Podcast
Questions and Answers
What increases with greater responsibility in a job?
What increases with greater responsibility in a job?
Which of the following is NOT a factor to consider in working conditions?
Which of the following is NOT a factor to consider in working conditions?
What does the term 'benchmark' refer to in the context of job analysis?
What does the term 'benchmark' refer to in the context of job analysis?
What is a significant limitation of conducting a job analysis?
What is a significant limitation of conducting a job analysis?
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In conducting job analysis, what must be ensured regarding the validity of the methods used?
In conducting job analysis, what must be ensured regarding the validity of the methods used?
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What must be proven when hiring a non-Canadian candidate?
What must be proven when hiring a non-Canadian candidate?
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Which selection strategy requires passing all tests taken at once?
Which selection strategy requires passing all tests taken at once?
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What is a potential consequence of setting the criterion cut-off too high?
What is a potential consequence of setting the criterion cut-off too high?
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When evaluating the effectiveness of a recruitment strategy, what is a common pitfall to avoid?
When evaluating the effectiveness of a recruitment strategy, what is a common pitfall to avoid?
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Which of the following aspects of diversity is NOT specifically mentioned in the content?
Which of the following aspects of diversity is NOT specifically mentioned in the content?
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What is the purpose of job design?
What is the purpose of job design?
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Which of the following best defines job enrichment?
Which of the following best defines job enrichment?
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What is a potential downside of job enlargement?
What is a potential downside of job enlargement?
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What role do subject matter experts (SMEs) play in job analysis?
What role do subject matter experts (SMEs) play in job analysis?
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What is the purpose of job rotation?
What is the purpose of job rotation?
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What is the general relationship between conservative dress and interview ratings?
What is the general relationship between conservative dress and interview ratings?
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In non-managerial jobs, how are attractive females typically rated?
In non-managerial jobs, how are attractive females typically rated?
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Which non-verbal cue is NOT likely to contribute to higher interview scores?
Which non-verbal cue is NOT likely to contribute to higher interview scores?
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Which step is NOT part of the 7 steps in creating situational interviews?
Which step is NOT part of the 7 steps in creating situational interviews?
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What is the goal of generating possible answers in situational interviews?
What is the goal of generating possible answers in situational interviews?
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What is a significant advantage of coaching in training?
What is a significant advantage of coaching in training?
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Which statement is true about vestibule training?
Which statement is true about vestibule training?
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What is a potential disadvantage of job rotation?
What is a potential disadvantage of job rotation?
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Which characteristic defines apprentice training?
Which characteristic defines apprentice training?
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What is a limitation of off-site training methods such as lectures?
What is a limitation of off-site training methods such as lectures?
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What is a key advantage of remote work?
What is a key advantage of remote work?
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Which component is NOT part of Hackman & Oldham's Job Characteristics Model?
Which component is NOT part of Hackman & Oldham's Job Characteristics Model?
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What does the Job Demands-Control model suggest causes employee stress?
What does the Job Demands-Control model suggest causes employee stress?
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Which of the following best describes the purpose of talent analysis?
Which of the following best describes the purpose of talent analysis?
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Which of the following factors is emphasized by the Job Demands-Resources Model?
Which of the following factors is emphasized by the Job Demands-Resources Model?
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Which stage is NOT a step in the workforce planning and recruitment process?
Which stage is NOT a step in the workforce planning and recruitment process?
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What process involves forecasting leadership needs and strategies for filling them?
What process involves forecasting leadership needs and strategies for filling them?
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Which of the following is NOT a characteristic of Morgenson & Humphrey's Comprehensive Job Design Model?
Which of the following is NOT a characteristic of Morgenson & Humphrey's Comprehensive Job Design Model?
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What is the main goal of the recruitment process?
What is the main goal of the recruitment process?
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Which of the following activities does NOT typically belong in the recruitment strategy?
Which of the following activities does NOT typically belong in the recruitment strategy?
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Which of the following statements regarding labour market conditions is true?
Which of the following statements regarding labour market conditions is true?
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What does 'placement' in recruitment strategy involve?
What does 'placement' in recruitment strategy involve?
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Which psychological state does Hackman & Oldham's model emphasize as leading to higher motivation?
Which psychological state does Hackman & Oldham's model emphasize as leading to higher motivation?
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Which of the following describes a drawback of remote work?
Which of the following describes a drawback of remote work?
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Study Notes
Definitions
- International companies: Export and import, but their investments are within one home country.
