Stack #68089
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| to reduce a surplus of employment in a short amount of time you can | downsize people
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| creative destruction | occurs when something new kills something older. A great example of this is personal computers. The industry, led by Microsoft and Intel, destroyed many mainframe computer companies, but in doing so, entrepreneurs created PCs'.
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| named "creative destruction" | Schumpeter
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| how will creative destruction impact the way companies strategically plan for future human resource activities? | companies must be flexible and willing to restructure and hire/fire employees according to new strategies.
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| human resource planning | 1) forecasts of labor supply and demand 2) forecasts of labor surplus or shortage 3) goal setting and strategic planning 4) program implementation and evaluation 5) repeat
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| trend analysis | using statistical models to predict labor demand for next year using leading indicators and subjective judgments
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| leading indicators | objective measures that accurately predict future labor demand
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| 2 ways to manage a surplus | downsizing, early retirement
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| downsizing | planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness
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| early retirement programs | programs that encourage older workers to leave voluntarily
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| 2 ways to manage a shortage | 1) employing temporary and contract workers 2) outsourcing
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| recruiting | any activity carried on by the organization with the primary purpose of identifying and attracting potential employees
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| three areas of focus when recruiting HR | 1) personnel policies 2) recruitment sources 3) characteristics of the recruiter
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| 4 decisions for personnel policies | 1) recruiting from wtihin or outside the company 2) pay strategies 3) employment at will vs due-process policies 4) image advertising
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| In 2004, the EEOC redefined the term ____________ as it pertains to internet recruiting. | "applicant"
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| to be considered an applicant, the following must have occured (3 things): | 1) the employee has acted to fill a particular position 2) the individual has followed the employer's standard procedures for submitting applications 3) the individual has indicated an interest in the particular position
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| factors the influence applicants' impressions (3 things) | 1) prior knowledge of the company 2) recruiter's functional area 3) subject's success in the job market
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| personnel selection | process through which organizations make decisions abotu who will or will not be allowed to join the organization
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| 5 steps to the selection process | 1) Screening applicants and resumes 2) Testing and reviewing work samples 3) Interviewing candidates 4) Checking references and background 5) Making a selection
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| 5 criteria for evaluating selection methods | Reliable, Valid, Generalizable, High-utility, Legal
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| content-related validity | a measure of validity based on the consistency between the test items or problems that occur on the job
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| criterion-related validity | a measure of validity based on showing a substantial correlation between test scores and job performance
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| 2 approaches to criterion-related validity | 1) predictive validation 2) concurrent validation
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| predictive validation | uses test scores of all applicants and looks for a relationship between the scores and future performance
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| concurrent validation | administers a test to people who currently hold a job, then compares their scores to existing measures of job performance
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| CRA 1991 says | selection test that has disparate impact must be a valid predictor of job performance. race norming is illegal.
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| EEO laws prohibit | gathering information on protected status, even indirectly
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| ADA requires employers to | make "reasonable accomodation" to disabled individuals throughout the selection process
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| Applications gather 4 things: | 1) Contact info 2) work experience 3) educational background 4) Applicant's signature
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| Resumes are most valid when | the content of the resume is evaluated in terms of the elements of a job description
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| _________ helps manage resumes. | Technology
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| Risks of giving references on former employees | may be held liable for defamation, invasion of privacy or retaliation for statements made about former employees
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| risks of negligent hiring | employers must exercise "due diligence" in investigating an applicant's background to avoid suits for the actions of their employees
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| risks of negligent referrals | employers have a duty to truthfully disclose qualifications and character of a former employee
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| example with bad referral | edgewater technology
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| 9 types of employment tests | aptitude, achievement, physical ability, cognitive ability, job performance w/work samples, personality inventories, honesty tests, drug tests, medical examinations
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| aptitude test | test that assesses how well a person can learn or acquire skills and abilities
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| achievement test | test that measures a person's existing knowledge and skills
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| physical ability test | measures muscular endurance, power, flexibility, balance, coordination
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| cognitive ability test | test designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability
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| job performance and work samples | assess ability to perform a sample of the work.
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| personality inventories | check for big 5 characteristics
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| nondirective interview | the interviewer has great discretion in choosing questions to ask each candidate
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| structured interview | consists of a predetermined set of questions for the interviewer to ask
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| situational interviews | the interviewer describes a situation likely to arise on the job, then asks the candidate what he would do
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| behavior description interview | interviewer asks the candidate to describe how he or she handled a type of situation in the past
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| advantage of interviewing | can provide evidence of communication and interpersonal skills.
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| interviews are most valid when | they focus on job knowledge and skills
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| 4 disadvantages of interviewing | 1) can be unreliable 2) low on validity 3) costly 4) subjective/biased
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| multiple hurdles | establishing a minimum score for each employment test thereby gradually narrowing the candidates down.
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| compensatory approach | scores on all predictors are added together, allowing a higher score on one predictor to offset a lower one on another predictor
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| training | an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job
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| instructional design | the process of systematically developing training to meet specific needs
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| 6 stages of instructional design | 1) assess need for training 2) ensure readiness for training 3) plan training program with objectives, trainers, and methods 4) implement training program 5) evaluate results of training 6) receive feedback in steps 1,2,3, and 5
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| 8 forces influencing the workplace and training | 1) globalization 2) need for leadership 3) increased value placed on knowledge 4) attracting and retaining talent 5) customer service and quality emphasis 6) changing demographics and diversity of the work force 7) new technology
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| needs assessment | the process of evaluating the organization, individual employees, and an employees' tasks to determine what kinds of training, if any, are necessary. this is the first step.
