Summary Managing People
Managing People (WM0161TU)
Technische Universiteit Delft
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- Paper / essay - Figure 8 case SG Cowen
- Tentamen 22 januari 2014, vragen en antwoorden
- Paper / essay - Case discription for Managing people - figure 8
- Summary Fundamentals of Human Resources Management RA Noe, JR Hollenbeck, B. Gerhart, Wright PM
- Exam November 9, 2012, questions and answers, please! Answers not checked
- List of terms Managing People
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Global organisation and resource managementPreview tekst
1) Human resources and company performance
Human Capital: An organization’s employees, described in terms of their training, experience, judgment, intelligence, relationships, and insight.
High-Performance Work System: An organization in which technology, organizational structure, people, and processes all work together to give an organization an advantage in the competitive environment.
2) Responsibilities of Human resource Departments
Analyzing and Designing Jobs
Job Analysis: The process of getting detailed information about jobs
Job Design: The process of defining the way work will be performed and the tasks that a given job requires
Recruiting and hiring employees
Recruitment: The process through which the organization seeks applicants for potential employment.
Selection: The process by which the organization attempts to identify applicants with the necessary knowledge, skills, abilities, and other characteristics that will help the organization achieve its goals.
Training and developing employees
Training: A planned effort to enable employees to learn job-related knowledge, skills, and behavior
Development: The acquisition of knowledge, skills, and behaviors that improve an employee’s ability to meet changes in job requirements and in customer demands
Managing performance
Performance management: The process of ensuring that employees’ activities and outputs match the organization’s goals
Planning and administering pay and benefits Maintaining positive employee relations Establishing and administering personnel policies Ensuring Compliance with labor laws Supporting the organization’s Strategy
Human resource planning: Identifying the numbers and types of employees the organization will require to meet its objectives
Evidence-Based HR: Collecting and using data to show that human resource practices have a positive influence on the company’s bottom line or key stakeholders
Corporate Social responsibility: A company’s commitment ot meeting the needs of its stakeholders
Stakeholders: The parties with an interest in the company’s success (shareholders, the community, etc)
3) Skills of HRM Professionals
- Credible activist: Delivers results with integrity; Shares information; Builds trusting relationships; Influences others, providing candid observation, taking appropriate risks
- Cultural steward: Facilitates change; Develops and values the culture; Helps employees navigate the culture.
- Talent manager/organizational designer: Develops talent; Designs reward systems; Shapes the organization
- Strategy architect: Recognizes business trends and their impact on the business; Applies evidence based HR; Develops people strategies that contribute to the business strategy.
- Business allies: Understands how the business makes money; Understands language of business.
- Operational executors: Implements workplace policies; Advances HR technology; Administers day- to-day work of managing people.
4) Involvement of Supervisors
- Help define jobs
- Forecast HR needs
- Provide training
- Interview and select candidates
- Appraise performance
- Recommend pay increases and promotions
- Communicate policies
- Motivate by rewards
5) Ethics in human resource management
Employee Rights: - Right of free consent (Recht of juiste informatie over bv hun werkzaamheden) - Right of privacy - Right of freedom of conscience (weigeren van handelingen die tegen hun en algemene normen ingaan) - Right of freedom of speech - Richt to due process (Recht op en niet-partijdige hoorzitting in het geval dat de werknemer zich niet juist behandeld voelt
- Careers in human resource management
- Top HR executive
- Employee benefits manager
- HR manager
- Compensation analyst
- Professional and technical staf recruiter
- Employee training specialist
- HR generalist
3) Focus on Strategy
Management is starting to see HRM as a means to support a company’s strategy, traditionally
HRM management was seen more as an administrative function. Giving employees more
purpose will develop a better moral environment and will eventually improve a company’s
productivity, thus improving it’s profit & turnover. The company’s strategy can be supported by
setting High Quality Standards, Merger & Acquisitions, and restructuring.
High Quality Standards: To compete with today’s economy, companies need to provide
high-quality products and services. Therefore many companies have adopted a form of total
quality management (TQM). This is a companywide effort to continually improve the ways
people, machines, and systems accomplish work. The core values of this system are:
- Methods and processes are designed to meet the needs of internal and external costumers.
