The process of...

1.) attracting a quality workforce

2.) Developing a quality worforce

3.) Maintaining a quality workforce

* Seek to develop a good fit between employee and workplace

Mobilizes human capital to implement organizational strategies 

-translates strategic organizational goals into a human resource plan

1. The americans with dissabilites act

2. The age discrimination in Employment Act

3. The pregnancy discrimination Act of 1978 

4. The family and Medical Leave Act of 1993

5. Gender equity in the education Title IX of the educational ammendments of 1972

the requirement that employment decisions be made without regard to race, color, national origin, religion, gender, age, or disability status 

- Civil rights ct of 1964, 1991

- Equal Opportunity act of 1972

are emploment criteria justified by the capacity to perform a job

- equal employment opportunities do not restrict and employer using this

holds that persons performing jobs of similar importance should be paid at comparable levels

why does a truck driver get paid more than a school bus driver

are hired as needs and are not part of the permanenet workforce 

legal issues arise since they are not permanent regarding health benefits, pensions

is the right to individuals right of privacy in the the workplace 

- electronic surveillance 

is the process fo analyzing an organizations staffing needs and determining how best to fill them 

-identify staffing needs, asessing the workforce, adding or replacing employees

-Job Analysis

- Job Descriptions

-Job Specifications

studies exactly what needs to be done in a job and why

1. Advertisment of job

2. Preliminary contact with potential candidates

3. Initial screening to create a pool of qualified applicants 

1. Review the organizations mission, values

2. Review human resouce objectives and strategies

3. Asses current HR

4. Forecast HR needs

5. Develop and implement hr plans to match employees and job openings

Pros: outside have fresh insight and new perspective

Cons: Expensive and time consuming 

Pros: quicker, less expensive, focuses on performance records

Cons: Skills and abilities are often found outside of the workforce

- Realisitc Job previews

-Selling the job to potentials

- Focuses on the positives or the organization 

1. Screening applicant info

2. Interview 

3. Employment testing

4. Preemployment Checks

Means that selection device gives consistent results over repeated measures 

Ex. If a personality test comes out the same each time for one person

means that scores on a selection device have demonstrated links with future job performance 

Ex. Good score on test results in good work output

ask job applicants about past behaviors 

Ex. Describe a situation when you were in conflict, how did you beat it

Ask a job applicant how they would respond in a certain situation

Ex. How would you solve a dispute between co workers

Collect certain biographical information that has been proven to correlate with good job performance 

- motivations, attitudes, expectations, 

Orientation is a form of it

-is a process of learning and adapting to the organizational culture 

formally asssessing someones work accomplishments and providing feedback

Purpose: To evaluate and let employees know how they are doing (Past Performance)

And to assist in training and continued development of people (future performance)

Trait Based Performance:

- uses a checklist of traits to evaluate performance

uses specific descriptions of actual behaviors to rate varios levels of performance 

1-5 with descriptions next to it of how that level of employee would act

Results Based Appraisal

- compare one persons work to anothers

Child Care, elder care, flexible schedules, 

Help employees balance work and home life

Single parent concers

Dual Career couple concerns

Family Friendliness as screening criterion used by candidates

Results based Appraisals

-Each person is placed in a frequency distribution, which requires that a certain percentage of employees fall into these slots (Top 30% middle 40% Bottom 30%

Team Leader: head of the team

Faciltator: peer leader and hub for special task force

Member: part of the team

Coach: External convener or sponsor of team

The creation of a whole greater than the sum of its individual parts 

- A team uses its member resources to fullest and achieves more together then could be done alone

- More reources for problem solving

- Improved creativity nad innovation

- improved quality of decision making

- Greater understand acceptance and commitment 

- Higher motivation

- Better control and discipline

- more individual need satisfaction

Free riding

- Groupthink

- Lack of trust

- conflict ( to much or to little)

- lack of motivation and commitment

- avoiding accountability

- blaming others

unofficial and emerges from relationships and shared interests 

- Interest groups

- Friendship groups

-Support Groups

members come from different fucntional units of the organization

- help avoid functional chimneys

Form of employee involvment team

- team of employees who meet regularly to discuss ways of improving work quality 

Work togther through computer based interactions

- Save time, travel expenses, can work together from various locations

"autonomous work groups"

- team of workers who whose jobs have been redesigned to create a high degree of task interdependence, and given authority to make decisions about hwo they share and complete work

- Planning work, assigning tasks, training members, evaluations, quality control

sequence of planned activities used to analyze the functions of team and make changes to improve performance

- Carefully assessing all aspects of a team

achieves high levels of task performance( turning ideas into outputs, membership satisfactions (take pleasure in working), future viability (able to work together again)

