BADM310 SG3 - Human Resource Management Strategic Human...

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Human Resource Management Strategic Human Resource Mgmt - managing the HRM system to support the organization’s strategy and goals; Work closely with the “line” organization to improve efficiency, quality, innovation, and responsiveness; Support high perf work practices o External: seeking outside the firm; Pro: Brings in new skills and ideas; Con: Outsider’s actual capabilities and fit (e.g., with organizational culture) are relatively unknown Internal: moving people in the firm; Pro: Job candidates and qualifications are relatively better known, “Promotion from within” motivates employees; Con: Often costly if job skills must be learned on the job o Selection Tools, including validity and advantages Assessing applicant’s qualifications in order to hire the most appropriate candidates Standard tools: Resumes and application forms – initial screening, Interviews – almost universal and reasonably valid, Written tests - measure intelligence, ability, personality, interest, etc. – popular; validity varies, Reference checks – tough to get negative info Perf-simulation tests: Work sampling - perform key tasks (non-managerial jobs), Assessment center - simulate challenges of managerial jobs, Most valid, Most expensive o Interviewing Guidelines: Structure the interview to maximize validity of info: Structured (same job-related questions) interviews in preference to unstructured (conversational) interviews; Use multiple interviews; Get detailed answers about actual job behaviors vs. generalities about job respon; Take notes; Avoid over- talking; practice active listening; Watch cognitive biases (stereotyping; same-as-me; halo) o Outsourcing (old vs. new view) - Using outside suppliers and contract workers for specific organizational functions formerly done internally Old: Outsourcing is for peripheral functions to save money; Temporary employees aren’t as committed or capable New: Outsourcing is a strategic move, not just cost-cutting; Taps cutting-edge expertise and capabilities; Provides a source of new ideas; Temporary employees found to be as or more committed Training vs. Development training - individual performers & managers: Helping employees be effective performers, in their current jobs: Learn technical, interpersonal, problem-solving skills; development - usually managers or professionals: Enabling employees to take on new challenges; Varied job experience is key developmentally o Action Learning - Link conceptual learning with actual job tasks; powerful because employee learns a technique and concurrently - as part of the curriculum - uses that technique on an actual project in their job o Trends compensation: move towards flat, flexible, responsive organizations; Reduce number of pay levels – “bands” not levels; Skill-based pay; Pay for perf
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This note was uploaded on 05/05/2010 for the course ECONMOICS ECON 203 taught by Professor Josephpetry during the Spring '10 term at University of Illinois, Urbana Champaign.

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BADM310 SG3 - Human Resource Management Strategic Human...

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