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Exam 1 Study Guide

by: Laura Branting

Exam 1 Study Guide MGMT3510

Laura Branting

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This study guide is based on the lecture slides presented in class.
Human Resource Management
Dr. James Jones
Study Guide
Human, resources
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This 5 page Study Guide was uploaded by Laura Branting on Friday September 16, 2016. The Study Guide belongs to MGMT3510 at University of Nebraska at Omaha taught by Dr. James Jones in Fall 2016. Since its upload, it has received 38 views. For similar materials see Human Resource Management in Management at University of Nebraska at Omaha.


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Date Created: 09/16/16
Exam 1 Study Guide Human Resource Management: the design of formal systems in an organization to manage human talent for accomplishing organizational goals. Elements of HRM: human (People) resource (means, supply of valuable goods, source or supply of support) management (judicious use of means to accomplish ends). Management Priorities-Evolution -Industrial Revolution = Scientific Management -Post WWII Liberalism = Human Relations -Post WWII Operations = Quantitative Approach -Hypercompetition/Mergers = Efficiency/Productivity -Search for Competitive Advantage = Strategic HRM Organizational charts represents the chain of command. Management Roles Administrative Operational and Employee Strategic Advocate The Strategic role is used more now, in the past, administrative was more popular. Personell vs Strategic HRM Personell: “Work done through people” “What IS the job?” Strtegic: investment focused. “People done through work” “WHOSE job is it?” Three-Legged Stool Model of HRM 1 leg: Obtain competent employees (or people). 2 leg: “Mold” employees for specific organizational needs. rd 3 leg: Retain/Maintain employees. HR Activities -Strategic HR Management -Equal Opporstnity Employment -Staffing (1 leg, findinndcompetent people) -Talent Management (2 leg, molding employees) -Total Rewards -Risk Management -Employee and Labor Relations Individual Employee Performance -Individual performance factors: àIndividual’s ability to do the work àEffort level expended àOrganizational support Performance (P) = Ability (A) X Effort (E) X Support (S) Components of Individual Performance Absenteeism: physically not being at work. -Lost production: production lowers, deadlines can’t be met. -Salary: still get salary if absent -Lost Benefits: losing money of benefits -Supervisory costs: supervisor lowered production with themselves. Have to reinstruct when they come back to work. -Turnover: permanent absenteeism. Leave and don’t come back. 2 Types of Turnover: àDysfunctional: Bad when high performance workers leave an organization àFunctional: Better for an organization when poor performers leave Impact of Turnover: àInability to achieve business plans àOrganizational performance -Involuntary turnover: terminations for poor performance or work rule violations. -Voluntary turnover: employees leave by choice -Uncontrollable turnover: employees leave for reasons outside the control of the organization. -Controllable turnover: occurs due to factors that could be influenced by the employer. Keys to Managing Retention I. Measurement and Assessment -Absense/Turnover Assessment -Exit Interviews -Employee Surveys -Data Analysis II. Managing Retention -Recruiting and Selection -Orientation and Training -Compensation and Benefits -Career development and Planning -Employee Relations III. Evaluation and Follow-Up -Regular review of turnover data -Tracking intervention of results -Adjustment of intervention efforts Characteristics -Personality à Seen in the Pre-Hire stage -Motivation: internal forces that cause a person to act. àSeen in Pre and Post-Hire stages -Job Satisfaction àSeen in Post-Hire stage -Commitment: person’s desire and willingness to remain in the organization. 1) Compliance: desire because they fear the organization or like rewards. 2) Identification: desire because they like what the organization stands for. 3) Internationalization Employee Management: An individual’s purpose and focused energy evident to others in the display. Levels: 1) Actively engaged: “I hate my workplace” 2) Not engaged: “It’s okay, I’ll wait for something better” 3) Engaged: “I am involved and enthusiastic about my work” HR Strategies: the means used to participate and manage the supply of and demand for human resources. Business-level strategies: Adaptive strategies Defender: there is something to defend. Prospective change, flexibility, dynamic environment. Selection (recruitment): a follower, someone who wants to take orders, enjoys repetition, and routine. Adaptive Strategies Defenders Goal: Stability Stable Environment Tight Control & Efficiency Prospectors Goal: Flexibility Dynamic Environment Loose Control Analyzers Goal: Stability Moderate Change Tight Control & Flexibility Environment Reactors Goal: Not clear Any Environment Not Clear HR Strategies:: The means used to anticipate and manage the supply of an demand for human resources. -Provide overall direction for the way in which HR activities will be developed and managed. Overall Strategic PlanàHuman Resources Strategic PlanàHR Activities H.R. Planning Sequence (Jones Version) A. Job Audit (Evaluation) -Whether jobs we have in an organization are okay. This is based on: Job Analysis. -Job Descriptions: what the job entails -Job Specifications: knowledge skills of the applicant. KSA (Knowledge, Skills, Abilities) àWith job specifications TDR (Tasks, Duties, Responsibilities) à With job descriptions Job Analysis: systematic method of collecting and evaluating info about jobs. Focuses on: Content and Human Requirements, Context. B. Inventory: Three possible conditions -“Just Right” (Equilibrium) -Shortage (Fewer) -Surplus (Decruitment) -Need to ask ‘Why” condition exists -Ways to “fix” if answer requires action. C. Forecasting (Prediction) -Subjective/Judgemental Methods -Objective/Mathematical Methods -Need to consider supply and demand Globalization of Business and HR Types of Globalization: -Importing & Exporting: selling and buying goods and services with organizations in other countries. -Multinational Enterprise: an organization with operating unites located in foreign countries. -Global Organization: an organization having corporate units in a number of countries integrated to operate worldwide. Home country: (in multinational enterprise)-where the HQ of an organization in global business. Staffing Global Assignments Types of Global Employees: 1) Expatriate: Employee of home country working in a different host country. 2) Host-Country National: another country is hosting them. 3) Third-Country National: any other citizen of a third country. Contingencies in Global HRM: -Complexity: how many moving parts are there? -Industry Types Multidomestic: Products, services, designed for a specific country. Global: Products, services, designed for use in any country. (Copiers, Air Craft) Senior Management Attitudes -Ethnocentric managers-have bias for “home country” managers. -Polycentric-bias for managers from the host country. -Regiocentric-identifying specific regions of the world. Bias for the best managers within those regions. -Geocentric: anywhere in the world. MATCHING SCENARIOS Import/ExportàExpatriateàEthnocentric Attitude Multinational EnterpriseàHouse Country NationalàPolycentric Attitude Global OrganizationàThird Country NationalàRegiocentric/Geocentric Attitude Cultural Environment -Beliefs and values shared to determine how to act appropriately in the organization. Holfstede’s Dimensions: -Power Distance: Inequity among people of a nation -Individual: extent to which people prefer to act as individuals vs. a group. -Masculinity/Femininity: masculine or feminine values. -Uncertainty avoidance: structured situations over unstructured preferred. -Long-term Orientation: values emphasize the future as opposed to short terms.


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