notes_MGMT101_summary of the book

Gi2 outsourcing using someone outside the firm

Info icon This preview shows pages 13–16. Sign up to view the full content.

View Full Document Right Arrow Icon
g.i.2. Outsourcing – using someone outside the firm. Benefits: g.i.2.a. Flexibility – when forecasting needs is uncertain g.i.2.b. Cost – no benefits, use for only time needed, no training g.i.2.c. Disad: lose quality control, and workers don’t have same training/knowledge you would require g.i.2.d. Used primarily when “rules” can be used to do a job g.i.3. Job analysis – SEE ABOVE g.ii. External Recruiting – newspapers, magazines, internet, employment agencies, campuses g.ii.1. Adv: larger applicant pool, new approaches g.ii.2. Disad: high recruitment costs, lack knowledge or organization, good performance is speculative
Image of page 13

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

View Full Document Right Arrow Icon
g.iii. Internal Recruiting – lateral movements or promotions within organization. g.iii.1. Ad: already familiar, we know their abilities, less expensive, increases morale g.iii.2. Disad: smaller applicant pool g.iv. Honesty – realist job preview (RJP) is necessary to make sure you are not falsely recruiting people, who will quit h. Selection process – applicants must be qualified and likely to be a good performer h.i. Background info – education, background checks, h.ii. Interviews – bias can exist “similar-to-me” h.ii.1. Structured – standar questions for all applicants. Ad: standardized, adequate validity. Disad: can be costly h.ii.2. Situational – role plays h.ii.3. Unstructured – ordinary convo. Adv: applicants feel more comfortable and you can talk. Disad: low validity and bias h.iii. Paper and pencil tests – h.iii.1. Intelligence tests h.iii.2. Ability tests – skills, verbal and numerical h.iii.3. Personality – traits for job performance h.iv. Physical ability tests – jobs requiring physical strength h.v. Performance tests – tests that show skills used for the job (typing for secretaries) h.vi. References – used at the end of the process h.vii. In choosing a selection tool: validity, reliability, cost, fairness, and applicability h.vii.1. Reliability –degree to which selection tools provide consistent results h.vii.2. Validity – How a tool measures what it is trying to measure h.viii. Use the 4/5 rule. When the selection ration for one group is less than 80% that of another group, then an adverse impact exists and a new selection process should be used i. Training (teaching noobs) and Development (building members for new responsibilities). Begin with a needs assessment to determine which employees need what i.i. Training: i.i.1. Classroom instruction – may include videos, role playing, and simulations i.i.2. On-the-job training – i.i.3. Stretch assignments (?) i.ii. Development – i.ii.1. Varied work experience – performing different jobs within the firm, mentoring (really helpful) i.ii.2. Formal education – MBAs, long-distance learning (videoconferencing) j. Performance appraisal and feedback (giving info about appraisal)- appraisal gives info for pay and bonuses and areas that need development
Image of page 14
j.i. Appraisal: j.i.1. Trait appraisals – skills, abilities, and personality relevant to the job, j.i.1.a. Disad: having certain characteristics may not ensure high performance, some traits that are irrelevant may be viewed as unfair, may not provide actionable feedback j.i.2.
Image of page 15

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

View Full Document Right Arrow Icon
Image of page 16
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