Introduction/Overview of OB/HR- Purpose of human Resource Management/Organizational BehaviorAns: OB- dedicated to better understanding and managing people at workHR: policies, practices, and systems that influence employee’s behavior, attitudes, and performancee.g. HR planning (knowledge and skills needed), recruiting (attract potential employees), choosing employees (selection), teaching to perform jobs (training and development), evaluate (performance management), rewarding employees (compensation), creating a positive work environment (employee relations)- Derailers (reasons for failure)1) Inability to build or lead a team2) Problems with interpersonal relationships3) inability to adapt and learn- Human Relations movementAns:1) Legalization of union in 19352) Hawthorne Legacy3) Writings of Mayo (first )and Follett (second)4) McGregor’s Theory X and Y- Contingency ApproachAns: using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on one best way. Use of tools determined by situations- Total Quality Management (TQM)Ans: a companywide effort to continually improve the ways people, machines, and systems accomplish work- Do it right at the first time and eliminate costly rework- listen to and learn from customers and employees- Make continuous improvement and ongoing focus- Build teamwork, trust, and mutual respectLimitations:- Require long term commitment- Expensive to implement- IBM lost 60 million/ some companies achieve long term success- Positive organizational behaviorAns: positively oriented human resource strengths and psychological capacities that can be measured developed and effectively managed for performance improvement in today’s workplace; Confidence, Hope, Optimisim, Subjective well being, Emotional Intelligence (CHOSE)limiations: too much focus on individual level; little construct validity- Theory X and YAns: Theory X: pessimistic; must be coerced to achieve goal, avoid responsibility, little ambitionTheory Y: the reverse- Strategy formulation/implementationAns: strategy: gain competitive advantage (create more economic value (perceived gain-lost) value= f of value, rareness, and imitability)strategy: what to include; implementation: practiceSWOT analysis: address challenges, integrate goals and tactics to maintain competitive advantageelements: formulation+ implementation- Supporting organization’s strategyAns: HR planning- identify number and types of employees required to meet objectivesC C C C C Evidence-based HR: collect data to prove the positive influence of HR CSR: a company’s commitment to meet the needs of stakeholdersStakeholders: parties that have interests in the company’s success- human and social capitalAns: Human capital: productive capacity of employees: social capital: relationships from peopleHR planning- basics nature of HR planningAns: def: 1) links current HR capabilities with business strategies plans; 2) provide ongoing discussion and tracking of development initiatives to support continued growthBook: meet business objectives and have competitive advantages- Job Analysis vs Job description vs Job specificationAns: Job analysis: duties, responsibilities, and accountabilities, knowledge required to perform jobs successfully; used in different areas in HR; from different level of people; e.g. interview, Job description: task, duties, responsibilities (from job analysis)job specifications: KSAs (translated from job descriptions)- Forecast HR needs1) Internal labor demandtools: trend analysis, leading indicators, manager insightsinfo: max and min staffing levels; business activities and needs→ needed qualities and skills2) Internal supplytools: matrix, trend, CIS, info: historical data and forecast; retention rates, retirement eligibility, attrition rates3) External supplytools: talent marketplace analysisinfo: economic data, government data, competitive intelligence- reduce labor surplus and shortageAns: reducing hours, downsizing, retirement plan, pay reduction etctemporary hire, outsource, OT, etc- Internal vs External: adv and disadvAns: Internal Adv: reduce unrealistic expectation, cheaper and faster, well knownExternal advs: good for entry level and upper level specialists; new ideas; avoid freeze pay increase, layoff when hiring the bestExternal disadv: poor suit for innovation; nepotism for referral- Employee at will vs due-processAns: Employee at will: may end relationship anytime; due process: lay out steps and can appeal when terminated- Yield ratioAns: % of applicants move from recruitment and selection to next stageRecruiting, Interviewing, and Selection- Recruitment methodAns: Internal: job posting, intranet, P-to-P communication; External: advertising- Costs of poor selection- Selection systems- Methods to ensure reliabilityAns: test-rest reliability, split-half reliability, parallel forms reliability- content validityAns: measurement is consistent with the actual job- criterion-related validity Ans: measurement predicts actual performancePredictive ability: relationship between scores and future performanceConcurrent validity: compare scores to existing actual performance- generalize valid in other contexts beyond the context in which the selection method was developed- utilityAns: the text to which something provides economic value greater than costs- legalityAns: Immigration Reform and Control Act of 1986: verify and maintain records on applicants’ legal rights to work in the U.S.- Selection methodAns: Background info- Application blanks, resumes, reference, background checksinterviews, tests, drug and medical exams, cognitive ability, personality inventories, biodata, physical abilities- selection decision resultCulture and Socialization- organizational cultureAns: a set of shared implicit assumption that determines how it perceives, think about, and react to various environment- Layers of organizational cultureAns:Observable artifacts: physical manifestation of an org e.g. rituals, symbols, stories, languageEspoused values: stated and desired cultureEnacted values: real culture that is observablevalues” concepts or beliefs pertaining to desirable end-states or behaviors, transcend situations, guide selection or evaluation of behavior and events, and are ordered by relative importanceBasic assumptions: unobservable and represent the core of organizational culture; taken for granted; irresistible to
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