CHRA Simplified Reviewer PDF

SET A JOB ANALYSIS AND DESIGN +-----------------------+-----------------------+-----------------------+ | TERM | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | Talent Management | Holistic process of...

SET A JOB ANALYSIS AND DESIGN +-----------------------+-----------------------+-----------------------+ | TERM | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | Talent Management | Holistic process of | Keeping your | | | recruiting, planning, | employees in the | | | developing, managing, | organization | | | and compensating | | | | employees | | +-----------------------+-----------------------+-----------------------+ | Job Analysis | Duties for specific | Process of | | | jobs and | determining the | | | characteristics of | necessary | | | people to hire are | competencies and | | | determined | duties an employee | | | | must have and perform | +-----------------------+-----------------------+-----------------------+ | Types of information | | | | needed in a job | | | | analysis: | | | | | | | | 1. 2. 3. 4. 5. 6 | | | |. | | | | | | | | Uses of job analysis: | | | | | | | | 1. 2. 3. 4. 5. | | | +-----------------------+-----------------------+-----------------------+ | Conducting a Job | 1. 2. 3. | | | Analysis: | | | | | | | | 1. 2. 3. 4. 5. 6 | | | |. | | | +-----------------------+-----------------------+-----------------------+ | Work analysis | Detailed study of the | Detailed flow of what | | | flow of work from job | the work is | | | to job in one | | | | identifiable work | | | | process | | | | | | | | may lead to changing | | | | or reengineering the | | | | job | | +-----------------------+-----------------------+-----------------------+ | Business Process | Redesigning the | | | Reengineering | business process | | +-----------------------+-----------------------+-----------------------+ | Job redesign: | 1. 2. 3. | 1. 2. 3. | | | | | | 1. 2. 3. | | | +-----------------------+-----------------------+-----------------------+ | Methods for | 1. | | | collecting Job | | | | Analysis Information: | - - - | | | | | | | Basic rule: choose | | | | the method that best | | | | serves the purpose | | | | | | | | 1. 2. 3. 4. 5. | | | +-----------------------+-----------------------+-----------------------+ | Job description | Written statement of | | | | what the worker | | | This contains: | actually does, how | | | | they do it, and | | | - - - - - | working conditions | | +-----------------------+-----------------------+-----------------------+ | Job specification | Lists of human traits | | | | and experience that | | | This contains: | are required to the | | | | job | | | - - - - - | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ | | | | +-----------------------+-----------------------+-----------------------+ RECRUITMENT AND SELECTION +-----------------------+-----------------------+-----------------------+ | TERMS | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | Workforce planning | Deciding which | Process that comes | | | positions to fill and | before recruitment | | | how to fill them | and selection | | | | | | | First step before | | | | recruiting and hiring | | | | employees | | +-----------------------+-----------------------+-----------------------+ | SEGMENTS OF HIRING | 1. 2. 3. | | | PROCESS: | | | | | | | | 1. 2. 3. | | | +-----------------------+-----------------------+-----------------------+ | Succession planning | Process of filling up | Filling executive | | | executive jobs | positions | +-----------------------+-----------------------+-----------------------+ | Forecasts: | Employment plans are | | | | built | | | 1. 2. 3. | | | +-----------------------+-----------------------+-----------------------+ | Forecasting personnel | A company's future | | | needs (Labor Demand) | staffing needs | | | | reflect demand for | | | | its products and | | | | services | | | | | | | | High demand = need | | | | more employees | | +-----------------------+-----------------------+-----------------------+ | Trend analysis | Study of a firm's | | | | employment levels | | | | over the past few | | | | years | | | | | | | | Compute number of | | | | employees at the end | | | | of each year for the | | | | past 5 years | | | | | | | | Provides initial | | | | rough estimate of | | | | future staffing needs | | +-----------------------+-----------------------+-----------------------+ | Ratio analysis | Making forecasts | | | | based on historical | | | | ratio (sales, number | | | | of employees | | | | required) | | | | | | | | Assumes that | | | | productivity remains | | | | the same | | | | | | | | Focuses on sales and | | | | employees | | +-----------------------+-----------------------+-----------------------+ | Scatter plot | Shows graphically how | | | | two variables are | | | | related | | +-----------------------+-----------------------+-----------------------+ | Forecasting supply of | Determining which | | | inside candidates | existing employees | | | | are qualified or | | | | trainable for | | | | projected job | | | | openings | | +-----------------------+-----------------------+-----------------------+ | Position replacement | Card for each | | | card | position showing | | | | possible replacements | | | | | | | | Present performance, | | | | promotion potential, | | | | and training | | +-----------------------+-----------------------+-----------------------+ | Markov analysis | Forecasts | | | | availability of | | | | internal job | | | | candidates | | | | | | | | Creating a matrix | | | | that shows the | | | | probabilities that | | | | employees in the | | | | chain of feeder | | | | positions for a key | | | | job will move from | | | | position to position | | +-----------------------+-----------------------+-----------------------+ | Supply of outside | If there won't be | | | candidates | enough skilled inside | | | | candidates to fill | | | | the opening | | +-----------------------+-----------------------+-----------------------+ | Employee recruiting | finding/attracting | | | | applicants for the | | | | employer's open | | | | positions | | | | | | | | Identifying, | | | | screening, | | | | shortlisting, and | | | | hiring | | | | | | | | Positive process | | +-----------------------+-----------------------+-----------------------+ | Recruitment sourcing | Determining what | | | | recruitment options | | | | are (referrals, | | | | online ads, etc) | | | | | | | | Assessing which | | | | options are the best | | | | for the job | | | | | | | | Employer's brand or | | | | reputation affects | | | | the recruiting | | | | success | | +-----------------------+-----------------------+-----------------------+ | Internal sources of | Hiring from within | | | candidates | | | | | Disadvantages of | | | | internal sources: | | | | | | | | - | | +-----------------------+-----------------------+-----------------------+ | Qualifications skills | Reveal which | | | inventories | employees have the | | | | right background for | | | | the open job | | +-----------------------+-----------------------+-----------------------+ | Types of internal | - | | | sources: | | | | | | | | - - - - - - | | | | | | | +-----------------------+-----------------------+-----------------------+ | Outside sources | Factors to consider | | | | are demographic | | | Types: | factors, labour | | | | market, unemployment | | | - - - - - - | rate, labour laws, | | | - - - - - | legal considerations | | | - - | and competitors | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | | | | | | | | | | | | | | | - | | +-----------------------+-----------------------+-----------------------+ | Employee selection | Process of | | | | interviewing the | | | | candidate and | | | | evaluating their | | | | qualities | | | | | | | | Negative process with | | | | the elimination of | | | | many candidates | | | | | | | | Aims to achieve | | | | person-job fit | | +-----------------------+-----------------------+-----------------------+ | Person-job fit | Matching the KSAOs | | | | required for the job | | | | with the applicant's | | | | KSAOs | | +-----------------------+-----------------------+-----------------------+ | Person-organization | Matching | | | fit | organizational values | | | | with applicants | | | | values and ensuring | | | | they fit the company | | | | culture | | +-----------------------+-----------------------+-----------------------+ | Negligent hiring | Hiring employees with | | | | questionable | | | | backgrounds | | +-----------------------+-----------------------+-----------------------+ | Reliability | consistency | | +-----------------------+-----------------------+-----------------------+ | Test-retest | Administering the | | | reliability | test and | | | | re-administering the | | | | same test to the same | | | | group for several | | | | days | | | | | | | | First and second | | | | scores must correlate | | +-----------------------+-----------------------+-----------------------+ | Alternate forms | Administer a test and | A test equivalent to | | estimates | administer what | the one administered | | | experts believe to be | | | | an equivalent test | | | | later | | +-----------------------+-----------------------+-----------------------+ | Internal comparison | Assesses correlation | | | estimate | between multiple | | | | items in a test | | | | intended to measure | | | | the same construct | | +-----------------------+-----------------------+-----------------------+ | Reliability estimate | Degree to which the | | | | two measures are | | | | correlated | | +-----------------------+-----------------------+-----------------------+ | Validity | Test is measuring | | | | what it intends to | | | | measure | | +-----------------------+-----------------------+-----------------------+ | Test validity | Often refers to how | | | | job-related the test | | | | is | | | | | | | | How performance on a | | | | test accurately | | | | predicts job | | | | performance | | +-----------------------+-----------------------+-----------------------+ | Criterion validity | Those who do poorly | | | | on the test, do | | | | poorly on the job | | | | | | | | Scores on the test | | | | are related to job | | | | performance | | +-----------------------+-----------------------+-----------------------+ | Content validity | Subject matter | | | | experts (SMEs) help | | | | choose the tasks to | | | | be tested based on | | | | the performance | | | | needed for the job | | | | | | | | Contains a fair | | | | sample of the tasks | | | | and skills needed for | | | | the job | | +-----------------------+-----------------------+-----------------------+ | Construct validity | How well a test | | | | measures the concept | | | | it was designed to | | | | measure | | +-----------------------+-----------------------+-----------------------+ | Validity | Evidence of a | | | generalization | measure's validity | | | | obtained can be | | | | generalized to | | | | another situation | | | | without further study | | | | | | | | Test being valid in | | | | companies other than | | | | the company it was | | | | initially validated | | | | in | | +-----------------------+-----------------------+-----------------------+ | Utility analysis | Use of selection | | | | measure improves the | | | | quality of | | | | individuals selected | | | | over what would have | | | | happened if the | | | | measure had not been | | | | used | | +-----------------------+-----------------------+-----------------------+ | Cognitive tests | Test of general | | | | reasoning ability and | | | | specific mental | | | | abilities | | +-----------------------+-----------------------+-----------------------+ | Intelligence tests | Measures a range of | | | | abilities including | | | | memory, vocabulary, | | | | verbal fluency, and | | | | numerical ability | | | | | | | | Weschler adult | | | | intelligence scale | | | | (WAIS) | | +-----------------------+-----------------------+-----------------------+ | Aptitude tests | Also called specific | | | | cognitive abilities | | | | | | | | Measure | | | | skills/aptitude for | | | | the job in question | | | | | | | | Test of mechanical | | | | comprehension for | | | | engineers | | +-----------------------+-----------------------+-----------------------+ | Test of motor | Finger dexterity, | | | abilities | manual dexterity, and | | | | reaction time | | +-----------------------+-----------------------+-----------------------+ | Physical abilities | Static strength, | | | | dynamic strength, | | | | body coordination and | | | | stamina | | +-----------------------+-----------------------+-----------------------+ | Personality tests | A person's | | | | motivations, | | | | preferences, | | | | temperament | | | | | | | | Often focus on the | | | | big five personality | | | | dimensions: | | | | | | | | - - - - - | | +-----------------------+-----------------------+-----------------------+ | Projective tests | Individual is | | | | presented with an | | | | ambiguous stimulus | | | | and they react | | +-----------------------+-----------------------+-----------------------+ | Interest inventories | Compare one's | | | | interests with others | | | | | | | | Can predict employee | | | | turnover | | +-----------------------+-----------------------+-----------------------+ | Achievement tests | Measure what someone | | | | has learned | | +-----------------------+-----------------------+-----------------------+ | Work sample | Present examiness | This contains | | | with situations | work-related | | | representative of the | simulations that | | | job for which they | directly measure job | | | are applying then | performance | | | evaluate their | | | | responses | | +-----------------------+-----------------------+-----------------------+ | Work sampling | Predict job | | | technique | performance by | | | | requiring candidates | | | | to perform one or | | | | more samples of the | | | | job's tasks | | | | | | | | Also known as | | | | activity sampling, | | | | used to measure a | | | | worker's productivity | | | | by observing their | | | | work activities | | +-----------------------+-----------------------+-----------------------+ | Situational judgement | Assess applicant's | | | tests | judgement regarding a | | | | situation encountered | | | | in workplace | | +-----------------------+-----------------------+-----------------------+ | in-basket | Given range of tasks | | | | that must be solved | | +-----------------------+-----------------------+-----------------------+ | Induction | Receiving and | | | | welcoming employees | | | | after being selected | | | | and provided with | | | | required training | | +-----------------------+-----------------------+-----------------------+ | Training | Enhance the | | | | awareness, knowledge, | | | | and information among | | | | employees | | +-----------------------+-----------------------+-----------------------+ | Taylor-Russell Tables | Statistical method | | | | used to determine the | | | | usefulness of a | | | | selection test in | | | | predicting job | | | | performance based on | | | | test scores | | +-----------------------+-----------------------+-----------------------+ | Proportion of Correct | Statistical method | | | Decisions | that assesses the | | | | accuracy of a | | | | selection device | | +-----------------------+-----------------------+-----------------------+ | Lawshe table | SMEs rating job tasks | | +-----------------------+-----------------------+-----------------------+ | Broden-Cronbach-Gless | Used to calculate the | | | er | economic value of a | | | Utility formula | selection device by | | | | comparing the costs | | | | and benefits | | +-----------------------+-----------------------+-----------------------+ | Validity is also | Evidence that the | | | referred to as: | test is job-related | | +-----------------------+-----------------------+-----------------------+ | Passive score | Candidates are | Those who reached the | | | evaluated against | cut-off score can | | | predetermined | proceed to the next | | | criteria, those who | process or employment | | | meet or exceed a | | | | minimum score | | | | (cut-off) are for | | | | further evaluation | | +-----------------------+-----------------------+-----------------------+ | Banding | Grouping candidates | | | | who score within a | | | | certain range of | | | | scores into bands | | | | | | | | Candidates within the | | | | same band are | | | | considered qualified | | +-----------------------+-----------------------+-----------------------+ JOB VACANCY \~ JOB ANALYSIS \~ Attracting candidates \~ SCREENING \~ Interview \~ Selecting and appointing candidates \~ Induction and training \~ Employee evaluation LEARNING AND DEVELOPMENT +-----------------------+-----------------------+-----------------------+ | TERMS | DEFINITION | OWN LEARNING | +=======================+=======================+=======================+ | Employee orientation | Also called | | | | onboarding | | | | | | | | Provide employees | | | | basic background | | | | information they need | | | | to function | | +-----------------------+-----------------------+-----------------------+ | Training *(preparing | Short-term learning | Establish and improve | | someone to do a job)* | intervention to | the KSAOs to match or | | | improve a match | fit with the | | | between present job | requirements of a | | | requirements and | specific job | | | individual KSAOs | | | | | Imparting knowledge | +-----------------------+-----------------------+-----------------------+ | Development | A long term process | Focuses on overall | | *(preparing someone | of Identifying, | progress but not | | to be something)* | assuring and evoking | limited to a specific | | | new insights through | role | | | planned learning | | | | | | | | Gives individuals | | | | opportunities to grow | | | | and work smarter | | +-----------------------+-----------------------+-----------------------+ | Wage curve | Relationship between | | | | the value of the job | | | | and the average wage | | | | paid for the job | | +-----------------------+-----------------------+-----------------------+ | wage | | Hourly rate paid to | | | | the employee | +-----------------------+-----------------------+-----------------------+ | training | Giving employees the | | | | skills they need to | | | | perform the job | | | | | | | | Essential to good | | | | management | | +-----------------------+-----------------------+-----------------------+ | Inadequate training | Expose employers to | | | | negligent training | | | | liability when they | | | | fail to provide | | | | adequate training for | | | | their employees | | +-----------------------+-----------------------+-----------------------+ | Strategic needs | Identify the training | | | analysis | the employees will | | | | need to fill future | | | | jobs | | +-----------------------+-----------------------+-----------------------+ | ADDIE Model | Analyze -training | | | | needs | | | | | | | | Design - overall | | | | training | | | | | | | | Develop - the course | | | | | | | | Implement - the | | | | training for target | | | | employees | | | | | | | | Evaluate - | | | | effectiveness of | | | | training | | +-----------------------+-----------------------+-----------------------+ | Task analysis | Detailed study of the | Determine the skills | | | job to determine the | required | | | skills, tasks ad | | | | behaviors the job | | | | requires | | +-----------------------+-----------------------+-----------------------+ | Work sampling | Used to screen | | | | applicants | | +-----------------------+-----------------------+-----------------------+ | Competency model | Overview of the | | | | competencies someone | | | | would need to do a | | | | job | | +-----------------------+-----------------------+-----------------------+ | Performance analysis | Process verifying | Verify performance | | | that there is a | deficiency and decide | | | performance | whether to train the | | | deficiency, | employee or transfer | | | determining also | | | | whether the employer | | | | should correct it | | | | through training or | | | | other means | | +-----------------------+-----------------------+-----------------------+ | Coaching or | Experienced worker | | | understudy method | trains the employee | | +-----------------------+-----------------------+-----------------------+ | Job rotation | Move from one job go | | | | another after planned | | | | intervals | | +-----------------------+-----------------------+-----------------------+ | Special assignments | Give lower-level | | | | executives firsthand | | | | experience working on | | | | actual problems | | +-----------------------+-----------------------+-----------------------+ | Peer training | Employer select | | | | several employees to | | | | spend their days or | | | | months learning | | +-----------------------+-----------------------+-----------------------+ | apprenticeship | People become skilled | | | | workers through a | | | | combination of formal | | | | learning and | | | | long-term ojt | | | | | | | | Skilled trades | | +-----------------------+-----------------------+-----------------------+ | Programmed learning | Presenting questions | | | | or facts allowing a | | | | person to respond and | | | | immediately give | | | | feedback on the | | | | accuracy of his | | | | answers | | +-----------------------+-----------------------+-----------------------+ | Intelligent tutoring | Computer-based | | | systems | training systems that | | | | meet each trainee's | | | | specific learning | | | | needs | | +-----------------------+-----------------------+-----------------------+ | modeling | Watch live or video | | | | examples showing | | | | models behaving | | +-----------------------+-----------------------+-----------------------+ | Social reinforcement | Trainer provides | | | | reinforcement in the | | | | form of praise and | | | | constructive feedback | | +-----------------------+-----------------------+-----------------------+ | Transfer of training | Trainees are | Apply the skills | | | encouraged to apply | learned from training | | | their new skills when | | | | they are back on | | | | their jobs | | +-----------------------+-----------------------+-----------------------+ | Vestibule training | Trainees learn on the | | | | actual or simulated | | | | equipment they will | | | | use on the job but | | | | are trained away from | | | | the job | | +-----------------------+-----------------------+-----------------------+ | Job aid | Instructions, | | | | diagrams or similar | | | | methods available at | | | | the job site to guide | | | | the worker | | +-----------------------+-----------------------+-----------------------+ | Cross training | Training employees to | | | | do different tasks or | | | | jobs than their own | | +-----------------------+-----------------------+-----------------------+ | Managerial | Any attempt to | | | development | improve managerial | | | | performance by | | | | imparting knowledge, | | | | changing attitudes or | | | | increasing skills | | +-----------------------+-----------------------+-----------------------+ | Action learning | Enable management | Group