L5 & L6 Flashcards
HR Managing Policies
Recruitment and selection
Reward and compensation
Flexibility
Recruitment and selection
Job analysis - Competences and capabilities - Job design and decription - Employer branding - Recruitment (who, what, when, where) - Selection - (who decides) - Introduction (onboarding and integration)
HR roles
Functional expert, Business partner, Human capital developer, Employee edvocate
Working flexibility
Functional flexibility: The ability to redeploy employees across a wide range of task according to changing patterns of demand. Different tasks, different roles, job rotation and teamwork.
Numerical flexibility: Allows employees to adjust the labour supply by increasing or decreasing the number of employees and/or the number of hours working.
Temporal flexibility: Allows employees to vary the number and pattern of working hours in response to working demands. The aim is to maximize productive time an minimize the unproductive time.
Financial flexibility: Allows greater financial flexibility for the price of labour, eg. Performance-related pay, bonus schemes and profit-related pay.
Geographical or distance flexibility: The ability to work remote or at different locations.
The purpose of felxibility: Why - VUCA - changing work conditions etc.
VUCA ^2 (square)
- Vulnerability
- Uniqueness
- Courage
- Authenticity
VUCA vaccine/solution for the individual. In their work life balance…
The flexible firm model
Three layers of the employees (their importance to the firm and how they work with flexibility).
1) The core group (the most important staff for the firm, gets fulltime-contracts, the firm invests in these people more and expect them to be able to work with some functional flexibility)
2) First and seocondary peripheral group (not ciritcal for the firm, more numerical flexibility meaning the amount of employees and working hours can be adjusted according to demand)
3) Agency workers, self-employment, sub-contracters and increased outsourcing. (Numerical, This group is only used when the demand requires)
Negotiate the flexibility according to where in the organization an employee is.
Psychological contract
Not a signed contract on paper, social contract with obligations and expectations between the employee and the employer.
When we have a psychological contact it affect two main areas:
- Effects on Attitudes: (Commitment, Job security, commitment, motivation, stress, satisfaction)
- Effects on Behavior: (Intention to quit, knowledge sharing, incivilities/ohövlighet = Uncivil is where employee stealing a pen for example or doing other stuff on the work computer)
It’s a relationship that needs to be cared for and be honest. Costs in form of employees not staying because of dishonesty or similar aspects.
REWARD to ensure that RESULTS & ATTITUDES & BEHAVIOURS are in line with KEY GOALS of the organisation.
Rewards & Compensation
Performance and appraisal: For who, when and how. Could be done by self-evaluation (employee) or through comparing against criterias (HR/Line managers).
Coaching (for those who the firm wants to perform better) vs mentoring (for those who perform good but still can do better)
Theories at the core of Reward (Reward and compensation)
- Motivation in form of extrinsic and intrinsic motivation.
- Expactancy theory = knowledge that efforts will be rewarded.
- Rewards obtained as directly derived from effort, provision work.
- Goal setting theory = Pre set goals create motivation
- Equity Theory = Fair rewards to what others get and for the performance, equal conditions for all.
All this combined leads to TOTAL REWARD.
SMART-goals stands for?
Specific: The goal should be very precise with no room for misinterpretation.
Measurable: The goal should be quantifiable, and progress should be easy to track.
Achievable: The goal should be attainable — not outlandish or unrealistic.
Relevant: The goal should contribute to your broader, overarching goals.
Time-bound: The goal should have a defined start and end date.
- The goal should have all these aspects to meat the standards of achievement.
