HR Midterm PDF

THE ROLES OF HUMAN RESOURCES management, learning &development ini?a?ves. Hospitality Management 3. Compensa8on - factors that influence - defined as the field of study of mana...

THE ROLES OF HUMAN RESOURCES management, learning &development ini?a?ves. Hospitality Management 3. Compensa8on - factors that influence - defined as the field of study of managing mo?va?on ranging from job design, restaurants, other foodservice opera?ons. compensa?on and benefits, performance appraisal and related Human Resources Management administra?on. - the prac8ce of managing people to achieve 4. Administra8on – regulatory compliance beBer performance. and employee rela?ons, including associated communica?on, records Roles of Human Resources management and repor?ng. - to ensure that an organiza?on has the talent the right combina8on of skills, knowledge, Working in Human Resources: ap?tude, and aKtude- to achieve its Human Resource Specialist - Provide strategic goals. development and administra8ve support - responsible for developing people-related for one of the human resource func?ons. structures, policies, and procedures. Labor Rela8ons Specialist - Interpret and administer labor contracts regarding issues Trends in Human Resources Management such as wages and salaries, healthcare, 1. Changes in Workforce Composi?on pensions, and union and management 2. Increasing Workforce Diversity prac?ces. 3. Increased Employee Expecta?ons of Training and Development Specialist - Help Employers plan, conduct, and administer programs 4. Changes in Societal Expecta?ons that train employees and improve their 5. Infrastructural Obsolescence skills and knowledge. 6. Changes in the Nature of Work Compensa8on and Benefits Manager - 7. Market a n d Industry 4.0 Interpret and administer labor contracts 8. Changes in the Evalua?on and Valua?on of regarding issues such as wages and salaries, Talent healthcare, pensions, and union and 9. "A Reskilling Impera?ve" management prac?ces. 10. Increasing Geopoli?cal Risks Human Resources Manager - Plan, direct, and coordinate human resources func8ons Func8on of Human Resources Management broadly, including strategic planning and - responsible for people opera?ons broadly, advice and employee rela?ons. including the four primary func?ons: 1. Staffing - A job and employee-lifecycle RECRUITMENT AND SELECTION PROCESS func?on that starts with job development or analysis and con?nues Employees - most valuable resources that through job elimina?on or separa?on. companies have to remain opera?onal and This func?on may also include employer compe??ve. branding. Recruitment - systema?c process of genera?ng a 2. Training and Development - pool of qualified applicants or candidates for socializa?on, training & development various job openings. ac?vi?es from hire to separa?on, including onboarding, employee training, reskilling & upskilling, employee development and career management. It also includes organiza8on-wide change Purpose and Importance 5. Background Inves8ga8on / Reference - Increase pool of candidates at minimal cost. Checking - Help increase success rate of selec?on 1. Personal References process by reducing the number of under 2. School Records qualified applicants. 3. Previous Employment Records - Meet the organiza?ons legal and social 6. Final Interview obliga?on regarding the composi?on of its 7. Selec8on Decision workforce. 8. Physical Examina8on - Increase organiza?onal and individual 9. Job Offer effec?veness in both short and long term. 10. Final Employment Decision - Evaluate the effec?veness of various recrui?ng techniques and sources for all ANALYSIS OF THE WORKPLACE types of job applicants. Job – group of posi?on that have common task and Selec8on Process responsibili?es. - It requires choosing the candidates from the Posi8on - is the place or slot that is to be occupied pool whose qualifica?ons match the job by an individual. requirements. Work - is the exer?on of mental and physical 1. Define Job energy to accomplish results. 