Resumo HRM Midterm 2

.pdf

School

Red Deer College *

*We aren’t endorsed by this school

Course

HRM 540

Subject

Management

Date

Apr 3, 2024

Type

pdf

Pages

Uploaded by AgentMoon12671 on coursehero.com

Chapter 4 (Defining, Analyzing, and Designing the Work) JOB : A group of related activities and duties POSITION : Specific duties and responsibilities performed by only one employee WORK : Tasks or activities that need to be completed ROLE : The part played by an employee within an organization and the associated expected behaviours The Manager’s and the Employee’s Role in Defining Work: • Manager is the primary individual who determines what work is to be performed and in what order • Manager has an active role in determining skills and abilities needed to successfully perform work • Employee contributes by providing information that may be known only by the person doing the job Job Description: A document that lists the tasks, duties, and responsibilities of a job to be performed along with the skills, knowledge, and abilities or competencies needed to successfully perform the work. Components: I. Job title II. Reports to III. Date IV. Written and approved by V. Summary VI. Duties and Responsibilities VII. Job Specification VIII. Performance Standards Problems With Job Descriptions: • Quickly become out of date • May not contain standards of performance • Poorly written, using vague rather than specific terms • May not address expected behaviours and can be the basis for conflict, including union grievances Writing Clear and Specific Job Descriptions: • Use statements that are concise, direct, and simply worded • Use action-oriented verbs and present tense • Job descriptions must match job requirements Legal Considerations for Job Descriptions: • Consider Human Rights Legislation • Specific performance requirements based upon valid job-related criteria • Appropriate and acceptable ways to describe a job You are the HR person for a small business enterprise and oversee hiring as part of an expansion. You want to be sure that you hire the right people for the new positions. The first question that comes to mind is how to identify exactly whom you are looking for. Job Analysis: Process of obtaining information about jobs by determining the duties, tasks, or activities and the skills, knowledge, and abilities associated with the jobs Performing Job Analysis: • Individual interviews • Questionnaire • Diary/Work log • Observation Uses of Information from Job Analysis: • Recruitment

• Selection • Performance Management • Training and Development • Health and Safety • Compensation Job Analysis in a Changing Environment: • Future-oriented/Strategically-oriented • Competency-based approach • Living job/role description Designing the Job: • Responsibility of manager • Designed to achieve organizational objectives • Well-designed jobs can also achieve employee goals Job Characteristics Model: I. Skill variety II. Task identity III. Task significance IV. Autonomy V. Feedback Designing Work for Enhanced Contributions: • Enhancing collaboration • Enhancing synergy • Employee empowerment Þ Ownership Þ Risk-taking Þ Information sharing Þ Responsibility Employee Teams: • Groups of employees who assume a greater role in the production or service process • Can be self-managed where they set own work schedules and deal directly with customers Role of Management: • Need to be clear on what is expected of managers and necessary skills • Attention to organizational structure • Team leaders versus managers Future Design of Work: • Non-traditional employment forms such as contract work, telework, e-work • Use and convergence of social, mobile, and cloud computing technologies • Dynamic and fluid relationships • More attention needed in job crafting to ensure organization context and culture is part of design Chapter 5 (Planning For, Recruiting, and Selecting Employees) Human Resource Planning: Process to ensure that an organization has people available (employed) who have the right competencies, and that these people are being effectively utilized in the right capacities in order for the company to achieve its desired objectives. • Ensures that the people required to run the company are being used where and when they are needed to accomplish the organization’s goals

• Links to the organization’s strategic plan • Key to business success in Canada because of changes in the make-up of the workforce and the skills required to do the work • Important even during economic difficulties Approaches to HR Planning: Trend analysis: Þ Quantitative approach Management forecasts: Þ Opinions based on knowledge Staffing tables: Þ Graphic representations of internal jobs Markov analysis: Þ Tracks pattern of employee movements Skills inventory: Þ Information on current employees Results of HR Planning: • Usable information about the demand for and supply of employees • Demand and supply also function of general economy Recruitment: The process of locating and encouraging people to apply for jobs Employment Branding: An organization’s reputation as an employer Advantages of Recruiting from Within: • Rewards for past performance • Makes use of people who already know the organization • Motivates other employees • Helps achieve diversity initiatives Methods of Locating Qualified Internal Job Candidates: • Human Resources Management Systems • Succession Planning • Internal Job Posting Limitations of Recruiting from Within the Organization: • May not have people with specialized training or expertise when needed • May not have people with broad enough experiences • May need new ideas and perspectives Recruiting Outside the Organization (1 of 3): Advantages: • Acquire unique skills needed by the company • Acquire unique perspectives and experiences Disadvantages:

