Aem2200 F24 Business Management And Organizations Past Paper PDF

AEM2200, Business Management and Organizations Monday 10/28 Human Resources Management Human resources planning The human resources cycle Midterm Student Evaluation – F24 Well prepared for each 1 19 65 117 A class Instruction material...

AEM2200, Business Management and Organizations Monday 10/28 Human Resources Management Human resources planning The human resources cycle Midterm Student Evaluation – F24 Well prepared for each 1 19 65 117 A class Instruction materials 1 11 30 77 83 B+/A- Responsive to student 5 15 53 129 A questions Intellectually challenging 1 6 34 58 103 A TA/CAs 2 29 78 93 B+/A- TA/CA office hours 2 21 72 91 B+/A- Midterm Student Evaluation – F24 Lectures – Post slides – Connect between lectures – Prelim reviews Lots of work !!! ¯\_( ツ )_/¯ Case studies – More coordination between CAs – Faster grading  Human Resources Management The process of determining human resources needs and then Recruiting Selecting Developing Motivating Evaluating and Compensating employees to achieve organizational goals. https://www.youtube.com/watch?v=x9t4cI7CzAQ DOUG MCMILLON - 2015  Walmart – 2024 – NYT, 10/5/2024 The “good” – Some 75% of Walmart managers start as hourly associates – Current wages for hourly associates - $18/h In line with estimates for the U.S. – Salary of managers - $128,000 base, up to $400,000 with bonuses / stock options The “not-so-good” – Walmart still doesn’t do enough to protect the safety of its workers and compensate them adequately – Discrimination lawsuits and settlements  Determining HR Needs 1. Prepare HR Inventory 2. Prepare Job Analysis  A study of what is done by employees who hold various job titles Job Description A summary of the objectives of a job, the type of work to be done, the responsibilities and duties, the working conditions, and the relationship of the job to other functions Job Specification A written summary of the minimum qualifications required of workers to do a particular job 3. Assess HR Demand 4. Assess HR Supply 5. Establish Strategic Plan  Human Resources Management The process of determining human resources needs and then Recruiting Selecting Developing Motivating Evaluating and Compensating employees to achieve organizational goals.  Hiring Process Recruit Select Internal Application Form Referral Interview Headhunters Test HS / College Investigate Employment Examine programs Temp organizations Probation “Walk-ins”  Number Interviewed to Find Quality Hire One 2 to 3 4 to 6 7 to 10 More than 10 0% 10% 20% 30% 40% 50% Source: USA Today, January 24, 2005  Internal Recruiting A pool of applicants who already work for the company “Promotion from within” Improves employee morale and motivation Reduces employer time and cost Job posting is the procedure for internal advertising Career path is a planned sequence of jobs  Selection Application Forms Selection Tests and Resumes – Specific ability – Cognitive ability – Biographical data References and – Personality Background Checks – Work sample – References or – Assessment centers background checks are not always provided by Interviews previous employers – Unstructured Interviews – Making background free-flow of questions checks more effective – Structured Interviews dig deeper for more interviewer uses standard set information of prepared questions get permission in writing – Semi-structured document all checks Interviews consider hiring private some structure combined investigators with interviewer judgement From “Your Resume vs. Oblivion”, WSJ 1/24/12 Companies need more workers. Why do they reject millions of resumes? WSJ, 9/4/21  Training Methods 1. Employee Management Orientation Development 2. On-The-Job 1. On-The-Job Coaching 3. Apprenticeship 2. Understudy 4. Off-The-Job 5. Online 3. Job Rotation 6. Vestibule 4. Off-The-Job 7. Job Simulation Courses & Training  Performance Appraisal 1. Establish Standards 2. Communicate Standards 3. Evaluate Performance 4. Discuss Results 5. Take Corrective Action 6. Use Results to Make Decisions  Employee Retention Compensation Flextime Individual Core Time Team Compressed Workweek Fringe Benefits Home-Based & Job-Sharing Mobile Work Compensation & Benefits Program Objectives Attract the right people Employee incentives Retain valued employees Maintain competitiveness Financial security for employees  Why is Retention Important? Employee turnover could cost up to 40% of a company’s annual profits The average company loses $1 million with the loss of every ten managerial employees Turnover costs are 50%-100% of the ex-employees’ annual salary Source: insala,com, April 2005  Employee Movement Promotion/Reassignment Termination Retirement Resignation  Terminating Employees Terminating Employees Retirement Often mismanaged – Offer financial benefits to Minimize problems in firing employees encourage employees to retire firing should not be the first option – Are attractive to many firing should be for a good reason employees – “employment at will” – Are difficult to predict which or – wrongful discharge how many employees will use firing should be done in private the program – May cause the company to lose valuable employees Downsizing 1. Provide clear reasons for the layoffs. Employee Turnover 2. Get information to avoid laying off – Loss of employees who employees with