- Every employee in the organization receives training in quality.
- Quality is designed into a product or service so that errors are prevented from occurring, rather than being detected and corrected in an error-prone product or service.
- The organization promotes cooperation with vendors, suppliers, and customers to improve quality and hold down costs.
- Managers measure progress with feedback based on data.
Mergers and Acquisitions: These activities will result in consolidation within an industry meaning two companies will become one, thus having a larger market share. This can lead to more efficiency and thereby lower costs and higher profits. HRM plays a significant role in this process because of the difference between the two companies & their environments, and how they should be merged.
Downsizing: This process could be disastrous for a firm’s work environment. HRM should focus on keeping the employer’s reputation up as an employer of choice and engage employees in working toward the goals of the firm.
Reengineering: A complete review of the organization’s critical work processes to make them more efficient and able to deliver higher quality. In this process the HRM department should help design and implement change so that all employees will be committed to the success of the reengineered organization.
Outsourcing: The practice of having another company provide services. HRM should facilitate the transition to outsourcing. This might also mean HR function will disappear.
Expanding into Global Markets: This usually means companies will be attracted to hire more employees in foreign markets, usually because of lower wages, a process also called Offshoring. This will most likely also require skilled workers (expatriates) to be sent for training this workforce. HR should select and prepare these worker.
4) Technological Change in HRM
Technological Advances have led to the development of Human Resource Information Systems (HRIS). This is a computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization’s human resources and can support HR in making the right choices.
The internet Economy: Two common challenges in this trend are fast change and thereby a need to continually update employee skills or hire new employees, and Motivation.
Electronic Human Resource Management (e-HRM): The processing and transmission of digitized HR information, especially using computer networking and the internet. This allows companies to search for talent within its own company but without the geographical limitations.
Sharing of Human Resource Information: More and more companies are setting up a self-service program in which employees can access more information about HR issues such as training; enroll themselves in programs and services; and provide feedback through online surveys.
5) Change in the Employment Relationship
A new Psychological Contract: A psychological contract is a description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions. Although in recent years this traditional arrangement is being replaced with a new type of contract in which employers demand more responsibility from their workers and offer less job-security. This is a direct result from a market which is growing ever more competitive.
Flexibility: Companies require more flexibility. This can be achieved by alternative work arrangements which are methods of staffing other than the tradition hiring of full-time employees. Various methods include:
- Independent contractors ( self- employed individuals)
- On-Call workers (persons who only work when needed)
- Temporary workers
- Contract company workers (Workers who are employed for a specific time specified in their contracts)
- Flexi le Work Schedules
3) Job Design
Is the process of defining how work will be performed and what tasks will be required in a given job. (Re)Designing jobs is an essential part of making an organization more efficient but requires specific information about it.
Designing Efficient Jobs: The study of industrial engineering focuses on this process. More efficient jobs lower costs but are usually less motivating.
Designing Jobs That Motivate: Jobs that motivate tend to attract more employees. When a shortage of skilled workers is at hand there are multiple ways to design jobs that attract and motivate employee’s.
The job characteristics model by Richard Hackman and Greg Oldham: - Skill variety (The extent of skills a job requires) - Task identity (In what way this task is part of a larger whole) - Task significance (Why this task is important) - Autonomy (The freedom of decisions employee’s have) - Feedback (Information about the effectiveness of the work performed)
Some ways to make jobs more attractive: Job enlargement: In this process jobs are made more attractive by Broadening the types of tasks performed in a job. This can be done by Job extension: combining several relatively simple jobs to form a job with a wider range of tasks, or Job rotation: Enlarging jobs by moving employees among several different jobs. Job Enrichment: Empowering workers by adding more decision-making authority to jobs Self-Managing Work Teams: Putting employees in this system will mean they will have more responsibility and authority, but also more variety. Flexible Work Schedules: Can be achieved by either Flextime: A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization, or Job sharing: A work optio0n in which two part-time employees carry out the tasks associated with a single job. Telework: Employees work at home, giving them greater flexibility. This also means disabled employees can be employed easier.
