Humana resource management

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السلام عليكم ور�*مة الله وبركاته

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humana resource management

لجميع مايتعلق بالمادة من م�*اضرات وب�*وث واساينمنت

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REVIEW QUESTIONS

HUMANA RESOURCE MANAGEMENT

Cover Chapters 6,7,8,9,10,11,and 12

1. The process of conducting a job analysis has five steps. Discuss these issues? P148, P149, P150

2. List and explain four job analysis methods? P150, P151, P152, P153, P154

Job Analysis

Methods

Questionnaires

Observation

Work Sampling

Diary/Log

Interviewing

Specialized
Job Analysis
Methods

PAQ

MPDQ

Computerized
Job Analysis

3. Discuss the meaning for structured interviews?

4. Discuses the advantages and disadvantages of internal vs. external recruiting?

5. What internal sources for recruiting have you seen work effectively and ineffectively? Why?

6. Explain how changing job characteristics can be used to improve jobs?

7. Labor markets can be categorized by geographic indus, occupations, and qualifications?

8. Explain briefly and draw the diagram the sequence of a typical selection process?

9. Define training and discuss why a strategic approach is important?

10. Discuss the four phases of the training process? P222, P225, P231, P238

1- Assessment (P222)

2- Design auditory

Visual

Tactical

Apply it to the job

Maintain it overtime

Ability to learn

Motivation to learn

Self-efficacy

Active Practice

Spaced Practice

Massed Practice

(P225)

3- Training (P231)

Developmental and
Innovative Training

Required and
Regular Training

Job/Technical
Training

Interpersonal and
Problem-Solving
Training

Types of
Training

3- Evaluation (P238)

11. There are three factors to consider when evaluating recruiting efforts? Explain? P181, P182

Evaluating Recruiting Efforts

Evaluating Time Required to Fill Openings

Evaluating Recruiting Costs and Benefits

Evaluating Recruiting Quality and Quantity

12. Define job evaluation and discuss briefly four methods of performing it?

13. Identify three types of analyses used to determine training needs? P222, P223, P224

14. What methods and measures would you use to evaluate training of bank tellers on customer service communications skills?

15. Explain the deference between organization-centered and individual-centered career planning?

16. Discuss specific advantages and problems associated with assessment centers?

17. Identify with brief explanation four on-the-job and four off-the-job development methods?

18. Discuss whether you would prefer organization-centered or individual-centered career planning?

19. Discuss the deference between job criteria and performance standards?

20. Describe the typical collective bargaining process?

21. Identify the nature of behavioral approaches to performance appraisal and management by objectives (MBO)?

22. Discuss several concerns about appraisal feedback interviews?

23. Discuss four strategic compensation design issues?

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REVIEW QUESTIONS

HUMANA RESOURCE MANAGEMENT

Cover Chapters 6,7,8,9,10,11,and 12

1. Discuses the advantages and disadvantages of internal vs. external recruiting?p172

internal recruitmentThis refers to the filling of job vacancies from within the business - where existing employees are selected rather than employing someone from outside.
A business might decide that it already has the right people with the right skills to do the job, particularly if its training and development programme has been effective.
Advantages of internal recruitment
- Gives existing employees greater opportunity to advance their careers in the business
- May help to retain staff who might otherwise leave
- Requires a short induction training period
- Employer should know more about the internal candidate's abilities (= a reduced risk of selecting an inappropriate candidate)
- Usually quicker and less expensive than recruiting from outside
There is nothing inherently better about either internal or external recruitment. However, there are some advantages to internal recruitment. First, internal recruitment may lead to increased morale for employees; the organization is perceived to reward good performance or loyalty. Often, one promotion leads to another vacant position and this chain effect contributes further to increased morale.
Another advantage to the firm is that Human Resource data is immediately available for any employee recruited internally. Further, the employee's work habits are known and previous performance appraisals are on record.
Similarly, an internal recruit will be familiar with the firm. This employee will be familiar with the firm's products, clients, organizational policies, and corporate culture. Therefore, the firm might be able to save money insofar as orientation sessions for such an employee may not be necessary.
Whereas the firm saves money by eliminating orientation sessions for employees recruited internally, other training costs may go up. If company policies mandate internal recruitment, then employees promoted from within may not have all the requisite skills required for the job. In such cases, employees will have to be trained for their new jobs. This can be a costly process. It becomes even more costly if the chain-effect of successive internal promotions requires a series of training sessions to be implemented.
A succession of internal recruitments may, in fact, result in the Peter Principle ("In a hierarchy every employee tends to rise to his level of incompetence." -- The Peter Principle by Laurence Peter and Raymond Hull, 1969). This can be avoided by initially promoting internal recruits on a temporary basis. Demotions for incompetence can have a demoralizing effect on the organization. To avoid such disappointments, the temporary appointment ("acting manager") serves to give the internal employee an opportunity to show their worth. However, it also provides the employer with an opportunity to replace that employee with a more qualified individual if necessary.
Another unintended negative consequence of internal recruitment might be organizational politics. This may occur when more than one employee aspires to the job vacancy. Those not getting the promotion will be disappointed and may be unwilling to grant the new job-holder the authority required to do the job. Further, the unsuccessful applicants' coworkers may also resent the successful candidate and demonstrate that resentment through less than satisfactory work output.
EXTERNAL RECRUITMENT
The opposite of internal recruitment is external recruitment. The most obvious advantage of external recruitment is the availability of a greater pool of applicants. Thus, only those applicants who have the exact qualifications will apply and be selected. This has consequences for the organization's training budget. Whereas external recruits will require orientation upon being hired, they will not require any extra training (assuming they were selected for their capabilities).
External recruits also bring new ideas and external contacts to the firm hiring them. Also, if political infighting over a promotion might be a possibility, then external recruitment is one way of eliminating that occurrence. Finally, with external recruitment, a firm does not have to worry about the Peter Principle.

