MGMT 3860 Spring 2024 Exam 2 Study Guide PDF

Spring 2024 MGMT 3860 – Human Resource Management Study Guide for Exam 2 – Chapters 5, 6, 7 & 8, 40 MC & T/F questions, 60 minutes 6 am Monday, 10/21 until 11:59 pm Tuesday, 10/22, Closed Book/No Notes/Paper Respondus LockDown Browser & Webcam, Screen Will Be Recorded,...

Spring 2024 MGMT 3860 – Human Resource Management Study Guide for Exam 2 – Chapters 5, 6, 7 & 8, 40 MC & T/F questions, 60 minutes 6 am Monday, 10/21 until 11:59 pm Tuesday, 10/22, Closed Book/No Notes/Paper Respondus LockDown Browser & Webcam, Screen Will Be Recorded, Use Only One Screen Chapter 5 – Planning for and Recruiting Human Resources ✓ Process of HR Planning, Figure 5.1 – forecasting, trends analysis o Three stages: ▪ Forecasting: the attempts to determine the supply and emand for various types of human resources to predict areas of labor shortages or surpluses goal is to predict which areas of the organization will experience labor shortages or surpluses Uses statistical or judgement methods ▪ Goal setting and strategic planning Purpose is to focus attention on the problem and provide a basis for measuring the organizations success in addressing labor shortages and surpluses The organization must choose one or more human resource strategies *Core competencies: a set of knowledge and skills that make the organization superior to competitors and create value for customers. For example, core competencies include choosing merchandise that shoppers want and providing shoppers with excellent service. *Downsizing: the planned elimination of large numbers of personnel with the goal of enhancing the organization's competitiveness. Main reason is to promote future competitiveness *Outsourcing: contracting with another organization to perform a broad set of services. More efficient and saves money ▪ Program implementation and evaluating the HR plan: the organization must hold some individual accountable for achieving the goals ✓ Labor demand, labor supply, transitional matrix (use – do not memorize the matrix) ✓ HR Strategies for Addressing Labor Shortage or Surplus, Table 5.2 ✓ Downsizing – employing temporary and contract workers, overtime and expanded hours ✓ Recruiting – internal vs. external recruiting, lead-the-market pay strategies, employment at will, social presence and reputation ✓ Internal and External sources (e.g., referrals, direct applicants, job search sites, etc.) o Internal sources: ▪ Job posting: recruiting through existing employees or communicating on bulletin boards, employee publications, or anywhere where the organization communicates with employees o External sources ▪ Direct applicants: people who apply for a vacancy without prompting from the organization ▪ Direct referrals: people who apply because someone in the organization prompted them to do so 1|Page  Spring 2024 ▪ Job search site: organizations sometimes cast wider nets to employ new hires. Indeed, is a job search site ▪ Help- wanted advertising: ▪ Public employment agencies: blue collar market ▪ Private employement agencies: white collar market ✓ Yield ratios, cost per hire, realistic job preview o Yield ratios express the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next o Cost per hire: the total amount of money spent to fill a vacancy. Low-cost peer hire means that the recruitment source is efficient ✓ Module materials (e.g., talent acquisition, talent management, Bureau of Labor Statistics) ✓ Zoom Recording Chapter 6 – Selecting Employees and Placing Them in Jobs ✓ Reliability, validity, generalizability, utility, legality – definitions, use in selection o Reliability: type of measurement indicates how free that measurement is from random error. Has consistent results. ▪ High correlation coefficient = stronger relationship. 1.0 = perfect positive relationship o Validity: describes the extent to which performance on the measure is related to what the measure is designed to assess ▪ Criterion-related validity: measure of validity based on showing a substantial correlation between test scores and job performance scores o Generalizibilty: valid in other contexts beyond the context in which the selection method was developed o Utility: the extent to which something provides economic value greater than its cost o * The Civil Rights Act of 1991 and the Age Discrimination in Employment Act of 1967 place requirements on the choice of selection methods. * The Civil Rights Act of 1991 also prohibits preferential treatment in favor of minority groups. * Equal employment opportunity laws affect the kinds of information an organization may gather on application forms and in interviews. * The Americans with Disabilities Act (ADA) of 1991 requires employers to make “reasonable accommodation” for disabled individuals and restricts many kinds of questions during the selection process. ✓ Legal Standards for Selection, Table 6.1 o Under the Immigration Reform and Control Act of 1986, employers must verify and maintain records on the legal rights of applicants to work in the United States. They do this by having applicants fill out the U.S. Citizenship and Immigration Services’ Form I-9 and present documents showing their identity and eligibility to work. ✓ Job Applications and Résumés 2|Page  Spring 2024 ✓ Employment Tests (aptitude, achievement, physical, cognitive) and Work Samples o Aptitude tests: assess how well a person can learn or acquire skills and abilities. General Aptitude Test Battery (GATB) used by the U.S. Employment Service o Achievement tests: measure a person's existing knowledge and skills o Physical ability: o Cognitive ability tests: measure mental abilities such as verbal skills, quantitative skills, and reasoning ability. *in-basket test: measure the ability to juggle a variety of demands ✓ Personality Inventories – The Big Five, Table 6.3 o Extroversion: social o Adjustment: emotionally stable o Agreeableness: trusting o Conscientiousness: dependable o Inquisitiveness: curious ✓ Honesty Tests & Drug Tests o Polygraph test o Substance abuse ✓ Interviews – structured, situational, behavioral, Table 6.4, advantages and disadvantages o Nondirective interview: interviewer has discretion in choosing questions. Typlically include open ended questions about the candidate o Structured interview: establishes a set of questions for the interviewer to ask. Usually related to the job's requirements o Situational interview: interviewer describes a situation likely to arise on the job and asks the candidate what