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HRM 2440 > Week 4 > Flashcards

Week 4 Flashcards

(55 cards)

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1
Q

Traditional Stepwise View of HR activities steps 1-4

A

1.Positions to fill through job analysis, workforce planning, forecasting
2. recruit: build pool of job applicants
3. obtain application forms and initial screening interview
4. identify candidates: selection tools etc tests, interviews, background checks

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2
Q

Traditional Stepwise View of HR activities steps 5-8

A
  1. decided candidate to receive offer
  2. Orient, train, develop employees to have competencies to do job
  3. appraise employees to assess how they doing
  4. compensate employees to maintain motivation
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3
Q

2 problems with stepwise view
How should stepwise view be viewed?

A
  • Inconsistent
  • results obtained from applying steps together are more important
  • holistically
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4
Q

Talent Management Software

A

integrated/results oriented process of planning, recruiting, selecting, developing, managing and compensating employees

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5
Q

Talent management software 4 steps

A
  1. start with results required to achieve goals through employee competencies
  2. interrelate activities etc recruiting and training
  3. managers use same “profile” of required human skills, knowledge and behaviours (“competencies”) for formulating job’s recruitment plans for making selection
  4. Activities focused on same ends, manager will take steps to coordinate talent management functions
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6
Q

Job

A

group of related duties for 1 or more employee

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7
Q

Duties 2 criteria

A
  1. clear and distinct from other jobs
  2. involve natural units of similar/related work
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8
Q

position

A

collection of tasks/responsibilities performed by one person

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9
Q

etc 4 clerks, 1 supervisor, 8 baggers and 3 customer service
how many jobs and positions?

A

4 jobs, 16 positions

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10
Q

Job Analysis

A

information about jobs is systematically gathered and organized

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11
Q

Job Analysis responsibilities (2)

A

determine tasks, duties and and responsibilities
identify human attributes required (knowledge, skills)

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12
Q

Big 4 Tasks of Job Analysis towards employees

A

Recruit, train, performance, compensation

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13
Q

Job Analysis Steps (6)

A
  1. review relevant background info
  2. select jobs to be analyzed
  3. collect data on job activities/analysis
  4. Verify/modify data
  5. write down job description and specifications
  6. communicate and update information
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14
Q

Review relevant background info structure/chart (3)

A

organizational structure, organizational chart, Process chart

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15
Q

Organizational Structure

A

formal relationships among jobs in organization, align with strategic goals

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16
Q

Bureaucratic and examples

A

top down, level of hierarchy, independent performance
etc manufacturing or organization

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17
Q

Flat Structure

A

Decentralized management, few levels, broad jobs, team based organizations
etc R&D, Product development

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18
Q

Matrix

A

Job as functional and product component
etc consumer products

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19
Q

Organizational Chart what does it entail and not entails

A

Entails: depiction of organizational structure, departments, titles, chain of command, reporting to who

NOT: communication patterns, degree of supervision, power, authority, specific duties

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20
Q

Process Chart

A

shows flow of inputs to outputs from job under study

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21
Q

Select Jobs to be analyzed, when is it necessary and (2) components

A

necessary when similar jobs or too many jobs to analyze
Job Design
Changes to Modern Work

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22
Q

Job Design

A

Organize work tasks required to perform job and align w/ organization strategy

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23
Q

Changes to Modern work examples 4-6

Study These Flashcards
A

work is more complex, team based, collaborative
social skills, technology dependency, time pressure mobile

24
Q

Collection data on activities/analysis
4-methods and collect from

Study These Flashcards
A

Interviews
Questionnaires
Observation
National Occupational Classification
collect from multiple sources

25
Interview Steps (5)
1. Identify Interview 2. Build relationship with Interviewee 3. Structure guide or checklist of open ended questions 4. organize non regular work activities 5. interviewee and supervisor review and verify data
26
Questionnaires respondents
Incumbents (office post or required) Supervisor
27
PAQ and what is it
Position Analysis Questionnaire: collect quantifiable data concerning duties and responsibilities of job, add score to each job/questionnaire to compare
28
FJA and what is it
Functional Job Analysis: quantitative method for classifying jobs based on types, and amounts of responsibility, data, people
29
Tasks Statements
roles and responsibilities
30
Observation (3)
unstructured vs structured direct or third party observation influence behaviour of incumbents
31
Observation: suitable for...., problematic for....
observable physical activity immeasurable mental activities
32
NOC? and what is it
National Occupational Classification: reference tool for writing job descriptions, focus on occupations than jobs
33
Verify/Modify Data (3)
information is correct and complete verify with workers in job and supervisors increase validity and reliability
34
Job Descriptions
what job holder does, how they do it, what conditions they are under
35
Is Job description legally required? What is the format
not legally required and no standard format
36
Job Description includes (6) and definition
Job Identification: Position title, department, location Job summary: nature, function, activities Relationships: inside/outside, superiors, subordinates Duties and Responsibilities Authority: Decision Making, budgetary limit, direct supervision Working Conditions: Internal and External, noise, environment
37
Experiment with Job Titles
Organizations allow employees to participate in defining their jobs, positive effect
38
Job Specifications
list of human requirements etc attributes, skills, abilities and minimum requirements
39
Job specifications include (3)
Clarify what kind of person to recruit identify actual physical and mental demands Bona Fide Occupational Requirement
40
Communicate and update information
relevant stakeholders and anticipate modifications, technology, restructuring etc
41
Evolution of jobs and design
organize work into tasks required for job and need to be revamped or modified
42
Work Simplification
evolved from scientific management, work broken down into defined specialized repetitive tasks to maximize efficiency
43
Work simplification pros and cons
pros: increase efficiency, appropriate for low skill/education workers cons: changing environment, high educated workers=low satisfaction and high turnover
44
Industrial engineering what is it and determines
evolved with scientific management, analyzing work methods and time to improve efficiency determines if elements modified, simplified or eliminated
45
Industrial engineering cons
downplay human consideration, injuries, turnover, low satisfaction
46
Business Process Reengineering
combine steps, small multifunction process teams using IT do jobs formerly done by sequence of departments
47
Job redesign
redesign specialized jobs to make challenging
48
Job enlargement
assigning workers additional same level jobs to increase tasks performed
49
Job rotation
move workers from one job to another
50
Job enrichment
increase opportunities for workers to experience growth and add more meaningful tasks
51
Competency-Based Job Analysis
Describe job in terms of behavioural competencies to do it well Emphasizes employee capabilities than job duties
52
Competencies and 3 examples
Demonstrable characteristics for job performance General (reading, writing, mathematics) Leadership (strategic thinking, motivating) Technical competencies for specific jobs
53
Comparison from Traditional to Competencies
Traditional: what is accomplish and focus on job competencies: how it accomplish and focus on worker
54
3 strengths of competency based job analysis
high performance work system strategic performance management process
55
Team-Based Job design
Team accomplishment than individual group of people work towards goal and all have responsibility

HRM 2440 (9 decks)

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