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MGMT 363 > HR Processes > Flashcards

HR Processes Flashcards

1
Q

Human Resources

A

The design and management of formal systems in an organization to ensure the effective use of human talent to accomplish organizational goals

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2
Q

Attracting Qualified Employees

A

Recruiting

Selection

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3
Q

Developing Qualified Employees

A

Training

Performance Appraisal

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4
Q

Keeping Qualified Employees

A

Compensation

Employee Separation

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5
Q

Environmental Changes Impacting HR

A

Governmental Influences
Economic Conditions
Geographic and Competitive Concerns

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6
Q

Organizational Capabilities

A

Individual employee demographics
Individual employee career progression
Individual job performance data
Availability of part time/subcontractors

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7
Q

If labor demand exceeds labor supply…

A 
Training or retraining
Succession planning
Promotion from within
Recruitment from outside
Subcontracting
Use of contingent workers
Use of overtime
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8
Q

If labor supply exceeds labor demand…

A 
Pay cuts
Reduce hours
Work sharing
Voluntary early retirements
Inducements to quit
Layoffs
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9
Q

If labor demand equals labor supply…

A

Replacement of quits from inside or outside

Internal transfers and redeployment

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10
Q

Job Description

A

A written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job

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11
Q

Job specification

A

a summary of the qualifications needed to successfully perform a job
Eg. Education, license, skills and abilities
- What are the specifics within the job description that allows you to be able to do the job/fulfill the description
- Also preferences

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12
Q

What does the job description include?

A 
Duties
Responsibilities
Competencies and skills required 
Most important contributions and outcomes
Required qualifications of candidates
Reporting relationships
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13
Q

Why are job descriptions so important?

A 
Define the job for the job holder
Recruitment
Selection
Promotion and Pay
Training and Development
Performance Appraisals
Succession Planning
Disciplinary Action 
Restructuring the organization (how will duties be rearranged?)
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14
Q

Using Job Analysis, Descriptions, Specifications

A

Used throughout the staffing process to ensure that selection devices and decisions are job-related.
Job analyses, descriptions, and specifications help companies meet legal requirements that HR decisions be job-related.
One of the most important documents for many HR functions

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15
Q

Recruiting

A

The process of generating a pool of qualified applicants for organizational jobs

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16
Q

Internal Recruiting

A

The process of developing a pool of qualified job applicants from people who already work within the company.

  • Job posting
  • Career path
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17
Q

External Recruiting

A

Process of developing a pool of qualified job applicants from outside the company.

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18
Q

Examples of External Recruiting

A 
Advertising
Employee referrals
Walk-ins
Employment services
Unions
Special events
Job Fairs
University recruiting
Company websites
Internet job sites
Glassdoor.com LinkedIn
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19
Q

Advantages of Internal Recruiting

A
  • morale of promotee is high
  • firm can better asses a candidate’s abilities
  • recruiting costs are lower
  • process is a motivator for good performance
  • process causes a succession of promotions
  • firm has to higher only at entry level
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20
Q

Disadvantages of Internal Recruiting

A
  • “inbreeding” results
  • those not promoted may experience moreale problems
  • employees may engage in “political” infighting for promotions
  • management development program is needed
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21
Q

Advantages of External Recruiting

A
  • new “blood” brings new perspectives
  • training new hires are cheaper because of prior external experience
  • the new higher has not group of “political supporters” in the organization
  • the new hire may bring new industry insights
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22
Q

Disadvantages of External Recruiting

A
  • the firm may not select someone who will fit the job or organization
  • the process may cause morale problems for internal candidates not selected
  • the new employee may require a longer adjustment or orientation time
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23
Q

Selection

A

The process of gathering information about job applicants to decide who should be offered a job

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24
Q

Selection Tools

A 
Applications
Physical tests
Personality Inventories
Honesty/Integrity tests
Specific ability tests
Aptitude tests
Cognitive ability tests
Work samples
Assessment centers
Interviews
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25
Q

Reliability

A

Repeating the process would yield the same results

Inter-rater reliability

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26
Q

Criterion Related Validity

A

How well one measure predicts another
Looking for predictive validity
Test results and later job performance are correlated

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27
Q

Content Validity

A

Selection procedure is representative of parts of a job

28
Q

Selection Criteria - Elements of Job Performance

A 
Quantity of Work
Quality of Work
Compatibility with others
Presence at work
Length of Service
Flexibility
29
Q

Selection Criteria for Character Traits

A 
Ability
Conscientiousness
General Intelligence
Impulse Control
Appropriate Risk
Judgement
Emotional stability
Honesty/Integrity
Personal Bias
Ability to tolerate stress
Dependability
Ability to deal with supervision.
30
Q

Predictors – Selection Criteria

A 
Experience
Past performance
Physical Skills
Education
Interests
Salary Requirements
Certificates/degrees
Test Scores
Personality measures
Work references
Previous jobs and tenure
Drug test
31
Q

Multiple Hurdles

A

Minimum score set for each predictor

32
Q

Compensatory Approach

A

Predictors are combined into an overall score

33
Q

Applications

A

Most companies require an application even if a resume is used
Should only include valid, job-related information

34
Q

Integrity Test Categories - Protect

A

I would turn in a fellow worker I saw stealing money.

