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HRM Theories

QuestionAnswer
Techniques of HRP Trend analysis, indexation, modelling, expert analysis and the Delphi technique
What is the Delphi Technique? It is a forecasting framework that is based on the results of multiple rounds of questionnaires sent to a panel of experts. This process continues until consensus is achieved.
Characteristics of Learning Organisations They are committed to continuous learning and improvement, facilitates learning of all its members and transfers knowledge.
James and Galbraith's 4 Learning Styles Visual learner, listener, reader and uh...doing...er
Didactic and Experiential Learning Didactic is a lecture style learning; minimal interaction. Experiential is a tutorial style learning; first-hand experience.
Honey and Mumford's Typology Activists, Reflectors, Theorists and Pragmatists.
Honey and Mumford's: Activists Learn by doing. Activities include brainstorming, problem solving and role plays.
Honey and Mumford's: Reflectors Learn by observing and reflecting. Activities include time out, coaching and/or feedback.
Honey and Mumford's: Theorists Learn through theory. They like models, background info, facts and likes to analyse. Very methodical.
Honey and Mumford's: Pragmatists Learns through practice in the real world. Activities include practical-based and things that are immediately relevant e.g. case studies.
The 4 elements of a Holistic Performance MGMT Strategy Goal setting, provide regular feedback, measure achievements then performance remuneration decisions
Primary Performance Review Methods Behavioural-based (BARS) and Result-based (MBO and Balanced Scorecard)
Behaviourally Anchored Rating Scales (BARS) Define the behaviours associated with success in the role. Performance is assessed in terms of specific behaviours. E.g. assessing your performance on how well you respect others
Result-based: Management by Objectives (MBO) Focuses on goals rather than behavioural traits. Organisational goals 'trickle down' to the individual employee level.
Result-based: The Balanced Scorecard It is an extension of the MBO model. Measures the health of an organisation from 4 different perspectives: finance, customer, innovation and internal business. See graph in lecture slides.
Performance reviews: A Traditional Approach A typical evaluation of employee performance through the use of feedback.
Main objectives of a rewards system Attract, Retain, Develop and Motivate.
Vroom's Expectancy Theory In order for a person to be motivated, effort, performance and motivation must be linked. People act in a way that will lead them to their expected result. He proposes 3 variables; Valence, Expectancy and Instrumentality.
Vroom's Theory: Valence Different individual values on a different level.
Vroom's Theory: Instrumentality The theory that people can be ‘conditioned’ to act in certain ways if they are rewarded for behaving as required.
The reward mix Base pay, Benefits and Performance-Related Pay
Theory: Medical Problem Diagnosing and treating the problem rather than devising a suitable plan to prevent it.
Theory: Occupational Epidemiology Research 'epidemics' in workplaces and attempt to establish their causes and solutions.
Theory: Industrial Psychology The study of employees’ psychological reactions to their workplaces
Theory: Industrial Sociology The study of interpersonal communications and relationships in the workplace. E.g. lack of work control over their work
Theory: Ergonomics and Occupational Hygiene Aim to eliminate risks and improve productivity by modifying the physical arrangements and conditions of the workplace
Workplace-based tripartite/shared approach. Involves the responsibilities of the workers, the employers and the government.
Created by: Kaye_7
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