HRM 112

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21) Which performance appraisal tool requires a supervisor to maintain a log of positive and negative examples of a subordinate’s work-related behavior?

22) Which of the following is not a characteristic of the critical incident method for performance appraisal?

23) Wilson Consulting is a management consulting firm with seventy employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the twelve employees under her direct supervision. Suzanne plans to use the critical incident method to evaluate the performance of her subordinates.

A) providing examples of excellent work performance

B) comparing and ranking employees within a group

C) connecting specific incidents with performance goals

D) reflecting performance throughout the appraisal period

E) compiling examples of ineffective work performance

Which of the following, if true, undermines the argument that the critical incident method is the most appropriate performance appraisal tool for Suzanne to use?

A) Employee performance standards are closely aligned with Wilson Consulting’s long-term strategic plans.

B) Other departments at Wilson Consulting have seen employee performance improve as a result of providing ongoing evaluations.

C) Suzanne will be conducting performance appraisals in conjunction with the HR manager to ensure EEO compliance.

D) Logrolling has been an issue in the past for performance appraisals, so Wilson Consulting will be allowing employees to rate themselves.

E) Due to economic difficulties, the firm will be laying off the two lowest-performing employees in Suzanne’s department.

A) alternation ranking

B) paired comparison

C) forced distribution

D) critical incident

E) graphic rating

24) Which appraisal method combines the benefits of narrative critical incidents and quantified scales by assigning scale points with specific examples of good or poor performance?

A) behaviorally anchored rating scale

B) constant sums rating scale

C) graphic rating scale

D) alternation ranking

E) forced distribution

25) Which of the following best describes a behaviorally anchored rating scale?

A) chart of paired subordinates ranked in order of performance

B) combination of narrative critical incidents and quantified performance scales

C) diary of positive and negative examples of a subordinate’s work performance

D) predetermined percentages of subordinates in various performance categories

E) list of subordinates from highest to lowest based on specific performance traits

26) The first step in developing a behaviorally anchored rating scale is to ________.

A) develop performance dimensions

B) generate critical incidents

C) compare subordinates

D) reallocate incidents

E) scale incidents

27) Stacey is using a behaviorally anchored rating scale as a performance appraisal tool. She has already asked employees and supervisors to describe critical incidents of effective and ineffective job performance. What should Stacey do next?

A) create a final appraisal instrument

B) develop performance dimensions

C) rank employees from high to low

D) reallocate the incidents

E) rate the incidents

28) Wilson Consulting is a management consulting firm with seventy employees. As associate vice president of marketing, Suzanne Boyle is responsible for conducting performance appraisals of the twelve employees under her direct supervision. Suzanne plans to use the behaviorally anchored rating scale (BARS) to evaluate the performance of her subordinates.

 

Which of the following, if true, supports the argument that BARS is the most appropriate performance appraisal tool for Suzanne to use?

A) Suzanne wants to provide her subordinates with specific examples of their good and poor job performance during the appraisal interview.

B) Suzanne encourages her subordinates to review and make comments about their appraisal during a formal appeals process.

C) Wilson Consulting recently installed an electronic performance monitoring system to help supervisors conduct appraisals.

D) Wilson Consulting provides training to all supervisors regarding legally defensible performance appraisals.

E) Suzanne provides her subordinates with upward feedback as a way to illustrate the ratings she assigns to each employee.

29) What is the primary disadvantage of developing a behaviorally anchored rating scale?

A) costly

B) unreliable

C) time consuming

D) unclear performance standards

E) lack of feedback for subordinates

30) Which of the following terms refers to setting specific measurable goals with each employee and then periodically reviewing the progress made?

A) behaviorally anchored rating scale

B) management by objective

C) narrative form technique

D) forced distribution

E) critical incident

31) It is most important that supervisors who choose management by objectives as a performance appraisal tool use ________.

A) SMART goals

B) EPM systems

C) computerized notes

D) graphic rating scales

E) BARS-based techniques

32) All of the following are benefits of using computerized or Web-based performance appraisal systems EXCEPT ________.

A) merging examples with performance ratings

B) helping managers maintain computerized notes

C) allowing employees to perform self-evaluations

D) combining different performance appraisal tools

E) enabling managers to monitor employees’ computers

33) Which of the following enables supervisors to oversee the amount of computerized data an employee is processing each day?

A) computerized performance appraisal system

B) online management assessment center

C) digitized high-performance work center

D) electronic performance monitoring system

E) electronic performance support system

34) Nick supervises a team of data entry specialists. Lately, productivity has been down, and Nick believes his subordinates are not working as efficiently as possible. Which of the following tools would provide Nick with daily information about each employee’s rate, accuracy, and time spent entering data?

A) digital dashboard device

B) electronic performance monitoring system

C) Web-based management oversight device

D) electronic performance support system

E) computerized performance appraisal system

35) Graphic rating scales are subject to all of the following problems EXCEPT ________.