Designing Ergonomic Jobs: Designing jobs more ergonomic means minimizing physical strain. This will lead to less health related problems and a happier workforce.
Designing Jobs That Meet Mental Capabilities and Limitations: Designing jobs that have a smaller mental impact will keep the workforce motivated.
1) The Process of Human Resource Planning
Is an important process for a company. It helps defining the numbers and kinds of employees it will need. It consists of three stages: forecasting, goal setting and strategic planning, and program implementation and evaluation.
Forecasting: The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses.
Forecasting labor Demand: In forecasting labor demand a company can use Trend analysis: Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year. These statistics are called Leading Indicators: Objective measures that accurately predict future labor demand. Determining Labor Supply: After labor demand has been determined , it is important for a company to calculate the supply of Labor change as a result of retirements, promotions, transfers, voluntary turnover, and terminations. This can easily be analyzed with a transitional matrix: A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period. Determining Labor Surplus or Shortage: This can be done by comparing the Demand and Supply.
Goal setting and Strategic Planning: These goals should come directly from the analysis of labor supply and demand and should illustrate in numbers how job category’s should change.
Reducing a Surplus Options for reducing a surplus include: Downsizing, Pay reductions, Demotions, Transfers, Work sharing, Hiring freeze, Natural attrition, early retirement and Retraining.
Downsizing: The planned elimination for large numbers of personnel with the goal of enhancing the organization’s competitiveness. Main reasons are reducing costs, replacing labor with technology, reducing bureaucratic overhead and moving to more economical locations. Negative effects of this process are loss of talent, creativity, motivation and flexibility. Reducing Hours: Often less costly than downsizing and easier in restoring the work hours because no new personnel needs to be hired. Early-Retirement Programs: Offering aged incentives to retire early. Could mean to many employees will retire so companies have developed phased-retirement programs. In these programs the hours older employees work are steadily decreased.
- Personnel Policies
These are an organization’s decisions about how it will carry out human resource management, including how it will fill job vacancies. Especially relevant to recruitment are:
Internal versus external recruiting: A policy that promotes recruitment from within to fill up vacancies. Lead-the-Market pay strategies: A policy in which companies offer more money than competitors making them more attractive. Employment-at-will policies: An employment policy meaning either employer or employee can end it at any time, regardless of cause. Image advertising: A policy used in highly competitive labor markets to establish a better image than competitors.
4) Recruitment Sources
Internal Sources: Internal sources are employees who currently hold other positions in the organization. These can be recruited by job posting or internal communication. Internal recruitment has its advantages over external recruitment. Not only is it cheaper but it also delivers candidates who are well known to the company.
Job posting: The process of communicating information about a job vacancy on company bulletin boards, in employee publications, on corporate intranets, and anywhere else the organization communicates with employees.
External Sources: External sources are often used to recruit either entry-level or specialized upper-level positions. Bringing in outsiders could also bring in some new ideas and expertise.
Direct Applicants and Referrals: o Direct Applicants: People who apply a vacancy without prompting from the organization o Referrals: People who apply for a vacancy because someone in the organization prompted them to do so o Nepotism: the practice of hiring relatives
Advertisements in Newspapers: Is a broadly used method of recruiting personnel. The ads however, need to strike a balance between information en length.
Electronic Recruiting: A popular method of recruiting either through employment sites, social media networks or a companies’ own website.
Evaluating the Quality of a Source: To evaluate the quality of a source a yield Ratio can be developed. This is a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.
5) Recruiter Traits and Behaviors
Characteristics: According to studies applicants respond positively to recruiters whom they perceive as warm and informative. Behavior: The recruiter should be realistic and positive but must not exaggerate the good qualities of the job. Enhancing the Recruiter’s Impact: o Recruiters should provide timely feedback o Recruiters should avoid offensive behavior o Recruiting in teams
2) Job Applications and Résumés
The application process requires a lot of effort. There are multiple ways to gather data from
applicants.