- Multinational companies: Operate in multiple countries but with clearly designated headquarters in their home country.
- Transitional companies: Have operations in multiple countries, acting like borderless companies and not considering one country the center of operations.
- Offshoring: Production or operations performed overseas.
- Outsourcing: Moving company operations to a different company (not necessarily internationally).
- Global integration: Establishing a common corporate culture and business practices across units.
- Local differentiation: Transferring practices to different locations, centralizing particular decisions.
Process of Job Analysis
- Determine the job/process: Benchmarking against other organizations, measuring quality.
- Determine how to use methods: Cost, time, validity, reliability, acceptance.
- Collect information: KSAOs, behaviors, duties, tasks, responsibilities, working conditions. Use observation (direct/indirect), subject matter experts (SMEs), and interviews (most common).
- Use questionnaires/surveys: Generate all possible questions, job analyst customize for specific job/organization.
Job Analysis Methods
- Journals/diaries: Outlining tasks and work-related activities.
- Interviews (360°): Including figures above, below and peers.
- Critical incidents: Unusual or frequently occurring events.
- Behaviourally Anchored Rating Scales (BARS): Easy to use with physical jobs (rating scales).
- Competency modelling: Understanding KSAOs and the behaviors needed for a group of jobs.
- Position Analysis Questionnaire (PAQ): “Off-the-shelf” survey to describe job characteristics.
- Cognitive task analysis: Focuses on mental tasks, asking SMEs to describe critical tasks and KSAOs.
Process of Job Analysis
- Determine the job or process to be analyzed: Can use benchmarking methods.
- Determine methods to use: Cost, time and validity.
- Collect information: KSA's, behaviors, duties, tasks, responsibilities. Use observation (direct/indirect), subject matter experts (SMEs), and interviews (most common).
- Qualitative: Describe areas of strength and limitations without numerical ratings to each employee.
Job Analysis Issues
- Cost and time: Job analysis can be time-consuming and costly.
- Vague job descriptions: Results may lack detail and clarity, impacting subsequent actions.
- Contamination: Incorrect incidences blown out of proportion.
- Deficiency: Missing relevant tasks that may be important for the job.
Job Design Models
- Hackman & Oldham's Job Characteristics Model: Encourages enhancements to job characteristics, specifically skill variety, task identity, task significance, autonomy, and feedback, leading to improved psychological states, and higher motivation.
- Job demands-control model (JDC): Focuses on understanding how workers' experiences affect stress and outcomes. Highlights job demands and job control impact on motivation, and performance.
- Resources Model (JDR): Considers dimensions and models of previous job design and how tasks/jobs are related.
Workforce Planning & Recruitment
- Labour market conditions: The number of jobs available compared to the number of individuals with the required skills.
- Workforce labour shortages/surplus: More jobs available than workers to fill them, or more workers than available jobs.
- Talent analysis: Determine gaps between talent demand and supply.
- Talent pool: Individuals with the required skills to fill a particular role.
- Workplace planning: Process to determine short and long-term tasks, and how those tasks will be completed.
Recruitment
- Recruitment goals: Organization needs to align to broader strategic plans and objectives to avoid shortages and surpluses.
- Recruitment process: Implementation and evaluation of recruitment strategies and processes.
- Succession planning: Identifying and developing future leaders and replacements.
- Leadership development: Formal and informal opportunities for individuals to improve their skills.
- Recruitment strategy: Formalization of recruitment process, including objectives, strategy, and activities.
- Recruitment activities: Identify methods used to attract applicants. Includes recruitment objectives, strategy and recruitment activities which may influence any of these.
Recruiting Plans
- Internal versus external recruiting: Advantages and disadvantages for both approaches are summarized, such as employee morale, cost, and retention rates.
- Recruitment methods: Includes telephone, in-person, mail, blind box mailings, employment agencies, and executive search firms.
- Job analysis: The process of identifying the specific tasks, duties, and responsibilities of a job.
- Recruitment needs: The results of a workforce planning exercise.
- Placement: Determines where talent needs to be placed.
- Recruitment funnel: Number of participants gets smaller in successive stages of the recruitment funnel.
- Realistic job preview (RJP): Realistic view of the job for applicants.
Selection Procedures
- Linear assumption: Higher test scores lead to better job performance
- Criterion cut-off: Min. level to differentiate between success and failure among candidates.
- Selecting strategies: Methods for selecting candidates based on test scores.