A) unclear standards

B) halo effects

C) complexity

D) leniency

E) bias

36) Which of the following terms refers to an appraisal that is too open to interpretation?

A) unclear standards

B) halo effects

C) leniency

D) strictness

E) biased

37) Which of the following is the best way for a supervisor to correct a performance appraisal problem caused by unclear standards?

A) focusing on performance instead of personality traits

B) using graphic rating scales to rank employees

C) avoiding the use of extremely low ratings

D) using descriptive phrases to illustrate traits

E) allowing employees to rate themselves first

38) Which of the following is a performance appraisal problem that occurs when a supervisor’s rating of a subordinate on one trait biases the rating of that person on other traits?

A) recency effect

B) halo effect

C) central tendency

D) stereotyping

E) discrimination

39) Jason is a conscientious employee, but he is viewed by most of his co-workers as unfriendly. Jason’s supervisor rates him low on the traits “gets along well with others” and “quality of work.” Which of the following problems has most likely affected Jason’s performance appraisal?

A) central tendency

B) leniency

C) stereotyping

D) halo effect

E) recency effect

40) A supervisor who frequently rates all employees as average on performance appraisals most likely has a problem known as ________.

A) halo effect

B) stereotyping

C) central tendency

D) strictness

E) leniency

 
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Case Study

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Week 2 Case Study: Social Media Policies, Concerted Activity, and HR Management

In the last few years, companies have begun initiating and implementing social media policies for their employees to follow. These policies range from encouraging employees to utilizing social media for marketing purposes, to restricting the use of social media for employees in order to ensure that they do not hurt the company image. As these policies become more widespread, both the Society for Human Resource Management and the NLRB (National Labor Relations Board) have become concerned about the limits on speech and activity that employers are imposing on their workers. Further, in some states, laws are being passed to protect employees and potential employees from being required to disclose social media passwords during job interviews or after hire. Finally, many ethical concerns are being raised about the use of social media as a method of doing quick, informal background checks on potential hires or current employees.

For your homework this week, research the following questions and provide your findings in answers that are long enough to sufficiently answer the questions (about 2–3 good paragraphs each). Provide citations in APA style for each of your answers. Use APA formatting in your Word document that you submit to the Dropbox. Save your file with your last name in the filename, please. Let your professor know if you have questions!

Questions to Research and Answer

The NLRB has made findings regarding the use of employee posts on social media sites to discipline or terminate those employees. Typically, these cases occur when an employee posts negative information about his or her current employer or boss. Sometimes, these are public, and other times, the employer uses spies or fake friending to see the Facebook page of the employee.

  1. Find at least one case or article online regarding this topic, and briefly explain the facts of the case, and the determination of the NLRB as to whether the employee was properly or improperly disciplined or terminated as a result of his or her use of social media to complain about, criticize, or publicly bash his or her company or boss. Provide the citation to the article that you discover. (Use the term concerted activity in your query or search to help you find one of these cases.) (25 points)
  2. Do you agree with the decision of the NLRB or court in the case that you described in Question #1 above? Why or why not? (1–3 paragraphs). (10 points)
  3. Assume that this case happened at a place where you have worked in the past, or where you work now (or want to work.) Give an example of how the decision in the case above could lead to better or worse employee relations in your company. (15 points)
  4. Explain how you would communicate this decision to your employees or supervisors (depending on the decision you have selected) to ensure that situations like this do not occur again. In your answer, determine whether or not you feel a social media policy is a good method. If so, list at least three things you would include in your policy and why you would include them. If you do not feel a social media policy is appropriate, explain why you would not implement one (give at least two valid reasons). (3–4 paragraphs) (15 points)
 
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Supervisory Management When Transfer Backfires” Case Study Attach Is The Case Study) (When The Transfer Backfires.DocxDirections: Review The Case, “When The Transfer Backfires” In Your Textbook. Write A 2-3 Page Paper To Answer The Following Questions. 1

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supervisory management

When Transfer Backfires” Case Study 

Attach is the case study)

(When the Transfer Backfires.docxDirections: Review the case, “When the Transfer Backfires” in your textbook. Write a 2-3 page paper to answer the following questions.

  1. What are the facts Trent must consider now?
  2. What avenues are now open to Trent? What does this case say to you about the need for supervisors to act morally?
  3. Do you believe that some supervisors are untruthful where recommendations are concerned? Explain?
  4. What three functions are salaries meant to perform?
  5. To what extent should employee appraisals be used in salary adjustments? Explain
 
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BUS 372 Employee & Labor Relations Finial Paper

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Summative Assessment

You are a worker in a fast growing, large, non-union manufacturing organization. You notice persistent systematic labor violations in the plant. The company has multiple locations in the United States and plants in China and France. People are complaining about the working conditions and wages. A group of your fellow workers are talking about the need to fight back. There seems to be a willingness to organize. You have decided to seek the help of a Union. Write the following information in proposal format. Remember to follow APA style as outlined in the Ashford Writing Center and to cite at least three scholarly sources in addition to the course text.

