Planning.

Establishing goals and standards; developing rules and procedures; developing

plans and forecasting.

Organizing. Giving each subordinate a specific task; establishing departments; delegating

authority to subordinates; establishing channels of authority and communication;
coordinating subordinates work.

Staffing. Determining what type of people you should hire; recruiting prospective employees;
selecting employees; training and developing employees; setting performance standards;
evaluating performance; counseling employees; compensating employees.

Leading. Getting others to get the job done; maintaining morale; motivating subordinates.

Controlling. Setting standards such as sales quotas, quality standards, or production levels;
checking to see how actual performance compares with these standards; taking corrective
action, as needed.

Human Resource Managers Duties

1) line function:-The human resource manager directs the activities of the people in his
or her own department, and perhaps in related areas (like the plant cafeteria)
2) A coordinative function. The human resource manager also coordinates personnel
activities, a duty often referred to as functional authority (or functional control).
3) Staff (assist and advise) functions. Assisting and advising line managers is the heart
of the human resource manager s job.

New Approaches to Organizing HR

The transactional HR group uses centralized call centers and outsourcing arrangements (such
as with benefits advisors) to provide support for day-to-day transactional activities
The corporate HR group focuses on assisting top management in top level big picture issues
such as developing and explaining the personnel aspects of the company s long-term strategic
plan.
The embedded HR unit assigns HR generalists (also known as relationship managers or HR
business partners ) directly to departments like sales and production.
The centers of expertise are like specialized HR consulting firms within the company for
instance, they provide specialized assistance in areas such as organizational change.

Talent management is the goal-oriented and integrated process of planning, recruiting,

developing, managing, and compensating employees.59 It involves instituting a coordinated
process for identifying, recruiting, hiring, and developing high-potential employees.

RESTRICTED POLICY The restricted policy approach means demonstrating that the employer
policy intentionally or unintentionally excluded members of a protected group.
4/5ths rule Federal agency rule that a minority selection rate less than 80% (4/5ths) of that
for the group with the highest rate is evidence of adverse impact.

Tokenism occurs when a company appoints a small group of women or minorities to high-
profile positions, rather than more aggressively seeking full representation for that group.

Ethnocentrism is the tendency to view members of other social groups less favourably than
ones own. For example, in one study,managers attributed the performance of some
minorities less to their abilities and more to help they received from others.

good faith effort strategy; this emphasizes identifying and eliminating the obstacles to hiring
and promoting women and minorities, and increasing the minority or female applicant flow.

STRATEGY MAP The strategy map provides an overview of how each department s
performance contributes to achieving the company s overall strategic goals.

The HR Scorecard is not a scorecard. It refers to a process for assigning financial and
nonfinancial goals or metrics to the human resource management related chain of activities
required for achieving the company s strategic aims.

A digital dashboard presents the manager with desktop graphs and charts, showing a
computerized picture of how the company is doing on all the metrics from the HR Scorecard
process.

Business process reengineering means redesigning business processes, usually by combining

steps, so that small multifunction teams using information technology do the jobs formerly
done by a sequence of departments.

Job enlargement means assigning workers additional same-level activities. Thus, the worker
who previously only bolted the seat to the legs might attach the back as well.

Job rotation means systematically moving workers from one job to another.

Psychologist Frederick Herzberg argued that the best way to motivate workers is through job
enrichment. Job enrichment means redesigning jobs in a way that increases the opportunities
for the worker to experience feelings of responsibility, achievement, growth, and recognition.
METHODS FOR COLLECTING JOB ANALYSIS INFORMATION
The Interview
Questionnaires
Observation
Participant Diary/Logs

Quantitative Job Analysis Techniques

POSITION ANALYSIS QUESTIONNAIRE The position analysis questionnaire (PAQ) is a very
popular quantitative job analysis tool, consisting of a questionnaire containing 194 items. The
items each belong to one of five PAQ basic activities: (1) having decision-
making/communication/ social responsibilities, (2) performing skilled activities, (3) being
physically active, (4) operating vehicles/equipment, and (5) processing information (Figure 4-
4 illustrates this last activity). The final PAQ score shows the job s rating on each of these five
activities.

