MAN 325-Test 1 Cheat Sheet

MAN 325-Test 1 Cheat Sheet - Chapter 1 slides:...

Info iconThis preview shows pages 1–2. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 1 slides : PRESELECTION: planning (acquisition, deployment, utilization/retention) Job Analysis (qualifications, selection methods, training requirements, performance standards/appraisal methods, pay raise/equity), SELECTION: recruitment (internal/external, find pool, quick/cheap/legal), selection (good match, legal), POSTSELECTION: Training and development (orientation to culture, ongoing job training, develop future job), Performance Appraisal (Measure performance, feedback, communicate effects) , compensation (pay/benefits to have loyal), productivity improvement programs (job behavior=rewards(financial or not)), EXTERNAL FACTORS: Talent supply/demand, workplace justice laws, union, safety and health concerns, international influences, cultural diversity, work/family issues, downsizing, mergers/takeovers,technology, etc….EVIDENCE (study)-high HRM 5%^ productivity, less turnover (6000/employee), savings with tardy/absent, 15-30% company value=HRM, Chapter 1 Book : 1-2 HR PROFESSIONAL’s ROLE: Establish HRM Procedures and Methods, Monitor/Evaluate HR Practices, Advise/Assist Managers on HRM-Related Matters. LINE MANAGER’s ROLE-(ex) Interview job applicants, Provide orientation coaching, and on-the-job training, provide and communicate job performance ratings, recommend salary increases, cary out disciplinary procedures, investigate accidents, settle grievance issues AND provide HR with training needs, job analysis data, incident and employee problems, policy and procedure needs 1-3 Gaining a competitive advantage-cost leadership, niche focus, or product differentiation (better quality, new/innovative, location, marketing); 16 HRM practices that enhance competitive advantage: Employment security, selectivity in recruiting, high wages, incentive pay, employee ownership, information sharing, participation and empowerment, teams and job redesign, training and skill development, cross—utilization and cross-training, symbolic egalitarianism, wage compensation, promotion within, long-term perspective, measurement of practices, overarching philosophy. HRM PRACTICES EMPLOYEE CENTERED OUTCOMES-poor performance appraisal process job dissatisfaction (picking favorites), employee selection process employee competence (math teachers sample class), productivity improvement program greater employee motivation (incentive system). EMPLOYEE CENTERED OUTCOMES ORGANIZATION CENTERED OUTCOMES- Employee competence greater output, employee commitment employee retention. ORGANIZATION CENTERED OUTCOMES COMPETITIVE ADVANTAGE-Employee retention Product Differentiation (people liking the way bank is run or person themselves), Employee output Product Differentiation (employees encouraged to be innovative, take risks, be in teams, company image). DIRECT employees can create more items, less cost of hiring for less turnover, lawsuit. Trader Joe’s has happy energetic employees. Southwest doing well after 9/11 from strong customer satisfaction (versus Kmart).
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 2
This is the end of the preview. Sign up to access the rest of the document.

Page1 / 2

MAN 325-Test 1 Cheat Sheet - Chapter 1 slides:...

This preview shows document pages 1 - 2. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online