Human Resources Exam 2 Chapters: 5,6,7,8, & 9

HR forecasting

The process of determining the demand and supply of human resources and predicting surpluses or shortages

Advantages of hiring from within

Promotion from within is less expensive and quicker morale

Methods of handling surplus vs. shortage of employees

o   pay reductions

o   demotions

o   transfers

o   attrition

o   hiring freezes

o   turnover

o   early retirement

Attrition

natural process of people leaving the organization turnover

Advantages of using temporaries

Cost saving, flexibility, access to specialized skills and reduce risk

Outsourcing

Hiring someone outside the company to do specified tasks

Image advertising

Don’t advertise as the position available; advertise as a great place to work

Realistic job preview potential advantages

Tell them the negatives and benefits of using them

Reliability – definition and types (interrater and test-retest

o   Reliability: Degree to which a measure of physical or cognitive abilities, or traits, is free from random error

o   Inter-rater (consistency among raters)

o   Test-retest (consistency over time)

• Personality tests are unreliable (can change based off mood)

Validity – criterion-related vs. content validity and predictive vs. concurrent

o   Validity: Extent to which a performance measure assesses all the relevant – and only the relevant aspects of job performance

o   Criterion-related: Method of establishing validity by showing a substantial correlation between test scores and job-performance scores (factors of success from the job)

o   Content validity: Demonstrating that the items, questions, or problems posed by a test are a representative sample of the kinds of situations or problems that occur on the job. (best for small samples; achieved primarily through expert judgement)

o    Predictive validation: give any test to applicants do test to see if valid and assess correlation between attribute score and performance

Concurrent: measure all current job incumbents attribute, measure all current job incumbents’ performance, and determine correlation between scores and performance

Utility

Degree to which information provided by selection methods enhances the effectiveness of selecting personnel ($ dollars)

Generalizability

Degree to which the validity of a selection method established in one context extends to other contexts (same type of people already been validated)

Correlation coefficients – range

-1 to 0; 0 to 1

Types of interviews

o   Situational: hypothetical

o   Behavioral based on experience/ if and when

Six Steps of the instructional design process

o   Needs Assessment

o   Ensuring Employees’ Readiness for Training

o   Creating a Learning Environment

o   Ensuring Transfer of Training

o   Selecting Training Methods

o   Evaluating Training Programs

Self-efficacy; transfer of training

the use of knowledge, skills, and behaviors learned in training on the job

Behavior modeling

role play for training of interpersonal skills

Components of needs analysis

o   3 components:

• Organization

• Person

• Tasks analysis

Expatriates

o   An employee sent by a company to work in a different country.

•   Competent in their area of expertise.

•   Able to communicate verbally and nonverbally in host country.

• Culturally sensitive.

• Motivated to succeed.

• Supported by their families.

Overall approaches to measuring performance

o   comparative: rankings; not sophisticated (doesn’t give criteria)

• simple ranking: ranks employees from highest to lowest performer

• alternation ranking: crosses off best and worst employees

o   Attribute =

• Graphic Rating Scales

  •   List of traits such as initiative, creativity, dependability

  • Choice of rating. i.e., outstanding, good, satisfactory, below average, or poor

• Mixed-Standard Scales

  • Choose among statements representing good, average, and poor performance along each appropriate performance dimension

o   Behavioral: Behaviorally anchored rating scales (BARS) require managers to choose among statements representing potential behaviors

o   Results: Management by objectives; incorporates organizational goals into the performance appraisal system

Specific methods of performance appraisal

o   Bars = Behaviorally anchored rating scales: require managers to choose among statements representing potential behaviors

o   BOS = Behavior observation scales: require managers to rate frequency of certain behaviors

o   MBO = Management by Objectives

o   Graphic Rating Scales = list of traits such as initiative, creativity, dependability; Choice of rating. i.e., outstanding, good, satisfactory, below average, or poor

o   Forced Distribution = Employees are sorted into categories

o   Ranking = Simple ranking: ranks employees from highest to lowest performer; Alternation ranking: crosses off best and worst employees.

o   Paired Comparison = Managers compare every employee with every other employee in work group.

360 Appraisal = Feedback from everyone

Validity of performance appraisals

o   Validity: Assesses all the relevant – and only the relevant – aspects of job performance

o   Criterion deficiency - occurs when measures do not include all aspects of performance

o   Criterion contamination - refers to measuring irrelevant aspects of performance (or those outside the employee’s control)

Rater errors

o   Similar-to-me error (like themselves)

o   Contrast error

o   Errors in distribution

• Leniency (too nice)

•   Harshness or strictness

• Central tendency

o   Recency error (need to acknowledge entire year)

o   Halo effect (a good trait impacts everything)

o   Horns error (a bad trait impacts everything)

360-degree performance appraisals

Supervisor, customers, self, peers, subordinates

Strategic congruence

Elicits job performance that is congruent with the organization’s strategy, goals, and culture

Reliability

Consistency of the performance measure

Purpose and organization of assessment centers

Identify managerial talent (Myers- Briggs Type)

Assessment center exercises

Exercises: leaderless group discussions, interviews, in -basket (given a scenario, how do you prioritize? / Role play)

Succession Planning

Is the identification and tracking of high potential employees capable of filling higher-level managerial positions

Job rotation

Cross training

Mentoring

o   Experienced, productive senior employee who helps develop a less-experienced employee

o   Benefits:

• Career support

• Psychological support

• Advancement

• Benefits to mentor

Training vs. development

o   Training: Preparation for

o   Development: Preparation for

• Defined: the acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer and client demands