• External recruitment refers to the practice of recruiting a candidate from the talent pool outside the recruiting organization. E.g. when you apply for a job in another company (outside your own company if already employed), no matter what means you use (placement agencies, websites, jobsites, friend's referal etc.) it shall be termed as "EXTERNAL RECRUITMENT" for the company you are joining. Simply because they are hiring an individual from OUTSIDE their own pool of employees.
  
  Internal recruitment on the other hand refers to the practice of filling in vaccancies in the organization from WITHIN the exsisting pool of employees. This is usually done through IJPs or Internal Job Postings. This essentially means that if Mr. X is working as the Purchase Manager and there is an opening for General Manager, Sales for which the company wants to recruit from WITHIN its own employees then if Mr. X is hired for the General Manager, Sales role...this would be termed as an INTERNAL RECRUITMENT.
  
  As for the question of which is better, there is no THIS or THAT answer. Each has its own set of advantages. Following are a few of each:
  
  Internal Recruitment (+ves):
  1. Its lesser expensive as compared to recruiting a person from outside the organization because one avoids the cost of placing an ad then the whole process that follows etc.
  2. The new person already knows about the company culture so takes lesser time to fit in.
  3. It creates motivation in the people of the organization as they believe that important positions can be filled by them is they show the promise and potential for them. Creates loyalty in the employees.
  4. Reduces boredom by effective job rotation.
  
  External Recruitment (+ves):
  1. Helps bring "fresh blood" in the organization. New ideas and approach comes with a person from outside the company.
  2. Sometimes you need to acquire a particular competency / skill which is not already available in the organization so hiring an individual from outside with that competency / skill is the fastest way to get started.
  3. When the company needs to develop a totally fresh thinking or wants to go for major ovehaul, it often does that by recruiting people from outside at the higher positions to drive that change throughout the company. The new guy shakes up the things and sometimes this is what the company needs.
  
  Hence, depending on the need, the company must for either EXTERNAL or INTERNAL recruitement.

A manager can recruit in two different ways:
Internal recruitment is when the business looks to fill the vacancy from within its existing workforce.
External recruitment is when the business looks to fill the vacancy from any suitable applicant outside the business.
The four most popular ways of recruiting externally are:
Job centres - These are paid for by the government and are responsible for helping the unemployed find jobs or get training. They also provide a service for businesses needing to advertise a vacancy and are generally free to use.
Job advertisements - Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed (i.e. how far away people will consider applying for the job
Recruitment agency - Provides employers with details of suitable candidates for a vacancy and can sometimes be referred to as ‘head-hunters’. They work for a fee and often specialise in particular employment areas e.g. nursing, financial services, teacher recruitment
Personal recommendation - Often referred to as ‘word of mouth’ and can be a recommendation from a colleague at work. A full assessment of the candidate is still needed however but potentially it saves on advertising cost.




