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Pepperdine > PM > Flashcards

PM Flashcards

1
Q

what are primary activities of HRM

A

HR Flow
Performance Management
Compensation

They all impact the abilities and motivation of employees in a business

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2
Q

Explain what engagement and commitment are in the workplace and how they impact the business

A

Engagement is being physically, cognitively and emotionally involved in work roles

Commitment is the strength of an individual’s identification with an organization

Employees are more fulfilled and motivated which leads to increase in consumer satisfaction, innovation and staff retention.

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3
Q

What is normative organisational commitment?

A

Sense of obligation to remain

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4
Q

What is continuance organisational commitment?

A

Awareness of the costs associated with leaving

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5
Q

What is affective organisational commitment?

A

Emotional attachment and desire to remain within the organisation

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6
Q

What’s the great resignation?

A

Employees across multiple sectors came to the realization that they weren’t happy with their jobs during the pandemic. People weren’t satisfied with their work environment, the industry they were in or their work-life balance and left their jobs. Anthony Klotz coined the term the Great Resignation.

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7
Q

What concepts are linked to the great resignation

A

Commitment and engagement

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8
Q

What are the 2 steps of job analysis

A

Job Specification: Who is the person we are looking for

Job Description: What is the job we are offering

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9
Q

What are the 2 approaches to job analysis

A

Task-oriented job analysis: focusing on what the job’s activities involve

Worker-oriented job analysis: Focus on characteristics of the people that are required to perform the job in terms of skills, abilities, attitudes and personality.

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10
Q

what is competency modeling

A

A competency model is a guideline developed by a Human Resource department that sets out the specific skills, knowledge and behavioral requirements that enable an employee to perform their job successfully.

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11
Q

What is workforce planning?

A

The process of identifying the right person for the right job at the right time at the right cost

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12
Q

What is recruitment?

A

Recruitment consists of identifying potential employees, communicating job and organisational attributes to them and convincing them to apply for available jobs

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13
Q

Give me 2 pros and 2 cons of internal recruitment

A

Pros:

1) Lower cost (no training program or anything needed)

2) Motivates employees with advancement opportunities

3) They are familiar with the company operations and norms

4) We know how they performed within the company already (more info)

Cons:

1) Creates a new vacancy

2) Employees will be too entrenched in the current culture to make changes or bring creativity

3) Employees not selected will be bitter

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14
Q

Give me 2 pros and 2 cons of external recruitment

A

Pros:

1) Bring new ideas (and change into the company)

2) Get skills we don’t currently have

Cons:

1) More expensive

2) Lack of their prior performance data

3) Has to learn company operations and culture

4) May demotivate existing workforce

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15
Q

What does the internal or external recruitment decision depend on?

A

The type of position I am aiming to fill

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16
Q

What’s selection?

A

Selection is deciding which applicants or candidates should be appointed to jobs

Who we choose based on a prediction about the performance that can be expected of the candidate for a position

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17
Q

Typical steps of the selection process

A
  1. Application forms
  2. Selection test
  3. Selection interview
  4. Reference checks
  5. Physical exam
  6. Job offer
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18
Q

What is implicit bias

A

Unconscious beliefs that people behave in certain ways. Makes people unintentionally engage in discriminatory behaviours against other people

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19
Q

What is the contrast effect

A

Interviewers can allow the experience of interviewing one candidate affect the way they interview others who are seen later in the selection process

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20
Q

What is the similar to me affect

A

Interviewers sometimes give preference to candidates they perceive as having similar background, career history, personality or attitudes to themselves

21
Q

What are behavioural questions?

A

Questions in an interview about what I actually did in the past

22
Q

What is the STAR framework for answering behavioural questions

A

Situation: Set the scene
Task: Describe the purpose
Action: Explain what you did
Result: Share the outcome

23
Q

What is socialization?

A

Socialization is the process of introducing or integrating the new employees into the organizational culture

24
Q

What are the 3 key domains of employee socialization

A

Task Socialization: knowledge of one’s responsibilities, tasks and projects

Departmental Socialization: supervisor expectations, management style, etc

Organizational Socialization: values, mission and goals

25
Q

Explain the difference between training and development

A

Training provides employees with knowledge, skills and abilities required to do their CURRENT jobs.

Development focuses on the future and preparing employees for additional responsibilities in DIFFERENT jobs at a high level.

