Exam III Study Guide - BADM 310 EXAM 3 Study Guide HUMAN...

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BADM 310 EXAM 3 Study Guide HUMAN RESOURCE MANAGEMENT Strategic HRM : managing the system to support the organizations strategy and goals -not the “personnel” ; it is the administering policies -driven by trend to link human resource practices, strategy, and performance -work with the “line” organization to improve efficiency, quality, innovation, and responsiveness Line: factors involved in securing and delivering an order (production, sales, etc) Staff: marketing; finance; HRM; R&D; support others -supports high performance work practices (cross-func teams, TQM, info sharing, etc) External Recruiting: outside the firm PROS: brings in new skills and ideas CONS: outsiders actual capabilities and fit are unknown and may not match the orgz culture Internal Recruiting: inside the firm PROS: candidates and qualifications better known, “promotion from within” motivates employees CONS: costly if job skills must be learned on the job Selection: assessing applicant qualifications in order to high the best people SELECTION TOOLS: Resumes and application forms: provide initial screening: validity rating (3) Interviews: almost universally and reasonably valid (4) Written tests: valid for routine work, measure intelligence, ability, personality, interest, etc – validity varies (2) Reference Checks: tough to get negative info: lowest validity (1) Performance and Simulation Tests: work sampling, key tasks, assessment center to simulate challenges, Most expensive, most valid (5) Interviewing Guidelines 1. Structure to maximize validity of Information: structured “job related” questions vs. unstructured “conversational” questions 2. Multiple interviews (not just one) 3. GET detailed answers about job behaviors, not generalities about job responsibilities 4. Take notes (things blend together) 5. Avoid over-talking, should actively listen 6. Watch cognitive biases (stereotyping, halo, etc) 7. Ask appropriate questions Outsourcing: using outside suppliers and contractors for specific organizational functions formerly done internally -provides flexibility in recourse and staffing levels -provides lower initial and ongoing costs
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Old View: outsourcing is for peripheral functions to save money, temporary employees aren’t as committed New View: outsourcing is a strategic move, taps cutting edge expertise and capabilities, new ideas, temporary employees are as, if not more, committed and capable Training : helping employees be effective performers in their current jobs -learn technical, interpersonal, and problem-solving skills Development: Enabling employees to take on new challenges -usu. Managers and professionals, varied job experience is key developmentally Action Learning: link conceptual learning with actual job tasks -non technical training issue: “now what do I do on my real job?” -in action learning, employee learns technique and its project application at the same time
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Performance Management: two goals 1. Appraising, 2. Developing employee performance are in CONFLICT -development requires understanding and support
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