HRM: External Fit and Employee Management

• External fit is the alignment of HR practices, culture, and structure with corporate strategy.
• It drives performance by fostering desired behaviors, capabilities, and social processes.
• Human Resource Management involves planning for, attracting, developing, and retaining an effective workforce.
• The quality of an organization largely depends on the quality of its employees.
• Processes within HRM are interrelated, including determining organizational needs and employee selection.
• Managing human resources is influenced by the external environment.

HRM Process

• It includes recruitment and downsizing, strategic human resource planning, training and development, and diversity initiatives.
• Performance management, compensation, safety and health, and work processes are also key elements.
• The process aims to create competent, adapted, and high-performing employees who can sustain high performance.

Identifying and Selecting Employees

• Employment Planning involves assessing current and future HR needs and developing plans to meet them.
• Assess what employee resources are already available and what additional needs must be met.

Human Resource Inventory

• Includes developing an inventory of current employee characteristics, knowledge, skills, and abilities.

Job analysis

• Involves developing an inventory of skills and behaviors needed to perform a job.

Job Description

• Outlines the duties, responsibilities, and tasks associated with a specific role.
• Include a compelling job title that is clear, standardized, and industry-recognized; avoid vague titles.
• Provide a clear overview of the role, summarizing why it exists and how it contributes to core values.
• Define reporting and work relationships, stating to whom the employee reports and how the role fits the team.
• List key responsibilities with prioritization, using bullet points for critical tasks.
• Mention work environment and conditions, indicating if the job is remote/hybrid and specifying shift schedules. Example: Full time role in NYC

Job Specification

• Outlines the skills/qualifications/criteria needed for a role.
• Differentiate between "must-haves" and "nice-to-haves" qualifications to manage expectations.
• Include both technical and soft skills (communication), Example: Ability to handle difficult customers with professionalism.
• Be specific about experience levels, avoiding vague statements, for example, "Minimum of 1 year experience".
• Verify qualifications align with company values and goals. Example: Seek customer-focused, solution-oriented individuals who thrive in fast-paced environments.

Overstaffing

• Downsizing, or eliminating staff through termination or lay-off, is not always the right solution.
• Managers have several alternative options to restructure, including:
• Firing: This is a permanent involuntary termination.
• Layoffs: Represents a temporary involuntary termination that can last days or years.
• Attrition: The approach of not filling openings created by resignations/retirements.
• Transfers: Moves employees laterally or downward, reducing imbalances but not necessarily costs.
• Reduced workweeks: Involves employees working fewer hours per week or sharing jobs.
• Early retirements: Provides incentives for older employees to retire early.
• Job sharing: When employees share a full-time position.

Understaffing

• Consider recruitment when vacancies are identified through employment planning.
• Recruitment is locating, identifying, and attracting capable applicants.
• Three recruiting approaches exist:
• Internal: promoting within the company
• external: hiring from outside the company
• hybrid: uses employee referrals or boomerangs

Recruitment Source Advantages and Disadvantages

• Internet: reaches many people and offers immediate feedback, but generates many unqualified candidates.
• Employee referrals: leverages employee knowledge and generates strong candidates, but may reduce diversity.
• Company website: offers wide distribution to targeted groups, but creates many unqualified candidates.
• College recruiting: provides a centralized body of candidates, but focuses on entry-level positions.
• Professional recruiting organizations: demonstrate good knowledge of challenges, but lack commitment.

Selecting Applicants

• Screen job applicants to determine suitability based on skills, qualifications, and organizational fit.
• Tools include ability tests, interviews, and performance-simulation tests like work sampling or assessment centers.
• Self-promotion and ingratiation tactics are more effective when interviews are unstructured.

Interviews

• They should follow a consistent format, utilizing predefined questions and evaluation criteria.
• Interviews need to be well-planned, with clear scheduling and defined roles for interviewers.
• Interviews should focus on job-related skills, experience, and competencies, while avoiding unnecessary/biased questions.
• The order of applicants can influence evaluations.
• The interviewer cannot decide the applicants suitability within the first few minutes.

Interview types

• Situational interview: Candidates are asked how they would handle hypothetical job-related situations.
• Behavioral Description Interview: Candidates describe how they handled past job-related situations.

Ensuring Effective and Legal

• Selection Devices Reliability: The degree to which it measures a characteristic consistently.
• There should be no big variation/fluctuations
• Validity: Refers to the degree to which a selection device measures what it's purported to measure.
• Problems can occur include mismatched employees, unrealistic expectations, and feelings of being misled.

Socializing Current Employee

• Is the process where new employees understand the company's policies, culture, and ways of doing things
• Includes orientation, training, informal events, and learning from other's behaviors.

Training Current Employees

• Traditional methods includes on-the-job training, job rotation, mentoring/coaching, and classroom lectures.

Socialization in the Workplace: Norms and Humor

• Benign Violation Theory (BVT): Something is funny when it both violates and is benign.

Leadership

• Expands boundaries of appropriate behaviors and deemphasizes hierarchical differences.

