ch 12 Flashcards
(52 cards)
Human resource management
Activities that managers engage in to attract and retain employees and to ensure that they perform at a high
level and contribute
to the accomplishment
of organizational goals.
Strategic Human Resource Management
The process by which managers design the components of a HRM system to be consistent with each other, with other elements of organizational architecture, and with the organization’s strategy and goals.
recruitment and selection
Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.
training and development
Ensures that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future
Changes in technology and the environment require that organizational members learn new techniques and ways of working
performance appraisal and feedback
Provides managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members
Feedback from performance appraisal serves a developmental purpose for members of an organization
pay and benefits
Rewarding high performing organizational members with raises, bonuses and recognition.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership in firm.
labor relations
Steps that managers take to develop and maintain good working relationships with the labor unions that may represent their employees’ interests
equal employment opportunity
The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities.
equal employment opportunity commission
enforces employment laws
recruitment
activities that managers engage in to develop a pool of candidates for open positions
selection
the process that managers use to determine the relative qualifications of job applicants and their potential for performing well in a particular job
human resource planning
activities that mangers engage in to forecast their current and future needs for human resources
outsource
to use outside suppliers and manufacturers to produce goods and services. Use of contract workers rather than hiring them. 2 reasons why human resource planning sometimes leads to managers to outsource are flexibility and cost
job analysis
identifying the tasks, duties and responsibilities that make up a job and he knowledge, skills, and abilities needed to perform the job. should be done for each job in the organization
external recruiting
looking outside the organization for people who have not worked at the firm previously. newspapers advertisements, open houses, on-campus recruiting, employee referrals and the internet
advantages of external recruiting
- Having access to a potentially large applicant pool
- Being able to attract people who have the skills, knowledge, and abilities an organization needs
- Bringing in newcomers who may have a fresh approach to problems and be up to date on the latest technology
disadvantages of external recruiting
- Relatively high costs
- Candidates may lack knowledge about the inner workings of the organization
- May need to receive more training
- Uncertainty concerning whether they will actually be good performers
internal recruiting
managers turn to existing employees to fill open positions
benefits of external recruiting
- internal applicants are already familiar with the organization
- managers already know candidates
- can help boost levels of employee motivation and morale
background information
helpful to screen out applicants who are lacking keep qualifications, determine which qualified applicants are more promising than others
interviews
- Structured interviews where managers ask each applicant the same job-related questions.
- Unstructured interviews that resemble normal conversations.
- Usually structured interviews preferred; bias is possible in unstructured interviews.
paper and pencil tests
- Ability tests assess the extent to which applicants possess the skills necessary job performance
- Managers must have sound evidence that the tests are good predictors of performance
physical ability tests
- Measures of dexterity, strength, and stamina for physically demanding jobs
- Measures must be job related to avoid discrimination.
performance tests
- Tests that measure an applicant’s current ability to perform the job or part of the job such as requiring an applicant to take typing speed test.
- Assessment centers are facilities where managerial candidates are assessed on job-related activities over a period of a few days.