- Multiple regression: Statistical method to predict job performance through the use of multiple predictors.
Interviews
- Structured interviews: Standardized questions for all candidates.
- Situational interviews: Assess how candidates would handle hypothetical work-related situations.
- Behavioral interviews: Probe past work experiences and how candidates handled work-related situations.
- Unstructured interviews: Conversation-based talks between interviewer and applicant.
Quality of Selection Measures
- Psychometrics: Evaluate how consistent a procedure or selection test accurately predicts job performance/actual performance. Reliability: Consistency of a measurement. Validity: How accurately a test measures something or predicts job performance. (Content validity, criterion-related validity, and predictive validity)
Interview Methods
- Considerations and types of methods.
Other Methods of External Recruiting
- Internships: Provides students a chance to connect with the company.
- College/University recruiting: Job fairs to connect and assess candidates for open positions.
- Unions: Advertisements for open positions within the same union.
- Trade organizations: Assess/identify candidates by their trade/industry.
- Word of mouth: Research says word-of-mouth is better than advertising.
- Informal information: This provides better insights into the role.
- Different applicant populations: Informal recruits are different.
- Employee similarity: Similar to existing employees are more valuable.
- Socialization theories: Explains the factors that influence candidate's decision to stay with the company.
Training
- Needs assessment: Systematic evaluation of organization, jobs, and employees.
- Organizational analysis: Examines goals, strategies, objectives, culture, resources, and the external environment.
- Task analysis: Determines tasks, duties, and responsibilities, focusing on knowledge, skills, and abilities.
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Person analysis: Evaluates current KSAOs and competencies to define existing skill levels and identify the need for training.
- Goal definition: Sets specific, measurable, achievable, relevant, and time-bound training goals.
- Training strategies, characteristics, and assessment methods: Methods to assist employees to improve their performance.
Training Delivery
- On-site training: On-the-job training (OJT), Coaching, vestibule training (simulated environment for practice), job rotation.
- Off-site training: Lectures, conferences, audiovisual materials, programmed instruction, computer-assisted instruction, and simulations.
- Transfer of training: How well does the training transfer to actual job performance?
- Factors of transfer climate (support) and identical element considerations.
Training Evaluation
- Kirkpatrick's four levels of training outcomes: Reactions, learning, behavior, and results criteria.
- Mindfulness training: Focus on the present moment.
- Gamification: Making training more engaging.
Managing Employee Separation & Retention
- Voluntary turnover: Employee initiated departure due to better job alternatives or unhappiness.
- Forms of withdrawal (without quitting): Tardiness, absenteeism.
- Turnover rate: Percentage of employees who leave per year.
- Retention rate: Percentage of employees who remain for a set time period.
- Costs of voluntary turnover: Replacing, onboarding, and training new employees.
- Job embeddedness model: Employee's connections to work and community discourage departure.
- Managing employee retention: Strategies for retaining existing employees.
Managing Employee Separation & Retention
- Involuntary turnover: Organization-initiated termination. Reasons include failure to meet expectations, misconduct, or economic reasons.
- Costs of dismissal: This involves the expenses associated with the termination itself and any additional measures (severance pay, training).
- Dealing with employee complaints: Organization must deal with issues of job insecurity, injustice concerns, and labor relations issues.
International HRM
- International companies: Companies that invest and operate in multiple countries.
- Multinational, Transitional, and Offshoring / Outsourcing: Various types of international companies and how they operate in multiple locations.
- Globalization: The increasing interconnectedness of national economies, markets, cultures, and environments.
- Challenges and opportunities: International companies must deal with additional factors as they expand globally.
Cross-Cultural Training
- Cultural training: Methods to help employees better understand and work with employees from different countries.
Selection of Global Manager Candidates
- Personality as a selection criterion: Use personality assessment tests that are validated and have evidence of reliability & validity.
- Include openness, conscientiousness, extraversion, agreeableness, and neuroticism as factors to consider.
- Training needs analysis: Effective training programs need to be based on employee/team needs.
- Guidelines for training: Clear objectives, purpose, plan (implementation), and evaluation are essential.
- Career development: Including strategies, procedures, and solutions/solutions/considerations around employee repatriation.
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Description
Test your knowledge on job analysis, responsibility in the workplace, and various HR concepts. This quiz covers factors influencing working conditions, methods for evaluating candidates, and the roles of job design and diversity in the workplace. Perfect for HR students and professionals alike!