  • Describe the union organizing process.
  • Identify the union you would choose to help you organize and explain why.
  • Describe the the responsibilities of the workers.
  • Describe what the unions can do to help labor.
  • Explain what management can legally say and do when they learn an organization movement is in progress.
  • Explain what can be done to help the workers overseas organize.
  • Explain why the global nature of the business does or does not influence the organization and bargaining process.

Note: Be sure to check that your Turnitin Similarity Index does not exceed 10% (excluding reference page).

The paper

  1. Must be 1250 to 1500 words, double-spaced (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center.
  2. Must include a separate title page with the following:
    • Title of paper
    • Student’s name
    • Course name and number
    • Instructor’s name
    • Date submitted
  3. Must use at least three scholarly sources in addition to the course text.
  4. Must document all sources in APA style as outlined in the Ashford Writing Center.
  5. Must include a separate references page that is formatted according to APA style as outlined in the Ashford Writing Center.

Carefully review the Grading Rubric for the criteria that will be used to evaluate your assignment.

The 21st century brings new and different challenges to organized labor. Unions face changing attitudes towards labor, globalization, and new technology. While you read the textbook, think about what other things may affect labor in the coming years.

 

Changing Attitudes

 

Labor union membership is declining in the U.S. (Seaquist, 2015). This may be due to the implementation of effective Federal labor laws. State laws may also be affecting union membership. Right to work states allow laborers to accept employment with an organization and not join the union. There are also different labor organizing models that are being introduced to U.S. workers, such as collaboration between labor and management. Volkswagen in Chattanooga, Tennessee is utilizing a collaborative model, where labor and management work together to balance workers’ needs and rights with organizational needs. There is another influence to the effectiveness of unions—globalization.

 

Globalization

 

Unions are affected by globalization just like the labor it represents. Union strikes can be ineffective against a multinational corporation. If labor strikes for better wages in Michigan, the organization will simply send the work overseas to a less expensive non-union shop. The plant can be shut down and the organization will not suffer. Unions are responding to globalization through the creation of global unions and confederations. IndustriAll Global Union, International Trade Union Confederation, and UNI Global Union are just a few of the unions operating internationally. These unions and confederations represent multiple unions from across the world. Unions must learn to work across cultures and political boundaries. Not all countries allow workers to organize. Some places organizing efforts can mean a death sentence to the workers (Seaquist, 2015).

Technology

 

Technology is another influence affecting labor and unionization. Many jobs are being taken over by technology. Independent fast food workers across the U.S. are striking for better pay. They want to see a $15 minimum wage. McDonald’s is developing kiosks to replace workers (Kaye, 2014). Robots and automated manufacturing equipment are replacing workers in manufacturing and maybe soon, in fast food service. Education could also feel the effects of automation. One example, Plato Courseware, provides automated education. The course work is completely automated. The software provides all reading material, practice sessions, tests, and exams (edmentum, 2014).

 

Labor is expensive and technology is relatively cheap. It only makes sense that businesses would want to reduce the expense of labor through automation. Put yourself into the shoes of management. As a manager, your job is to help the organization be profitable and operate within the confines of the budget. As an example, a full time welder working for $10 an hour will earn $20,000 a year in gross wages. The employer will typically pay at least another $20,000 a year in benefits, taxes, and required insurances. Benefits are a huge expense. Full coverage medical insurance is very expensive. The cost of some medical benefit packages can exceed the employee’s wages. Taxes are also very expensive. While the employee pays the income taxes, the employer pays a matching contribution to Social Security and must pay unemployment insurance and workman’s compensation insurances. Workman’s compensation insurance for some occupations, such as a welder, is equal to 100% of the employee’s wages.

 

As you can see, labor is very expensive. Now, let’s examine the cost of a welding robot. A new wire-welding robot costs approximately $45,000. The robot can operate 24 hours a day, seven days a week. A single employee can monitor many welding robots. Automation of manufacturing systems is so efficient that 50 employees can be replaced for every $2 million dollars spent on automation. For the annual cost of a single employee, a manufacturer can purchase a new robot and operate it around the clock. Labor does not stand a chance when bargaining against that kind of efficiency. Combine the technology with globalization and inexpensive labor in overseas markets, manufacturing labor is now forced to work at a competitive wage based on global wage scales. U.S. manufacturing labor can be replaced with technology or outsourcing. That is why wages have plummeted and union influence has declined in the manufacturing sector.

 

Conclusion

 

As you can see, unions face changing attitudes towards labor, globalization, and new technology. While you study this chapter, try to balance your views between management and labor. Remember, this course contains bias towards the worker’s right and tends to demonstrate a pro-union attitude. That is okay. The course is designed to give you, a new manager, a view of the world from labor’s perspective. As you go forth into your new management career, keep in mind that the people working for you have needs and rights. They are not simply machines, but living, breathing, human beings. Yes, management has power over the employees. But a good manager and leader will not abuse the power. A good leader will respect the workers and do what is right for both the organization and the labor population. You have studied some of the darkest moments in labor history and have seen a glimpse of the future labor movement. Use this information to help you become an effective leader that works efficiently with labor. Good luck with your future career and the rest of your degree program.

