Human Resource Management

The direction of organizational systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals.

Culture of the Organization

The set of key values, beliefs, understandings, and norms shared by members of an organization.

Mentoring

§         Enhances law enforcement recruitment and retention.

§         Essential function in development of the next generation of police leaders.

§         Used to effectively recruit and retain new employees.

Mentoring Program Goals

§         Provide a welcoming atmosphere that will anchor the new employee to the organization.

§         Provide a career development mentoring process to help employees identify and map out career targets.

§         Begin a mentoring program that ensures the continuity and quality of the next generation of police leaders.

§         Successful leaders are often successful mentors.

Baby Boomers

• Driven
• Good team player
• Fear of change
• Judges others who sees things differently

Generation X

§         Independent

§         Creative

§         Adaptive

§         Careful with loyalty and commitment

Generation Y

§         Optimistic

§         Need supervision and structure

§         Deal well with change because they see it as an opportunity

Americans with Disabilities Act

States that Discrimination is prohibited against those who can perform essential job functions.

Developing a Job analysis

Tells us and gives us the employee specifications and job descriptions.

Workflow Analysis

...is how work flows through the organization. You want to look at quality, quantity and the activities that lead to the outputs.

Job Design

Dividing up the organizations work into jobs in order to utilize employee capabilities.

Job Enlargement

Broadening the scope of a job by expanding the number of different tasks to be performed.

Compressed Work-Week

A full week’s work is accomplished in fewer than 5 work days at 8-hours days.

Flextime

When employees work a set number of hours a day but vary starting and ending times.

Task-Based Job Analysis

§         A Task is Identifiable work activities comprised of motions.

§         A Duty is a larger work segment composed of several tasks.

§         Responsibilities are obligations to perform certain tasks/duties.

Competency-Based Job Analysis

§         Considers how knowledge skills are used.

§         Competencies are individual capabilities that can be linked to enhanced performance by persons/teams.

Reasons to do a Job-Task analysis...

§         Recruitment strategies

§         Performance evaluations

§         Employee disciplinary actions

§         Evidence for legal challenges

§         Employee pay practices

Most Common Methods for Job Task Analysis:

§         Observation 

§         Employee Diary/Log

§         Interviewing

§         Questionnaire

§         Computerized System

O*Net On-Line

Takes a lot of data and transforms it into a usable form.

Behavioral aspects of Job Analysis:

1.      Can be threatening to managers/employees if differences exist between what’s being done and what should be done. 

2.      Inflation of job titles. 

3.      Employee and managerial anxieties. 

§         Limit managers flexibility

§         Written restrictions limit employees

Job analysis and the ADA:

§         Requires that the organization identify the essential job functions and maintain current and accurate job descriptions.

§         Marginal Job Functions are duties that are part of the job.

Elements of a Job Description:

      Job Specifications – qualifications needed to perform job satisfactorily. KSA’s, education, physical requirements, other working conditions. (IMPORTANT → also provides info to determine accommodations that might be necessary under ADA).

1978 Uniform Selection Guidelines:

Must make it clear that HR requirements must be tied to specific job-related factors.

Job Related Validation Approach

     Every factor used to make employment related decisions must be shown to be job related.

Selection Criterion

is the characteristics the person must have to do the job successfully.

Predictor

 is the measurable or visible indicators of the criterion.

Validity

The degree to which there is a correlation between the predictor and the job performance.

Realistic Job Preview

A realistic description of job requirements and expectations for employee’s self assessment.

Cognitive Ability Test

Measures individuals thinking, memory, reasoning, verbal, math abilities. 

Psychomotor Test

 Measures person’s dexterity, hand-eye coordination, arm hand steadiness, and others (it stalls you).

Personality Test

Can be used if there is a solid job-related link.

Problems the interview should avoid:

§         Negative Emphasis - Unfavorable information about applicant is biggest factor in interviewer’s decision. 

• Biases and Stereotypes – To favor or select people they perceive to be similar to them.

Sources of Background Information:

PERSONAL REFERENCES SUCH AS THOSE from relatives, clergy, friends are of little value and should NOT be used Instead, work-related references from previous employers and supervisors should be relied on.

Value of Background Investigations:

1. REVEAL when applicants have misrepresented qualifications and backgrounds.

2. MOST common pieces of false information given are length of prior employment, past salary, criminal record, and former job title.

FEDERAL Privacy Act of 1974 GOVERNMENT

 Employer must have a signed release from person before giving information about that person to someone else.

Touchstone Value

Is what people say is important to them.

Daily Values

How people actually spend their time and energy.

Assessment Centers

Don’t evaluate key behaviors, but rather a person’s likelihood for general trait potential.

Assures that exercises reflect performance and behaviors that will be required on the job.

Must simulate actual working conditions.

Situational Exercises – It is essential that each aspect of the assessment center be conducted in the same manner so that all participants are provided with the same opportunities as those before and after them.

Two purposes for evaluations:

1. Administrative
2. Developmental

TYPES OF INFORMATION ABOUT HOW EMPLOYEES PERFORM JOBS:

Trait Based

Results Based

360 degree Evaluation

§         MANY JOBS CROSS DEPARTMENTS, ORGANIZATIONS, GLOBAL BOUNDARIES.

§         THE PURPOSE IS TO CAPTURE EVALUATIONS OF THE EMPLOYEE IN DIFFERENT ROLES.

Graphic Rating Scale

Allows rater to mark employee’s performance on a continuum.

Recency

timing that was recent.

Central Tendency

Everybody is the same.

Critical Incident

MANAGER KEEPS WRITTEN RECORD OF BOTH HIGHLY FAVORABLE AND UNFAVORABLE ACTIONS PEROFORMED BY EMPLOYEE. WHEN CRITICAL INCIDENT OCCURS, MANAGER WRITES IT DOWN CAN BE USED WITH OTHER METHODS TO DOCUMENT RATINGS.

Forced Distribution

RATINGS OF EMPLOYEES ARE DISTRIBUTED ALONG A BELL-SHAPED CURVE.