What are the 7 people centered practices. - Protection of job security
- rigorous hiring process
- employee empowerment
- compensation linked to performance
- comprehensive training
- reduction of status differences
- sharing of key information
General Model of HR
Number 1 job recruiting search method corporate websites
number 1 way candidates get a job referrals
4 recruiting tips - use social networks of existing employees and friends
- use personal contact
- target, target, target (what is desired performance?, qualifications? where to find
people that fit?)
- proofread all ad's
2 different kinds of interveiws 1. structured
2. unstructured
what is the most common selection tool when getting interviews
hired?
characteristics of good training (training = guiding - clarify objectives, use them to select methods
experience to change employee behavior or attitudes, one - maximize similarity between the training and the job
way to help them learn) - convey general principles
- provide variety of examples
- provide practice and feedback
- use questions to guide attention and encourage active thought
Development Options - Education
- Assessment and feedback
- Work experiences
- Relationships
Managers as teachers - Explain basic concepts (TELL)
- Demonstrate Performance (SHOW)
- Solicit practice (WATCH)
- Provide constructive feedback (ENCOURAGE)
Job analysis Purposeful, systematic process for collecting information on the important work-
related aspects of a job
Job description Written description of basic tasks, duties, and responsibilities required of an
employee holding a particular job
,Job specifications Summary of the qualifications needed to successfully perform the job, often
included as a separate section of a job description
Appraisal Evaluating how well employees are doing their jobs in order to make decisions
about pay, etc.
EEOC (Equal Employment Opportunity Commission) Federal agency enforcing enforcing employment law (Do not discriminated)
Employers may not discriminate in employment decisions on the basis of sex,
sexual orientation, gender identity, age, religion, color, national origin, race,
disability, or genetic history
BFOQ (Bona Fide Occupational Qualification) Having this qualification is necessary to perform the job (Methodist Church hiring a
Minister and a Catholic Priest tried to get hired and said they are discriminating
against him but you obviously have to be Methodist to be a Minister there)
Guidelines for effective interviews Three stages: Planning for interview, Conducting interview, After interview
Stage 1 of Interviews Planning for interview: Identify and define KSAO characteristics needed for
successful job performance
Stage 2 of Interviews Conducting interview: Create relaxed, nonstressful atmosphere, review application
form/resume, allocate enough time
Stage 3 of Interviews After interview: Review notes, evaluate applicant on each essential KSAO,
determine probability of success
Wrongful Discharge Legal doctrine that requires employers to have a job related reason for terminating
someone
Terminating employees. should not be the first option, notify employees of the issue and the seriousness
and give them ample time to change the behavior.
DO's for layoffs conduct layoffs in person, shut down access to internal communication systems
when employees are being summoned to meeting or call where they will be laid off,
keep communication brief and to the point, gather remaining team and inform them
of layoff, be kind and treat people with integrity
DONT's for layoffs announce via chat/IM etc, let employees learn they have been laid off by noticing
their access is cut to things like their email, conduct a layoff without a representative
from HR present, discuss specifics about why an employee was let go with the
remaining team
Functional turnover Loss of poor-performing employees who chose to leave the organization
Dysfunctional turnover Loss of high performing employees who choose to leave, costly to organization
, Motivation Set of forces that initiates, directs, and makes people persist in their efforts to
pursue a goal
Job performance equation Ability * Motivation or 'can do x will do' (sometimes a 3rd one that is situational
constraints)
Alderfer ERG theory People are motivated to take action to satisfy unmet needs; three fundamental
needs: Existence, Relatedness, Growth
Maslow's hierarchy of needs Suggests that people are motivated by psychological, safety, belongingness,
esteem, and self-actualization needs
McClelland's theory Different people are motivated by different needs: Affiliation (nAff), Achievement
(nAch), Power (nPow)
how are the needs theories similar they emphasize needs for relatedness, emphasis on need for achievement
Intrinsic rewards Rewards that come from within the individual, such as personal satisfaction
Extrinsic rewards Rewards that come from external sources, such as pay or recognition
Job characteristics Core job characteristics influence people's psychological experience of work that
predicts how motivating and satisfying the job is
skill variety the amount of different things you may do
task identity do you complete a whole identifiable piece of work or do you do a small part that is
hard to identify what you contribution was
task significance can you see how your work makes a difference and affects people
autonomy at work... when and where you do work, your control over your work
feedback at work how much feedback do you get form the actual work you are doing that tells you
that you are doing well
Goal setting theory Goals are one of the best tools to motivate people, initiate effort, direct it, and
persist until it is done
- rigorous hiring process
- employee empowerment
- compensation linked to performance
- comprehensive training
- reduction of status differences
- sharing of key information
General Model of HR
Number 1 job recruiting search method corporate websites
number 1 way candidates get a job referrals
4 recruiting tips - use social networks of existing employees and friends
- use personal contact
- target, target, target (what is desired performance?, qualifications? where to find
people that fit?)
