GRH129 Midterm Exam PDF

**~~Steps in the strategic management of HR.~~** **~~Environmental scan (major forces).~~** **~~The service role of the human resource department.~~** **~~Methods of job data collection.tions~~** **~~Key considerations of job design. (++ employee)~~** **~~Contents of job description and job spe...

**~~Steps in the strategic management of HR.~~** **~~Environmental scan (major forces).~~** **~~The service role of the human resource department.~~** **~~Methods of job data collection.tions~~** **~~Key considerations of job design. (++ employee)~~** **~~Contents of job description and job specification.~~** **~~Strategic importance of human resources plans.~~** **~~Methods for estimating an organization's demand for HR.~~** **Solutions for shortages or surpluses of HR. (to know and be able to justify the choice)** **~~Internal and External Supply Estimates.~~** **~~Strategic importance of the recruitment function.~~** **~~Constraints on recruitment.~~** **~~Evaluating the recruitment function.~~** **~~Recruitment abroad.~~** **Steps in conducting an employment interview.** **Interviewer & interviewee errors.** **Applicant screenings (tools).** **Purposes of onboarding, training, and development.** **The process for preparing a training program:** **Training system: from assessment to evaluation.** **Strategic Human Resource Development.** **Job satisfaction (determinants, contributors, and consequences).** **Motivation theories (need theories, self-determination theory, process theories).** **Guidelines for effectively communicating performance feedback to employees.** **~~Sources for performance ratings.~~** **~~Comparative and noncomparative evaluation methods.~~** be able to integrate different matters for part of the exams PERFORMANCE IS IN EVERY CHAPTER OF EXAM **Steps in strategic management of HR:** 1. Organizational mission, goals and strategy analysis Mission statement: statement outlining the purpose, long-term objectives, and activities the organization will pursue and the course for the future. Organization's goals outline the goal to achieve in a given time period impacting HR practices. HR strategies enable the successful completion of the organization's strategies. 2. Environmental scan (major forces) - Economic force: economic cycles, global trade, productivity and innovation improvement, knowledge workers - Technological force: connectivity and work design, automation, data and analytics - Demographic force: gender balance, educational attainment of workers, aging population, generational shift - Cultural forc e: diversity and social justice, ethics - Legal force 3. Analysis of organizational character and culture HR strategies should be formulated only a careful look at the organization\'s structure -- employees, objectives, technology, size, age, unions, policies, successes, failures Structure reflets the past and shapes the future Unique culture for each organization 4. Choice and implementation of HR strategies Clear line of sight between HR strategies and corporate goals HR focus on those activities: - identifying opportunities, risks, and challenges \- making data-informed decisions aligned to strategy \- optomizing for high performance  5. Review, education and Audit of HR strategies HR should be examined periodically in consideration of changing factors (technology, environment\...) A holistic review of HR strategies with the intention of identifying and correcting deficiencies is called a HR audit Succession planning and cultural change are critical to competitive survival **The service role of the human resources department** Staff authority: HR departments are service departments \--\> authority to advise, not direct Line authority: Possessed by managers of operating departments (authority to make decisions) Functional authority: HR department may be provided to make decisions (deciding type of benefits) **Methods of job data collection** **Job analysis: systematic study of job to discover specifications and skills requirement, used for all HR functions like wage-setting, recruitment, training, performance, management, job redesign** **Job: one or several employees, group of related activities and duties** **Position: collection of tasks and responsibilities performed by one individual** 1. **Become familiar with organization and jobs (organization characters: objectives, strategy, structure, inputs and outcomes)** 2. **Determine uses of job analysis information (HR functions and objectives of the study)** 3. **Identify jobs to be analyzed** 4. **Determine sources of job data** 5. **Identify the data required (Job identification, duties, responsibilities, human characteristics, working conditions, performance standards)** 6. **Choose method for data collection: interviews, focus groups, questionnaires, employee logs, observation, combination** **Key considerations of job design** Part of job analysis +-----------------------------------+-----------------------------------+ | Organizational Considerations | Efficiency: | | | | | | - Achieving max output with | | | minimal input | | | | | | - Scientific management and | | | industrial engineering | | | principles | | | | | | - Stresses efficiency in | | | effort, time, labour, costs, | | | training, and