35
Q

Integrity Test Categories - Be Lenient

A

An employee should be fired if the employer finds out the employee lied on the application blank

36
Q

Integrity Test Categories - Admit Thought

A

I’ve thought about taking money from an employer without actually doing it.

37
Q

Integrity Test Categories - Admit Behavior

A

Over the last three years, what’s the total amount of money you’ve taken without permission from your employer?

38
Q

Integrity Test Categories - Consider Common

A

Most people I’ve worked with have stolen something at one time or another

39
Q

Integrity Test Categories - Excuse

A

Someone who steals because his family is in need should be treated the same as a common thief

40
Q

Integrity Test Categories - Lie

A

Never in my whole life have I wished for anything I was not entitled to.

41
Q

What are the three types of interviews?

A

Unstructured, Structured, Semi-Structured

42
Q

Structure Interview Question Types

A

Situational questions
“What would you do if…..”

Behavioral questions
“In your previous job, tell me about a time that you….”

Background questions
“Tell me about the training you received about …….”

Job-knowledge questions
“Tell me about the procedure for….”

43
Q

Orientation

A

Helps new employees to:
Learn more about the company
Learn what is expected of them in the job
Reduce the initial anxiety of a transition
Become familiar with co-workers
Learn about work rules and personnel policies

44
Q

Training

A

Provides employees with the skills needed to be productive

Improves Morale

45
Q

Needs Assessment

A

Identifying and prioritizing learning needs

46
Q

Training Methods

A

Designing the training to meed objective

47
Q

Evaluation

A

Reaction, learning, behavior, and results

48
Q

Performance Appraisal

A

The process of appraising how well employee are doing their jobs.

49
Q

Why do performance appraisals?

A

Validates the selection process and the effects of training.
Aids in making decisions about pay raises, promotions, and training.
Provides feedback to employees to improve their performance and plan future careers.

50
Q

Objective measures of performance

A

Actual output (units produced), scrap rate, dollar volume of sales, and number of claims processed. Hard, because most people’s jobs entail more that what can be physically counted
Can result in opportunity bias
Performance tests under standardized conditions problem: tests ability but not motivation

51
Q

Ranking

A

compares employees directly with each other.

Employees are ranked only on overall performance.

52
Q

Rating

A

compares each employee with a fixed standard.
Graphic rating scales (level of performance)
Behavioral Observation Scale (frequency)
Behaviorally-anchored rating scale (BARS)

53
Q

Critical Incidents

A

Requires managers to keep a record of specific examples of effective and ineffective performance for each employee.

  • Can be based on direct observations
  • Allows for more coaching and guidance
  • Avoid Surprises
54
Q

Compensation

A

The financial and nonfinancial rewards that organizations give employees in exchange for their work.

55
Q

The three key objectives of the compensation system are to:

A

Attract high-quality workers from the labor market.
Retain the best employees.
Motivate employee performance.

56
Q

Compensation - Internal Equity

A

Equal pay for equal work in the organization. Jobs of comparable worth are paid a similar salary.

57
Q

Compensation - External Equity

A

Salary competitiveness versus the market

58
Q

Job evaluation

A

Worth of each job based on market conditions

59
Q

Piecework

A

Compensation on per unit basis

60
Q

Commission

A

Sum of money paid to employee upon completion of a task, usually selling a certain amount of goods or services

61
Q

Profit Sharing

A

various incentive plans introduced by businesses that provide direct or indirect payments to employees that depend on company’s profitability in addition to employees’ regular salary and bonuses

62
Q

Employee Stock Ownership Plans (ESOPs)

A

Where a company’s employees own shares in that company

63
Q

Stock Options

A

gives an investor the right, but not the obligation, to buy or sell a stock at an agreed-upon price and date

64
Q

Leagally requried programs

A

social security
workers’ compensation
unemployment insurance
FMLA (50 or more)

65
Q

Discresionary Programs

A

medical coverage, pensions, paid time-off, life insurance, educational assistance, on-site childcare, mortgage assistance, and paid-leave programs

66
Q

Retention and turnover

A 
Economy – other opportunities
Salary
Poor leadership
Poor person-job fit
Seeking growth opportunities
Organizational  culture
Little feedback
Inadequate training

MGMT 363 (5 decks)

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