they would od in that situation o Behavioral interview: structured interview in which the interviewer asks the candidate to describe how they handled a type of situation in the past o Advantages: ▪ Talking face to face can provide evidence to communication and interpersonal skills o Disadvantages: ▪ Can be biased ▪ Costly due to the time needed to have them ▪ Can be subjective ✓ Multiple-hurdle model or compensatory model o Multiple-hurdle model: process of arriving at a selection decision by eliminating some candidates at each stage of the selection process o Compensatory model: process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another ✓ Module materials (e.g., AVIs, pre-employment psychological assessments) Chapter 7 – Training Employees ✓ Training linked to Organizational Needs, purpose of training o Rapid change, especially in technology requires that employees continually learn new skills ✓ Instructional Design, Figure 7.1 o Stages: ▪ Assess needs for training 3|Page  Spring 2024 ▪ Ensure readiness for training ▪ Plan & design training program ▪ Implement training program ▪ Evaluate results of training ✓ Needs Assessment – Organization Analysis, Person Analysis, Task Analysis o Organization analysis: process for determining the appropriateness of training by evaluating the characteristics of the organization o Person analysis: process for determining individuals needs and readiness for training o Task analysis: the process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize ✓ Readiness for training, Table 7.1 o Combination of employee characteristics and positive work environment that permits training o What Managers Should Do to Support Training ▪ Understand the content of the training. ▪ Know how training relates to what you need employees to do. ▪ In performance appraisals, evaluate employees on how they apply training to their jobs. ▪ Support employees’ use of training when they return to work. ▪ Ensure that employees have the equipment and technology needed to use training. ▪ Prior to training, discuss with employees how they plan to use training. ▪ Recognize newly trained employees who use training content. ▪ Give employees release time from their work to attend training. ▪ Explain to employees why they have been asked to attend training sessions. ▪ Give employees feedback related to skills or behavior they are trying to develop. ▪ If possible, be a trainer. ✓ Training methods (e.g., OJT, simulations, e-learning, Virtual Reality), Table 7.2 o Presentation methods: trainees receive information provided by others o Hands-on methods: trainees are actively involved in trying out skills; OTJ and simulations o Group-building methods: trainees share ideas and experiences, build group identities, learn about interpersonal relationships o Computer based training: ▪ e-learning: receiving training via the internet o On-the-job training:a person with job experience and skill guides trainees in practicing job skills at the workplace ▪ Apprenticeship: a work-study training method that teaches job skills through a combination of structured on the job training and classroom training ▪ Internship: on the job learning sponsored by an educational institution as a component of an academic program o Simulation: represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job ✓ Principles of Learning, Table 7.4, Transfer of training 4|Page  Spring 2024 o Transfer of training: on-the-job use of knowledge, skills, and behaviors learned in training ✓ Measuring the results of training, training evaluation o Measures of training success ▪ Trainee satisfaction ▪ Transfer of training ▪ Return on investment ▪ New skills, knowledge ▪ Performance improvements o Evaluation methods ▪ Ask three questions ▪ Evaluate outcomes ▪ Economic measures ✓ Applications of Training – onboarding, orientation o Orientation: training designed to prepare employees to perform their jobs effectively, learn about their organization and establish work relationships o Onboarding: ongoing process that aims to prepare new employees for full participation in the organization ▪ Compliance ▪ Clarification ▪ Culture ▪ Connection ✓ Module Materials (e.g., levels of evaluation, ROI) Chapter 8 – Developing Employees for Future Success ✓ Employee development, career management, protean career o Training: present focused, low use of work experiences, goal of preparing for current job, participation required o Development: future focuses, high use of work experiences, goal of preparing for changes, participation is voluntary o Protean career: a career that frequently changes based on changes in the persons interests, abilities, and values and in the work environment o Four approaches to employee development ▪ Interpersonal relationship ▪ Formal education: workshops or short courses ▪ Assessment: collecting information and providing feedback to employees ▪ Job experiences o Career mangement steps: ▪ Data gathering ▪ Feedback ▪ Goal setting ▪ Action planning & follow up ✓ Assessments – StrengthsFinder, DiSC o DiSC: brand of assessment tool that identifies individuals' behavioral patterns in terms of dominance, influence, steadiness, and conscientiousness ✓ Job experiences - job rotation, transfers, promotions, downward moves, sabbaticals o Job rotaion: moving employees through a series of job assignments in one or more functional areas 5|Page  Spring 2024 o Job transfers: the organization assigns an employee to a position in a different area of the company o Promotion: moving an employee into a position with greater challenges, more responsibility, and more authority that the previous job o Downward moves: when an employee is given less responsibility and authority o Sabbatical: a leave of absence from an organization to renew or develop skills ✓ Interpersonal Relationships - mentoring & coaching, o Mentors: an experienced, productive senior employee who develops a less- experienced employee. Most devlop informally o Coaching: peer or manager who works with an employee to motivate the employee, help them develop skills, and provide reinforcement, and feedback ✓ Glass ceiling, succession planning o Glass ceiling: circumstances resembling an invisible barrier that keep most women and underrepresented groups from attaining the top jobs in organizations o Succession planning: process of identifying and tracking high potentioal employees who will be able to fill ket positions when they become vacant ✓ Module Materials (e.g., DiSC, coaching) ✓ Zoom Recording 6|Page