- proofread all ad's
2 different kinds of interveiws 1. structured
2. unstructured
what is the most common selection tool when getting interviews
hired?
characteristics of good training (training = guiding - clarify objectives, use them to select methods
experience to change employee behavior or attitudes, one - maximize similarity between the training and the job
way to help them learn) - convey general principles
- provide variety of examples
- provide practice and feedback
- use questions to guide attention and encourage active thought
Development Options - Education
- Assessment and feedback
- Work experiences
- Relationships
Managers as teachers - Explain basic concepts (TELL)
- Demonstrate Performance (SHOW)
- Solicit practice (WATCH)
- Provide constructive feedback (ENCOURAGE)
Job analysis Purposeful, systematic process for collecting information on the important work-
related aspects of a job
Job description Written description of basic tasks, duties, and responsibilities required of an
employee holding a particular job
,Job specifications Summary of the qualifications needed to successfully perform the job, often
included as a separate section of a job description
Appraisal Evaluating how well employees are doing their jobs in order to make decisions
about pay, etc.
EEOC (Equal Employment Opportunity Commission) Federal agency enforcing enforcing employment law (Do not discriminated)
Employers may not discriminate in employment decisions on the basis of sex,
sexual orientation, gender identity, age, religion, color, national origin, race,
disability, or genetic history
BFOQ (Bona Fide Occupational Qualification) Having this qualification is necessary to perform the job (Methodist Church hiring a
Minister and a Catholic Priest tried to get hired and said they are discriminating
against him but you obviously have to be Methodist to be a Minister there)
Guidelines for effective interviews Three stages: Planning for interview, Conducting interview, After interview
Stage 1 of Interviews Planning for interview: Identify and define KSAO characteristics needed for
successful job performance
Stage 2 of Interviews Conducting interview: Create relaxed, nonstressful atmosphere, review application
form/resume, allocate enough time
Stage 3 of Interviews After interview: Review notes, evaluate applicant on each essential KSAO,
determine probability of success
Wrongful Discharge Legal doctrine that requires employers to have a job related reason for terminating
someone
Terminating employees. should not be the first option, notify employees of the issue and the seriousness
and give them ample time to change the behavior.
DO's for layoffs conduct layoffs in person, shut down access to internal communication systems
when employees are being summoned to meeting or call where they will be laid off,
keep communication brief and to the point, gather remaining team and inform them
of layoff, be kind and treat people with integrity
DONT's for layoffs announce via chat/IM etc, let employees learn they have been laid off by noticing
their access is cut to things like their email, conduct a layoff without a representative
from HR present, discuss specifics about why an employee was let go with the
remaining team
Functional turnover Loss of poor-performing employees who chose to leave the organization
Dysfunctional turnover Loss of high performing employees who choose to leave, costly to organization
, Motivation Set of forces that initiates, directs, and makes people persist in their efforts to
pursue a goal
Job performance equation Ability * Motivation or 'can do x will do' (sometimes a 3rd one that is situational
constraints)
Alderfer ERG theory People are motivated to take action to satisfy unmet needs; three fundamental
needs: Existence, Relatedness, Growth
Maslow's hierarchy of needs Suggests that people are motivated by psychological, safety, belongingness,
esteem, and self-actualization needs
McClelland's theory Different people are motivated by different needs: Affiliation (nAff), Achievement
(nAch), Power (nPow)
how are the needs theories similar they emphasize needs for relatedness, emphasis on need for achievement
Intrinsic rewards Rewards that come from within the individual, such as personal satisfaction
Extrinsic rewards Rewards that come from external sources, such as pay or recognition
Job characteristics Core job characteristics influence people's psychological experience of work that
predicts how motivating and satisfying the job is
skill variety the amount of different things you may do
task identity do you complete a whole identifiable piece of work or do you do a small part that is
hard to identify what you contribution was
task significance can you see how your work makes a difference and affects people
autonomy at work... when and where you do work, your control over your work
feedback at work how much feedback do you get form the actual work you are doing that tells you
that you are doing well
Goal setting theory Goals are one of the best tools to motivate people, initiate effort, direct it, and
persist until it is done