2. Review Applica8on Form - comes from the Greek word “erchon” meaning 3. Employment Interview – one of the most “to do”. important facets of the selec?on process. Duty - refers to the major ac?vity or ac?on Structured – Situa?onal & Behavioral required by the job, which may be composed of Unstructured many tasks. Formal – Panel, Group, Sequen?al Tasks - a subset of a duty or a piece of work that Informal – No structured type. Casual the duty requires. mee?ng of interviewer and applicant in an Elements - Refers to the mo?on or movement office or outside seKng. required to complete task. 4. Employment Tes8ng – Test measure Occupa8on - a grouping of similar job or job family knowledge, skill and other characteris?cs across organiza?on. such as personality traits. Career - sequence of posi?on, job, occupa?on that Tes8ng Types: a person has over his or her working life. o Cogni8ve Ability Test – learning, understanding and ability to solve Methods of Job Analysis: problems. - Job Inventory Approach - method of o Personality Test – paBerns of obtaining job-related informa?on through thoughts, emo?on, and behavior. an audit of task performed by job o Physical Ability Test – muscular incumbent. strength, cardiovascular endurance. - Cri8cal-Incident Technique - method of job o Integrity Test – honesty analysis that iden?fies job-related behaviors o Drug Tes?ng – tested for illegal of incumbents by examining successful substances. types of behavior or unsuccessful behavior. o Ap?tude Test – competency-based The Job Inventory approaches an audit of: method that includes numerical and Essen?al Job Content logical reasoning ques?ons. Basic Educa?onal Qualifica?ons o Work Sample Tes?ng Experience Requirements Required Training Development PaBern Uses of Job Analysis: Succession Planning Recrui?ng - Permit a strategy and technique for Selec?ng ra?onalizing the essen?al process of filing Communica?ng Expecta?on posi?on vacancies. Doing Performance Appraisal - Assist with structuring career paths for Iden?fying Training Needs present and future human resources. Making Promo?onal Approach Iden?fying Developmental Needs Management Inventories and Succession Determining Compensa?on Planning Human Resource Planning - Process of ensuring that qualified persons are available to assume key managerial Job Descrip8on - accurate, complete statement posi?ons once the posi?ons are vacant. of the du8es and responsibili8es - Goal is to help ensure a smooth transi8on required of a specific job. Used as a basis for and opera?onal efficiency. preparing job evalua?ons, recruitment procedures, training requirements and performance appraisal. Human Resources Gap - A GAP or a difference between the future Redesigning Jobs - One of the aspects of job state of affairs and the organiza?on goals is descrip?on is the ability to be modified for the what happen if no ac8on is take. purpose of employing the mentally or physically - Takes the form of either a surplus or disabled, the senior ci?zen or the member of the shortage of personnel or specific skills. new immigrant populace. HOSPITALITY / TOURISM ORIENTATION AND Job Specifica8ons - standard of personnel and TRAINING PROGRAM designates the quali8es required for an acceptable performance. Enumera?on of the qualifica8on of Orienta8on - is the process of introducing a new the employee who supposed to be appointed for employee to the organiza8on. Familiarizing with the job that is described. basic du?es and responsibili?es and informing the Indicates qualifica?on in terms of skills, work company’s policies and standards. experiences, training, educa9onal traits par9cularly Is the best 8me to influence and shape percep?ons the mental and personality, characteris9cs, health and aKtudes in new employees. status, special qualifica9ons such as age, sex, and special skills needed. Major Objec8ves of Orienta8on: 1. Gain employee commitment. Human Resource Inventories 2. Reduces one’s anxiety: - A data system that describes the employees 3. Help the employee understand working for hospitality organiza?on by organiza?on’s expecta?ons; and name, skills and important characteris?cs. 4. Convey what he can expect from the job and - A management tool used for assessing the organiza?on. supply and available skills of employees. - Provide a useful way of recordkeeping when Elements of a Good Orienta8on Program: retrieving a vast amount of data, they have - Welcome to the company. become a true human resource planning - Tour of the facili?es tool. - Introduc?on to top management and co- - Used as indicators of turnover rates, workers produc8vity levels, and wage scale. - Comple?on of paperwork - Review of employee handbook - Review of job responsibili?es - Avoid informa?on overload.  