2. What internal sources for recruiting have you seen work effectively and ineffectively? Why?
Many employers to follow a “promote from within” policy when filling job vacancies because:
· They can capitalize on investments made in recruiting, selecting, and developing current employees.
· Promotions reward employees for past performance and motivate them to continue their efforts.
· Job opportunities created by promotions help protect other employees from layoffs and send a positive message that the company supports career development.
· Management is already aware of the job history and capability of internal candidates, which may be a more accurate predictor of the candidate’s success than data gained about outside applicants through the selection process.
· The use of internal resources may facilitate compliance with EEO/AA requirements, maximize prior investments in existing human resources, eliminate the need for orientation, minimize training time, and reduce recruiting time and associated expenses.
While many companies find this option to be a valuable resource, it assumes the availability of qualified internal candidates. However, specialized skills or experience may not always be readily available within the company. This is particularly common in smaller companies. Applicants hired from outside of the company may also be a source of new ideas and knowledge, which could help to expand the company’s internal capabilities and prevent the inbreeding of ideas and attitudes.
Companies who decide to use this recruiting method need to develop a system for locating and enabling qualified job candidates to apply for the position. This involves establishing formal procedures for using and communicating system requirements. Two of the most common methods used to maximize the motivational value of a “promote from within” policy are job posting/bidding and skill tracking. Posting internal jobs is effective only when done before external job postings are made available. Employees should be made aware of vacancies by placing notices in areas where employees regularly frequent such as lounges, elevators, and near time clocks. Postings should also be placed in circulating publications (newsletters, memos) and on company bulletin boards. A system of internal job postings will allow for the upward and lateral mobility of employees








3. Define job evaluation and discuss briefly four methods of performing it?p.316

Job evaluation can be defined as ‘a method of determining on a systematic basis the relative importance of a number of different jobs'.1
It's a useful process because job titles can often be misleading - either unclear or unspecific - and in large organisations it's impossible for those in HR to know each job in detail. As a rough guide, job evaluation, like many pay management techniques, tends to be desirable in organisations once the number of employees exceeds around 50. It usually becomes essential once employee numbers increase to more than 250. But each organisation is different and the use of job evaluation techniques will depend on individual circumstances.
There are 4 basic methods of job evaluation: (1) ranking, (2) classification, (3) factor comparison. While many variations of these methods exist in practice, the three basic approaches are described here.

Ranking Method

Perhaps the simplest method of job evaluation is the ranking method. According to this method, jobs are arranged from highest to lowest, in order of their value or merit to the organization. Jobs also can be arranged according to the relative difficulty in performing them. The jobs are examined as a whole rather than on the basis of important factors in the job; and the job at the top of the list has the highest value and obviously the job at the bottom of the list will have the lowest value.
Jobs are usually ranked in each department and then the department rankings are combined to develop an organizational ranking. The variation in payment of salaries depends on the variation of the nature of the job performed by the employees. The ranking method is simple to understand and practice and it is best suited for a small organization. Its simplicity, however, works to its disadvantage in big organizations because rankings are difficult to develop in a large, complex organization. Moreover, this kind of ranking is highly subjective in nature and may offend many employees. Therefore, a more scientific and fruitful way of job evaluation is called for.
Classification Method

According to this method, a predetermined number of job groups or job classes are established and jobs are assigned to these classifications. This method places groups of jobs into job classes or job grades. Separate classes may include office, clerical, managerial, personnel, etc. Following is a brief description of such a classification in an office.

(a) (a)Class I - Executives: Further classification under this category may be Office manager, Deputy office manager, Office superintendent, Departmental supervisor, etc.
(b) (b)Class II - Skilled workers: Under this category may come the Purchasing assistant, Cashier, Receipts clerk, etc.
(c) (c)Class III - Semiskilled workers: Under this category may come Stenotypists, Machine-operators, Switchboard operators, etc.
(d) (d)Class IV - Semiskilled workers: This category comprises Daftaris, File clerks, Office boys, etc.

The job classification method is less subjective when compared to the earlier ranking method. The system is very easy to understand and acceptable to almost all employees without hesitation. One strong point in favor of the method is that it takes into account all the factors that a job comprises. This system can be effectively used for a variety of jobs.

The weaknesses of the job classification method are:

• Even when the requirements of different jobs differ, they may be combined into a single category, depending on the status a job carries.
• It is difficult to write all-inclusive descriptions of a grade.
• The method oversimplifies sharp differences between different jobs and different grades.
• When individual job descriptions and grade descriptions do not match well, the evaluators have the tendency to classify the job using their subjective judgments.

Factor Comparison Method

A more systematic and scientific method of job evaluation is the factor comparison method. Though it is the most complex method of all, it is consistent and appreciable. Under this method, instead of ranking complete jobs, each job is ranked according to a series of factors. These factors include mental effort, physical effort, skill needed, supervisory responsibility, working conditions and other relevant factors (for instance, know-how, problem solving abilities, accountability, etc.). Pay will be assigned in this method by comparing the weights of the factors required for each job, i.e., the present wages paid for key jobs may be divided among the factors weighed by importance (the most important factor, for instance, mental effort, receives the highest weight). In other words, wages are assigned to the job in comparison to its ranking on each job factor.

