Chapt 9 Textbook Notes

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Management (MGT)
Chris Bovaird

Description Replacement Charts: An HR technique that lists each important managerial postion, who occupies it, how long he/she will probably stay in it before moving on, and who is now qualified or soon will be qualified to move into it. Employee Information Systems (Skills Inventories): Computerized system that contains information on each empl}Ç[s education, skills, work experience and career aspirations. ™ Forecasting the external supply of labour is rely on information from outside sources such as government reports and figures from universities and colleges on the number of students in major fields STAFFING THE ORGANIZATION: ™ Staffing of the corporation is one of the most complex and important aspects of good HR management ™ Recruiting: The phase in the staffing of a company in which the firm seeks to develop a pool of interested, qualified applicants for a position. (Includes external and internal recruiting) ¾ Internal Recruiting- Considering present employees for job openings. N Promotions help build self-confidence and keeps high quality employees from leaving ¾ External Recruiting- Attracting people outside the organization to apply for jobs N Involves advertising, campus interviews, employment agencies N Newspaper ads are often used because they reach a wider audience and allow minorities equal opportunity N Internships- A short-term paid position where a university/college student focuses on a specific project SELECTING HUMAN RESOURCES ™ Intent of the selection process is to gather information form applicants that will predict their job success and then to hire the candidates ™ Validation- The process of determining the predictive value of information ™ Managers use a variety of selection techniques: application forms, tests, interviews ¾ Application forms- DZµooÇšZ]ŒZšZš‰šZš]ZµZš}2šZŒ]L}ŒKš]}L}µššZ‰‰o] Lš[Z previous work experience, education, etc. ¾ Tests- Used to test ability, skill aptitude or knowledge relevant to the job. Tests should be a valid predictor of performance ¾ Interviews- Popular but it is sometimes bias because people judge others on the first meeting, also applicants are becoming clever and giving all the right answers therefore interviewers will use curveball questions to better assess the applicant. DEVELOPING HUMAN RESOURCES ™ Orientation: Initial acquainting of new employess Á]ššZ }K‰LÇ[Z‰}o] ]ZL‰Œ}2ŒKZ7 personnel with who they will interact and the nature of the job. ™ Effective orientation will help newcomers feel like part of a team and ease the transition from outsider to insider TRAINING & DELEVOPMENT ™ Starting point in assessing training and development needs is conducting a needs anaylsis- determinin2šZ}Œ2L]Ìš]}L[ZšŒµLZLšZšŒ]L]L2‰Œ}2ŒKZL ZZŒÇš}KššZK ™ Work JBased Programs- A technique that ties training and development activities directly to task performance ¾ Most common method of work-based training is on the job training: development programs in which employees gain new skills while performing them at work ¾ Systematic job rotations and transfers: Method used for lower level managers or for operating employees being groomed for promotions , employees are rotated and transferred from one job to another and the employee than can learn a wider array of tasks ™ Instructional-Based Programs- Training workers through the use of classroom based programs(i.e. lecture) ¾ Most common is the lecture or discussion approach: an instructional based program in which a trainer presents material in a descriptive fashion to those attending a trainee program. ¾ Off the job training- Those development programs in which employees learn new skills at a location away from the normal work site (e.g. in a classroom) ™ Team Building and Group Based Training- ¾ Growing in popularity and designed to facilitate intragroup co-operation among team members ¾ Popular methods include outdoor training exercises Evaluating Employee Performance ™ Performance Appraisal: A formal program for evaluating how well an employee is performing the job; helps mangers to determine how effective they are in recruiting and selecting employees ™ Performance appraisals help mangers assess the extent to which they are recruiting and selecting the best employees. ™ They also contribute to effective training , development and compensations THE PERFORMANCE APPRAISAL PROCESS Conducting the Performance Appraisal ™ }Lµ šÇšZ]L]À]µo[ZZµ‰ŒÀ]Z}Œ µZšZÇZÀšZK}ZšlL}Áo2}šZE} requirement and most opportunity to observe employees ™ Therefore the supervisor is both responsible for employees high performance and accountable for their inadequate performance ™ Source of information : subordinates ,self evaluation, customers ¾ Sources of information is subject to various weaknesses and shortcomings Providing Performance Feedback ™ After performance appraisal, next step is providing feedback, coaching, and counselling ™ Managers tend to avoid giving feedback because they know that an employee who receives negative feedback may be angry, hurt, discouraged or argumentative PROVIDING COMPENSATION & BENEFITS ™ Compensation: What a firm offers its employees in return for their labour ¾ Includes: base salary, incentives, bonuses, benefits and other rewards ™ Basic Compensation- means the base level of wages or salary paid to an employee ¾ Wages: Dollars paid based on the number of hours worked, applied to lower level and/or operating level jobs ¾ Salary: Dollars paid at regular intervals in return for doing a job, regardless of the amount of time our output involved ™ Common source of information that many organizations use to determine base compensation is pay surveys- a survey of compensation paid to employees by other employers in a particular geographic area, industry, or an occupational group ¾ Pay surveys provide information that a business needs to avoid an imbalance between its own pay scale and those of comparable organizations ¾ Pay surveys are conducted by professional associations ™ Job Evaluation: A method for determining the relative value or worth of a job to the organization so that individuals who are performing it can be appropriately compensated ¾ Used to establish internal pay equity ™ Pay Structure help to determine basic compensation ¾ Compensation for different E}Z]ZZ}LšZ}Œ2L]Ìš]}L[ZZZZZKLš}šZŒoš]ÀÀoµ to the organization of each job class therefore there should be a logical rank ordering compensation levels from the most valuable to the least valuable ¾ Managers might use performance seniority( a system that give priority in promotions to employees with greater length of service ) PERFORMANCE BASED COMPENSATION ™ When rewards are associate
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