Types of Orienta8on Programme The Training Process: Formal and informal orienta?on 1. Training Needs Analysis (TNA) – iden?fies – Formal has a structure and helps acquire a the training needs of its employees. known set of standards. Organiza8onal Analysis - culture – Informal, employees are directly put on job Task Analysis – job to be performed. Individual and collec?ve orienta?on Person Analysis – which employee – Individual, expensive & ?me consuming. For smaller firms. Training Module Development - process of – Collec?ve, homogenous views and less crea?ng a resource material to be ?me consuming. For large firms administered to a specific group of Serial and disjunc?ve orienta?on employees. – Serial, maintains tradi?ons and customs. – Do not have predecessors to guide them. Typical topics of employee training: o Communica?ons Problems of Orienta8on o Computer Skills 1. Busy or untrained supervisor o Customer Service 2. Too much informa?on o Diversity 3. Employees turn into ac?on soon. o Ethics 4. Overload with paperwork 5. Given menial tasks. 2. Planning the training 6. Wrong percep?ons of employees Training Methods: Effects of Good Orienta8on Programs o OJT – doing the actual job. 1. Reduces start-costs. o Appren?ceship – prac??oners 2. Reduces employee turn-over. o Prac?cum – aka. internships 3. Saves ?me for supervisors and co-workers. o Mentoring – mostly in white-collar 4. Develops posi?ve job expecta?ons, posi?ve o Simula?on – cri?cal & hazardous task aKtudes and job sa?sfac?on. o E-learning – through internet o Off-site Training – training agency Training – systema8c process of gaining knowledge o Outsourced Training Provider and developing skills by instruc?on and prac?cal ac?vi?es aimed and improved performance at 3. Implemen8ng the training sustainable levels. It is also an ac?vity that could be conducted in a cohesive series where an employee’s Training Administra8on - process of knowledge, skills and aKtudes are modified to fit conduc?ng a training program using a the job requirements. Training usually results in prescribed training module. behavior modifica8on. Things to consider when choosing a venue: Development – process of crea8ng a progressive o Size of the room padern in an employee’s career to maximize his o Number of par?cipants poten8al in the organiza?on. This could involve in o Ligh?ng variety of ac?vi?es and programs that enrich the o Ven?la?on totality of a person aimed at acquiring abili8es that o Height of Ceiling the organiza?on will need in the future. o Provision for emergencies o Noise and accessibility Training helps to bridge the gap between the exis?ng Knowledge, Skills and AKtudes to meet the required KSA.  Types of Sea8ng Arrangement: Performance Evalua8on Process o Classroom type - lecture 1. Role Driven Model o U-shape – greater interac?on – Orienta?on – Training – Development o Semi-circle - brainstorming program – Performance Appraisal o Round table – small groups 2. Task Driven Model o Long table – panel discussion – Job Performance Assessment o Seminar type – team / paired ac?vity – Appraisal Interview and Goal SeKng o Amphitheater – lectures w/ M-L – Job Performance Planning o Cluster type – team ac?vi?es – Performance Development – *cycle* 4. Evalua8ng the training – process of Methods of Appraising Performance: assessing the effec8veness of the training Trait or Value Based Appraisal program. Behavior or Skill Based Appraisal Output or Produc8vity Based Appraisal Training Methods – Blooms Taxonomy 3 Horizontal Appraisal domains: Cross Func8onal Appraisal K - Cogni?ve Domain Challenges in Measuring and Evalua8ng S - Affec?ve Domain Performance: A - Psychomotor Domain 1. Halo Effect 2. Horn Effect Training Plan must answer the 5W & H ques8ons. 3. Rater Error 4. Inappropriate Ques?ons “Training is an investment” 5. Rater Bias 6. Inappropriate Ac?ons EVALUATING PERFORMANCE AND EMPLOYEES’ 7. Conflict of Interest RETENTION 8. Emo?onal Confronta?ons 9. Organiza?onal Poli?cs Employee performance appraisal – process oqen 10. Ego Tripping combining both wriBen and oral elements – 11. Guessing Game whereby management evaluates and provides 12. Distrac?on feedback on employee job performance, including 13. Proxy Scoring steps to improve or redirect ac?vi?es as needed. 14. Inappropriate Instrument 15. Timing Why is Employee Performance Appraisal Done? 1. Compliance to the Standard Employee Reten?on – Refers to the ability of an 2. Performance Barometer organiza8on to retain its employees. 3. Intrinsic Mo?va?on 4. Formula?on of Percep?on and Reten8on Involves 5 Major Things: Profile 1. Compensa?on 5. Jus?fica?on of the Organiza?on’s 2. Environment Reward System 3. Growth 6. Crea?ng of Implicit Hierarchy and Career 4. Rela?onship Path for the Career Development 5. Support 7. Basic for Decision and Interven?on Measure 2 Kinds of Rewards 1. Intrinsic 2. Extrinsic