Workflows design
The process of analyzing the tasks necessary for the production of a product or service; needed to understand how tasks can be bundled into jobs
Output
product of a work unit and often an identifiable object. It can also be a service or information
Work processes
the activities that members of a work unit engage in to produce a given output
Raw materials
consist of the materials that will be converted into the work unit’s product
Equipment refer to the technology and machinery necessary to transform the raw material into the product
Human skills consist of the works and delegation of work to the lowest-cost employee who can do the work well.
Organizational Structure
the stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization; needed to understand how jobs at different level relate
Centralization
decision-making authority resides at the top of the organizational chart
Centralized
executive has final say
Decentralized
decisions are made more autonomously
Departmentalization
work units are grouped based on functional similarity or similarity of work-flow
Functional
different color groups at school
Work-flow
different color groups for each grade at school
Functional structure
employs a functional departmentalization scheme with relatively high levels of centralization
Divisional Structure
has a work-flow oriented departmentalization scheme with low levels of centralization. Divisions act like separate organizations and are based on product, geographic regions, and clients
Job analysis
the process of getting detailed information about jobs
Job Descriptions
list of the tasks, duties, and responsibilities (TDRs) that a job entails; these are observable
Essential vs. Nonessential Job Functions
Percentage of time on task, frequency of task, importance of task
Job specifications
list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform the job
Sources of Information
job incumbents, supervisors, subject-matter experts, social networks, customers and other sources, external job analysis
Position Analysis Questionnaire (PAQ)
cover inputs, outputs, processes, and work context with 194 items assessing work behaviors, work conditions, and job characteristics; rates tasks based on extent of use, amount of time, importance of the job, possibility of occurrence
Occupational Information Network (O*NET)
Uses a common language that generalizes across jobs to describe the abilities, work styles, work activities, an work context required for 1,000 more broadly defined occupations
Job Design
the process of defining the way work will be performed and the tasks that will be required in a given job
Workforce planning, why is important?
clear idea about the current configuration of the staff (know the strength and weaknesses of employees)
where the org is going in the future (goal and strat)
address discrepancies between the current configuration and the needed configuration (strat implementation)
Effective planning supports the organization’s competitiveness
Societal trends influence labor demand and supply
Consumer markets affect the demand for goods and services
Labor markets affect the supply of people to produce those goods and services
Forecasting
determine the supply and demand for various types of human resources
predicts areas within the organization where there will be future labor shortages or surpluses
Statistical Methods (labor demand)
historical data that predicts future labor demand, best when there is long history that can be used to detect relationships among variables
Judgmental methods (labor demand)
subjective judgement of experts to capture events without historical percent
Statistical method (labor supply)
transactional matrix shows the proportion or number of employees in different job categories at different times
Judgemental methods (labor supply)
consideration of one-time unforeseen events that shock the supply system
Labor demand is greater than labor supply → labor shortage
temp workers and independent contractors
outsourcing and offshoring
Hiring immigrants and refugees
Overtime
Labor demand is less than labor supply→ labor surplus
Downsizing
Early retirement programs and buyouts
Reduce pay, benefits, or hours - furloughs for salaried workers
Recruitment
The practice or activity carried on by an organization with the primary purpose of identifying and attracting potential employees (comes during labor shortage)
Job redesign
changing the tasks or the way work is performed in an existing job
5 different approaches to job design
Mechanistic
Motivational
Biological
Structure
Perceptual-motor
Mechanistic Approach
Hire work able to do the job and train them in the ONE best way
Motivational Approach
Focuses on psychological and motivational potential of a job
Biological Approach
Examines interface between individual’s physiological characteristics and the physical work environment
Perceptual-motor
Focuses on human mental capabilities limitation
Promotion-from-within
policies signal opportunities for advancement
increase motivation and job secuity
may reduce potential creativity and innovation
Due process
