I.2-Strategy and HR

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

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STRATEGY AND HUMAN RESOURCES Prof. John Kammeyer-Mueller MGT 4301 Introduction, Session 2: Strategy and Human Resources
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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?
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Person/Organization Match Introduction, Session 2: Strategy and Human Resources
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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
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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
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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…
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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
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This note was uploaded on 07/18/2011 for the course MAN 4301 taught by Professor Kammeyer during the Fall '10 term at University of Florida.

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

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