MGMT 325 Gayle George Exam 2

Strategic Planning

Defining organizational strategy, or direction, and allocating resources toward its achievement

SWOT analysis

strengths, weaknesses, opportunities, threats

Strengths

Intellectual capital; loyal, committed employees; innovative, adaptive employees; high-performance practices

Weaknesses

Lack of skilled employees; Lack of leadership pipeline; outdated talent management practices

Opportunities

Market position; Unexplored markets; global expansion; technology advances

Threats

Legal mandates and restrictions; competition power; economic uncertainty; talent shortage

Managing a talent surplus

reduce employee work hours or compensation; attrition; hiring freezes; voluntary separation programs; workforce downsizing/reduction in force

Managing a Talent Shortage

increase employee work hours through overtime; outsource to a third party; implement alternative work arrangements; use contingent workers; reduce employee turnover

Balanced Scorecard

A framework organizations use to report on a diverse set of performance measures

HR metrics

Specific measures of HR practices

HR analytics

An evidence-based approach to making HR decisions on the basis of quantitative tools and models

Job Design

Organizing tasks, duties, responsibilities, and other elements into a productive unit of work

Adult Learner

Ways in which adults learn differently than younger people do

Transfer of training occurs when trainees

Actually use information they learned in the training once on the job

Maintain use of the learned material over time

To increase the transfer of training

Offer trainees an overview of training content and process and how it links to the strategy of the organization

Ensure that the training mirrors the job context

External Training

Training provided for organizational members by persons or institutions outside the organization

internal training

Training provided for organizational members by persons or groups within the organization itself.

ADDIE model

Five-step instructional design process that governs the development of learning programs.

-Assessment

-Design

-Development

-implementation

-Evaluation

self-efficacy

People's belief that they can successfully learn the training program content

Job Description

Identifies a job's tasks, duties, and responsibilities

job specifications

The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily

Job Analysis

Gathering and analyzing information about the content, context, and the human requirements of jobs

Job Characteristics

skill variety, task identity, task significance, autonomy, feedback

skill variety

Work requires several activities for successful completion

Task identity

job includes a recognizable unit of work that is carried out from start to finish

task significance

impact the job has on other people

autonomy

Individual freedom and discretion in the work and its scheduling

Feedback

the amount of information employees receive about how well or how poorly they have performed

Part-time job

jobs requiring less than 35-40 hours a week, depending on the employer

Full-time employee

An employee that works 40 or more hours each week for their employer and is entitled to employment benefits, and possibly fringe benefits.

Benefits of Work Teams

- Improved Productivity

- Increased Employee Involvement

- Greater Co-worker Trust

- Widespread Individual learning

- Greater Employee Use of Knowledge Diversity

Job

Grouping of tasks, duties, and responsibilities that constitutes the total work assignment for an employee

Succession Planning

Process of identifying a lan for the orderly replacement of key employees; ensures high-quality talent will be available to carry out business strategies

tenure

the period of time a job lasts

retention

The proportion of material retained (remembered).

Effective Training

- provides employees a forum to learn

- results in employees who are empowered and can be held accountable for their performance

Effective training efforts consider the following:

- Is there really a need for the training?

- Who needs to be trained?

- Who will do the training?

- What form will the training take?

- How will knowledge be transferred to the job? (Most important)

- How will the training be evaluated?

I-9

filled out when you are first hired used to verify that an employee is eligible to work in the US

Internal environment

-Quality and quantity of talent

-Organizational culture

-Talent pipeline and leadership bench strength

External environment

Economic, political, and competitive forces

layoffs

Temporary employment separations; employees may be recalled to work, or the separation may become permanent