critical skills. voluntarily choose to leave the 3. Training managers in how to tell company employees. – Functional turnover 4. Give employees the bad news early in the (encouraged) day. the loss of poor-performing 5. Provide outplacement services and employees counseling. – Dysfunctional turnover 6. Communicate with survivors. (discouraged) the loss of high performing employees  HR Decisions Job analysis – Underdetermine / Over determine Job description - Underdetermine / Over determine Job specification - Underdetermine / Over determine Recruitment – Passive / Active Selection – Minimal screening / Full day interviews- tests Training – “On-the-job” / Full 1-3 days prejob Motivation – “Control” based / “Culture” based Evaluation – “Control” based / “Culture” based Compensation – “Market” based / “Culture” based  Current Events Attempts at rebalancing the hybrid/WFH workplace – Three productivity times: morning, afternoon, and late evening (10 pm – midnight) – Is the four-day week a thing? – The ideal worker in most industries has changed from 'full-time onsite plus overtime' to hybrid Relative detachment of employees – Quiet quitting and “bare minimum” Mondays Quiet quitting is about bad bosses, not bad employees – “Lazy girl jobs” (sic) – “Six out of ten employees are not producing at maximum capacity” (sic, again) The other side – “Greedy jobs” – “Bullshit jobs” – “Hardcore”, a la Elon Musk  Amazon – Fully back to the office 2025 “A survey by Gartner, a research firm, found that a third of executives and a fifth of other employees would leave their jobs if they were forced back to the office.” – For some companies, that may be the point. Many bosses believe having employees in the office leads to better performance. – complex tasks, such as advising a client on how to structure a merger or designing a user interface, can require a lot of collaboration that may be difficult to replicate virtually. – Junior employees may also receive less coaching if they interact with others only through scheduled Zoom calls. – Some bosses fret that hybrid work will erode their company’s culture, as new employees don’t absorb it and old ones forget it. There is no evidence that letting staff work from home a couple of days a week in a hybrid arrangement has a negative effect on performance.  Labor conflicts Screenwriters strike – Compensation – Improved residuals from streaming – Work conditions – Writing rooms and screenwriters involvement – AI – Sharing of value obtained from use of AI- tools for screenwriting UAW strike – Compensation – 40% wage increase – Work conditions – 4-day week – EVs – Job guarantees and end-of-job compensation Kaiser-Permanente strike – Compensation - Higher wages – Work conditions - More staffing A Man’s World The tech industry has a reputation for being a boys’ club, and recent diversity reports from several companies illustrate how men dominate their global work forces. Company Total Employees Pct. Male Employees Apple 98,000 70% Facebook 7,200 69% Google 48,600 70% Twitter 3,300 70% Yahoo 12,200 62% Sources: Company reports, S.E.C. filings From: Exposing Hidden Bias at Google, Manjoo, Farhad, NYT 9/25/2014  The first step is to find out whether women in your organization are encountering one or more of the four basic patterns of gender bias. Here’s a quick primer: (from Hacking Tech Diversity Problem, Joan Williams, Harvard Business Review, October 2014) Prove-it-again! – Women often have to provide more evidence of competence than men do to be seen as equally capable; Tightrope. – High-status jobs are seen as requiring stereotypically masculine qualities, while women are expected to be modest and self-effacing, so women must walk a tightrope between being seen as too feminine to be effective and too masculine to be likable. Maternal wall. – Bias triggered by motherhood has dramatic effects. In one famous study subjects evaluated pairs of equally qualified candidates, one of whom was a mother. The subjects received identical résumés, but the candidate who was a mother varied. The researchers found that mothers were 79% less likely to be hired, half as likely to be promoted, offered an average of $11,000 less in salary, and held to higher performance and punctuality standards. Another study looked at mothers who were considered indisputably competent and committed. Because of their dedication to the job, they were seen as bad mothers and bad people. As a result, they were disliked and held to higher performance standards. Tug-of-war. – This pattern occurs when gender bias against women fuels conflict among women. Research shows that women who encounter discrimination early in their careers tend to distance themselves from other women, refuse to help them, or even align themselves with men at other women’s expense. Distancing oneself from complaints against sexism becomes an emblem of loyalty. “I’m not a girl at Google; I’m a geek at Google,” was Marissa Mayer’s standard response to questions about what it was like being one of the few female programmers at the company. Today, when asked how we can encourage more women to become engineers, Mayer responds that her focus is getting more men and women to become engineers. WHICH IS A PITY, BECAUSE RESEARCH SHOWS THAT ON AVERAGE WOMEN ARE BETTER LEADERS THAN MEN AND THAT THE NUMBER OF WOMEN IN A TEAM INCREASES ITS