26
Q

What are the 4 steps in an effective training process

A
  1. Needs Assessment: organization needs, task needs, person needs (why)
  2. Design: instructional objectives, lesson plans (who, when, where, etc.)
  3. Implementation: training methods (on-the-job or off-the-job) (what, how)
    - On the job = internship, apprenticeship, job rotation.
    - Off the job = classes, simulations, videos, etc.
  4. Evaluation: reactions, learning, behaviours, results
27
Q

What are employment relations?

A

How employers, employee unions, and the government work together to improve working conditions.

28
Q

Give examples of employment relations

A
  • Minimum wage and other benefits
  • Policies against discrimination
  • Ensuring employee welfare: work hour restrictions, minimum quality working conditions, work-life balance
29
Q

Which groups are most likely to unionize?

A

Full time blue collar employees

Temporary blue collar employees also have a high perceived benefit, but they have low ability to organize it

30
Q

Unitarist vs Pluralist perspectives on employment relations

A

Unitarist: firms and staff have same interests. Both parties naturally contribute to one another

Pluralist: Unitarist are naive and unrealistic. Us vs them mentality.

31
Q

What is performance management?

A

A continuous process of identifying, measuring, and developing the performance of individuals and teams

also involves aligning performance w the strategic goals of the organization

32
Q

What are the 3 characteristics of performance management

A

Identification: determine what areas manager should be examining when measuring performance

Measurement: making judgements on how good or bad employee performance was in those areas

Development: helping workers get better at this area

33
Q

What are the effects of absence of an effective performance management system

A

High labor costs

Underperformance of workers

Low productivity

Underutilization of human resources

34
Q

What are the 3 indicators of performance

A

Traits: personality (more of a people person or an IT guy)

Behaviors: how long it takes to get work done, tardiness, etc.

Outcomes: Quality of work

35
Q

Examples of objective assessments for the performance management indicator: TRAITS

A

Number of complaints for service quality

Personality tests

Subjective (what you don’t want) would be peer evaluations or individual customer feedback

36
Q

Examples of objective assessments for the performance management indicator: BEHAVIORS

A

Absences

Lateness with project deadlines

Subjective (what you don’t want) would be BARS (behaviourally anchored rating scales including things like outstanding performance, excellent, good, average, poor, deplorable, etc. following a description)

37
Q

Examples of objective assessments for the performance management indicator: OUTCOMES

A

Sales output

Subjective (what you don’t want) would be Supervisor ratings

38
Q

What are the different types of performance judgements/measurements?

A

Absolute and relative

Absolute: only comparing employee to performance standards. (ie Esade not using curve system)

Relative: comparing employees’ performances to each other

39
Q

What is the incentive effect in compensation?

A

The incentive of compensation can motivate people, providing direction, intensity and persistence of effort

40
Q

What is the sorting effect in compensation?

A

Different types of pay structure can attract and retain talented employees by offering them the chance to earn rewards along the road of improvement

41
Q

What are the key objectives of a competitive compensation system?

A
  1. Talent attraction and retention
  2. Adherence to laws and regulations
  3. Productivity
  4. Satisfaction and well-being
42
Q

What are the four criteria in designing a competitive compensation system?

A

Internal Equity: Payment of equal compensation for jobs of similar nature and worth within the organisation

External Equity: Payment of compensation to the employees at par with the wages and salary paid by similar companies for similar jobs in the industry

Relationship with performance (pay for performance): wage earnings = number of units produced times piece rate per unit

Organizational cost/benefit: Does the compensation system help increase productivity, attract talent, can we afford it, is our system tax efficient?

43
Q

What are some advantages of pay for performance?

A

Raises motivation to perform

Helps attract and retain top performers

Puts the focus on goals and priorities which transforms attitudes and behaviours

44
Q

What are some disadvantages of pay for performance?

A

Reductionism (what is not measured isn’t accounted for)

Measurement problems

Increased stress

Decreases in cooperation

Unethical behaviours (Wells Fargo)

45
Q

Merit increases vs incentives

A

Merit increases are given as “increments to the base pay” in recognition to past work behaviour (base pay increases)

Incentives are directly linked to performance. They don’t increase the base wage and must be re-earned every period. Incentive plans can be on an individual, group or organization-wide level.

46
Q

Direct compensation vs indirect compensation

A

Direct: basic pay, variable pay, profit-sharing

Indirect: health insurance, holidays, club memberships, telework, company vehicles, flexible hours, reduced supervision, etc. (general attractive benefits)

47
Q

What is the beauty premium

A

physically attractive people have it easier in the workplace

48
Q

What is the beauty premium

A

physically attractive people have it easier in the workplace

Pepperdine (5 decks)

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