WRITING JOB DESCRIPTIONS

There is no standard format for writing a job description. However, most descriptions
contain sections that cover:
1. Job identification
2. Job summary
3. Responsibilities and duties
4. Authority of incumbent
5. Standards of performance
6. Working conditions
7. Job specification

Competency-based job analysis means describing the job in terms of measurable,

observable, behavioral competencies (knowledge, skills, and/or behaviors) that an employee
doing that job must exhibit.

TREND ANALYSIS Trend analysis means studying variations in the firms employment levels
over the last few years.

RATIO ANALYSIS Another simple approach, ratio analysis, means making forecasts based on
the historical ratio between (1) some causal factor (like sales volume) and (2) the number of
employees required.

THE SCATTER PLOT A scatter plot shows graphically how two variables such as sales and your
firms staffing levels are related.
MARKOV ANALYSIS Employers also use a mathematical process known as Markov analysis (or
transition analysis ) to forecast availability of internal job candidates. Markov analysis involves
creating a matrix that shows the probabilities that employees in the chain of feeder positions
for a key job will move from position to position and therefore be available to fill the key
position.

succession planning the ongoing process of systematically identifying, assessing, and

developing organizational leadership to enhance performance.

Person-job fit refers to matching (1) the knowledge, skills, abilities (KSAs), and competencies
that are central to performing the job (as determined by job analysis) with (2) the prospective
employee s knowledge, skills, abilities, and competencies.

Reliability:-The consistency of scores obtained by the same person when retested with the
identical tests or with alternate forms of the same test.

Validity:- tells you whether the test (or yardstick) is measuring what you think it s supposed
to be measuring.

Criterion validity involves demonstrating statistically a relationship between scores on a

selection procedure and job performance of a sample of workers. For example, it means
demonstrating that those who do well on the test also do well on the job, and that those who
do poorly on the test do poorly on the job. The test has validity to the extent that the people
with higher test scores perform better on the job. In psychological measurement, a predictor
is the measurement (in this case, the test score) that you are trying to relate to a criterion,
such as performance on the job. The term criterion validity reflects that terminology.

Content validity is a demonstration that the content of a selection procedure is

representative of important aspects of performance on the job. For example, employers may
demonstrate the content validity of a test by showing that the test constitutes a fair sample
of the job s content. The basic procedure here is to identify job tasks that are critical to
performance, and then randomly select a sample of those tasks to test. In selecting students
for dental school, many schools give applicants chunks of chalk, and ask them to carve
something that looks like a tooth. If the content you choose for the test is a representative
sample of what the person needs to know for the job, then the test is probably content valid.
Clumsy dental students need not apply.

CONSTRUCT VALIDITY Construct validity means demonstrating that (1) a selection procedure
measures a construct (an abstract idea such as morale or honesty) and (2) that the construct
is important for successful job performance.
TYPES OF TESTS

We can conveniently classify tests according to whether they measure cognitive (mental)
abilities, motor and physical abilities, personality and interests, or achievement.

Tests of Cognitive Abilities

Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific
mental abilities like memory and inductive reasoning.

INTELLIGENCE TESTS Intelligence (IQ) tests are tests of general intellectual abilities. They
measure not a single trait but rather a range of abilities, including memory, vocabulary, verbal
fluency, and numerical ability.

Tests of Motor and Physical Abilities

You might also want to measure motor abilities, such as finger dexterity,manual dexterity,
and (if hiring pilots) reaction time.

interest inventory:- A personal development and selection device that compares the persons
current interests with those of others now in various occupations so as to determine the
preferred occupation for the individual.

Management Assessment Centers

A management assessment center is a 2- to 3-day simulation in which 10 to 12 candidates

perform realistic management tasks (like making presentations) under the observation of
experts who appraise each candidate s leadership potential.

