach, productivity could be maximized by taking a scientific approach to the process of designing jobs

• Identifying the best way to perform —> selecting workers based on their ability to do the job —> training them in the standard “one best way” to perform the job —> motivating them with pay

• Applications: job simplification and job specialization

Motivational Approach:

• focused on positive work attitudes and behavior

• focuses on FIVE characteristics that affect psychological meaning and motivational potential, which in turn increases attitudinal variables (such as satisfaction) that would be most important outcomes of job design

• the prescriptions of the motivational approach focus on increasing the meaningfulness of jobs through such interventions as job enlargement and job enrichment

Motivational Approach:

Core Job characteristics (FIVE)

1. Skill Variety

2. Task Identity

3. Task Significance

4. Autonomy

5. Feedback from Job

Motivational Approach:

Core Job characteristics/traits:

Skill Variety

use of diverse skills to perform a job

Motivational Approach:

Core Job characteristics/traits:

Task Identity

the extent to which how the worker ties his/her identity to a task

Motivational Approach:

Core Job characteristics/traits:

Task Significance

the extent to whuch how impactful the job is on others’ life

Motivational Approach:

Core Job characteristics/traits:

Autonomy

freedom to make decisions and perform

Motivational Approach:

Core Job characteristics/traits:

Feedback from job

feedback from manager, colleague and customers and building knowledge about the actual results of work activities

Motivational Approach:

Psychological states result and the core job characteristics match

• Skill Variety, task identity, task significance

  • experience meaningfulness of the work

• Autonomy

  • experiences responsibility of the outcomes of the work

• Feedback from job

  • knowledge of the actual results of work activities

Motivational Approach:

Psychological states result and the core job characteristics match

• Skill Variety, task identity, task significance

• experience meaningfulness of the work

Motivational Approach:

Psychological states result and the core job characteristics match

• Autonomy

• experiences responsibility of the outcomes of the work

Motivational Approach:

Psychological states result and the core job characteristics match

• Feedback from job

• knowledge of the actual results of work activities

Motivational Approach:

the overall outcomes of — psychological states result and the core job characteristics match

• high internal work motivation

• high-quality work performance

• high work and job satisfaction

  • low absenteeism and turnover

Biological Approach

• is aiming at minimizing physical strain by structuring the physical work environment around how the body works

Biological Approach: Ergonomics

• concerned with examining the interface between individuals’ physiological characteristics and the physical work environment

• the goal of this approach is to minimize physical strain on the worker by structuring the physical work environment around the way the human body works

• Example:

  • Danger Zone: bending waist and hips

  • Neutral PositionL body is upright

Biological— Perceptual Motor Approach:

• focused on (the goal is to) designing jobs in a way that ensures that they do not exceed people’s mental capability and limitation

  • it generally tries to improve reliability, safety, and user reactions by designing jobs to reduce their information-processing requirements

Dimensions of HRM Practices:

• managing the human resource environment

• acquiring and preparing human resources

• assessment and development of human resources

• compensating human resources

• special areas

Dimensions of HRM Practices:

• Managing the human resource environment

Linking HRM practices to business objectives

Dimensions of HRM Practices:

• Acquiring and preparing human resources

Job Analysis, HR planning, recruiting, selection, training

Dimensions of HRM Practices:

• Assessment and development of human resources

Performance management, job placement, development

Dimensions of HRM Practices:

• Compensating human resources

Compensation System, rewards, benefits

Dimensions of HRM Practices:

• Special areas

Collective bargaining, employment relations, international HRM, laws and regulations

External Fit

• Business model and strategy that aligns with the business

• HR policies and practices must work together to support the business’s objectives and increase performance

examining the organization’s operating environment to identify strategic opportunities or threats

external analysis: opportunities and threats

alignment between strategy and job analysis/design

Internal Fit

• looking into the HR systems and the HR practices and how they align with each other

• the process of examining an organization’s strengths and weaknesses

Hr policies and practices must be coherent, move toward one direction together, and support each other

alignment between job analysis and job design

HR is like a living organism who

adapts its environments and changes in the enviornments

Internal Environment Influence:

• Company’s culture

• Business Strategy

• Technology (new technology adapted in the company)

External Environment Influence:

• Labor Markets

• Globalization

• Country Cultures

• Laws and Regulations (legal environments)

• Unions (collective bargaining)

• Technology (new technology that company is going to use outside of the company)

• Sustainability

• Competitors

Company Culture:

• Refers to the unique pattern of shared assumptions, values, beliefs, and norms

  • shape the socialization activities, language, symbols, and ceremonies of people in the company

  • affect how the employees behave

  • seen in company’s structure, cultural artifacts, employees’ behaviors, customer services

Company Culture → ← HRM

• Company Culture influences HRM decisions

• HRM helps company to sustain its culture

  • Company culture influences HR and HR bonifies the company’s culture

Wholefoods Culture Example:

• Values

  • satisfying and delighting our customers

  • supporting team member happiness and excellence

• it is noticeable that Wholefoods pursues excellence through collaboration among team members

• Culture: teamwork/ collaboration culture

Technology that influenced HRM decision making:

• Technology includes robotics, information technology, mobile devices, virtual work platform

  • automation of task

  • virtual work platform

HRM professionals should be familiar with the new technology which is going to be implemented and plan how to make changes in HRM system accordingly

If new technology is adapted and it works well, look into keeping it permanent

Examples of technology that influenced HRM decision making:

• Automation of operation using robotics

Layoff, reengineering, training, and transfer human resources

Examples of technology that influenced HRM decision making:

• Virtual work platform:

Monitoring work performance, pay & benefits, teamwork