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| person analysis | a process for determining individuals' needs and readiness for training
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| task analysis | process of identifying and analyzing tasks to be training for
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| baldwin and ford transfer process model: trainee characteristics | motivation and ability
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| baldwin and ford transfer process model: training design | create a learning environgment, apply theories of transfer, use self-management strategies
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| baldwin and ford transfer process model: work environment | climate for transfer, management and peer support, opportunity to perform, technological support
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| readiness for training | a combination of employee characteristics and positive work environment
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| establish training objectives. why? | employee will know what he/she will learn, and the organization can measure if training met it's objectives
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| effective training objectives indicate | 1) what the employee is expected to do 2) the quality or level of performance that is acceptable 3) the conditions under which the trainee is expected to apply what is learned
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| 4 steps in implementing the training program | 1) link training to the job 2) provide multiple practice opportunities 3) provide feedback on skill development or knowledge acquisition 4) organize content in memorable chunks
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| evaluating training | 1) trainee satisfaction 2) new skills and knowledge gained 3) transfer of training 4) performance improvements 5) return on investment
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| orientation | training designed to prepare employees to perform their job effectively, learn about the organization, and establish work relationships
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| diversity training | training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce
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| performance management | the process through which managers ensure that employees' activities and outputs contribute to the organization's goals
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| 3 purposes of performance management | strategic, administrative, developmental
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| 5 criteria for effective performance management | 1) fit with strategy 2) validity 3) reliability 4) acceptability 5) specific feedback
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| 3 comparitive methods for measuring performance | ranking, forced distribution, paired comparison
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| rating individuals: attributes | graphic rating scale or mixed-standard scales
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| individuals are rated based on (3 things): | attributes, behaviors, and results
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| 5 sources of performance information | managers, peers, subordinates, self, customers
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| errors in performance management | similar-to-me, errors in distribution (leniency, strictness, central tendency), halo & horn
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| to prepare for a feedback session managers should (5 things): | 1) be well prepared 2) create the right context for the meeting 3) select a neutral location 4) enable the employee to be well prepared 5) ask employees to complete a self-assessment ahead of time
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| during a feedback session, managers can take any of 3 approaches: | tell and sell, problem-solving, tell and listen
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| legal issues in performance management | performance management processes are often scruitnized in cases of discrimination or dismissal
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| ethical issues in performance management | employee monitoring via electronic devices and computers may raise concerns over employee privacy
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| unions | organizations formed for the purpose of representing their members' interests in dealing with employers
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| trends in union membership | increased public, decreased private
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| positive effects of unions on performance | reduced turnover, greater attention by management on employee ideas and concerns
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| negative effects of unions on performance | more work rules and limitations on workloads (less flexibility for management), strikes and work slowdowns
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| National Labor Relations Act (NLRA) | federal law passed in 1935 that supports collective bargaining and sets out the rights of employees to form unions
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| the NLRA provides the right to (4 things): | 1) organize a union 2) join a union 3) strike to secure better working conditions 4) refrain from activity on behalf of the union
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| workers employed under these conditions are not covered by the NLRA: | employed: as a supervisor, by a parent or spouse, as an ind. contractor, in the domestic service of any person or family in a home, as agricultural laborers, by an employer subject to the Railway Labor Act, by a federal, state, or local govt., nlra
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| taft-hartley act of 1947 | established unfair labor practices on union's part and right-to-work laws which allow states to enact laws that do not require union membership or payment of union dues
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| landrum-griffin act of 1959 | regulates union activities and establishes and protects rights of union members
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| National Labor Relations Board | federal govt agency that enforces the NLRA
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| NLRB has two primary functions: | conduct and certify representation elections, prevent unfair labor practices
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| unfair labor practice: TIPS | Threaten, Interrogate, Promise, Spy...also, refuse to bargain
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| Unfair Labor Practices: Threaten | threaten employees with termination or to close down the company if the union is voted for
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| Unfair Labor Practices: Interrogate | ask employees how they plan to vote
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| Unfair Labor Practices: Promise | promise employees pay increases if they vote against the union
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| Unfair Labor Practices: spy | have someone spy on union meetings from management
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| Unfair Labor Practices: refusing to bargain | refusing to bargain collectively in good faith (also supplies to unions
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| the outcome of negotiations impacts (3 things): | labor costs, productivity, ability to compete
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| different approaches to bargaining include (4 things): | distributive bargaining-fixed "pie", integrative bargaining-find win-win situations 3) attitude structuring-builds trust, intra-organizational bargaining-resolves internal conflicts within union or management groups
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| strike | a collective decision by union members not to work until certain demands or conditions are met
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| 3 alternatives to strikes | mediation, fact finding, arbitration
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| forecasting | the attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses
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| leading indicators | objective measures that accurately predict future labor demand
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| transitional matrix | a chart that lists job categories held in one period and shows proportion of employees in each of those job categories in a future period
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| core competency | a set of knowledges and skills that make the organization superior to competitors and create value for consumers
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| workforce utilization review | a comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market
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| employment at will | if there is no specific employment contract saying otherwise, the employer or employee may end an employment relationship at any time, regardless of cause
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| job posting | the process of communicating information about a job vacancy on company bulletin boards, in employee publications, etc
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| direct applicants | people who apply for a vacancy without prompting from the organization
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| referrals | people who apply for a vacancy because someone in the organization prompted them to do so
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| nepotism | the practice of hiring relatives
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| yield ratio | a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next
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| realistic job preview | background information about a job's positive and negative qualities
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| reliability | the extent to which a measurement is free from random error
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| validity | the extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (job performance)
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| assessment center | a wide variety of specific selection programs that use multiple selection methods to rate applicants or job incumbents on their management potential
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