Typical simulated tasks include:

* The in-basket. This exercise confronts the candidate with an accumulation of reports,
memos, notes of incoming phone calls, letters, and other materials collected in the actual or
computerized in-basket of the simulated job he or she is about to start. The candidate must
take appropriate action on each item. Trained evaluators then review the candidate s efforts.

* Leaderless group discussion. Trainers give a leaderless group a discussion question and tell
members to arrive at a group decision. They then evaluate each group member s
interpersonal skills, acceptance by the group, leadership ability, and individual influence.

* Management games. Participants solve realistic problems as members of simulated

companies competing in a marketplace.

* Individual presentations. Here trainers evaluate each participant s communication skills

and persuasiveness by having each make an assigned oral presentation.
Objective tests. An assessment center typically includes tests of personality,mental ability,
interests, and achievements.

* The interview. Most also require an interview between at least one trainer and
each participant, to assess the latter s interests, past performance, and motivation

An unstructured conversational-style interview in which the interviewer pursues points

of interest as they come up in response to questions.

structured (or directive) interview An interview following a set sequence of

questions. situational interview A series of job-related questions that focus on how the
candidate would behave in a given situation.

behavioral interview A series of job-related questions that focus on how the candidate
reacted to actual situations in the past.

job-related interview A series of job-related questions that focus on relevant past job-related
behaviors.

stress interview An interview in which the applicant is made uncomfortable by a series of

often rude questions. This technique helps identify hypersensitive applicants and those with
low or high stress tolerance.

PANEL INTERVIEWS A panel interview, also known as a board interview, is an interview

conducted by a team of interviewers (usually two to three), who together interview each
candidate and then combine their ratings into a final panel score. This contrasts with the one-
on-one interview (in which one interviewer meets one candidate) and a serial interview
(where several interviewers assess a single candidate one-on-one, sequentially)

The ADDIE Five-Step Training Process

Analyze the training need.

Design the overall training program.
Develop the course (actually assembling/creating the training materials).
Implement training, by actually training the targeted employee group using methods
such as on-the-job or online training.
Evaluate the course s effectiveness.
Negligent training
A situation where an employer fails to train adequately, and the employee subsequently
harms a third party.
TYPES OF ON-THE-JOB TRAINING The most familiar on-the-job training is the coaching or
understudy method. Here, an experienced worker or the trainees supervisor trains the
employee. This may involve simply acquiring skills by observing the supervisor, or (preferably)
having the supervisor or job expert show the new employee the ropes, step-by-step.

Apprenticeship Training
Apprenticeship training is a process by which people become skilled workers, usually through
a combination of formal learning and long-term on-the-job training

Many jobs (or parts of jobs) consist of a sequence of steps that one best learns step by- step.
Such step-by-step training is called job instruction training (JIT).

Vestibule Training
With vestibule training, trainees learn on the actual or simulated equipment they will use on
the job, but are trained off the job (perhaps in a separate room or vestibule). Vestibule
training is necessary when it s too costly or dangerous to train employees on the job.

ACTION LEARNING Action learning programs give managers and others released time to work
analyzing and solving problems in departments other than their own. Its basics include
carefully selected teams of 5 to 25 members, assigning the teams real-world business
problems that extend beyond their usual areas of expertise, and structured learning through
coaching and feedback.

Off-the-Job Management Training and Development Techniques

There are also many off-the-job techniques for training and developing managers
THE CASE STUDY METHOD As most everyone knows, the case study method presents a
trainee with a written description of an organizational problem. The person then analyzes the
case, diagnoses the problem, and presents his or her findings and solutions in a discussion
with other trainees.

MANAGEMENT GAMES Computerized management games enable trainees to learn by

making realistic decisions in simulated situations.

ROLE PLAYING The aim of role playing is to create a realistic situation and then have the
trainees assume the parts (or roles) of specific persons in that situation.