• Don’t know person’s performance/capabilities • Person doesn’t know company and/or industry • Salary constraints limit supply of candidates • Legislative requirements (i.e., employment equity) limit supply of candidates The choice depends on labour market. Can include a variety of ways such as: • Advertisements • Internet • Social media • Employment agencies • Educational institutions • Open houses and job fairs • Employee referrals • Unsolicited applications and resumés • Professional organizations • Unions Legal Requirements: • Bona Fide Occupational Qualification • Systemic Discrimination • Employment Equity • Diversity Selection: Selection is the process of choosing from the pool of applicants and hiring individuals who are best able to fulfill the requirements of the job Reliability : The degree to which selection procedures provide consistent and comparable outcomes over time Validity : How well a selection procedure measures what it is intended to measure Sources of Information about applicants: • Application forms • Resumés • Interviews Interviewing Methods: • One-on-one • Panel • Telephone • Technology-based Interview Questions: • Structured questions Þ Behavioural description interview (BDI) Þ Situational questions • Unstructured questions Interview Guidelines: • Establish an interview plan • Establish and maintain rapport • Be an active listener • Pay attention to nonverbal cues • Provide information as freely and honestly as possible • Separate facts from inferences • Recognize biases and stereotypes

• Avoid illegal questions • Standardize the questions asked Employment Assessments: • Cognitive ability tests • Personality and interest inventories • Emotional intelligence/Emotional and social competence • Physical ability tests • Job sample tests • Substance abuse (drug and alcohol) testing Þ Job related/Clear and legitimate purpose Þ Administered in a reasonable manner Þ Candidate must be informed Reference Checking: • Questionable in relation to providing predictability of good performance • Concern about liability • Even with questions and concerns, still a good approach Making the Hiring Decision: • Summary forms/checklists • Well-structured • Clinical versus statistical approach • Manager’s decision • Notifying the candidate Evaluating Selection Process: • Yield ratios • Selection ratios • Source analysis • Cost per hire • Time to hire Chapter 6 (Orienting, Training, and Developing Employees) Orientation: A structured process for new employees to become familiar with the organization and their work; critical to socialization, which is the embedding of organizational values, beliefs, and accepted behaviours Training: The acquisition of skills, behaviours, and abilities to perform current work Development: The acquisition of skills, behaviours, and abilities to perform future work or to solve an organizational problem Benefits of Orientation: • Lower turnover • Increased productivity • Improved employee morale and identification with the company • Lower training costs • Facilitation of learning • Reduction of anxiety Orientation: • Continuous process

• Cooperative endeavour • Careful planning • Attention to Occupational Health & Safety Training and Development: Instructional Systems Design (ADDIE) 1. Needs A ssessment 2. Program D esign 3. Program D evelopment 4. Training Delivery or I mplementation 5. E valuation of Training Phase 1: Conducting the Needs Assessment • How important is this issue to the success of the organization? • What competencies do employees need? • What competencies do employees have? • What is the gap between the need and the have? • Organizational level • Task level • Person level Phase 2: Designing the Program • Instructional goals • Trainee characteristics • Learning principles Learning Principles: • Clear outcomes • Relevance • Activity • Solving problems • Feedback Phase 3: Developing the Program • Create content • Beta testing program • Review by subject expert or benchmarking Phase 4: Implementing the Program • Examine what is to be learned • Determine who will be the trainer • Consideration of required skills and abilities to train Training Methods (1 of 3): • On-the-job training • Apprenticeship training • Co-operative and internship programs • Classroom instruction • Self-directed learning Training Methods (2 of 3): • Audio visual

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version