{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

I.2-Strategy and HR - Introduction Session 2 Strategy and...

Info icon This preview shows pages 1–8. Sign up to view the full content.

View Full Document Right Arrow Icon
STRATEGY AND HUMAN RESOURCES Prof. John Kammeyer-Mueller MGT 4301 Introduction, Session 2: Strategy and Human Resources
Image of page 1

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

View Full Document Right Arrow Icon
Plan Introduction, Session 2: Strategy and Human Resources Where we are Went over the course syllabus and major topics Discussed some broad ideas about HR and performance Where we want to be today Learn how HR helps employees fit the company Learn how HR helps employees fit their jobs How we’ll know how we’re doing What does “person-organization fit” really mean? What is a job analysis and what does it measure? Define job description and job specification. How are they related?
Image of page 2
Person/Organization Match Introduction, Session 2: Strategy and Human Resources
Image of page 3

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

View Full Document Right Arrow Icon
Concepts: Person/Organization Match Model Introduction, Session 2: Strategy and Human Resources Organizational culture and values Norms of desirable attitudes and behaviors for employees New job duties Tasks that may be added to target job over time “And other duties as assigned . . . “ Multiple jobs Flexibility concerns - Hiring people who could perform multiple jobs Future jobs Long-term matches during employment relationship
Image of page 4
How Does Fit Happen? Attraction-selection- attrition (ASA) People and organizations seldom change Fit is like two puzzle pieces Basic model Only people who think they’ll fit apply Managers hire those similar to themselves Turnover occurs if later evaluation shows there’s a misfit Organizational socialization tactics People and organizations often change Fit is like molding clay into just the right shape Basic model Organizations have strong social power Employees desire to fit in with social situations Those who are able to adapt themselves are those who are promoted Introduction, Session 2: Strategy and Human Resources
Image of page 5

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

View Full Document Right Arrow Icon
Major Cultural Dimensions of Organizations Introduction, Session 2: Strategy and Human Resources Dimension Cultural values Change vs. consistency Innovation, experimentation, risk taking Stability, rule orientation, secure Performance vs. process Outcome orientation, action oriented, aggressive Process orientation, bureaucratic, predictable Support vs. independence Respect for people, collaborative, team oriented Respect for ideas, independent, individual-oriented Think about your own preferences for a minute and how this might relate to your  experiences in the world of work. Final project activity: Finding out about culture in your company…
Image of page 6
Person-Organization Fit: Why Does it Matter? Introduction, Session 2: Strategy and Human Resources Employment relationship perspective People accept jobs based on rewards Employees are concerned mostly with meeting their desires Values congruence indirectly affects need fulfillment through rewards offered and desired Social identity perspective People classify themselves based on group membership and wish to associate with groups that match their identity Congruence is more important than need fulfillment Research has shown that it’s not an either-or thing, both of these perspectives matter
Image of page 7

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

View Full Document Right Arrow Icon
Image of page 8
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}

What students are saying

  • Left Quote Icon

    As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

    Student Picture

    Kiran Temple University Fox School of Business ‘17, Course Hero Intern

  • Left Quote Icon

    I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

    Student Picture

    Dana University of Pennsylvania ‘17, Course Hero Intern

  • Left Quote Icon

    The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

    Student Picture

    Jill Tulane University ‘16, Course Hero Intern