employee | | | learning time | | | | | | Workflow: | | | | | | - Sequence of and balance | | | between jobs in an | | | organization needed to | | | produce the firm's goods or | | | services | +===================================+===================================+ | Ergonomic considerations | - Consider physical | | | relationship | | | | | | - Fitting the task to the | | | worker rather than forcing | | | employees to adapt to the | | | task | | | | | | - Can lead to significant | | | improvements: | | | | | | 1. Efficiency and productivity | | | | | | 2. Workplace safety | +-----------------------------------+-----------------------------------+ | Employee considerations | Job characteristics model: | | | | | |  | +-----------------------------------+-----------------------------------+ | Job specialization | Increase quality of work life: | +-----------------------------------+-----------------------------------+ | Environmental considerations | Workforce availability: | | | | | | - Abilities and availability of | | | the people who will do the | | | work | | | | | | Social Expectations: | | | | | | - Expectations of larger | | | society and workers | | | | | | Work practices: | | | | | | - Set ways of performing work | +-----------------------------------+-----------------------------------+ **Contents of job description and job specification** Key part for a job description: +-----------------------------------+-----------------------------------+ | Job identity | - Job title, job location, job | | | code | | | | | | | | | | | | - Skill level and skill type | | | | | | - Industry and occupational | | | mobility | +===================================+===================================+ | Job summary and duties | - Summarization of the job: | | | indicate what the job is, | | | purpose, objectives and how | | | the job is done | +-----------------------------------+-----------------------------------+ | Working conditions and approvals | Working conditions: | | | | | | - May go beyond descriptions of | | | the physical environment | | | | | | - Hours of work, safety and | | | health hazards, travel | | | requirements, and other | | | features of the job | | | | | | Approvals: | | | | | | - Reviewed by jobholders and | | | supervisors | | | | | | - Accuracy of job analysis and | | | job description | +-----------------------------------+-----------------------------------+ Job specifications: A written statement that explains the human knowledge, skills, abilities, and other characteristics (KSAOs) needed to do a job. \--\> includes experience, specific tools, actions, education and training required **Strategic importance of human resources plans** HR info system (HRIS): strategic tool for strategic HRM \--\> increase efficiency = enhanced service delivery \--\> increase effectiveness = helping stakeholders make better decisions \--\> increased contribution to organizational sustainability = talent management \--\> increase visibility = enhanced hr competencies Relationship between strategic and hr plans:  **Methods for estimating an organization's demand for HR** Budget and planning analysis: organizations that need HR planning generally have detailed budgets and long-range plans New venture analysis: planners estimate hr needs by making comparisons with similar operations Simulation and predicitive models: data analysis models Forecasting Techniques for Estimating HR demand Techniques for Estimating future HR needs +-----------------------+-----------------------+-----------------------+ | EXPERT | TREND | OTHER | +=======================+=======================+=======================+ | [Informal and instant | [Extrapolation:]{.und | [Budget and Planning | | decisions:]{.underlin | erline} | Analysis: | | e} | | ] | | | extending past rates | | | expert forecasts of | of change into the | organizations that | | future HR needs | future %%% | need HR planning | | | | generally have | | | | detailed budgets and | | | | long-range plans | +-----------------------+-----------------------+-----------------------+ | [Nominal Group | [Indexation:]{.underl | [New Venture | | Technique:]{.underlin | ine} | Analysis:]{.underline | | e} | | } | | | matching employment | planners estimate HR | | - Groups of | growth with an index | needs by making | | managers are | %%% (ratio of | comparisons with | | asked to make | production employees | similar operations. | | forecast | to sales) | | | | | | | - The manager's | | | | ideas are | | | | discussed and | | | | ranked by the | | | | group | | | +-----------------------+-----------------------+-----------------------+ | [Delphi | [Statistical | [Simulation and | | technique:]{.underlin | Analysis:]{.underline | Predictive | | e} | } | Models:] | | | | | | groups of experts are | more sophisticated | data analysis models | | surveyed. The | statistical analyses | | | outcomes are | allow for changes in | | | summarized and shared | the underlying. | | | with the group. The | Causes of demand | | | experts are surveyed | | | | again until opinions | | | | converge | | | +-----------------------+-----------------------+-----------------------+ **Solutions for shortages and surplus** **Internal and external