HRM Flashcards

Question

Performance Appraisal: Objectives | Intro HR

Answer 1

→ The Peter Principle is an observation that the tendency in most organizational hierarchies, such as that of a corporation, is for every employee to rise in the hierarchy through promotion **until they reach a level of respective incompetence.**

Answer 2

* Selection Criteria * Selection Methods * Decision Making Strategy

Answer 3

* Accelerate talent decisions (Uses workforse analytics to get fact-based answers) * Uncover hidden patterns (providing deeper insights by discovering hidden patterns and relationships in talent data) * Influence decisions (Leverage built-in cognitive capabilities to make better organizational decisions based on talent data)

Answer 4

Security Reasons, some applicants have private accounts and prefer to not show all their data (some companies are therefore trying to get informations elsewhere e.g. by APIs, GNIP or Datasift who analyze data. BUT: More than half of participants are not comfortable with companies analyzing their private information * Further problem is discrimination * Hence ethics needs to be included in the hiring process -> more transparency

Answer 5

Training – focused on current performance, **short-term improvements**; * Needs analysis; * Implementation; * Evaluation.

Answer 6

Development – focused on **competencies, strategic** talent needs, **longer-term skills** and attitudes; * Defining relevant competencies; * Development policies.

Answer 7

Reskilling (learning sth. new) Upskilling (Broad-based digital training in essential skills * Focused upskilling rooted in changing work - e.g. after the Covid-19 pandemic * Leadership development - e.g. for more agile processes)

Answer 8

1. Increase inpersonalized learning 2. The tech industry will take the lead in training 3. Tech upskilling will reduce displacement 4. Continuous professional learning will outpace one-off training 5. Gamification 6. Power/Behavioural skills will be critical 7. Training as an employee benefit

Answer 9

**Just enough / just-in-time / just for me** Speed, Flexibility, and Innovation 1. Technology-supported learning 2. Technological and data analytics competences 3. Team-based learning 4. Bringing customers and providers together 5. Investment in the whole team, even the freelancer, part-time, and contract workers,... 6. Development-motivated learning, particularly for Millennials and Gen. Z. Development support is more important than other benefits

Answer 10

1.Challenge: * Being appointed to projects * Job rotation - mobility * Higher responsibilities * International exchange 2.Create conditions for success *Coaching (formal or informal) Training *Goal clarification 3.Emotional toughness * Learning from errors * emotional shield, becoming tougher and more resilient

Answer 11

The saying “don't fly too close to the sun” is a reference to Icarus' recklessness and defiance of limitations. In organisations, the Icarus syndrome characterises leaders who initiate overly ambitious projects that come to naught, causing harm to themselves and others in the process

Answer 12

*Social recruiting* is a proactive process for job seekers and recruiters to search, converse, share, engage, and refer each other using social media, web-based and mobile platforms. Good for online realistic job previews! Social networking platforms: LinkedIn, Xing, Facebook, Twitter, Google Profile, Flickr, WeChat... * Other Resources: Employee Referral

Answer 13

Globalization + Technological Development + Demographic Changes

Answer 14

* People belong to different identities and move in and out of different groups

Answer 15

Talent recruiting customer orientation employee satisfaction Better decision making and innovation

Answer 16

(1946-1964)

Answer 17

*70% oft the people living in poverty are women *Women's participation in the job market follows an M-Shaped curve (due to returning to work after having children)

Answer 18

* Work-life balance/ family-friendly policies * Creating a culture of inclusiveness * Preventing harassment and bullying

Answer 19

Consists of Appraisal Development Compensation

Answer 20

* “Performance Management is hugely challenging. I think of it as being a really powerful tool ... to my mind it’s the lynchpin, the missing link that can transform the vision and mission statement into action – if it’s done well. * If it’s done badly – and so many are – it’s like any power tool and can rip off legs and arms and mangle bodies” Melanie O’Connor, WorkplaceInfo consultant

Answer 21

* Criteria * Methods * Evaluatos * Review and Feedback

Answer 22

* Good coaches * Delegate * Create inclusiveness in team, concerned with success and well-being of team members * Productive and results-oriented * Good communicators – listen and share information * Support career development and discuss performance * Clear team strategy * Technically competent to provide team orientation * Collaborate with other Google departments * Good decision-makers

Answer 23

GE's Approach

Answer 24

Persistent and positive affective-motivational state of fulfillment in employees (Schaufeli & Bakker, 2014), characterized by: **Vigor** - high levels of energy and mental resilience while working, willingness to invest effort in one’s work, ability to not be easily fatigued, and persistence in face of difficulties. **Dedication** - strong involvement in one’s work, with feelings of enthusiasm and significance, and a sense of pride and challenge at work. **Absorption** - state in which individuals are fully concentrated on and happily engrossed in their work, whereby time passes quickly and they have difficulties in detaching themselves from work.

Answer 25

* Self-efficacy -> the awareness that you can overcome a challenge if you put into the required efforts * Hope -> find alternatives for the desired outcome of traditional ways have been blocked * Optimism -> failures are only temporarily * self-esteem -> employee is valued * Emotional intelligence

Answer 26

Engagement employees are **480%** more committed to helping the **company to succeed**. **370%** more likely to **recommend their company as an employer** **250%** more likely to **recommend improvements** On the other hand: * Less engaged employees are **four times more likely to leave the company** * Disengaged managers are **three times more likely to have disengaged employees** * Bad managers are creating active disengagement costing the **U.S. 450 Billion annually** * 35% of employees would forgo a pay rise to see their supervisor fired * **7 out of 10 are (actively) disengaged** * **75% of employees say that their boss** is the worst and **most stressful** part of their jobs.

Answer 27

1. Care about employees 2. Have integrity 3. Demonstrate Competence (and empathy)

Answer 28

strong reduction of Safety incidents Turnover

Answer 29

Mutual commitment between the organization and the employee

Answer 30

In the US, Gallup estimates that active disengagement costs the U.S.A. $450 billion to $550 billion per year. Only 32% of U.S. employees are engaged and thriving. When employees are engaged and thriving in their overall lives, they are more likely to maintain strong work performance — even during difficult times.

Answer 31

* Gender: more women engaged * Age: Millenials show the lowest engagement, they know what they want, overwhelming desire * Disability: Higher engaged group * Manufacturing: Least engaged employees

Answer 32

* Costs * Higher opportunities for leaving the company–training that provides engagement also opens more opportunities to leave the company

Answer 33

“Workaholism” - compulsion or uncontrollable need to work incessantly: * working excessively hard * existence of a strong, irresistible inner drive. Workaholics persistently and frequently think about work, even when not working, which suggests that workaholics are “obsessed” with their work. **Engaged employees are not addicted to work.** They enjoy doing things outside of work, do not feel guilty when not working, and do not work hard because of a strong and irresistible inner drive but because, for engaged employees, work is fun.

Answer 34

**Impact:** - Relationship between changes in the quality of the talent pools and competitive success - “What difference does it make to have top performers vs. simply average performers in this role” - Doweapply HR programs and practices to the talent pools where they have the greatest effect on our strategic and organizational effectiveness? **Effectiveness:** - Effect of HR policies and practices on talent pools and organization structures to which they are directed - How do HR programs affect capability (can employees contribute?), opportunity (do employees get the chance to contribute?),motivation(do employees want to contribute? **Efficiency** - Level and quality of HR practices for the resources that are spent. What resources are used to deliver HR practices? - Are HR programs and practices delivered through the frugal use of resources,suchastime,money and labor?

HRM Flashcards

(119 cards)