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Chapter 8

Chapter 8


Department
Management (MGT)
Course Code
MGTA01H3
Professor
Chris Bovaird
Chapter
8

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Chapter 8
Human resource management (HRM) set of organizational activities directed as
attracting, developing, and maintaining an effective workforce
Job analysis a systematic analysis or job within an organization
Job description lists the duties of a job, its working conditions, and the tools, materials,
and equipment used to perform it
Job specification lists the skills, abilities, and other credentials needed to do the job
Replacement chart an HR technique that lists each important managerial position, who
occupies it, how long he or she will probably stay in it before moving on, and who (by name)
is now qualified or soon will be qualified to move into it
Employee information systems (skills inventories) computerized systems that
contain information on each employees education, skills, work experience, and career
aspirations
Matching HR Supply and Demand
Managers can plans to manage predicted shortfalls or overstaffing
Short fall is predicted, new employees can be hired, present employees can be
restrained and transferred into understaffed areas, individuals approaching
retirement can be convinced to stay on
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
Internal recruiting considering present employees as candidates for job openings
External recruiting attracting people outside the organization to apply for jobs
oInternships a short term paid position where students focus on a specific
project
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Validation the process of determining the predictive value of information
Application forms asking the candidate to fill out an application form
Efficient method of gathering information about the applicants previous work
history, educational background, and other job related demographic data
Should not contain questions about areas unrelated to the job gender, religion, or
national origin
Used informally to decide whether a candidate merits further evaluation, and
interviewers use application forms to familiarize themselves with candidates
interviewing them
Tests ability, skill, aptitude, or knowledge relevant to a particular job are usually the best
predictors of job success, although tests of general intelligence or personality are
occasionally useful as well
Interviews sometimes a poor predictor of job success because biases that are inherent in
the way people perceive and judge others on first meeting affect subsequent evaluations
Validity can be improved by training interviewers to be aware of potential biases and
by increasing the structure of the interview
Questions are written in advance and all interviewers follow the same question list
with each candidate
Curve ball questions questions that job applicants would never expect to be asked
Other techniques
Physical examination
Polygraph (lie detector)
Drug tests
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