 

 

 

Forbes School of Business Faculty

References

 

edmentum. (2014). Plato courseware.Retrieved from http://www.edmentum.com/products-services/plato-courseware

 

Kaye, K. (2014). McDonald’s replacing cashiers with machines.Retrieved from http://legalinsurrection.com/2014/08/mcdonalds-replacing-cashiers-with-machines/

 

Seaquist, G. (2015). Employee and labor relations: A practical guide. San Diego: Bridgepoint Education.

 

 

Required Text

 

 

This
Textbooks

Bohlander, G. & Snell, S. (2010). Managing human resources (15th ed). Mason, OH : South Western Cengage Learning.

Noe, R. A., Hollenbeck, J.R., Gerhart, B. & Wright, P. M. (2011). Human resource management (4th ed.). New York, NY: McGraw-Hill.

Articles

Barras, J. (2014, December 11). NLRB: Employees may usurp employer email systems for non-work-related communications. Forbes. Retrieved from http://www.forbes.com/sites/theemploymentbeat/2014/12/11/nlrb-employees-may-usurp-employer-email-systems-for-non-work-related-communications/

Dorfman, J. (2014, September 11). Public pensions are still marching to their death. Forbes. Retrieved from http://www.forbes.com/sites/jeffreydorfman/2014/09/11/public-pensions-are-still-marching-to-their-death

Tice, C. (2014, September 12). 4 threats that could spell the end of cheap fast food. Forbes. Retrieved from http://www.forbes.com/sites/caroltice/2014/09/12/4-threats-spell-the-end-of-cheap-fast-food/

Ungar, R. (2012, December 11). ‘Right-to-work’ laws explained, debunked and demystified. Forbes.  Retrieved from http://www.forbes.com/sites/rickungar/2012/12/11/right-to-work-laws-explained-debunked-demystified/

Websites

    • AFL-CIO. (2014).

Collective bargaining

    • . Retrieved from http://www.aflcio.org/Learn-About-Unions/Collective-Bargaining
    • Carnegie, A. (1920).

Autobiography of Andrew Carnegie: With Illustrations

    • . Retrieved from http://www.gutenberg.org/ebooks/17976

IndustriALL Global Union

    • (http://www.industriall-union.org)

International Trade Union Confederation

    • (http://www.ituc-csi.org)
    • International Trade Union Confederation. (2013).

The ITUC Global Rights Index

    • . Retrieved from http://survey.ituc-csi.org/ITUC-Global-Rights-Index.html
    • International Trade Union Confederation. (2013).

ITUC Survey of violations of trade union rights

    • . Retrieved from http://survey.ituc-csi.org/?lang=en

National Labor Relations Board

    • (http://www.nlrb.gov)
    • National Labor Relations Board (n.d.).

National Labor Relations Act

    • . Retrieved from http://www.nlrb.gov/resources/national-labor-relations-act

UNI Global Union

    • (http://www.uniglobalunion.org/)

Course Guide

For a printable version of the course, download the Course Guide.

text is a Constellation™ course digital materials (CDM) title.

 
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1. Describe Your Experience With The Web-Based EHR. 2. What Set Of Standards Would Apply To The Web-Based EHR In Acute Or Ambulatory Care Settings? Your Response Should Be Based On What You Know About Standards And Regulations For EHRs Or Electronic Infor

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HI300 Unit 9 Assignment
Unit outcomes addressed in this Assignment:
 Identify current software applications and services available to the healthcare provider that can save time, money, and access to quality healthcare which lends to patient safety.
Course outcome(s) assessed/addressed in this Assignment:
HI300-6: Describe the use of electronic health records in patient care.

Instructions:
For this Assignment you will explore Practice Fusion, a free Web-based EHR. You will visit the Practice Fusion website below and create your own free EHR account. You will find instructions in Doc Sharing in your course on how to create your own student account in Practice Fusion. Follow those instructions and once you gain access to the EHR, you will be able to complete the Assignment.

Source: Practice Fusion: Practice fusion. Retrieved from https://static.practicefusion.com/apps/ehr/

Write a paper that answers the following questions in paragraph format:
1. Describe your experience with the Web-based EHR.
2. What set of standards would apply to the Web-based EHR in acute or ambulatory care settings? Your response should be based on what you know about standards and regulations for EHRs or electronic information systems.
3. Discuss the possible challenges one would face to convince healthcare providers to use this type of EHR.
4. What features did you see in the EHR that were helpful? How could other facilities benefit from these features?
5. What impressed you about the Web-based EHR?

