Professional Documents
Culture Documents
Chapter
McGraw-Hill/Irwin
1-2
organizational
designing personnel planning recruiting hiring evaluating training developing promoting compensating terminating
1-3
of HPWS
position use validated selection and promotion models/procedures implement extensive cross training and development of new employees use formal performance appraisal and management use multi-source (360 degree) performance appraisal and feedback link merit increases to formal appraisal processes above-market compensation for key positions high percentage of entire workforce included in incentive system high difference in pay between high and low performers high percentage of workforce working in self-managed, project-based work teams low percentage of employees covered by union contract high percentage of jobs filled from within
1-4
building
and sustaining core competencies within the organization maintaining flexibility react quickly to the changing global marketplace and the advances in technology
1-5
HRM Practice
Less than 10% calculate yield ratios. Less than 25% know how.
Less than 20% of companies us RJPs in high-turnover jobs. Less than 30% know what WAB is; less than 1% use WABs. 45% of companies use structured interviews Less than 5% use actuarial model. Use is on the increase in the United States.
More than 70% still use traits. Less than 30% train raters. Less than 35% of managers are evaluated on performance appraisal.
COMPENSATION Merit-based systems should not be tied into a base salary. Gainsharing is an effective PFP system
More than 75% tie merit pay into base. Less than 5 % of companies use it where they could.
1-6
acquiring
human resource capability developing human resource capability rewarding and compensating human resources managing human resources and enhancing productivity and quality of worklife
1-7
Design
1-8
management/supervisory
development career planning/development employee assistance/counseling programs attitude surveys training delivery options diversity programs
Performance
management
1-9
programs/OSHA compliance health/medical services complaint/disciplinary procedures compensation administration wage/salary administration insurance benefits administration unemployment compensation administration pension/profit-sharing plans labor relations/collective bargaining
1-10
globalization of the economy technological changes, challenges, and opportunities need for flexible response to changing business environments increase in litigation related to HRM changing characteristics of the workforce
1-11
by measurement systemensuring all functional business units subscribe to guidelines for sound, strategic measurement
criteria
to measure performance (e.g., individual, team, unit) quantity, quality, timeliness, cost-effectiveness, effects on others productivity customer satisfaction absenteeism turnover/retention/tenure/intentions to stay/leave employee theft
1-12
to measure (continued) violence in the workplace job stress (e.g., role conflict, ambiguity) job satisfaction/motivation/attitudes/commitment creativity perceived fairness (procedural, interactional) error rates accidents, health-related variables (worker stress, injuries) organizational citizenship behavior
1-13
Huselid, Becker, and Beatty (2005) state that a workforce that can execute strategy is the most critical and underperforming asset in most organizations. three challenges organizations must take on to maximize workforce potential call for the development of a workforce scorecard to determine how well the workforce executes strategy outlines three challenges that face a successful workforce measurement and management system
1-14
Competitive Advantage
Competitive
advantagethe ability of an organization to formulate strategies that place it at a favorable position relative to other companies in the industry
three
value uniqueness
1-15
valuecustomers feel that they receive more value from their transaction with an organization than from its competitors
factors
particular
product or service tangible variablescorporate responsibility, environmental impacts, diversity policies, political issues, and affiliation with other products or services
1-16