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Flashcards in W3, People management lecture Deck (25)
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1

What is human resource management? (HRM)

What are some dimensions of effective people management?

  • it involves the productive use of people to achieve an organisations strategic objectives
  • Employment security
  • Rigorous selection
  • Self-managed teams
  • Decentralised decision making
  • Comparatively high compensation linked to individual and organisational performance
  • Extensive training
  • Extensive sharing of financial and performance information throughout the organisational

2

Is HRM and management different?

  • Yes
  • HR function contributes to the bottom line, it shouldn’t be confused for being performed by nice people with good human relations
  • Confusing people skills with people management is a common mistake
  • HRM is management but management is more than HRM

3

What is productivity?

  • an organisations total output of goods and services divided by its total inputs 
  • Total (multi) factor productivity = Output Labour divided by capital +materials + technology + energy
  • Single factor productivity = Output divided by Number of employees or labour costs
  • productivty improvement are impt for the economy and organistaion to be competitive 
  • imprving labour productivity relates to HRM activities as organisations can improve on labour productivity by giving employees more knowledge and skills and resources and better designed jobs 

4

If you have good people skills you would be good a facilitating HR activities. Is this statement true or false?

  • false
  • a common misconception 
  • if you are good with people it doesnt mean that you are good at conducting HR activities
  • impt to be aware of procedures and policies that govern these activities in an organisation and carry out the 7 dimensions of effective people management 

5

What are some human resource activities?

  • HRM involves acquiring, developing, rewarding, motivating, maintaining & the departing of an organisations human resources or people
  • activities that satisfy aims 
  • Job Analysis - defines a job in terms of specific tasks, abilities and skills
  • Employment planning – right number of people for the job at the right time
  • Recruitment – seeking and attracting a pool of applicants to fill a vacancy
  • Selection - choosing from candidates the individual predicted to be most successful in job
  • Performance appraisal - how well employees are doing their job and establish a plan for improvement
  • HR development - to gain the right attitudes, skills and knowledge, required for employees to learn, improve and advance in their job and career
  • Career planning and development – benefits organisation and employees
  • Employee motivation – ensuring employees are more productive, not late, less turnover and lower absenteeism
  • Change and cultural transformation – key to making things happen and changing the way people work
  • Remuneration – cash rewards, base pay, bonuses, incentive payments and allowances
  • Benefits – indirect benefits or non-cash remuneration, e.g. superannuation, medical, insurance
  • Industrial relations - the relationship between an organisation and its employees and involves, industrial tribunals, trade unions, employer associations and governments

6

What is the recruitement process?

7

 What type of recruitement methods are there?

  • Internal (transfers, promotions, computerised record systems, job postings)
  • External (employee referrals, international recruitment, advertising employment agencies, management recruitment consultants , executive search firms, univeristy recruiting, internships, unsolicited applications, professional associates)
  • Others- web recruiting (via internet or intranet), social networking sites (Facebook, Linkedin)

8

 What are the advantages & disadvantages of external recruitment methods?

  • Advantages
    • Pool of talent is bigger
    • New insights. Skills and know-how can be introduced into the organisation
    • Cheaper and easier to hire employees from outside the organisation
    • Outside employees are not members of existing social groups
  • Disadvantages
    • Attracting and selecting new employees is more difficult
    • New employee adjustment and orientation takes longer
    • Morale may suffer among existing employees who have been passed over
    • Employee may be selected whose performance is below the standard required of whose personality does not match organisation's culture
    • Others- web recruiting (via internet or intranet), social networking sites (Facebook, Linkedin)

9

What are the advantages & disadvantages of internal recruitment methods?

• Advantages
• knows more about candidates strengths and weakness
• Candidate knows organisation
• Employee morale and motivation are enhanced
• Organisation's ROI in training and development is increased • Generate succession of promotions
• Organisation need to hire only entry level candidates

• Disadvantages
• Employees may be promoted beyond level of competence
• Employee infighting for promotions can affect morale
• Inbreeding can stifle creativity and innovation
• System can become bureaucratic
• Excellent training and development programs are needed

10

  What are some other recruitment methods?

  • web recruiting (via internet or intranet), social networking sites (Facebook, Linkedin)

11

What is the SELECTION process?

A guideline of selection steps:

1. Reception of applicants- F2F interview
2. Preliminary interview
3. Application form
4. Tests- medical or skills tests
5. Interview
6. Background investigations
7. Preliminary screening by the human resource department
8. Final selection by line managers
9. Medical examination
10. Placement on the job

12

What are some other tools for selection process?

