MHR 523 Study Guide - Final Guide: Performance Appraisal, Employee Benefits, Training And Development

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Published on 15 Apr 2014
School
Ryerson University
Department
Human Resources
Course
MHR 523
Professor
MHR 523 – Final Exam Notes - Human Resources and the text book
Human Resource Management is the leadership and management of people within an
organization using systems, methods, processes and procedures that enable employees to
optimize their contribution to the organization and its goals.
CHAPTER 7 – PLACING, DEVELOPING AND EVALUATING HUMAN RESOURCES
In order to ensure that a company utilizes its talent resources effectively it needs to manage a new
employee’s gap between expectations and abilities, and the job’s characteristics starting with an
effective onboarding and orientation.
Onboarding – the process of integrating and acculturating new employees into the organization
and providing them with the tools, resources and knowledge to become successful and
productive.
Onboarding outcomes:
1. Greater retention;
2. Faster time to productivity;
3. Increased motivation; and
4. Increased engagement
Orientation – is an important onboarding activity
Purposes of orientation:
1. Reduce employee turnover;
2. Reduce errors and save time (start-up costs, new employees typically
less efficient)
3. Develop clear job and organizational expectations thus improving job
performance
4. Attain acceptable job performance levels faster
5. Increase organizational stability
6. Reduce employee anxiety
7. Reduce grievances
8. Reduce instances of corrective discipline measures
Principles of Onboarding
Align to the mission and value
Connect to culture, strategic goals and priorities
Integrate across process owners
Apply to all employees
Onboarding starts before the first day of employment and carries into the entire 1st year.
Topics of orientation: organizational issues (history, org chart, tour,etc.) , hr related issues (pay structure,
benefits, sick and vacation days), role expectation and performance issues (job tasks, location, safety
issues)
Socialization: the process by which people adapt to an organization through learning to
understand and accept the values, norms, and beliefs held by others in the organization. Involves
turning outsiders into insiders.
Evaluating the Effectiveness of Orientation Programs:
1. Reactions from new employees
2. Effects of socialization on job attitudes and roles
3. Degree to which the program is economical
4. Continued use of orientation resources
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TRAINING AND DEVELOPMENT – A STRATEGIC TOOL
One type of organization: Learning organization – it has an enhanced capacity to learn, adapt and
change.
Human Resource development (HRD) – a part of HR management that integrates the use of training and
employee and career development efforts to improve individual, group and organizational effectiveness.
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Differentiating Training &
Dev’t
Training Development
Time frame Short term - immediate Mid to long term
Focus of activity Current job/skill development Future roles and
responsibilities/
Competencies development –
Multiple learning experiences
Range Individual Group/organization
Goal Enhance skills in current job Optimize potential – future
development/growth opportunities
Examples of methods used Programmed instruction, role
plays, job shadowing,
simulation, self-study
Coaching, counselling, mentoring,
conferences, case study,
simulations, job rotations
Evaluation of Training & Development – reaction, knowledge, behaviour, organizational results (criteria)
Purpose of Training – Training is an important part of a company’s long-term strategy because human
capital is a company’s most important/valuable asset.
The Training System – benefits – skill development, self-development, stronger self-confidence, more
effective handling of stress and conflicts and a sense of growth.
Training system:
1. Needs assessment – a diagnosis that presents problems and future challenges that
can be addressed
2. Training objectives – desired behaviour, conditions under which training will occur,
acceptable performance criteria (also need to develop evaluation criteria at this stage)
3. Program content
4. Learning principles – learning curve – participation, repetition, relevance, transference,
feedback
5. Actual program
6. Skills, knowledge and ability of workers
7. Evaluation
Employee benefits: skill improvement, self-development, self-confidence, sense of growth
Employer/Organizational benefits: improved profitablit, improved morale, lower costs, better
corporate image
Training techniques should be evaluated with the following in mind:
1. Cost effectiveness
2. Desired program content
3. Appropriateness of the facilities
4. Trainee preferences and capabilities
5. Trainer preferences and capabilities
6. Learning principles
Training techniques
1. On-the-job training (OJT)
2. Job rotation
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Document Summary

Mhr 523 final exam notes - human resources and the text book. Human resource management is the leadership and management of people within an organization using systems, methods, processes and procedures that enable employees to optimize their contribution to the organization and its goals. Chapter 7 placing, developing and evaluating human resources. In order to ensure that a company utilizes its talent resources effectively it needs to manage a new employee"s gap between expectations and abilities, and the job"s characteristics starting with an effective onboarding and orientation. Onboarding the process of integrating and acculturating new employees into the organization and providing them with the tools, resources and knowledge to become successful and productive. Onboarding outcomes: greater retention, faster time to productivity; Purposes of orientation: reduce employee turnover, reduce errors and save time (start-up costs, new employees typically, develop clear job and organizational expectations thus improving job less efficient) performance. Increase organizational stability: attain acceptable job performance levels faster.

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