Requirements:
 The Assignment should be  three pages in length, prepared in a Microsoft Word document.
 Follow APA style format and citation guidelines, including Times New Roman 12 point font and double spacing.
 Include a title page and reference page. Length requirements do not include the title page, and the reference page.
 This Assignment should follow the conventions of Standard American English featuring correct grammar, punctuation, style, and mechanics.
 Include at least three scholar references. The course textbook counts as one reference. All sources must be scholarly. Wikipedia is an example of a resource that is not acceptable. Use APA style for all citations including course materials.

 

NO PHARGIARISM!!!! Paper should strictly on topic, original, well detailed paper, and no repeatation.

 

 

Your Reading Assignment is to visit and navigate the Practice Fusion website below.

Use the directions located here: Practice Fusion Account Setup Instructions for Students to create your free EHR account on the practice fusion website.

Source: Practice Fusion: Practice Fusion. Retrieved from http://www.practicefusion.com/go

 
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2-Page Case Study

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Course Textbook

Cihon, P. J., & Castagnera, J. O. (2017). Employment and labor law (9th ed.). Boston, MA: Cengage Learning.

Include one in-text citation from the text book

Please read the case DCS Sanitation Management v. Eloy Castillo (and supporting notes), linked in the reference below: DCS Sanitation Management v. Castillo, 435 F.3d 892, (8th Cir. 2006).

See Attached

Once you have read and reviewed the case scenario, respond to the following questions:

1. Discuss the legal implications for employers and employees for requiring employees to sign noncompete agreements. What factors did the court consider in making its decision? Compare and contrast Ohio and Nebraska’s positions on noncompete clauses.

2. Which state’s laws support ethical reasoning in the resolution of this case? Your response should be a minimum of two pages in length.

You are required to use at least your textbook as source material for your response. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying APA style citations.

gp.co

 
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Deliverable 2 – Tutoring On The Normal Distribution

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Competency

Demonstrate the use of the normal distribution, the standard normal distribution, and the central limit theorem for calculating areas under the normal curve and exploring these concepts in real life applications.

Scenario

Frank has only had a brief introduction to statistics when he was in high school 12 years ago, and that did not cover inferential statistics. He is not confident in his ability to answer some of the problems posed in the course.

As Frank’s tutor, you need to provide Frank with guidance and instruction on a worksheet he has partially filled out. Your job is to help him understand and comprehend the material. You should not simply be providing him with an answer as this will not help when it comes time to take the test. Instead, you will be providing a step-by-step breakdown of the problems including an explanation on why you did each step and using proper terminology.

What to Submit

To complete this assignment, you must first download the word document, and then complete it by including the following items on the worksheet:

  1. Incorrect Answers
    • Correct any wrong answers. You must also explain the error performed in the problem in your own words.
  2. Partially Finished Work
    • Complete any partially completed work. Make sure to provide step-by-step instructions including explanations.
  3. Blank Questions
    • Show how to complete any blank questions by providing step-by-step instructions including explanations.

Your step-by-step breakdown of the problems, including explanations, should be present within the word document provided. You must also include an Excel workbook which shows all your calculations performed.

Please help with my homework! Thanks! Attach is my word document

 
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Hrm 6622

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Part 1
The Nature of Staffing

Chapter 1:

Staffing Models and Strategy

McGraw-Hill Education

Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.

Staffing Organizations Model

1-*

Chapter Outline

  • Nature of Staffing
  • The Big Picture
  • Definition of Staffing
  • Implications of Definition
  • Staffing System Examples
  • Staffing Models
  • Staffing Quantity: Levels
  • Staffing Quality: Person/Job Match
  • Staffing Quality: Person/Organization Match
  • Staffing Models
  • Staffing System Components
  • Staffing Organizations
  • Staffing Strategy
  • Staffing Levels
  • Staffing Quality
  • Staffing Ethics
  • Plan for Book

1-*

Learning Objectives for This Chapter

  • Define staffing and consider how, in the big picture, staffing decisions matter
  • Review the five staffing models presented, and consider the advantages and disadvantages of each
  • Consider the staffing system components and how they fit into the plan for the book
  • Understand the staffing organizations model and how its various components fit into the plan for the book
  • Appreciate the importance of staffing strategy, and review the 13 decisions that staffing strategy requires
  • Realize the importance of ethics in staffing, and learn how ethical staffing practice is established

1-*

Discussion Questions for This Chapter

  • What would be the potential problems with a staffing process in which vacancies were filled:
  • On a lottery basis from among job applicants?
  • On a first come-first hired basis?
  • What would be the advantages of using one of the above processes?
  • Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why?
  • How are staffing activities influenced by training or compensation activities?
  • Are some of the 13 strategic staffing decisions more important than others? Which ones? Why?