BEHAVIOR MODELING Behavior modeling involves (1) showing trainees the right (or model )
way of doing something, (2) letting trainees practice that way, and then (3) giving feedback
on the trainees performance. Behavior modeling training is one of the most widely used, well
researched, and highly regarded psychologically based training interventions
Leading Organizational Change
Unfreezing Stage
1. Establish a sense of urgency. Most managers start by creating a sense of urgency.
This often requires creativity.
2.Mobilize commitment through joint diagnosis of problems. Having established a
sense of urgency, the leader may then create one or more task forces to diagnose
the problems facing the company.

Moving Stage
3.Create a guiding coalition. No one can really implement major organizational
change alone
4. Develop and communicate a shared vision
5. Help employees make the change
6. Consolidate gains and produce more change
Refreezing Stage
7. Reinforce the new ways of doing things with changes to the company s systems and
procedures.
8. Finally, the leader must monitor and assess progress.

Training Effects to Measure (Kirkpatric system).

The manager can measure four basic categories of training outcomes:
1. Reaction. Evaluate trainees reactions to the program. Did they like the program?
Did they think it worthwhile?
2. Learning. Test the trainees to determine whether they learned the principles,
skills, and facts they were supposed to learn.
3. Behavior. Ask whether the trainees on-the-job behavior changed because of the
training program.
4.Results. Probably most important, ask, What results did we achieve, in terms of
the training objectives previously set.
TECHNIQUES FOR APPRAISING PERFORMANCE

A graphic rating scale lists traits or performance dimensions (such as communication or

teamwork ) and a range of performance values (from below expectations to role model or
unsatisfactory to outstanding, ) for each trait.

Alternation Ranking Method

Ranking employees from best to worst on a trait or traits is another option. Since it is usually
easier to distinguish between the worst and best employees, an alternation ranking method
is most popular

Paired Comparison Method

The paired comparison method helps make the ranking method more precise. For every trait
(quantity of work, quality of work, and so on), you pair and compare every subordinate with
every other subordinate.

Forced Distribution Method

The forced distribution method is similar to grading on a curve.With this method, you place
predetermined percentages of ratees into several performance categories. The proportions
in each category need not be symmetrical.

Critical Incident Method With the critical incident method, the supervisor keeps a log of
positive and negative examples (critical incidents) of a subordinate s work-related behavior.
Every 6 months or so, supervisor and subordinate meet to discuss the latter s performance,
using the incidents.

Behaviorally Anchored Rating Scales

A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a numerical
rating scale with specific illustrative examples of good or poor performance. Its proponents
say it provides better, more equitable appraisals than do the other tools.

Developing a BARS typically requires five steps:

1. Write critical incidents. Ask the job s jobholders and/or supervisors to write specific
illustrations (critical incidents) of effective and ineffective performance on the job.

2. Develop performance dimensions. Have these people group the incidents into 5 or 10
performance dimensions, such as salesmanship skills.

3. Reallocate incidents. To verify these groupings, have another team of people who also
know the job reallocate the original critical incidents. They must reassign each incident to the
cluster they think it fits best. Retain a critical incident if most of this second team assigns it to
the same cluster as did the first group.
4. Scale the incidents. This second group then rates the behavior described by the incident as
to how effectively or ineffectively it represents performance on the dimension (7- to 9-point
scales are typical).

5. Develop a final instrument. Choose about six or seven of the incidents as the
dimension s behavioral anchors.

career planning:-The deliberate process through which someone becomes aware of personal
skills, interests, knowledge, motivations, and other characteristics and establishes action
plans to attain specific goals.

9-box matrix approach to assessing current employees promotional prospects.68 The 9-box
matrix displays three levels of current job performance (exceptional, fully performing, not yet
fully performing) across the top. It also shows three levels of likely potential (eligible for
promotion, room for growth in current position, not likely to grow beyond current position)
down the side. This 3 * 3 design results in 9 possible combinations of current job performance
and likely potential.
Broadbanding means collapsing salary grades into just a few wide levels or bands, each of
which contains a relatively wide range of jobs and pay levels.

Golden parachute A payment companies make in connection with a change in ownership or

control of a company.

Team (or group) incentive plan:- A plan in which a production standard is set for a specific
work group, and its members are paid incentives if the group exceeds the production
standard.