Attachment # 00006238 - Chapters_7_8_9_and_10.pptx
Chapters_7_8_9_and_10.pptx (2005.92 KB)
Raw Preview of Attachment:
(refer to the detailed question and attachment below)
Human Resource (HR) ManagementMGT 332• Training Employees (chapter 7)• Managing Employees’ Performance (chapter 8)• Employee Development (chapter 9)• Managing Employee Turnover (chapter 10)Sean E. Rogers, Ph.D., SPHR, SHRM-SCPDepartment of ManagementCollege of Business, New Mexico State University Chapter 7 -- Training What is Training?An organizations planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job. Stages of Instructional Design (fig 7.1)Training should be linked to ORGANIZATIONAL NEEDS! Chapter 8 - Performance ManagementFigure 8.1 What is Performance Management?The process managers use to make sure employees’ work activities and outputs are contributing to organizational goals. 3 reasons we do PM:StrategicPM helps an organization achieve its business objectives (making money, treating patients, registering voters, etc...)AdministrativeProvides info for decision-making (e.g., salary)DevelopmentalDeveloping KSAOs Conducting Effective PMFit with organizational strategyValidityReliabilityAcceptabilitySpecificityWhat exactly are EEs doing right or wrong Test Your Knowledge...If your company’s performance management system created unhealthy competition among teams of employees, you might consider:A) Focus on attributes rather than behaviorsB) Doing nothing. Competition is good!C) Increasing the specificity of PM feedbackD) Adding collaboration as a performance criteria Test Your Knowledge...Sarah is a computer programmer whose job mainly consists of coding software independently. Teamwork skills are included on her performance appraisal. Measuring these skills most closely represents:A) Criterion deficiencyB) Test-retest unreliabilityC) Criterion contaminationD) Lack of specificity PM MethodsRankingsRatingsNot EE-related Making Comparisons (Ranking)Manager ranks their subordinates performance against one anotherSimple ranking (#1, #2, #3...)Alternation (Best, worst, 2nd best, 2nd worst...)Forced-distributionExceptional (5%), Exceeds standards (25%), Meets standards (55%), Needs improvement (10%), Unacceptable (10%) Making Comparisons (cont.)Paired comparison4 EEs: Miguel, Sue, Derek, Kaifeng Rating EmployeesComparing EE performance against a prescribed set of standards (rather than against each other)Can rate attributes (EE traits) or behaviors, or bothRating attributes is the most used method in organizations (p. 243). Why? Rating EE BehaviorsCritical incident methodSpecific examples of effective/ineffective behaviorsBARS (behaviorally-anchored rating scale)Rating on many job-relevant behaviorsBOS (behavioral observation scale)Rating on all behaviors necessaryCumbersome, but yields excellent results Where can we get performance information from?ManagersPeersSubordinatesSelfCustomers/Clients360-degree feedback Potential PM Errors...EEs similar to us tend to get rated higherContrast errorGood may seem less than good, when compared to outstanding Distributional errors (too far to one side)Leniency...central tendency...strictnessHalo/Horns error Halo example: staying late at work every day How to deal with performance problemsHigh AHigh MHigh ALow MLow AHigh MLow ALow M Chapter 9 - Employee Development How is Development different from Training?Future...High use of job experiences (such as job rotation)...Preparation for changes in job TDRsVoluntary participation Development is key for the “Protean” Career......a career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment. 4 approaches to EE Development 1) Formal EducationTraditional school-basedOn-campus master’s degreeOnlineIn-houseHamburger U 2) Job ExperiencesUsing job enrichment and/or positional movement to develop a worker’s KSAOsJob enlargement, job rotationTransfers, promotionsExternships, sabbaticals 3) Interpersonal RelationshipsMentoring (passive, low contact)Coaching (active, high contact) 4) AssessmentsPerformance appraisals/360-Degree feedbackBenchmarks/Assessment centersMBTIMyers-Briggs Type Indicator (gauges an individual’s work preferences) Breaking the “Glass Ceiling”Organizationally-developed systemsCoca-Cola example Chapter 10 - Managing Turnover Turnover is Costly!Successful companies require satisfied, loyal EEs!Firms with low turnover perform better! Terminations should be FAIR!More commonly called: “Distributive Justice” Progressive DisciplineHot-Stove Rule -- organizational discipline should:Give clear warningDeliver consistent consequencesDeliver objective consequencesDeliver immediate consequences Progressive Discipline (example) Plant Closings/Mass LayoffsW.A.R.N. Worker’s Adjustment Retraining & Notification ActFirms w/ more than 100 EEs60-day noticeIf restructuring will affect 50 or more EEs
assignemnt 2-wed-cjkaj

assignemnt 2-wed-cjkaj

Question # 00075086 Posted By: neil2103 Updated on: 06/10/2015 06:52 AM Due on: 06/11/2015
Subject Business Topic General Business Tutorials:
Question
Dot Image
assignemnt 2-wed-cjkaj

assignemnt 2-wed-cjkaj
Dot Image
Attachments
I_walk_through_an_example_similar_to_the_one_below_in_the_latter_half_of_the_video_lecture.docx (13.54 KB)
Chapters_7_8_9_and_10.pptx (2005.92 KB)
Tutorials for this Question
  1. cyjak
    Tutorial # 00069924 Posted By: cyjak Posted on: 06/11/2015 02:50 AM
    Puchased By: 4
    Tutorial Preview
    Interviewed/ hired ratio- 5÷10=0.5*100=50 b) cost per hire local universities- 10000÷18=£555 special ...
      Get the Solution
    Attachments
    asignment.doc (28.5 KB)
Whatsapp Lisa