UNLV \u2013 MGT 301 \u2013 CHAPTER 9 NOTES - UNLV MGT 301 CHAPTER 9 NOTES CH9 Human Resource Management Human Capital Economic Potential of employee knowledge

UNLV u2013 MGT 301 u2013 CHAPTER 9 NOTES - UNLV MGT 301...

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UNLV – MGT 301 – CHAPTER 9 NOTES CH9 Human Resource Management Human Capital: Economic Potential of employee knowledge, experience and actions. Social Capital: The economic potential of working relationships. Knowledge Worker: someone who’s main job is to interpret information. Strategic Human Resource Planning : a) Understand current employee needs b) Predict future employment needs Job Analysis: Determine basic elements of a job Job Description and Job Specification : Specifies what the job entails HR Inventory: A report showing employee’s information such as name, training, languages, etc. Internal Recruiting: Making people already working in the organization aware of employment opportunities. External Recruiting: Attracting applicants from outside of the organization. RJP (Realistic Job Preview): Gives candidates positive and negative features of a job (Hence the name). Unstructured Interview: Regular informal interview just to find out what the applicant is like. Structured Interview: a) Type 1 Situational: standard questions, comparing responses to standard answers. b) Type 2 Behavioral-Description: find out information on applicant from the past. Employment tests: Ability tests, performance tests, personality tests, integrity tests, and others. Reliability: How consistent measurement of tests are. Validity: free of biases and to the point testing for its purpose. Compensation: a) Wages or Salaries b) Incentives c) Benefits Base Pay: Basic Wage 5 Steps of Training: a) Assessment b) Objectives c) Selection
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UNLV – MGT 301 – CHAPTER 9 NOTES d) Implementation e) Evaluation Performance Management: a) Define Performance b) Monitor & Evaluate Performance c) Review Performance d) Provide Consequences Performance Appraisal: a) Assess an employee’s performance b) Provide him or her with feedback Objective Appraisals: Are based on facts and are often numerical Subjective Appraisals: Manager’s perception of employee based on traits and behavior Formal Appraisals : Conducted at specific times, based on measurements stablished in advance Informal Appraisals : Conducted unscheduled and less rigorous 360 Degree Assessment : when appraisal is provided by supervisor, peers, subordinates and clients Force Ranking Performance Review System: all employees are compared against one another and are given grades based on performance 1963 Equal Pay Act 1964 Civil acts right (no discrimination based on race, color, religion…) 1967 Age Discrimination in Employment Act [ADEA] 1970 Occupational Safety & Health Act [OSHA] (Minimum health and safety standards) 1974 Privacy Act 1974 Employee Retirement Income Security Act [ERISA] (rules for pensions) 1985 Consolidated Omnibus Budget Recognition Act [CROBRA] (extension of health insurance after termination)
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