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Department
Management
Course
MGT 302
Professor
Cynthia Cordes
Semester
Fall

Description
MANAGEMENT 302 Study Guide, Exam 1 STRATEGIC HUMAN RESOURCE MANAGEMENT Provide some examples of the discrepancies between academic research findings and HRM practice. What implications do these have for performance? Academic Research Findings HRM Practice RECRUITMENT Quantitative analysis of recruitment sources Less than 15% calculate yield ratios using yield ratios can facilitate efficiencies in Less than 28% know how recruitment STAFFING Realistic job previews can reduce turnover Less than 20% of companies use RJPs in high- turnover jobs Weighted application blanks reduce turnover Less than 35% know what WAB is; < 5% use them 40% of companies use structured interviews Structured, behavioral, or situational interviews <50% use behavioral interviews. are more valid Use actuarial model of prediction with multiple Less than 5% use actuarial model. measures Graphology is invalid and should not be used Use is on the increase in the United States PERFORMANCE APPRAISAL Do not use traits on rating forms More than 60% still use traits Train raters (for accuracy, observation bias)Less than 30% train raters Make appraisal process important element of Less than 35% of managers are evaluated on manager’s job performance appraisal COMPENSATION Merit-based systems should not be tied into a More than 75% tie merit pay into base. base salary Gainsharing is an effective PFP system Less than 5% of companies use it where they could. Identify the major HR domains or functions and some of the most common activities involved with each. Have some general sense of what they entail 1) HRM Functions: Staffing: Process through which an organization ensures that it always has the proper number of employees with the appropriate skills in the right jobs, at the right time, to achieve organizational objectives • Top business concern: Finding skilled staff • Involves: o Job Analysis: Systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization o HR Planning: Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period o Recruitment: Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization o Selection: Process of choosing from a group of applicants the individual best suited for a particular position and the organization HR Development: Major HRM function consisting not only of training and development but also of the individual career planning and development activities, organization development, and performance management and appraisal • Training: Provide learners with the knowledge and skills needed for their current job • Development: Involves learning that goes beyond today’s job and has more long-term focus • Organization Development (OD): Planned and systematic attempts to change the org, typically to a more behavioral environment • Career Planning: Ongoing process whereby an individual sets career goals and identifies the means to achieve them • Career Development: Formal approach used by the org to endure that people with the proper qualifications and experiences are available when needed. Individual careers and org needs are nor separate and distinct • Performance Management: Goal-oriented process that is directed toward ensuring that organization processes are in place to maximize the productivity of employees, teams, and ultimately, the org • Performance Appraisal: Formal system of review and evaluation of individual or team task performance  Afford employees the opportunity to capitalize on their strengths and overcome identified deficiencies, thereby helping them to become more satisfied and productive employees Compensation: Total of all rewards provided employees in return for their services • Includes o Direct Financial Compensation: Wages, salaries, commissions, bonuses o Indirect Financial Compensation (Benefits): Paid vacations, sick leave, medical insurance o Nonfinancial Compensation: Satisfaction Safety and Health: • Safety: Protecting employees from injuries caused by work-related accidents • Health: Employees’ freedom from physical or emotional illness Employee and Labor Relations HR Research: Not a distinct HRM function but pervades all functional areas External HRM Environment: • Factors outside an org’s boundaries that affect a firm’s HR makeup • Firm often has little control over how the external environment affects management of HR • Legal Considerations, Labor Marker, Society, Political Parties, Unions, Shareholders, Competition, Customers, HR Technology, Economy, Unanticipated Events 2) Domains: Acquiring HR capability Developing HR capability Rewarding and compensating HR Managing HR and enhancing productivity and quality work life What does “management by measurement” mean? Provide some examples Management by Measurement: Ensuring all functional business units subscribe to guidelines for sound, strategic measurement Criteria to measure: • Performance (Individual, team, unit) • Quantity, quality, timeliness, cost-effectiveness, effects on others • Productivity • Customer satisfaction • Absenteeism • Turnover/retention/tenure/intentions to stay or leave • Employee theft • Violence in the workplace • Job stress (e.g., role conflict, ambiguity) • Job satisfaction/motivation/attitudes/commitment • Creativity • Perceived fairness (procedural, interactional) • Error rates • Accidents, health-related variables (worker stress, injuries) • Organizational citizenship behavior Describe competitive advantage; know the two bases of competitive advantage (customer value and uniqueness) The ability of an organization to formulate strategies that place it in a favorable position relative to other companies in the industry Based on: • Customer value: Customers feel that they receive more value from their transaction with an organization than from its competitors o Factors in understanding the customer’s needs and expectations:  Particular product or service  Intangible variables: Corporate responsibility, environmental impacts, diversity policies, political issues, affiliation with other products or services • Uniqueness: offering a product or service that your competitor cannot easily imitate or copy o Financial or Economic Capability: A business receives special access to financial funding or is able to produce a good or service cheaper than someone else o Strategic or Product Capability: A business needs to offer a product or service that differentiates it from other products or services o Technological or Operational Capability: A business can have a distinct way of building or delivering its product or service o Organizational Capability: The business’s ability to manage organizational systems and people in order to match customer and strategic needs Explain a SWOT analysis The purpose of SWOT analysis is to: • Identify environmental opportunities and threats  External • Understand how the mix of these forces interact with each other and the firm’s internal strengths and weaknesses • Predict their future effects • Provide a means to control their impact Explain what The Cracked Water Pot has to do with competitive advantage Water bearer = Manager  Identify strengths and weaknesses and utilize them  Make the best out of everyone Explain “… damage control can prevent failure, but it will never elevate you to excellence.” Developing your weaknesses constitutes damage control Have to risk and use your strength in order to succeed . DIVERSITY AND THE LEGAL ENVIRONMENT Define discrimination and whom Title VII covers Discrimination: The employment decision making or working conditions that are advantageous (or disadvantageous) to members of one group compared to members of another group Title VII: • Prohibits discrimination on the basis of race, color, religion, sex, or national origin in all aspects of employment (amended in 1991). • Covers o All private and public employers of 15 or more people o All private and public educational institutions o State and local governments o Public and private employment agencies o Labor unions with 15 or more members • Doesn’t Cover o Sexual Orientation (Gender identity, Gender expression) o Religious Organization o Private Clubs (All men’s golf club  Network) o Indian Reservation Employment (covered by their own law) o Age o Disabilities Glass Ceiling: The invisible barrier in org that impedes women and minorities from career advancement Distinguish between a BFOQ and business necessity • BFQQ: A characteristic that must be present in all employees for a particular job • Business Necessity: An employment practice deemed necessary fo
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