MANA 3319 1st EditionExam # 3 Study Guide Lectures: 10 - 13Lecture 10 (October 7)Chapter 10: Strategic Human Resources ManagementHuman resources management: (HRM): formal systems for the management of people within an organization. Categories: staffing, training, performance appraisal, rewards, and labor relations. 1. creates values, 3. is rare, is difficult to imitate, 4. is organized. Human capital: the knowledge skills, and abilities of employees that have economic value. HR managers attract talent, maintain a well-trained, highly motivated, and loyal workforce, manage diversity, devise effective compensation systems, managelayoffs, and contain healthcare and pension costs. The HR Planning Process: Getting the right kind and number of people at the right time. 3 stages: planning, programming, and evaluating. Demand Forecasts: Most difficult part is determining how many and what type of people are needed. Derived from org plans. Labor Supply Forecasts: How many and what type of employees the org will actually have. Org estimates number and quality of current employees and external supply of workers. Internal looks at experiences with turnover, terminations, retirement, promotions, and transfers. External looks at workforce trends. Reconciling Supply and Demand: Develop plans based on supply and demand or employees. Can hire or fire. Job Analysis: Micro side job. Job analysis: a tool for determining what is done on a given job and what should be done on the job. Job description is the essential tasks, duties, and responsibilities performed in the job. Job specification is the skills, knowledge, abilities, and other characteristics needed to perform job. Staffing the OrganizationRecruitment, selection, and outplacement. Recruitment: Recruitment: the development tool of a pool of applicants for jobs in an organization. Can be internal or external. Internal Recruiting: Employers know employees and employees know org. Can encourage employees to remain with company, work hard, and succeed. Recruiting from outside can be demoralizing. Limited applicant pool if employees lacktalent or skills leading to poor selection decisions. Can help a company that wants to change nature or goals of business by bringing in outside people. Use job-posting system. External Recruiting: Brings in outsiders. Most used are internet job boards, company websites, referrals, newspaper ads, and college campus recruiting. Great emphasis on referrals and online job boards. Selection: Selection: choosing from among qualified applicants to hire into an organization. Applications and Resumes: Provide basic info to employers. Review profiles and backgrounds of applicants. Not useful for making final decisions. Interviews: Most popular selection tool. Structured interview: selection technique that involves asking all applicants the same questions and comparing their responses to a standardized set of answers. Situational interview focusses on hypothetical situations. Behavioral description interview is what candidates have done in the past. Unstructured interviews can establish rapport and get a sense of applicants personality but no specific info. Structured more reliable. Reference Checks: Helps weed out dishonest or potential threatening candidates by getting outside opinions. Background Checks: Standard procedure. Includes Social Security verification, past employment and education verification, and criminal records check. Can also be motor vehicle record check and credit check. Personality Tests: Popular to determine personality. Might be discriminatory. Can measure traits. Drug Testing: Now more common. More complicated because of marijuana legalization. Worry about discriminating against disabled. Cognitive Ability Tests: One of oldest employment selection tools. Measure verbal comprehension and numerical aptitude. Performance Tests: Usually for admin assistant and clericalpositions. Most popular is typing test. Assessment center: a managerial performance test in which candidates participate in a variety of exercises and situations. Integrity Tests: To asses honesty. Two forms are polygraphs and paper-and-pencil tests. Polygraphs banned for most employment. Paper-and-pencil most popular. Accuracy debatable. Reliability and Validity: Reliability: the consistency of test scores over time and across alternative measurements. Like if two interviewers talk to the same candidate but get different answers. Validity: the degree to which a selection test predicts or correlates with job performance. Criterion-related validity is degree to which test correlates with job performance. Most used. Content validity is degree to which selection tests measure a sample of the knowledge, skills,and abilities for the job. More subjective but important. Workforce Reductions: Layoffs: Many orgs downsize partly due to restructuring. Orgs can help by offering outplacement. Outplacement: the process of helping people who have been dismissed from the company regain employment elsewhere.Many employees who don't get laid off get survivors guilt. Orgs should lay off a few at a time and use strong performance reviews. Termination: Like for poor performance. Employment-at-will: the legal concept that an employee may be terminated for any reason. Can develop positive disciplinary procedures. Termination interview: a discussion between a manager and an employee about the employees dismissal. Immediate supervisor should deliver bad news. Should be ethical and respectful but truthful. Legal Issues and Equal Employment Opportunity: Designed to protect candidates and employees from discrimination and establish hours and pay. Adverse impact: when a seemingly neutral employment practice has a disproportionately negative effect on a protected group. Common reason employers are sued. Written policies help. Developing the Workforce: Involves training and development so each person can perform their best. Training and Development: Training is heavily invested in. Computer training more popular now. Overview of the Training Process: Training: teaching lower-level employees how to perform their present jobs. Development: helping managers and professional employees learn the broad skills needed for their present and future jobs. Needs assessment: an analysis identifying the jobs, people, and departments for which training is necessary. Phase one is needs assessment, phase two is design oftraining programs, phase three involves decisions about the