- focus on effective process and characterisitics

the way team memebers work together to accomplish tasks

also called group dynamics

includes communication, decision making, conflict handling

1. Forming

2. Strorming

3. Norming

4. Performing

5. Adjourning

A stage of consolidation around task and operating agendas

- teams begin to cooperate and operate under shared rules of conduct 

A stage of teamwork and focused task performance

- team operates with a clear and stable structure, members are motivated by team goals

is a behavior, rule, or expected standard of conduct to be followed by members

performance norm= what is expected of work 

is the degree to which members are attracted to and motivated to remain a part of a team

- High= value the team and realationships

a variet of values, personalities, experiences, demographics, and culture among members

- greater availbility of ideas

- more diversity increases complexity of relationships

essential to teams working together

is an action taken by a team member that directly contributes to the groups purpose

-

is when all members of a team contribute helpful task and maintenance behaviors and recognizing when they need to be implemented

- 

when members can communicate directly with one another

- work close in groups interact intensivley 

Wheel or Chain communication strucutre

- communication only flows between individual members and a hub or center point

- works best for simple tasks

when composed of subgroups that have limited communication with one another

- subgroups argue with one another over how to do the work best 

Decentralized communcation network

- best at complex tasks

- high interdependecny

Centralized communication network

- best at simple tasks

- interdependent efforts for common task

Restricted communication network

- subgroups disagree 

- slow task completion

initating

information sharing

summarizing

elaborating

opinion giving

Gatekeeping

Encouraging

Following

harmonzing

Reducing tension

is tendency for highly cohesive teams to lose their evaluative capabilities

- Illusion of invulnerability

- Rationalizing unpleasent data

(refuse to accept contradictory data)

- Belief in inherent group morality

(group is right)

-Steotyping competitors as wrong or weak

-Applying direct pressure to deviants in group

- Self Censorship by members

- Illusions of unanimity 

(accept consensus prematurley)

- Mind Guarding 

(protect team from hearing outside viewpoints)

Allowing everyone to speak without interruption 

1. members work alone 

2. then share ideas on how to solve problems

3. Ideas are discussed

4. vote on it anonymously 

earns trust, respect, and integrity in the eyes of others

- must be knowledgable of the situation

Anything that interferes with effective communication

(language barriers, semantic problems, absence of feedback, improper channels, status effects, cultural differences)

The inententional distortion of information to make it appear most favorable to the receiver 

( forging shipment dates on sales to meet impossible goals set down by the manager)

Choosing the right channel for the right situation 

(written, email memo are good for simple messages)

(spoken good for complicated) 

The amount of information that a particular channel can carry

Face to face has high richness (allows for feedback, interaction)

Written and memo has low richness

Personal, Two way, and slow (face to face)

Best for complex messages, when feedback is needed

Impersonal, one way, and fast (email)

Best for simple messages, convey formal poilcy or authoritative directives

1. Listen for message content: listen for exactly what is being said

2. Listen for feelings: try to find out how they feel

3.Respond to feelings: let the source know you understand how they feel

4. Note all cues: look for nonverbal cues

5. Paraphrase or restate: state back what you think you heard

Be congruent not incongruent

is constructive and helps task performance

(moderate levels of conflict)

avoids groupthink

is destructive and hurs task performance

(too little or to much conflict)

1. Role Ambiguities (unclear job expecations)

2. Resource Scarcity 

3. Task Interdependence(when you depend on others to finish a task)

4. Competing Objectives

5. Structural Differences

6. Unresolved prior conflicts

pretend the conflict does not exist

Low degree of assertiveness and cooperation

plays down the differences and highlights similarities

High Cooperation, low assertiveness)

uses forces, superior skill, or domination to win a conflict

Low degree of cooperation, high assertiveness

each party gives up something of value to another

Middle Cooperativness, Middle Assertiveness

Working through problems and differences and solving the problem so everyone wins

High Cooperativenes High Assertiveness

The process of measuring performance and taking action to ensure desired results

- ensurs that plans are achieved and that the right things happen at the right time

Ensures that directions and resources are right. Before the work begins

"what needs to be done before we begin"

Focuses on what happens during the work process

Monitor operations to make sure they are done right

Can reduce waste in unacceptable finished products or services

"what can we do to improve things right now"

Takes place after the work is complete

focus on end results

"were done, how well did we do"

control that occurs through self discipline in fulfilling work and personal responsibilities

Emphasize empowerment, involvement and particpation

External Control

influences behavior through authority, policies, procedures, job descriptions, budgets and day to day supervision

Influence of market competition on the behavior of the organization and its members

- if one organization is praised for its green practices, competitors will likely follow

Measurs work efforts that go into a performance task

Ex. a college professor makes a syllabus, goes to all classes, returns exams in a timely fashion

Compare objectives with results using the control equation

Control Equation: Needs for action= Desired Performance - Actual Performance

giving attention to situations that show they need the greatest need for action

- focuses on substantial differences between actual and desired performance