Melton, Kristoffer Joseph A.

09/27/2023
CEM120-2 / A1

CEM120-2 HUMAN RESOURCE MANAGEMENT IN CONSTRUCTION

HOMEWORK No. 2

PART 1: Identify the correct term based on the given definition. (2 points each)
Administrative Purpose 1. the ways in which the organization uses the system to
provide information for day-to-day decisions about salary, benefits, and recognition programs
Performance Management 2. the process through which managers ensure that
employees’ activities and outputs contribute to the organization’s goals.
Forced-Distribution Method 3. Assigns a certain percentage of employees to each
category in a set of categories.
Management by Objectives 4. people at each level of the organization set goals in a
process that flows from top to bottom, so that all levels are contributing to the organization’s
overall goals.
360-Degree Performance 5. performance measurement that combines information
from the employees’ Managers, Peers, Subordinates, Self and Customers.
Halo Error 6. when bias is in a favorable direction. This can
mistakenly tell employees they don’t need to improve in any area.
Employee Development 7. combination of formal education, job experiences,
relationships, and assessment of personality and abilities to help employees prepare for the
future of their careers.
Protean Career 8. a career that frequently changes based on changes in
the person’s interests, abilities, and values and in the work environment.
Job Experiences 9. combination of tasks, relationships, problems, demands
and other features of an employee’s jobs.
Mentor 10. An experienced, productive senior employee who helps
develop a less experienced employee, called the protégé.
Glass Ceiling 11. Circumstances resembling an invisible barrier that keep
most women and minorities from attaining the top jobs in organizations.
Outcome Fairness 12. the judgement that people make regarding outcomes
received relative to outcomes received by others with whom they identify.
Bias Suppression 13. The procedures are applied by a person who has no
vested interest in the outcome and no prior prejudices regarding the individual.
Peer Review 14. A panel composed of representatives from the
organization that are at the same level of those people in the dispute hears the case and
attempts to help the parties arrive at a settlement.
Employee Assistance Program 15. a referral service that supervisors or employees can
use to seek professional treatment for various problems.

PART 2: Explain the Four Approaches to Employee Development. (20 points)

1. Formal Education - This approach involves supporting employees' pursuit of formal education,
such as degree programs, certifications, or advanced courses. Organizations may offer tuition
reimbursement or flexible schedules to accommodate education. Formal education provides
employees with the opportunity to acquire in-depth knowledge and expertise in specific areas. It
can enhance their skills and competencies, making them more effective in their roles. Completing
formal education programs often leads to career advancement opportunities. Employees with
advanced degrees or certifications may be better positioned for promotions and higher-paying
roles. Formal education encourages critical thinking, problem-solving, and the development of
analytical skills, which are valuable for personal and professional growth.

2. Assessment - Assessment involves the evaluation of an employee's performance, skills, and

competencies. It can take the form of self-assessment, peer assessments, manager evaluations,
or external evaluations. Assessments help employees gain a better understanding of their
strengths and areas for improvement. This self-awareness is the foundation for targeted
development efforts. Assessment results can be used to set specific, measurable, achievable,
relevant, and time-bound (SMART) development goals. Regular assessments and feedback
sessions allow employees to track their progress, make necessary adjustments, and continuously
improve.

3. Job Experiences - Job experience involves the day-to-day work responsibilities and tasks that
employees engage in within their roles. This includes on-the-job learning, project assignments,
and exposure to various aspects of the organization. Job experience provides hands-on
opportunities for employees to develop and apply their skills. They learn by doing and gain
practical knowledge. Challenging job experiences expose employees to complex problems and
situations, encouraging them to develop problem-solving and critical-thinking abilities. Job
experiences, including project leadership roles, prepare employees for leadership positions by
enhancing their decision-making and management skills.
4. Interpersonal Relationships - Interpersonal relationships refer to the connections, interactions,
and collaborations that employees have with colleagues, mentors, managers, and other
stakeholders within the organization. Positive relationships with mentors and coaches provide
employees with guidance, support, and opportunities for skill development. Building relationships
within and outside the organization can lead to valuable insights, knowledge sharing, and career
growth opportunities. Effective interpersonal skills are essential for teamwork and collaboration,
which contribute to a positive work environment and the achievement of organizational goals.

