[COMBINED] Set A Coverage - Human Resource Theories

Human Resource Management 16th Edition - Gary Dessler | Industrial/Organizational Psychology: An Applied Approach - Michael G. Aamodt

Organization

A group consisting of people with formally assigned roles who work together to achieve the organization’s goals.

Manager

Someone who is responsible for accomplishing the organization’s goals, and who does so by managing the efforts of the organization’s people.

Managing

To perform five basic functions: planning, organizing, staffing, leading, and controlling.

Management process

The five basic functions of planning, organizing, staffing, leading, and controlling.

Human Resource Management (HRM)

The process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns.

Line authority

Traditionally gives managers the right to issue orders to other managers or employees.

Staff authority

Gives a manager the right to advise other managers or employees.

Line manager

A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organization’s tasks.

Staff manager

A manager who assists and advises line managers.

Strategic human resource management

Formulating and executing human resource policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims.

Employment engagement

The extent to which an organization’s employees are psychologically involved in, connected to, and committed to getting their jobs done.

Ethics

The principles of conduct governing an individual or a group; specifically, the standards you use to decide what your conduct should be.

Leadership and Navigation

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to direct and contribute to initiatives and processes within the organization.

Ethical Practice

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to integrate core values, integrity, and accountability throughout all organizational and business practices.

Business Acumen

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to understand and apply information with which to contribute to the organization’s strategic plan.

Relationship Management

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to manage interactions to provide service and to support the organization.

Consultation

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to provide guidance to organizational stakeholders.

Critical Evaluation

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to interpret information with which to make business decisions and recommendations.

Global and Cultural Effectiveness

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to value and consider the perspectives and backgrounds of all parties.

Communication

BEHAVIORS OR COMPETENCIES TODAY’S HR MANAGER SHOULD EXHIBIT

The ability to effectively exchange information with stakeholders.

Employee orientation

A procedure for providing new employees with basic background information about the firm.

Employee handbook

Employers should assume that their __________’s contents are legally binding commitments.

Training

The process of teaching new or current employees the basic skills they need to perform their jobs.

Negligent training

A situation where an employer fails to train adequately, and the employee subsequently harms a third party.

Analyze

BASIC ADDIE TRAINING PROCESS

What is the “A” in ADDIE?

Design

BASIC ADDIE TRAINING PROCESS

What is the first “D” in ADDIE?

Develop

BASIC ADDIE TRAINING PROCESS

What is the second “D” in ADDIE?

Implement

BASIC ADDIE TRAINING PROCESS

What is the “I” in ADDIE?

Evaluate

BASIC ADDIE TRAINING PROCESS

What is the “E” in ADDIE?

Analyze

BASIC ADDIE TRAINING PROCESS

__________ the training need.

Design

BASIC ADDIE TRAINING PROCESS

__________ the overall training program.

Develop

BASIC ADDIE TRAINING PROCESS

__________ the course (actually assembling/creating the training materials).

Implement

BASIC ADDIE TRAINING PROCESS

__________ training, by actually training the targeted employee group using methods such as on-the-job or online training.

Evaluate

BASIC ADDIE TRAINING PROCESS

__________ the course’s effectiveness.

Task analysis

A detailed study of a job to identify the specific skills required.

Performance analysis

Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Competency model

A graphic model that consolidates, usually in one diagram, a precise overview of the competencies (the knowledge, skills, and behaviors) someone would need to do a job well.

The cloud

Refers to placing software programs and services on vendors’ remote servers, from which they can then deliver these programs and services seamlessly to employees’ digital devices.

On-The-Job training (OJT)

Training a person to learn a job while working on it.

Apprenticeship training

A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.

Job Instruction Training (JIT)

Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.

Programmed learning

A systematic method for teaching job skills, involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers.

Behavior modeling

A training technique in which trainees are first shown good management techniques in a film, are asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor.

Electronic performance support systems (EPSS)

Sets of computerized tools and displays that automate training, documentation, and phone support; integrate this automation into applications; and provide support that’s faster, cheaper, and more effective than traditional methods.

Job aid

A set of instructions, diagrams, or similar methods available at the job site to guide the worker.

Virtual classroom

Teaching method that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides.

Web 2.0 learning

Training that uses online technologies such as social networks, virtual worlds, and systems that blend synchronous and asynchronous delivery with blogs, chat rooms, bookmark sharing, and tools such as 3-D simulations.

Lifelong learning

Provides employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their occupational horizons.

Cross training

Training employees to do different tasks or jobs than their own; doing so facilitates flexibility and job rotation.

Management development

Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.

Job rotation

A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points.

Action learning

A training technique by which management trainees are allowed to work full-time analyzing and solving problems in other departments.

Case study method

A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.

Management game

A development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations.

Role-playing

A training technique in which trainees act out parts in a realistic management situation.

In-house development center

A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.

Executive coach

An outside consultant who questions the executive’s associates in order to identify the executive’s strengths and weaknesses, and then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.

Unfreezing

LEWIN’S CHANGE PROCESS

It means reducing the forces that are striving to maintain the status quo, usually by presenting a provocative problem or event to get people to recognize the need for change and to search for new solutions.

Moving

LEWIN’S CHANGE PROCESS

It means developing new behaviors, values, and attitudes.

Refreezing

LEWIN’S CHANGE PROCESS

It means building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things—for instance, change the incentive system.

Organizational development

A special approach to organizational change in which employees themselves formulate and implement the change that’s required.