1-*

The Big Picture

  • Organizations are combinations of physical, financial, and human capital
  • Human capital
  • Knowledge, skills and abilities of people
  • Their motivation to do the job
  • Scope of human capital
  • An average organization’s employee cost (wages or salaries and benefits) is over 25% of its total revenue
  • Organizations that capitalize on human capital have a strategic advantage over their competitors

1-*

Nature of Staffing

  • Definition
  • “Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.”
  • Implications of definition
  • Acquire, deploy, retain
  • Staffing as a process or system
  • Quantity and quality issues
  • Organization effectiveness

1-*

Nature of Staffing: Importance to Organizational Effectiveness

  • Quotes from organization leaders
  • Staffing is absolutely critical to the success of every company
  • Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl
  • At most companies, people spend 2% of their time recruiting and 75% managing their recruiting mistakes.
  • Richard Fairbank, CE, Capital One
  • I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that.
  • Jeff Bezos, CEO, Amazon
  • We missed a really nice nursing rebound…because we didn’t do a good job hiring in front of it. Nothing has cost the business as much as failing to intersect the right people at the right time.
  • David Alexander, President, Soliant Health

1-*

Staffing System Examples

  • W.L. Gore and Associates
  • Staffing jobs without titles
  • Focus on culture in recruiting and selecting
  • Pfizer Pharmaceuticals
  • Hiring for flexibility in a rapidly changing market
  • Focus on hiring individuals who can change roles quickly
  • Enterprise Rent-A-Car
  • Use a strong internal labor market
  • Performance evaluation is used for placement

1-*

Discussion Questions

  • What would be the potential problems with a staffing process in which vacancies were filled:
  • On a lottery basis from among job applicants?
  • On a first come-first hired basis?
  • What would be the advantages of using one of the above processes?

1-*

Staffing Models

  • Staffing Quantity
  • Levels
  • Staffing Quality
  • Person/Job Match
  • Person/Organization Match
  • Staffing System Components
  • Staffing Organizations

1-*

Exh. 1.2: Staffing Quantity

1-*

Exh. 1.3: Person/Job Match

1-*

Concepts: Person/Job Match Model

  • Jobs are characterized by their requirements and rewards
  • Individuals are characterized via qualifications (KSAOS) and motivation
  • These concepts are not new or faddish, this is an enduring model of staffing
  • Matching process involves dual match
  • KSAOs to requirements
  • Motivation to rewards
  • Job requirements expressed in terms of both
  • Tasks involved
  • KSAOs necessary for performance of tasks
  • Job requirements often extend beyond task and KSAO requirements

1-*

Exh. 1.4: Person/Organization Match

1-*

Concepts: Person/Organization
Match Model

  • Organizational culture and values
  • Norms of desirable attitudes and behaviors for employees
  • New job duties
  • Tasks that may be added to target job over time
  • “And other duties as assigned . . . “
  • Multiple jobs
  • Flexibility concerns – Hiring people
    who could perform multiple jobs
  • Future jobs
  • Long-term matches during employment relationship

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Discussion Questions

  • Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why?
  • How are staffing activities influenced by training or compensation activities?

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Ex 1.5: Staffing System Components

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Components of Staffing
Organizations Model

  • Organizational strategy
  • Mission and vision
  • Goals and objectives
  • HR strategy
  • Involves key decisions about size
    and type of workforce to be
  • Acquired
  • Trained
  • Managed
  • Rewarded
  • Retained
  • May flow from organizational strategy
  • May directly influence formulation of organization strategy

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Components of Staffing
Organizations Model (continued)

  • Staffing strategy
  • An outgrowth of the interplay between organization and HR strategy
  • Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce
  • Guide development of recruitment, selection, and employment programs
  • Support activities
  • Serve as foundation for conduct of core staffing activities
  • Core staffing activities
  • Focus on recruitment, selection, and employment of workforce
  • Staffing and retention system management

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What is Staffing Strategy?

  • Definition
  • Requires making key decisions about acquisition, deployment, and retention of a company’s workforce
  • Involves making 13 key decisions
  • Decisions focus on two areas
  • Staffing levels
  • Staffing quality

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Exh. 1.7
Strategic Staffing Decisions

  • Staffing Levels
  • Acquire or Develop Talent
  • Hire Yourself or Outsource
  • External or Internal Hiring
  • Core or Flexible Workforce
  • Hire or Retain
  • National or Global
  • Attract or Relocate
  • Overstaff or Understaff
  • Short- or Long-term Focus
  • Staffing Quality
  • Person/Job or Person/Organization match
  • Specific or general KSAOs
  • Exceptional or acceptable workforce quality
  • Active or passive diversity

1-*

Discussion Question

  • Are some of the 13 strategic staffing decisions more important than others? Which ones? Why?

1-*

Ex 1.8: Suggestions for Ethical Staffing Practice

  • Represent the organization’s interests.
  • Beware of conflicts of interest.
  • Remember the job applicant.
  • Follow staffing policies and procedures.
  • Know and follow the law.
  • Consult professional codes of conduct.
  • Shape effective practice with research results.
  • Seek ethics advice.
  • Be aware of an organization’s ethical climate/culture

1-*

Ethical Issues

  • Issue 1
  • As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?
  • Issue 2
  • One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.