  • Electronic applications
    • LinkedIn plugins into company’s website
    • Internet games 
    • Social networking sites
  • Reception of applicants
  • Preliminary interview
    • Telephone screening
  • Tests
    • Employment Tests
    • Interest Tests
    • Aptitude Tests
    • Physical Tests
    • intelligence Tests
    • Personality Tests
    • Computer-based testing

13

Are all selection process compulsory?

  • depends on organisations HR policy
  •  depends on the organisations HR policy & what job and resourcing you are hiring for 
  • not all listed selection processes are compulsory 

14

What types of interviews are there?

  • Employment Interview- a conversation with a purpose between an interviewer and a job applicant
  • Structured interview- uses a predetermined checklist of questions that usually are asked of all applicants
  • Unstructured interview –uses few if any planned questions, it enables interviewer to pursue in depth the applicant’s response
  • Behavioural/ situational interviews- special type of structured interview, questions are developed from the definitions of the desired skills. This type of interview is based on the assumption that the best predictor of future performance is past performance in similar circumstances. Eg. Give me an example of a time when you had a deal with a difficult person at work? How do you feel about ……?

15

How to conduct an interview well?

How to interview successfully

1. Know the job
2. Know the personal characteristics, skills and qualifications
3. Set specific objectives
4. Provide proper setting for interview
5. Review the application form or resume
6. Beware of prejudices
7. Don’t make quick decisions
8. Put applicant at ease
9. Watch body language
10. Encourage applicant to do the talking
11. Keep control of the interview
12. Explain the job
13. Close the interview
14. Write up the interview
15. Check references
16. Evaluate the interview process

16

How to interview well?

• Try using the STAR method

  • method for addressing behavioural interview questions which are questions about how you have behaved in the past.
  • Situation- describe the context within which you performed a job or faced a challenge at work
  • Task – describe your responsibility in the situation
  • Action – describe how you completed the task or endeavoured to meet the challenge
  • Result – explain the outcomes or results generated by the action taken, what you learned and/or accomplished

17

What is performance appraisal?

• Concerned with determining how well employees are doing their job, communicating that information to employees, agreeing on new objectives and establishing a plan for performance improvement
• May be formal or informal

18

What is performance management?

  • Aims to improve organisational, functional, unit and individual performance by linking the objectives of each

19

What the purposes of performance appraisals?

Motivation satisfies need for: 
• Personal growth
• Recognition
• Financial Reward

Administration:
• Pay changes
• Discipline
• Promotions
• Terminations
• Transfers
• Provides data to validate
• Recruitment and selection
• Human resource development
• Remuneration programs

Legal
• Provide documented evidence to justify management’s HR actions
• Answer legal challenges regarding discriminatory treatment
• Promote legal and HR policy compliance

 

 

20

What are factors that undermine the value of a performance apprasial scheme?

• Reliance on subjective measures
• Disregard for individuals performance objectives
• Supervision by untrained managers
• Inconsistency in reward allocation
• Lack of top management support

21

Who rates employee performance?

• Supervisor/line manager
• Peer evaluation (often more accurate and involves several opinions)
• Self-evaluation
• Subordinate evaluation
• Multi source evaluations (360 evaluations)- seek performance feedback on employees from their colleagues, superiors, customers and subordinates.
• Team appraisals – where appraisals are done on the team
• Good to have performance management at both team and individual level 

22

How do you train and develop your staff? and why?

• Includes training and development, career planning and performance appraisal
• Focuses on the acquisition of the required attitudes, skills and knowledge to facilitate the achievement of employee career goals organisational strategic business objectives

• Why is HRD required?
• Business and economic changes
• Technological changes
• Organisational changes
• Social, legal and other changes

 

23

Whats the difference between training and HRD?

Training
• Narrower concept
• Focuses on development of skills of the workforce, is job orientated and related primarily to meeting the skill needs of the organisation

HRD
• Broader concept
• Embracing all aspects of development that may happen in the organisation, individual, career and organisational. It forms a major part of Human Resource Management

24

What is the systematic approach to training and develoment?

25

Training needs analysis?

• Often assessment is needed to understand what training is needed, by whom, when and where so training objectives can be established

  • sources of info can come from?
    • organisational variables (reasons for training)
      • environmental influences, organisational culture/ objectives, HR planning/ objectives, organisationsal KPIs
    • personal variables (who needs training)
      • job specification, performance appraisal customer feedback
    • task variable (what d0 they need training in)
      • job analysis and job description