Controlled experimentation

Formal methods for testing the effectiveness of a training program, preferably with before-and-after tests and a control group.

Workforce (or employment or personnel) planning

The process of deciding what positions the firm will have to fill, and how to fill them.

Basic workforce planning process

• Reviews the client’s business plan and workforce data

• Forecast and identify what positions the firm will have to fill and potential workforce gaps

• Develop a workforce strategic plan

Reviews the client’s business plan and workforce data

BASIC WORKFORCE PLANNING PROCESS

This helps them understand how projected business changes may influence the client’s headcount and skills requirements.

Forecast and identify what positions the firm will have to fill and potential workforce gaps

BASIC WORKFORCE PLANNING PROCESS

This helps them understand what new future positions they’ll have to fill, and what current employees may be promotable into them.

Develop a workforce strategic plan

BASIC WORKFORCE PLANNING PROCESS

They prioritize key workforce gaps (such as, what positions will have to be filled, and who do we have who can fill them?) and identify specific (recruitment, training, and other) plans for filling any gaps.

Employment forecasts

• Personnel needs (demand)

• Supply of inside candidates

• Supply of outside candidates

Revenues

The basic process for forecasting personnel needs is to forecast __________ first.

Trend analysis

Study of a firm’s past employment needs over a period of years to predict future needs.

Ratio analysis

A forecasting technique for determining future staff needs by using ratios between, for example, sales volume and number of employees needed.

Scatter plot

A graphical method used to help identify the relationship between two variables.

All of the above

Which of the following are drawbacks of using scatter plots in HR forecasting?

1. Historical sales/personnel relationships assume that the firm’s existing activities and skill needs will continue as is.

2. They tend to reward managers for adding employees, irrespective of the company’s needs.

3. They tend to institutionalize existing ways of doing things, even in the face of change.

They tend to reward managers for adding employees, irrespective of the company’s needs.

DRAWBACKS OF SCATTER PLOTS IN HR FORECASTING

A manager insists on hiring five new employees because sales increased slightly, even though the workload hasn’t changed. Which drawback of scatter plots does this illustrate?

Historical sales/personnel relationships assume that the firm’s existing activities and skill needs will continue as is.

DRAWBACKS OF SCATTER PLOTS IN HR FORECASTING

An HR forecast predicts the same staffing levels for next year because it assumes the company’s activities will remain constant. Which drawback of scatter plots is shown here?

They tend to institutionalize existing ways of doing things, even in the face of change.

DRAWBACKS OF SCATTER PLOTS IN HR FORECASTING

A company struggles to adapt its workforce plan after introducing new technology because its HR forecasting relies heavily on scatter plots. Which drawback is being demonstrated?

Managerial judgement

Few historical trends, ratios, or relationships will continue unchanged into the future. __________ is thus needed to adjust the forecast.

Personnel replacement charts

Company records showing present performance and promotability of inside candidates for the most important positions.

Position replacement card

A card prepared for each position in a company to show possible replacement candidates and their qualifications.

Skills inventory programs

This help management anticipate staffing and skills shortages, and also facilitate workforce planning, recruitment, and training.

Skills inventory

Typically includes the following:

• Work experience codes

• Product knowledge

• The employee’s level of familiarity with the employer’s product lines or services

• The person’s industry experience

• Formal education

• Industry experiences

• Foreign language skills

• Relocation limitations

• Career interests

• Performance appraisals

Markov analysis

__________ involves creating a matrix that shows the probabilities that employees in the chain of feeder positions for a key job (such as from junior engineer, to engineer, to senior engineer, to engineering supervisor, to director of engineering) will move from position to position and therefore be available to fill the key position.

Transition analysis

Employers also use a mathematical process known as Markov analysis or __________ to forecast availability of internal job candidates.

Succession planning

The ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

Employee recruiting

Finding and/or attracting applicants for the employer’s open positions.

Recruitment sourcing

Involves determining what your recruitment options (referrals, online ads, and so on) are, and then assessing which are best for the job in question.

Recruiting yield pyramid

The historical arithmetic relationships between recruitment leads and invitees, invitees and interviews, interviews and offers made, and offers made and offers accepted.

Job posting

Publicizing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, like qualifications, supervisor, working schedule, and pay rate.

Qualifications skills inventories

This may reveal to the company’s recruiters those employees who have the right background for the open job.

Applicant Tracking Systems (ATS)

Online systems that help employers attract, gather, screen, compile, and manage applicants.

On-demand Recruiting Services (ODRS)

Services that provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.

Alternative staffing

The use of nontraditional recruitment sources.

Poaching

What practice in recruitment can produce good recruits but is problematic due to fiduciary responsibility, proprietary information, and potential litigation?

Outsourcing

__________ means having outside vendors supply services (such as benefits management, market research, or manufacturing) that the company’s own employees previously did in-house.

Offshoring

__________ means having outside vendors or employees abroad supply services that the company’s own employees previously did in-house.

Headhunters

__________ are special employment agencies employers retain to seek out top-management talent for their clients.

Employee referrals

Which recruiting option involves employers posting announcements of openings and requesting employees to recommend candidates, often with prizes or cash awards for successful hires?

College recruiting

Sending an employer’s representatives to college campuses to prescreen applicants and create an applicant pool from the graduating class.

Application form

The form that provides information on education, prior work record, and skills.

Performance appraisal

Evaluating an employee’s current and/or past performance relative to his or her performance standards.