Applications Forms: A low-cost way to gather basic data from many applicants. Résumé: Although a résumé (c.) is biased in favor of the applicant and might not be completely accurate, it is a relative inexpensive way to gather information from applicants. A résumé might also reflect a person’s character and is therefore very useful. References: An applicant’s earlier employers who can be contacted to determine if the applicant has the right skills and knowledge. Usually only used in the final process. Background Checks: It’s a check to verify that applicants are as they represent themselves. Checking an applicant’s criminal history is an example of a background check.
- Employment Test and Work Samples
After selecting the candidates who’s applications or résumés indicate they meet basic requirements, It can narrow it’s pool of candidates further down by running a few employment tests. There are two categories for this:
- Aptitude Tests: Tests that assess how well a person can learn or acquire skills and abilities.
- Achievement tests: tests that measure a person’s existing knowledge and skills.
Physical Ability Test: A test used to asses physical ability. In today’s world this is required less often than before but is still used for some functions. Cognitive Ability Test: Tests designed to measure such mental abilities as verbal skills, quantitative skills , and reasoning ability. Job Performance Tests and Work Samples: Tests that simulate work circumstances and test an applicant for the required skills. Personality Inventory: A test used to identify a person’s personality. Honesty Test: Test that help predict behavior as theft. Drug Test: Test used to screen an applicant’s exposure to certain drugs. Medical Examination: Roughly the same as a physical Ability Test, only this is conducted periodically.
4) Interviews
A conversation between the employer and applicant used to asses information, skills and knowledge. Although interviews are sometimes unreliably, they usually offer much information about a person’s interpersonal skills, personality, and skills. There are several techniques, commonly used are:
Nondirective interview: A selection interview in which the interviewer has great discretion in choosing questions to ask each candidate. Structured Interview: A selection interview that consists of a predetermined set of questions for the interviewer to ask. Situational Interview: A structured interview in which the interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation. Behavior Description interview: A structured interview in which the interviewer asks the candidate to describe how he or she handled a type of situation in the past. Panel Interview: Selection interview in which several members of the organization meet to interview each candidate.
5) Selection Decisions
After reviewing the candidates, a selection must be made. This is typically done by ranking the candidates based on the results gathered before.
The usual process for arriving at a selection decision is called the multiple-hurdle model: Which is a process of arriving at a selection decision by eliminating some candidates at each stage of the selection. Besides this model there is an alternative which is called the Compensatory model: which is a process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another. In the last model all applicants are taken through the entire selection process, which does make this model more expensive.
4) Planning the Training Program
Objectives of the Program: Establishing objectives for training have several benefits. It is also more likely to succeed. Effective objectives have the following characteristics. o What is expected of employee o Measurable performance standards o Identify required resources
In house or contracted Out?: Contracting a training agency can be substantially more expensive for tailored training but can also be inexpensive for standard seminars. A careful consideration of the costs against result is advised.
5) Training Methods
Classroom Instruction: Training conducted in a classroom typically involving a trainer lecturing a group. This method is cheap and costs little time. A variation on this is distance learning. Which utilizes technology to allow trainees to stay home and view lectures, share files, and enter discussions.
Audiovisual training: Methods that need not require trainees to attend class. Course material on electronic media or books can also be used to study independently.
Computer-Based training: Training material accessible by a computer. These materials are often interactive. Usually a fairly cheap and flexible training method.
On-the-Job Training: These are training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace. Two most common forms of this type of training are Apprenticeship and Internship.
o Apprenticeship: This is a work-study training method that teaches job skills through a combination of on-the-job training and classroom training. Usually the apprentice assist an experienced person. o Internship: This is on-the-job learning sponsored by an educational institution as a component of an academic program.
Simulations: This is a training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.
Business games and Case Studies: This practice simply presents the trainees a case or business game they need to solve. This process develops higher thinking skills with the trainees.
Behavior Modeling: This is a training method developed for teaching interpersonal skills. The desired behavior is shown, and trainees need to copy this.
Experiential Programs: These are training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situation. Adventure learning is a form of an experiential program. This is a teamwork and leadership training program based on the use of challenging structured outdoor activities.