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Plan of the Course & the Book

  • Part 1: Nature of Staffing (Ch. 1)
  • Part 2: Support Activities (Ch. 2, 3, 4)
  • Part 3: Recruitment (Ch. 5, 6)
  • Part 4: Selection (Ch. 7, 8, 9, 10)
  • Part 5: Employment (Ch. 11, 12)
  • Part 6: Staffing System & Retention Management (Ch. 13, 14)
 
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Hrm Assignment Week 7

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Part 6: Staffing System and Retention Management

Chapter 14: Retention Management

 

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:
Measurement, external, internal

Employment:
Decision making, final match

Staffing Organizations Model

13-*

Organization Strategy

HR and Staffing Strategy

 

Organization

Mission

Goals and Objectives

 

Chapter Outline

  • Turnover and Its Causes
  • Nature of the Problem
  • Types of Turnover
  • Causes of Turnover
  • Analysis of Turnover
  • Measurement
  • Reasons for Leaving
  • Costs and Benefits
  • Retention Initiatives: Voluntary Turnover
  • Current Practices
  • Desirability of Leaving
  • Ease of Leaving
  • Alternatives
  • Retention Initiatives: Discharge
  • Performance Management
  • Progressive Discipline
  • Retention Initiatives: Downsizing
  • Legal Issues
  • Separation Laws and Regulations
  • Performance Appraisal
  • 13-*

13-*

Learning Objectives for This Chapter

  • Be able to differentiate among the types and causes of employee turnover
  • Recognize the different reasons employees leave their jobs
  • Evaluate the costs and benefits of turnover
  • Learn about the variety of techniques companies use to limit turnover
  • See how performance management and progressive discipline limit discharge turnover
  • Understand how companies manage downsizing
  • Recognize a variety of legal issues that affect separation policies and practices

Discussion Questions for This Chapter

  • For the three primary causes of voluntary turnover (desirability of leaving, ease of leaving, alternatives), might their relative importance depend on the type of employee or type of job? Explain.
  • Which of the costs and benefits of voluntary turnover are most likely to vary according to type of job? Give examples.
  • If someone said to you, “It’s easy to reduce turnover—just pay people more money,” what would your response be?
  • Why should an organization seek to retain employees with performance or discipline problems? Why not just fire them?
  • Discuss some potential problems with downsizing as an organizations’ first response to a need to cut labor costs.

13-*

13-*

Turnover and Its Causes

  • Nature of the problem
  • Minimize costs of turnover
  • Acknowledge benefits of turnover
  • Types of turnover
  • Voluntary: initiated by employees
  • Avoidable
  • Unavoidable
  • Involuntary: initiated by the company
  • Discharge
  • Downsizing

Exhibit 14.1 Types of Employee Turnover

13-*

Exhibit 14.2 Causes of Voluntary Turnover

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Causes of Turnover

  • Discharge turnover
  • Employee fails to follow rules and procedures
  • KSAO/job requirements mismatch
  • Downsizing turnover
  • Lack of forecasting and planning
  • Inaccuracies in forecasting and planning
  • Unanticipated changes in labor demand and/or labor supply

13-*

Reasons for Leaving

  • Exit interviews
  • Formal discussions with departing employees
  • Conducted by a neutral person
  • Follow a clear structure prepared in advance
  • Knowledgeable interviewers
  • Conducted in private
  • Post-exit surveys
  • Cover the same material as a typical exit interview
  • Can involved both numerical and open-ended responses
  • Satisfaction surveys
  • Evaluate why current employees do not leave

13-*

Ex. 14.5: Voluntary Turnover Costs and Benefits

  • Separation costs
  • HR and managerial time
  • Temporary coverage
  • Reduced performance
  • Replacement costs
  • Training costs
  • Benefits
  • Superior replacement
  • New KSAOs
  • Restructuring opportunities
  • Savings from not replacing employee
  • Transfer or promotion opportunities for others
  • Replacement is less costly

13-*

 

*

Ex. 14.7: Discharge Costs and Benefits

  • Separation costs
  • May be even more time consuming than voluntary turnover
  • Can lead to lawsuits
  • Conflicts with remaining workers
  • Replacement costs
  • Training costs
  • Benefits
  • Departure of low-value employee
  • Higher value replacements
  • Reduced disruption for manager and work unit
  • Improved performance management

13-*

 

*

Ex. 14.8: Downsizing Costs and Benefits

  • Separation costs
  • Time in managing and implementing layoffs
  • Severance, early retirement, and contract buyout costs
  • Increased unemployment insurance
  • Potential damage in financial markets
  • Benefits
  • Lower payroll and benefits
  • Ability to relocate
  • Improved promotion and transfer opportunities for stayers
  • Flatter hierarchy
  • Increased per-person productivity

13-*

 