supply estimates** +-----------------------------------+-----------------------------------+ | **INTERNAL SUPPLY INDICATORS** | **EXTERNAL SUPPLY INDICATORS** | +===================================+===================================+ | HR audits: | Labour market analysis: study of | | | the firm's labour market to | | - Skill inventories: summary of | evaluate the present or future | | catalogued worker's skills | availability | | and abilities | | | | Community attitudes: affects | | - Management and leadership | nature of the labour market: | | inventories: reports of | | | management capabilities | - Anti-business or nongrowth | | (budgeting, performance\...) | | | | - Social justice movements | | - Replacement charts: visual | | | representation of likely | Demographic trends: affects the | | replacements for each job | availability of external supply | | (retirement intention, | | | status, potential) | | | | | | - Replacement summaries: list | | | of likely replacements for | | | each job and their relative | | | strengths and weaknesses | | | (detailed info) | | +-----------------------------------+-----------------------------------+ **Strategic importance of the recruitment function** Why? - Gives competitive advantage - There are benefits of having a diverse workforce - To focus on employee development - To invest resources into recruitment **Constraints on recruitment** Organizational Policies (Restraints on Recruitment) **Policy/Factor** **Description** -------------------------------------- ----------------------------------------------------------------------------------------------------------- **Promote-from-Within Policies** Gives present employees the first opportunity (greater chance vs others). **Compensation Policies** Must adhere to stated pay ranges (some people may ask for more but corporate won't allow). **Employment Status Policies** Limitations against hiring part-time (e.g., job is not offered for part-time workers). **International Hiring Policies** Foreign jobs may need to be staffed with locals (companies must justify hiring someone foreign vs local). **Human Resource Plans** Determines which jobs should be filled by external recruiting vs. internally. **Diversity and Inclusion Programs** Consider employment equity programs. **Recruiter Habits** A recruiter's past success can lead to repetitive habits in recruiting. **Environmental Conditions** Includes leading economic indicators, predicted vs actual sales, and employment statistics. **Job Requirements** Job analysis information is useful to understand job needs. **Costs** Involves identifying and attracting recruits, managing recruiting expenses. **Inducements** Incentives like educational assistance programs are offered to attract recruits. **Evaluating the recruitment function** **Metric** **Description** ------------------------------- -------------------------------------------------------------------------------------------------- **Cost per Hire** The dollar cost per person hired. **Quality of Hires and Cost** The quality of people hired from various sources. **Offers - Applicants Ratio** The ratio between the number of job offers and the total applicants for each recruitment method. **Time Lapsed per Hire** The time taken to fill a position. **Recruitment abroad** **Pros** **Cons** ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------- **Larger talent pool** **Cultural/language barriers** **Cost savings:** if wages are lower in other country **Legal/regulatory challenges** I**ncreased diversity** **Time zone differences:** can be more difficult to meet during business hours **Market insights:** Recruiting abroad can establish a stronger presence in international markets and provide insights into local business practices and consumer behavior. **Higher administrative costs** **Top global talent** **Longer recruitment process** **Steps in conducting an employment interview** **Interviewer and interviewee errors** **Applicant screening (tools)** **Purposes of onboarding, training and development** **The process of preparing a training program (training system: from assessment to evaluation)** **Strategic human resources development** **Job satisfaction (determinants, contributor and consequences)** **Motivation theories (need theories, self-determination theory,process theories)** **Guidelines for effectively communicating the performance feedback to employees** **Sources for performance ratings**  **Comparative evaluation methods:** \- ranking method: employees ranked form best to worst/2 disadvantages are the halo effect: only focus on a single characteristic and the recency effect: judge performance based on last event remembered \- forced distributions: employes sorted into categories based on performance/certain proportion into each category **Noncomparative evaluation methods:** \- rating scale: rater's opinion (subjective) for each performance objective (1 to 3) \- BARS: specific examples of (in)effective behaviours scaled (job-related, practical ans standardized), satisfactory vs frequency (BOS) \- test and observation: paper-and-pencil knowledge tests or demonstration of skills \- management-by-objectives: employee and supervisor establish future performance goals together