policies formally lay out the steps an employee can take to appeal a termination decision
promote perceptions of job security and long-term commitment
Employment-at-will
policies state that either the employer or the employee can terminate the employment relation at any time, regardless of cause
Extrinsic reward
“lead the market” approach to pay, pay as a way to compensate for less desirable jobs or features of jobs, signing bonuses, benefits
Intrinsic rewards
personal growth and learning opportunities, fulfillment and purpose, pride and accomplishment, autonomy, and respect and relationship
Image advertising
organizations promote themselves as a good place to work, this signals the general rep of the organizations
Different recruitment sources
Internal Sources
External Sources
Direct Applicants
Referrals
Electronic recruiting
Other Media
State employment offices
Private Agencies
Colleges, Uni, High Schools
Internal sources
applicants are well known to the organization, they have relatively realistic expectations about the job, insiders often outperform outsiders, and internal recruitment and selection is cheaper and faster
Exeteral Sources
no internal candidates available, exposure to new ideas or ways of doing business, strengthen one’s own company and weaken the competitors at the same time 🡪 poaching through cold calling
Direct Applicants
Individuals who apply for a job vacancy without prompting from the organization
Referrals
Individual who are prompted to apply for a job by someone within the organizations
Electronic recruiting
org websites, job sites, social media
Other media
newspapers, radio, television
State employment offices
the purpose to ensure that  unemployed individuals receiving unemployment compensation regain employment
Private Agencies
charge the employer for referrals, job seekers do not have to be unemployed, primarily serve the white-collar market
Colleges, universities, high schools
placement services help graduate obtain employment
Yield Ratio
determine and compare the quality of the applicant pool per source
Cost-per-hire data
determine efficiency of the source and total cost of source/offers accepted
Warmth
the degree to which the recruiter seems to care about the applicant and is enthusiastic about the applicant’s potential
Recruiting message
realistic job preview lower expectations but also decrease early job turnover
Timing of recruiter
has a bigger impact early in the job search
Reliability
the degree to which a performance measure is free from random error
Test-retest reliability
relationship between scores at Time 1 and Time 2, assume that the characteristics has not changed over time
Inter-rater reliability
the degree of agreement among independent observers who rate, code, or assess the same phenomenon
Validity
the extent to which a performance measure assesses all the relevant aspects of job performance
Criterion-related validation
a method of establishing validity of a personnel selection method by showing a substantial correlation (validity coefficient) between test scores and job performance scors
Concurrent Validation
a relationship between job incumbents’ test score and their current performance on the job
Predictive Validation
a relationship between applicants’ test scores and their eventual performance on the job
Content Validation
a method of demonstrating that the items, questions, or problems posted by a test are a representative sample of the kinds situations or problems that occur on the job
Generalizability
the degree to which the validity of a selection method established in one context extends to other contexts
Utility
the degree to which the information provided by the selection method enhances the effectiveness of selecting personnel
Legality
all selection methods should conform to existing laws and legal precedents
Application Blanks
to collect background information from the applicants
low costs and follow-up interview increase utility
Cognitive ability test
to differentiate individuals based on their mental capacities
Verbal comprehension
refers to a person’s capacity to understand and use written and spoken lanuage
Quantitative ability
concerns the speed and accuracy at which one can solve arithmetic problems
Reasoning ability
refers to a person’s capacity to invent solutions to many diverse problems
Personally Inventories
categorizing individuals by what they like
Big 5 Dimensions
Extraversion, adjustment, agreeableness, conscientiousness, openness to experience
Emotional Intelligence
an individuals effectiveness in fluid and socially intense context
Work Samples
simulate the job in a pre-hiring context to observe how the applicant performs in the simulated job
Interview
selection interviews are a dialogue initiated by one or more persons to gather information and evaluate the qualifications of an applicant from employment
Situational interviews
applicants are confronted with specific issues, questions, or problems that are likely to arise on the job
References, background checks
not conducting these exposes an organization to lawsuit based on negligent hiring