Evaluate Employees

• Description of employees strengths and weaknesses through written essay.
• Cite Examples of critical behaviors that were specially effective or ineffective.

Types of performance appraisals

• Adjective rating scale : Uses descriptive performance factors (e.g. work quality/quantity, knowledge, cooperation).
• Rating scale + examples of actual behaviors (often based on critical incidents).
• Written essay performance evaluation : Manager provides a narrative about an employees strengths, weaknesses, and achievements.
• Critical incidents : Document and assesses effectiveness.

Qualities of work

• They should reflect job knowledge, quality, compliance, relationships, and general attitudes.
• The qualities should be easy, flexible and provide good information.
• Written essays are susceptible to bias, reflect writing ability and lack quantification, making comparisons difficult.

Critical Incidents

• Managers document and assess specific effective/ineffective employee behaviors.
• They provide objective/concrete examples rather than relying on impressions.
• BARS focus on meaningful and specific behaviors, avoiding unrelated characteristics.
• They are often developed using critical incidents.

Adjective rating scales

• Easy to understand and used for both raters and employees.
• Quick to complete, useful for large-scale evaluations.
• Standardized across all employees, allowing for comparisons.
• The scales provide a general snapshot of performance levels and application across roles/industries.
• Simplicity can oversimplify performance, lacking insights.

Retaining Competent Employees

• Involves determining how employees measure up compared o the group.

Individual Ranking

• Each employee is given a unique rank (e.g. 1st, 2nd, 3rd) with no ties allowed
• Only shows relative differences, not absolute performance Differences between employee rankings assumed to be equal Best for: Competitive Work Environment

Group-Order ranking

• Employees sorted into categories
• Helps identify top talent and pinpoint underperformers
• May force employees into categories even if differences are minimal

Organizational Behavior

• Explanation, prediction, and influence of employee behavior, focusing on workplace actions.
• Employee behavior can be in-role performance, extra-role performance, employee engagement, and turnover.
• Absenteeism is a failure to show up for work that can cost the organization up to 35% of payroll.
• Turnover represents voluntary/involuntary permanent withdrawal from an organization; is costly.
• It could cost approx $4,700 to hire/train new employee depending

### Organizational Citizenship Behavior (OCB)

• OCB consists of discretionary behavior not part of formal job requirements but which promotes effectiveness.
• OCBs behaviors helping coworkers and offering ideas
• Historically, OCBs were viewed as non-sanctionable, but that view has changed. Voluntary behavior that violates significant org norms. May affect well-being of org or members. • They cost org hundreds and billions of dollars Related to lost productivity, employee theft, workplace mistreatment, and disengagement
• Employees may retaliate due to unhappiness with CWB-O, or perceived injustice. Traits like low agreeableness/high aggression may increase rates of counterproductive work behavior.
• High scores : Be highly vulnerable to stress and anxiety, struggling with emotional regulation Experience problems at work, mainly due to difficulties handling stress and pressure
• Temporary conditions, influenced by the environment, emotions and context
• Motivation can change throughout the day

Predicting Employee Behavior

• Attitudes
• A unique combination of emotion, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others
• It influences behavior at work, career choice, success, management.

Personality

• How can we characterize them : MBTI , BIG 5, Dark triad.
• It reflects one's beliefs, opinions, knowledge, feelings, emotions, and behavioral intentions.
• Attitudes about job reflecting like/dislike for it, includes facets like pay and promotion.
• Organizational commitment is employee's loyalty, identification, and involvement in the organization.
• Core Self-Evaluation
• The process by which we give meaning to our environment by organizing and interpreting sensory impressions

Categories of organizational Justice

• Three categories:
• Procedural fairness in policies.
• Distributive allocation of resources Distributive (the allocation of resources or compensation and benefits).
• Interactional people get treated with dignity.

How to retain a committed workforce

• Maintain high levels of job satisfaction as well as organizational Support like moral obligation.
• Ensure fair treatment and address work-family conflicts.

Extraversion traits

• Extroverts are assertive and adjust, integrating into teams quickly
• Excel in service-oriented jobs where social interaction is high Assertiveness - confidently express opinions

Introverts traits

• Introverts are more reserved and excel in detail-oriented where deep focus and independent work are valued

CWB-O

• Intentionally worked slower than you could have
• Purposely wasted company materials or resources

CWB-I

• Threatened or verbally abused a coworker

Managing groups within organizations

• Groups can come together to achieve specific goals by improving team based structures to enhance performance and innovation

Group Development Model

• Highlights the natural progression of group dynamics
• A coaching and supportive leadership approach is recommended. Address and mediate conflicts constructively to prevent escalation Encourage open communication to ensure all perspectives are heard Balance facilitation and decisiveness, allowing disagreements to surface while knowing when to step in and guide the team forward

Norming stage

• A sense of cooperation, trust, and shared understanding emerges Members feel more comfortable sharing ideas and offering feedback Roles and responsibilities become clear and accepted · Group norms and collaborative processes are established