Human Resource Management Exam Study Guide (Chapters 5–8)

These flashcards cover key concepts related to Human Resource Management, specifically from Chapters 5 to 8, focusing on planning, recruitment, selection, training, and performance management.

Forecasting

Organizations estimate future labor demand and labor supply to make informed staffing decisions.

Labor Demand

Predict how many employees are needed

Often based on job categores or skill areas

Labor Supply

Identify how many employees are available internally

Transitional Matrix

Tracks employee movement between jobs over time

Human Resource Planning Process

1. Forecasting (includes Labor Demand and Surplus as well as transitional matrix)

2. Identify Labor Surplus or shortage

Ways to manage labor surplus

Downsizing, early retirement, or buyouts

Downsizing

Planned elimination of jobs that reduces costs but causes a loss of talent and morale problems

Early retirement

Incentives for older workers to retire which is nice since it’s voluntary but causes a loss of experience

Buyouts

Payment for voluntary departure that reduces layoffs but is expensive

Strategies for labor shortage

Temporary workers, Independent contractors, outsourcing, offshoring, an dimmigration

Temporary workers

Short-term employement through agencies

Independent contractors

Freelancers hired by contract

Outsourcing

Contracting work to outside organizations

Offshoring

Moving work to another country

Immigration

Hiring foreign workers

Adjusting pay and hours

Reduce salaries, benefits, and hours as well as implement furloughs

Recruitment

process of attracting applicants for job openings

Internal recruitment pros

• Lower cost

• Faster hiring

• Known performance history

Internal Recruitment Cons

• Limited new ideas

• Internal competition

External Recruitment pros

• New skills and ideas

• Larger applicant pool

External recruitment cons

• Higher cost

• Less knowledge of candidate performance

Recruitment sources

Direct applicants, Employee referrals, E-recruiting, Employment agencies, Executive search firms, College recruiting

Personelle Selection

Determines which applicants will be hired or promoted and must be effective and legally defensible

Selection Method standards

Reliability, Validitiy, Generalizability, Utility, Legality

Selection Reliability

Consistency of measurement

Selection Validity

Relationship between test scores and job performance

Selection Generalizability

Ability to apply results across jobs or situations

Selection Utility

Degree to which the method imporves organizational effectiveness

Selection Legality

Compliance with employment laws

Criterion-related validation

Shows correlation between test scores and job performance

Predictive validation

Test applicants and measure later job performance

Concurrent validation

Test current employees and compare performance

Content Validity

Test reflect acutal tasks or situations from the job

Civil rights act (1991)

Prevent discrimination

Age Discrimination in Employment Act (ADEA)

Protect workers over 40

Americans with Disabilities Act (ADA)

Protect individuals with disabilities

Selection methods

Interviews, application forms, references, cognitive ability tests, personality tests, work samples, and drug tests

Application forms

collect background information

Cognitive abiltiy tests

measure intelligence and reasoning

Structured Interviews

• Ask consistent questions

• Focus on job-related behviors

• Use rating scales

Types of structured interviews

Situational interviews and Experience-based interviews

Strategic Training

Contributes to:

• Organizational performance

• Employee motivation

• Competitive advantage

Continuous learning

Involves

1. Formal training

2. Informal training

3. Knowledge management

Knowledge management

process of enhancing company performance by designing and using tools, systems, and cultures to improve creation, sharing, and use of knowledge

Explicit knowledge

Documented knowledge that is easy to share

Tacit knowledge

Personal experience and insights

Training Design Process (ADDIE Model)

Analysis, Design, Development, Implementation, and Evalutaion

TDP Analysis

Identify training needs

TDP Design

Plan training objectives and content

TDP Development

Create materials

TDP Implementation

Deliver training

TDP Evaluation

Measure effectiveness

Needs assessment

Determines whether training is necessary

Levels of needs analysis

Organizational, person, and task

Organizational analysis

Align training with company strategy

Person analysis

Identify employees needing training

Task analysis

Identify job tasks and required skills

Factors that affect learning

• Self-efficacy

• Motivation

• Awareness of traning needs

• Work environment support

• Basic skills

Transfer of training

Employees apply training on the job

Improved by:

• Manager support

• Peer support

• Practice opportunities

• Action plans

Performance Management

Ensures employee behaviors align with organizational goals

Performance Management System

1. Define performance

2. Measure performance

3. Provide feedback

Traditional Performance Management Steps

1. Identify performance outcomes

2. Identify behviors and activities needed

3. Provide support and resources

4. Evaluate performance

5. Identify improvements

6. Provide consequences (rewards or corrections)

Continuous Performance Management

Emphasizes:

• ongoing feedback

• Coaching

• Frequent check-ins

• Transparent goals

Benefits:

• Greater employee engagement

• Faster performance improvement

PM Strategic

Align performance with company goals

PM Administrative

Support pay and promotion decisions

PM Developmental

Identify training needs

PM Communication

Clarify expectations

PM Organizational maintenance

Track workforce capabilities

PM Documentation

Legal record keeping

Effective Performance Measures

Strategic congruence, validitiy, reliability, acceptability

EPM Strategic congruence

Performance management that aligns with company strategy

EPM Validity

Measures relevant aspects of performance

EPM Reliability

Consistent results

EPM Acceptability

Viewed as fair

EPM Specificity

Clearly defines expectations

Comparative Approach

Simple ranking, Alternation ranking, forced distribution