PART 3: Distinguish between involuntary and voluntary turnover and discuss how each
can be leveraged for competitive advantage. (20 points)

Involuntary Turnover and Voluntary Turnover are two distinct forms of employee turnover,
and they can have different implications for an organization's competitive advantage. Involuntary
turnover occurs when employees leave the organization's workforce due to factors beyond their
control. This can include layoffs, termination for cause, or performance-related dismissals.
Voluntary turnover occurs when employees choose to leave the organization willingly. This can
be due to various reasons, such as seeking better opportunities, dissatisfaction with the current
role or work environment, or personal reasons.

In summary, both involuntary and voluntary turnover can be leveraged for competitive
advantage, but the approaches are different: Involuntary Turnover where organizations can use
involuntary turnover strategically to manage costs, reallocate skills, and adapt to changing
circumstances. However, it should be approached with care to minimize negative impacts on
morale and organizational culture. Voluntary Turnover where organizations should focus on
reducing voluntary turnover by creating a positive work environment, offering competitive
compensation and benefits, providing opportunities for career growth and development, and
recognizing and rewarding top performers. Low voluntary turnover contributes to a stable and
engaged workforce, which can be a significant competitive advantage in attracting and retaining
talent.

PART 4: Specify the relationship between job satisfaction and job withdrawal and identify
sources of job satisfaction. (20 points each)
 The relationship between job satisfaction and job withdrawal is a crucial aspect of
organizational psychology and employee well-being. Job satisfaction refers to an individual's
overall feelings and attitudes toward their job, while job withdrawal encompasses behaviors that
indicate an intention to leave or disengage from the job or organization. Understanding this
relationship is essential for organizations seeking to retain their talent and improve employee
engagement.

There is a negative correlation between job satisfaction and job withdrawal. This means
that as job satisfaction increases, the likelihood of job withdrawal behaviors, such as turnover or
absenteeism, tends to decrease. Conversely, when job satisfaction is low, employees are more
likely to engage in job withdrawal behaviors. Job satisfaction can mediate the relationship
between various factors and job withdrawal. For example, if an employee experiences high levels
of stress or perceives inequities in their pay, their job satisfaction may decrease, which, in turn,
could lead to increased job withdrawal behaviors.

Certain factors can moderate the relationship between job satisfaction and job withdrawal.
For instance, the strength of this relationship can vary based on individual differences, job
characteristics, and organizational factors. An employee's personal resilience or the presence of
a supportive work environment can moderate the impact of job satisfaction on withdrawal
behaviors.

By understanding the relationship between job satisfaction and job withdrawal and
addressing the sources of job satisfaction, organizations can create a more engaged and
committed workforce, leading to reduced turnover and increased productivity.

PART 5: Describe how organizations use assessment of personality type, work behaviors,
and job performance to plan employee development. (10 points)

Organizations use assessments of personality type, work behaviors, and job performance
as valuable tools for planning employee development. These assessments help identify individual
strengths, areas for improvement, and personalized development opportunities.

Personality assessments, such as the Myers-Briggs Type Indicator (MBTI) or the Big Five
personality traits, help categorize individuals into different personality types based on traits like
extroversion, conscientiousness, or openness. Assessments can highlight an employee's natural
strengths and preferences. For example, an extroverted employee may excel in roles that require
strong interpersonal skills, while a conscientious individual may excel in detail-oriented tasks.

Work behavior assessments evaluate an employee's behaviors, work habits, and

tendencies in the workplace. This can include assessments related to communication styles,
conflict resolution, leadership behaviors, and more. Assessments of work behaviors can identify
areas where employees may need to improve their behavior or communication skills. For
example, an assessment might reveal a need for assertiveness training.

Job performance assessments involve the evaluation of an employee's performance in

their current role. This assessment often includes feedback from supervisors, peers, subordinates
(in 360-degree assessments), and self-assessment. Assessing job performance is crucial for
identifying high-potential employees who may be suitable for future leadership roles.
Development programs can be tailored for these individuals.

By leveraging personality, work behavior, and job performance assessments,

organizations can create targeted and effective employee development plans that enhance
individual growth, strengthen teams, and ultimately contribute to organizational success.