*

Retention Initiatives: Voluntary Turnover

  • Reviews of organizational practices show some key factors that reduce turnover
  • Results come from 1,000s of different workplaces
  • Other results from WorldatWork Survey and 100 Best Companies
  • Most effective initiatives:
  • Retention bundles
  • Benefits
  • Dispute resolution
  • Participative work design
  • Least effective initiatives:
  • Relative pay
  • Sophisticated selection systems
  • Variable pay
  • Training

13-*

Retention Bundles

  • Individual practices in isolation aren’t as powerful as systems of practices
  • Rewards for performance matched with wide communication reduce turnover of high performers
  • Neither rewards nor communication are especially effective in isolation
  • Integrated systems include careful selection, adequate training, satisfying conditions, and rewards for retention

13-*

Ex. 14.10 Retention Initiative Examples

13-*

Retention Initiatives: Desirability of Leaving

  • Extrinsic rewards
  • Make rewards meaningful and unique
  • Match to individual preferences
  • Link to retention behaviors
  • Link rewards to performance
  • Intrinsic rewards
  • Assign employees to jobs that meet their needs
  • Provide clear communication
  • Design fair reward allocation systems
  • Ensure supervisors provide a positive environment
  • Provide work/life balance programs

13-*

Retention Initiatives: Ease of Leaving and Alternatives

  • Ease of leaving
  • Provide organizational specific training
  • Cost of leaving
  • Provide deferred compensation (e.g., long-term bonuses or pensions)
  • Provide difficult to replace amenities
  • Alternatives
  • Provide internal promotion opportunities
  • Respond to outside job offers

13-*

Retention Initiatives: Discharge

  • Performance management process
  • Work with employees to minimize need for involuntary turnover
  • Document performance problems in advance, with clear consequences communicated

13-*

Retention Initiatives: Downsizing

  • Alternatives to downsizing
  • No-layoff strategies
  • Attrition (not replacing those who leave)
  • Hiring freezes
  • Non-renewal of contract workers
  • Salary reduction
  • Early retirement
  • Retaining and motivating those who remain
  • Communicate downsizing decisions clearly
  • Involve the current workforce in redesigning jobs
  • Provide job search assistance

13-*

Legal Issues

  • Separation laws and regulations
  • Public policy restrictions on employment at will
  • Employment discrimination laws
  • Employment contract principles
  • Labor contracts
  • Advance warnings
  • Severance agreements

13-*

Legal Issues

  • Performance appraisal
  • Criteria should be job related, specific, and communicated in advance
  • Manager should be competent in rating performance relative to job requirements
  • Multiple raters should be used
  • Ratings must be documented
  • Ratings should be frequent
  • Appeals systems should be in place

13-*

13-*

Ethical Issues

  • Issue 1
  • Imagine your organization is doing exit interviews and has promised confidentiality to all who respond. You are responsible for conducting the exit interviews. Your supervisor has asked you to give her the name of each respondent so she can assess the information in conjunction with the person’s supervisor. What obligations do corporate HR employee have to keep information confidential in such circumstances?
  • Issue 2
  • Firing an employee has numerous potential negative organizational consequences, including the discomfort of the supervisor who delivers the termination information, conflict or sabotage from the departing employee, and the filing of a lawsuit. To avoid this, many supervisors give problem employees unpleasant work tasks, reduce their working hours, or otherwise negatively modify their jobs in hopes that they will simply quit. What are the ethical issues raised by this strategy?
 
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4dep Cipd

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( Assignment– 4DEP Part B

This assignment must be submitted through Online Services

Written Assignment B (AC 2.1, 2.2, 2.3) 600 words

Write a report that identifies and describes:

· 3 needs of those who use a HR or L&D service within an organisation and how you would prioritise these and other needs to avoid conflict and deliver a timely service. (AC 2.1)

· 3 methods of communication to respond to your customer’s needs, and for each method explain its advantages and disadvantages (AC 2.2)

· How you would gather feedback and service performance data in order to provide management information on service levels and how you would use this data to continuously improve your service. (AC 2.3)

· Write a short description of the learning process you went through in order to write this assignment: what you knew about the services provided by HR, and service level agreements (SLAs) before you attended module 1; what you learnt during the module; and what you learnt in preparing this assignment.

You should also include 3-5 references from up-to-date and relevant sources in order to support your findings. Please ensure that all reference sources are acknowledged correctly within the text and on a reference list provided.

NAME:  

 COHORT:  
COMPANY:  

 WORD COUNT  

Introduction (100 words)

Type here…

3 needs of those who use a HR or L&D service within an organisation and how you would prioritise these and other needs to avoid conflict and deliver a timely service. (AC 2.1, 200 words)

Type here…

3 methods of communication to respond to your customer’s needs, and for each method explain its advantages and disadvantages (AC 2.2, 100 words)

Type here…

How you would gather feedback and service performance data in order to provide management information on service levels and how you would use this data to continuously improve your service. (AC 2.3, 100 words)

Type here…

Write a short description of the learning process you went through in order to write this assignment: what you knew about SLAs before you attended module 2; what you learnt during the module; and what you learnt in preparing this assignment. (100 words)

Type here…

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