The steps involved in factor comparison method may be briefly stated thus:

• Select key jobs (say 15 to 20), representing wage/salary levels across the organization. The selected jobs must represent as many departments as possible.
• Find the factors in terms of which the jobs are evaluated (such as skill, mental effort, responsibility, physical effort, working conditions, etc.).
• Rank the selected jobs under each factor (by each and every member of the job evaluation committee) independently.
• Assign money value to each factor and determine the wage rates for each key job.
• The wage rate for a job is apportioned along the identified factors.
• All other jobs are compared with the list of key jobs and wage rates are determined

Point method

This method is widely used currently. Here, jobs are expressed in terms of key factors. Points are assigned to each factor after prioritizing each factor in the order of importance. The points are summed up to determine the wage rate for the job. Jobs with similar point totals are placed in similar pay grades. The procedure involved may be explained thus:
(a) Select key jobs. Identify the factors common to all the identified jobs such as skill, effort, responsibility, etc.
(b) Divide each major factor into a number of sub factors. Each sub factor is defined and expressed clearly in the order of importance, preferably along a scale.

The most frequent factors employed in point systems are:
I.I.Skill (key factor): Education and training required, Breadth/depth of experience required, Social skills required, Problem-solving skills, Degree of discretion/use of judgment, Creative thinking;
II.II.Responsibility/Accountability: Breadth of responsibility, Specialized responsibility, Complexity of the work, Degree of freedom to act, Number and nature of subordinate staff, Extent of accountability for equipment/plant, Extent of accountability for product/materials;
III.III.Effort: Mental demands of a job, Physical demands of a job, Degree of potential stress.

The educational requirements (sub factor) under the skill (key factor) may be expressed thus in the order of importance.
Degree Define
1. Able to carry out simple calculations; High School educated
2. Does all the clerical operations; computer literate; graduate
3 Handles mail, develops contacts, takes initiative and does work independently; post graduate















4. Discuss the deference between job criteria and performance standards?p.274
Performance is essentially what an employee does not do. Employee performance common to most jobs includes the following elements:

· Quantity of output
· Quality of output
· Timeliness of output
· Presence at work
· Cooperativeness
Other dimensions of performance beyond these general ones apply to various jobs. Specific job criteria or dimensions of job performance identify the most important elements in a given job.

A performance standard is a management-approved expression of the performance threshold(s), requirement(s), or expectation(s) that must be met to be appraised at a particular level of performance. A Fully Successful (or equivalent) standard must be established for each critical element and included in the employee performance plan. If other levels of performance are used by the appraisal program, writing standards for those levels and including tem in the performance plan is not required by is encouraged so that employees will know what they have to do to meet standards higher than Fully Successful
. Performance standards should be objective, measurable, realistic, and stated clearly in writing (or otherwise recorded). The standards should be written in terms of specific measurers that will be used to appraise performance. In order to develop specific measurers, you first must determine the general measure(s) that are important for each element. General measurers used to measure employee performance include the following:

• Quality address how well the work is performed and/or how accurate or how effective the final product is. Quality refers to accuracy, appearance, usefulness, or effectiveness.
• Quantity addresses how much work is produced. A quantity measure can be expressed as an error rate, such as number ore percentage of errors allowable per unit of work, or as a general result to be achieved. When a quality or quantity standard is set, the Fully Successful standard should be high enough to be challenging but not so high that it is not really achievable.
• Timeliness addresses how quickly, when or by what date the work is produced. The most common error made in setting timeliness standards is to allow no margin for error. As with other standards, timeliness standards should be set realistically in view of other performance requirements and needs of the organization.
• Cost-Effectiveness addresses dollar savings to the Government or working within a budget. Standards that address cost-effectiveness should be based on specific resource levels (money, personnel, or time) that generally can be documented and measured in agencies' annual fiscal year budgets. Cost-effectiveness standards may include such aspects of performance as maintaining or reducing unit costs, reducing the time it takes to produce a product or service, or reducing waste.

Performance standards state what behaviors or results are expected for performance to be considered satisfactory. Standards are the criteria against which performance is judged. Standards should be:

• attainable
• specific
• observable
• meaningful
• measurable, and
• stated in terms of quality, quantity, timeliness, or cost.

Involve the employee in the development of standards. Be certain the standards describe the conditions that will be met when performance is satisfactory. For example, how well, how much, what speed, etc. is expected. Performance standards are the basis for performance evaluation and should clearly state how you and the employee will recognize when expectations have been met, exceeded, or not met.

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