working on real | | | trainees to work full | problems as a team or | | | time analyzing and | organization while | | | solving problems in | also learning as an | | | other departments | individual | +-----------------------+-----------------------+-----------------------+ | Succession planning | Planning and filling | | | | senior-level | | | | positions | | +-----------------------+-----------------------+-----------------------+ | Kurt Lewin's Change | - | | | Process | | | | | | | | - - - | | | | | - - | | | | | | | | | | | | | | | | - | | +-----------------------+-----------------------+-----------------------+ | Organizational | A change process in | Employees have the | | development | which employees | initiative to change | | | formulate and | | | | implement change | | +-----------------------+-----------------------+-----------------------+ | Kirkpatrick's | Level 1 - evaluate | | | Evaluation model | trainee's reaction to | | | (RLBR) | the training | | | | | | | Level 1: REACTION | Level 2: test whether | | | | they have learned | | | Level 2: LEARNING | from the training | | | | | | | Level 3: BEHAVIOR | Level 3: check if | | | | their behavior | | | Level 4: RESULTS | changed because of | | | | the training *(if | | | | they are utilizing | | | | what they learned at | | | | work)* | | | | | | | | Level 4: see if the | | | | training produced | | | | performance-related | | | | results | | +-----------------------+-----------------------+-----------------------+ | Pedagogy | Art and science of | child | | | teaching children | | | | | | | | The instructor has | | | | the major | | | | responsibility for | | | | making decisions | | | | | | | | Students are seen as | | | | passive recipients of | | | | directions and | | | | content | | +-----------------------+-----------------------+-----------------------+ | Andragogy | Adult learning | adult | +-----------------------+-----------------------+-----------------------+ | Expectancy theory | Cognitive | | | | expectancies | | | | concerning outcomes | | +-----------------------+-----------------------+-----------------------+ | Reinforcement theory | Person's response is | | | | instrumental in | | | | gaining consequences | | | | that reinforces or | | | | rewards | | +-----------------------+-----------------------+-----------------------+ | Need theory and | Needs are to be | | | motivation | satisfied | | +-----------------------+-----------------------+-----------------------+ | Karman's consistency | There is a positive | | | theory | correlation between | | | | self-esteem and | | | | performance | | +-----------------------+-----------------------+-----------------------+ | Self-fulfilling | People behave in ways | | | prophecy | consistent with their | | | | self-image | | +-----------------------+-----------------------+-----------------------+ | Galatea effect | High | | | | self-expectations = | | | | higher performance | | | | levels | | | | | | | | Internal source (self | | | | expectations) | | +-----------------------+-----------------------+-----------------------+ | Pygmalion | Higher expectations | | | | from others = high | | | | performance | | | | | | | | Source is external | | +-----------------------+-----------------------+-----------------------+ | Golem | Negative expectations | | | | from others = | | | | negative performance | | | | levels | | | | | | | | Source is external | | +-----------------------+-----------------------+-----------------------+ | Return on investment | Measures financial | | | (ROI) | benefits of the | | | | training program | | | | compared to the costs | | +-----------------------+-----------------------+-----------------------+ | Learning and | Collecting the | | | Development | outcomes needed to | | | Evaluation | determine whether | | | | training has been | | | | effective | | | | | | | | Measures specific | | | | outcome or criteria | | | | to determine the | | | | benefits of the | | | | program | | +-----------------------+-----------------------+-----------------------+ COMPENSATION AND BENEFITS +-----------------------+-----------------------+-----------------------+ | TERMS | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | compensation | All forms of pay | | | | going to employees | | | | and arising from | | | | their employment | | +-----------------------+-----------------------+-----------------------+ | Direct financial | Wages, salaries, | | | payments | incentives, | | | | commissions and | | | | bonuses | | +-----------------------+-----------------------+-----------------------+ | Criteria | Standards for | | | | measuring employee's | | | | success or failure | | +-----------------------+-----------------------+-----------------------+ | Ultimate criterion | All aspects of | | | | performance that | | | | define success on a | | | | job | | +-----------------------+-----------------------+-----------------------+ | Actual criterion | Real world | | | | representation of the | | | | ultimate criterion | | +-----------------------+-----------------------+-----------------------+ | Criterion deficiency | Stuff in ultimate | | | | measure not included | | | | in actual | | +-----------------------+-----------------------+-----------------------+ | Job-specific task | Individual can | | | proficiency | perform job tasks | | | | central to a specific | | | | job | | +-----------------------+-----------------------+-----------------------+ | Dynamic criteria | Performance levels | | | | change overtime | | +-----------------------+-----------------------+-----------------------+ | Objective criteria | Hard, nonjudgmental | | | | taken from | | | | organizational record | | +-----------------------+-----------------------+-----------------------+ | Subjective criteria | Soft, judgemental | | | | that measures based | | | | on | | | | rankings/ratings/eval | | | | uations | | | | of others | | +-----------------------+-----------------------+-----------------------+ | Indirect financial | Financial benefits | | | payments | like health | | | | insurances and | | | | vacations | | +-----------------------+-----------------------+-----------------------+ | Pay for performance | Based on how they | | | | perform the job | | +-----------------------+-----------------------+-----------------------+ | Aligned reward | Compensation package | Compensation that | | strategy | that produces | motivates the | | | behaviors the firm | employees to produce | | | needs to achieve | such behaviors that | | | competitive strategy | the company needs | +-----------------------+-----------------------+-----------------------+ | External equity | How a job's pay rate | competitive/comparabl | | | in one company | e | | | compares to the other | compensation to other | | | companies | companies who offer | | | | similar jobs to | | | | motivate employees to | | | | stay | +-----------------------+-----------------------+-----------------------+ | Internal equity | Job's pay rate is | | | | compared to other | | | | jobs within the same | | | | company | | +-----------------------+-----------------------+-----------------------+ | Individual equity | Fairness of an | | | | individual's pay | | | | compared to coworkers | | | | with similar jobs | | | | within the company | | +-----------------------+-----------------------+-----------------------+ | Procedural equity | Fairness of the | Fair in making | | | processes used to | decisions about pay | | | make decisions on | | | | allocating pay | | +-----------------------+-----------------------+-----------------------+ | Job evaluation | Formal and systematic | Determining the value | | | comparison of jobs to | of a job by comparing | | | determine the worth | the positions in an | | | of one job relative | organization. This | | | to another | ensures that there is | | | | fair compensation | | | | based on the | | | | responsibilities and | | | | your contribution to | | | | the organization | +-----------------------+-----------------------+-----------------------+ | Market-competitive | Pay rates are | | | pay plan | equitable both | | | | internally and | | | | externally | | +-----------------------+-----------------------+-----------------------+ | Benchmark job | Standard and | | | | consistent set of | | | | responsibilities from | | | | one organization to | | | | another | | +-----------------------+-----------------------+-----------------------+ | Ranking method | Simplest method of | Rank jobs based on | | | job evaluation | difficulty | | | | | | | ranking each job | | | | relative to all other | | | | jobs, usually based | | | | on overall difficulty | | +-----------------------+-----------------------+-----------------------+ | Job classification or | Categorizing jobs | | | job grading | into groups | | | | | | | - - | | | +-----------------------+-----------------------+-----------------------+ | Grade definition | Written descriptions | | | | of the level of | | | | responsibility and | | | | knowledge required by | | | | jobs in each grade | | | | | | | | Similar jobs can be | | | | combined into grades | | | | or classes | | +-----------------------+-----------------------+-----------------------+ | Pay grade | Compensating | | | | employees with jobs | | | | of equal difficulty | | +-----------------------+-----------------------+-----------------------+ | Pay rate or ranges | Series of levels | | | | within a pay grade, | | | | usually based upon | | | | years of service | | +-----------------------+-----------------------+-----------------------+ | Comparable worth | Requirement to pay | | | | men and women equal | | | | wages for jobs | | | | although dissimilar | | | | but of comparable | | | | value to the employer | | +-----------------------+-----------------------+-----------------------+ | benefits | Indirect financial | | | | and nonfinancial | | | | payments received for | | | | staying with the | | | | company | | +-----------------------+-----------------------+-----------------------+ | Supplemental pay | Benefits for time not | | | benefits | worked like | | | | unemployment | | | | insurance, vacation, | | | | holiday pay and sick | | | | pay | | +-----------------------+-----------------------+-----------------------+ | Severance pay | Legal requirement to | Compensation due to | | | pay the employees due | certain types of | | | to terminations | termination or lay | | | | off | +-----------------------+-----------------------+-----------------------+ | employers | They are the one who | | | | contributes funds for | | | | workers' compensation | | | | benefits | | +-----------------------+-----------------------+-----------------------+ | Worker's compensation | Provides income and | Assistance to the | | | medical benefits to | employee to avoid | | | employment related | suing the employer | | | accident victims or | | | | their dependents | | +-----------------------+-----------------------+-----------------------+ | Case management | Method used by | | | | employers to save | | | | money in workers' | | | | compensation claims | | +-----------------------+-----------------------+-----------------------+ | Pension plans | Financial programs | | | | that provide income | | | | to individuals in | | | | their retirement | | +-----------------------+-----------------------+-----------------------+ | Compressed workweek | Working fewer but | | | | longer days each week | | +-----------------------+-----------------------+-----------------------+ | Job sharing | Allows 2 or more | | | | people to share | | | | single full time job | | +-----------------------+-----------------------+-----------------------+ | Work sharing | Temporary reduction | | | | in work hours by a | | | | group of employees | | | | during economic | | | | downturns to prevent | | | | layoff | | +-----------------------+-----------------------+-----------------------+ | Direct base pay | Fixed salary or wage | | +-----------------------+-----------------------+-----------------------+ | Pay progression | How employees can | | | | increase their pay, | | | | it may be related to | | | | age or length of | | | | service or | | | | performance-related | | | | criteria | | +-----------------------+-----------------------+-----------------------+ | performance/variable | Pay linked to | | | pay | work-related behavior | | +-----------------------+-----------------------+-----------------------+ | Payment by results | Pay by piecework, | | | | commission, output or | | | | target-based bonuses | | +-----------------------+-----------------------+-----------------------+ | Performance-related | Additional payments | | | pay | for individual or | | | | team performance | | | | according to possible | | | | performance criteria | | +-----------------------+-----------------------+-----------------------+ | Organization | Based on the | | | performance pay | profitability of the | | | | firm | | +-----------------------+-----------------------+-----------------------+ | Indirect pay/benefits | Noncash | | | | items/services | | +-----------------------+-----------------------+-----------------------+ PERFORMANCE MANAGEMENT +-----------------------+-----------------------+-----------------------+ | TERMS | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | Performance | continuous process of | Creating a plan to | | management | individual | assist, develop, | | | performance | track and manage the | | | improvement | performance of the | | | | associate based on | | | Ongoing process | expectations/standard | | | during business cycle | s | | | wherein the manager | created | | | and associate are | | | | involved in: | | | | | | | | 1. 2. 3. 4. 5. | | +-----------------------+-----------------------+-----------------------+ | Work methods analysis | Ability - | | | | competencies, | | | A - ability | personal limitations | | | | and situation | | | M - motivation | | | | | Motivation - both | | | E - environment | external and internal | | | | rewards | | | | | | | | Environment - | | | | infrastructure, | | | | resources, | | | | relationships/culture | | | | , | | | | trainings | | +-----------------------+-----------------------+-----------------------+ | Performance appraisal | Review and evaluation | Evaluation of | | | of employee's job | employee performance | | | performance and | | | | delivery of | | | | performance feedback | | +-----------------------+-----------------------+-----------------------+ | Uses of performance | 1. 2. 3. 4. | | | appraisal: | | | | | DEVELOPMENT - formal | | | 1. 2. 3. 4. 5. 6 | approach used by the | | |. 7. | organization to | | | | ensure people have | | | | proper qualifications | | | | and experiences | | | | available when needed | | | | | | | | 5. 6. 7. | | +-----------------------+-----------------------+-----------------------+ | Performance appraisal | - | | | process: | | | | | | | | 1. 2. 3. 4. 5. | | | +-----------------------+-----------------------+-----------------------+ | People responsible | | | | for appraisal: | | | | | | | | 1. 2. 3. 4. 5. | | | +-----------------------+-----------------------+-----------------------+ | PERFORMANCE APPRAISAL | | | | TECHNIQUES BELOW: | | | +-----------------------+-----------------------+-----------------------+ | 360 degree feedback | All staff receive | | | | feedback from all | | | | directions of the | | | | company including | | | | those outside the | | | | company that the | | | | employee has | | | | interactions with | | | | (customers or | | | | clients) | | +-----------------------+-----------------------+-----------------------+ | Rating scales method | Rate employees | | | | according to defined | | | | factors | | +-----------------------+-----------------------+-----------------------+ | Graphic rating scale | Rank employees on a | | | | scale for various | | | | attributes (traits) | | +-----------------------+-----------------------+-----------------------+ | Behaviorally anchored | Ranking employees | | | rating scale (BARS) | based on behavioral | | | | patterns | | | | | | | | Comparing their | | | | behaviors with | | | | specific behavior | | +-----------------------+-----------------------+-----------------------+ | Critical incident | Keeping records of | Record of bad and | | method | favorable and | good behaviors of an | | | unfavorable employee | employee | | | work actions | | +-----------------------+-----------------------+-----------------------+ | Essay method | Rater writes a brief | | | | narrative describing | | | | employee's | | | | performance | | +-----------------------+-----------------------+-----------------------+ | Work standards method | Compare employee's | | | | performance to a | | | | standard or expected | | | | level of output | | +-----------------------+-----------------------+-----------------------+ | Rank ordering/method | Employees from a | | | | group are ranked from | | | | best to worst | | +-----------------------+-----------------------+-----------------------+ | Paired comparison | Employee is compared | | | | to every other | | | | employee in a set of | | | | pairs | | +-----------------------+-----------------------+-----------------------+ | Forced distribution | Each employees are | | | method | sorted into | | | | categories to limit | | | | the number of raises | | | | that must be granted | | | | | | | | Aims to identify and | | | | reward top talent | | +-----------------------+-----------------------+-----------------------+ | Narrative comments | Employees are given | | | | explicit written | | | | feedback | | +-----------------------+-----------------------+-----------------------+ | Halo error | Generalize one | Positive performance | | | positive performance | witnessed = positive | | | or incident to all | rating | | | aspects of | | | | performance resulting | ANGEL ANG REPUTATION | | | to higher rating | | +-----------------------+-----------------------+-----------------------+ | Horn error | Generalize one | Negative performance | | | negative performance | = negative rating | | | or incident to all | | | | aspects of | DEMONYO ANG | | | performance resulting | REPUTATION | | | to lower rating | | +-----------------------+-----------------------+-----------------------+ | leniency | Undeserved high | | | | rating to an employee | | +-----------------------+-----------------------+-----------------------+ | strictness | Rate very low | | | | performance at the | | | | scale | | +-----------------------+-----------------------+-----------------------+ | Central tendency | Rating the employee | | | error | near the | | | | average/center/middle | | +-----------------------+-----------------------+-----------------------+ | recency | Recent interaction | | | | with an employee | | | | influences the | | | | overall performance | | | | rating given to them | | +-----------------------+-----------------------+-----------------------+ | Primacy error | First impression | | | | influence how rater | | | | rates the employee's | | | | performance | | +-----------------------+-----------------------+-----------------------+ | Personal | Rater rates those | | | bias/stereotyping | they perceive to be | | | | more similar to | | | | themselves | | +-----------------------+-----------------------+-----------------------+ | Confusion matrix | Used to evaluate | | | | effectiveness of a | | | | selection process | | +-----------------------+-----------------------+-----------------------+ | True positive | Predicted to be a | | | | good fit and turned | | | | out to be good after | | | | being hired | | +-----------------------+-----------------------+-----------------------+ | False positive | Predicted to be good | | | | but turned out to be | | | | a bad fit or did not | | | | perform well | | +-----------------------+-----------------------+-----------------------+ | True negative | Predicted to be not a | | | | good fit, and the | | | | prediction is | | | | confirmed when the | | | | candidate was not | | | | hired or did not | | | | perform well in | | | | assessments | | +-----------------------+-----------------------+-----------------------+ | False negative | Predicted to not be a | | | | good fit, but turned | | | | out to be good or | | | | performed well | | +-----------------------+-----------------------+-----------------------+ | FACTORS IN ERROR | | | | below: | | | +-----------------------+-----------------------+-----------------------+ | Frame of reference | Reducing rater error | | | training | by training raters to | | | | enhance their | | | | observation and | | | | categorization skills | | +-----------------------+-----------------------+-----------------------+ | Rater error training | Reducing rater errors | | | | by training raters | | | | about possible errors | | +-----------------------+-----------------------+-----------------------+ | Contextual approach | Include other sources | | | | of information | | +-----------------------+-----------------------+-----------------------+ | Reactions criteria | Best indicator of | | | | viability of PA | | | | | | | | Involves gauging and | | | | managing employee | | | | reactions to | | | | performance appraisal | | +-----------------------+-----------------------+-----------------------+ | Impression management | Sucking up to a | Pa sipsip | | strategies | supervisor to get | | | | them to like you and | | | | give favorable | | | | performance appraisal | | +-----------------------+-----------------------+-----------------------+ | trust | The employees being | | | | appraised believes in | | | | the accuracy and | | | | fairness of their PA | | +-----------------------+-----------------------+-----------------------+ | Feedback environment | How receptive the | How accepting the | | | environment of a | company is of | | | company is to | feedbacks | | | giving/receiving | | | | feedback | | | | | | | | Culture surrounding | | | | feedback at a given | | | | company | | +-----------------------+-----------------------+-----------------------+ | Feedback orientation | How receptive an | | | | individual is to | | | | receiving feedback | | | | about their | | | | performance | | +-----------------------+-----------------------+-----------------------+ RISK MANAGEMENT +-----------------------+-----------------------+-----------------------+ | TERMS | DEFINITION | OWN UNDERSTANDING | +=======================+=======================+=======================+ | Human capital theory | Employee's KSAOs | | | | contribute to an | | | | organization's value | | | | and success | | | | | | | | HR need to manage | | | | risks to ensure | | | | optimal utilization | | | | of human capital and | | | | maximize ROI | | +-----------------------+-----------------------+-----------------------+ | Stakeholder theory | Organizations should | | | | consider the | | | | interests of | | | | stakeholders, | | | | including the | | | | employees, in | | | | decision making | | | | processes | | +-----------------------+-----------------------+-----------------------+ | Employee turnover | Rate at which | | | | employees leave the | | | | organization and need | | | | to be replaced by new | | | | hires | | +-----------------------+-----------------------+-----------------------+ | Voluntary turnover | Employees choose to | | | | lea