Team Training: An alternative to experiential training where individuals work together to achieve a common goal. Cross-training and coordination training are two ways to conduct team training.
o Cross-training: Team training in which team member understand and practice each other’s skills so that they are prepared to step in and take another member’s place. o Coordination Training: Team training that teaches the team how to share information and make decisions to obtain the best team performance. o Team leader training: Training in the skills necessary for effectively leading the organization’s teams.
Action Learning: Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.
6) Implementing the Training Program: Principles of Learning
Implementation should apply principles of learning. In general, effective training communicates learning objectives, presents information in distinctive and memorable ways, and helps trainees link the subject matter to their jobs. Employees are most likely to learn when training is linked to job experiences and tasks. Employees learn best when they demonstrate or practice what they have learned and when they receive feedback that helps them improve. Trainees remember information better when it is broken into small chunks, presented with visual images, and practiced many times. Written materials should be easily readable by trainees
7) Measuring Results of Training
Before evaluation the training method measuring results is vital. An organization can measure trainee satisfaction, knowledge or abilities gained, use of new skills and behavior on the job, and improvements in individual and organizational performance.
1) The Proces of Performance Management
This is the process through which managers ensure that employees’ activities and outputs contribute to the organization’s goals. First managers specify relevant aspects of performance. the organization measures the relevant aspects of performance by conducting performance appraisals. Finally, through performance feedback sessions, managers give employees information about their performance.
2) Purposes of Performance Management
There are three main purposes of performance management: Strategic purpose: Effective performance management helps the organization achieve its business objectives by linking employee behavior to the organizations goals. Administrative purpose: This makes it easier for the organization to reward good and punish bad performance. This improves the long-term performance of an organization Development purpose: Performance management could also be used to developing employees’ knowledge and skills. Performance feedback helps them identifying the right course of action
3) Criteria for Effective performance Management
For effective performance management, a few criteria need to apply to its measurement: It should measure whether employees behavior fit with the organization’s strategy, goals, and culture It should be valid, appraisal measures should therefore measure what is relevant to performance. It should be reliable and provide consistent results It should be acceptable for people who use it.
It should deliver specific feedback to employees, telling them how they can
improve.
4) Methods for Measuring Performance
Making Comparisons: This method uses some form of ranking to compare the employees. There are three forms of ranking: o Simple ranking : A method of performance measurement that requires managers to rank employees in their group from the highest performer to the poorest performer. o Forced-distribution ranking: Method of performance measurement that assigns a certain percentage of employees to each category in a set of categories. o Paired-Comparison Method: Method of performance measurement that compares each employee with each other employee to establish rankings.
Rating Individuals: There are also methods that rate individuals according to some sort of scale. These methods rate attributes or behavior of an employee. o Graphic rating Scale: A method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait. o Mixed-Standard Scales: A method of performance measurement that uses several statements describing each trait to produce a final score for that trait.
These methods are usually easy to develop and can be applied to a wide variety of jobs and organizations.
Measuring Results: Performance measurement can focus on managing the objective, measurable results of a job or work group. Results might include sales, costs, or productivity. The two most popular methods are: o Management by objectives (MBO): A system in which people at each level of the organization set goals in a process that flows from top to bottom, so employees at all levels are contributing to the organization’s overall goals; these goals become the standards for evaluating each employee’s performance. This is generally seen as a very effective system. It does require: Specific, difficult, and objective goals Managers and employees working together to set goals Managers giving objective feedback o Measurement of productivity: A measurement system in which the output is measured either in volume or quality.
Total Quality Management: A method that differs from traditional performance measurement and management. In this process employees and their costumers work together to set standards and measure performance.
Summary Managing People
Vak: Managing People (WM0161TU)
Universiteit: Technische Universiteit Delft
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Andere studenten bekeken ook
- Paper / essay - Figure 8 case SG Cowen
- Tentamen 22 januari 2014, vragen en antwoorden
- Paper / essay - Case discription for Managing people - figure 8
- Summary Fundamentals of Human Resources Management RA Noe, JR Hollenbeck, B. Gerhart, Wright PM
- Exam November 9, 2012, questions and answers, please! Answers not checked
- List of terms Managing People