midterm

$169,310

81,750

New Jersey

high performance work systems

strategic position

models/ procedures

training and development

appraisal and management

360 degree

merit increases

key positions

incentive systems

high and low performers

work teams

administrative role, operational/ employees advocate role, strategic role

staffing, retention, development, adjustment, managing change

the increased globalization of the economy

technological changes, challenges, and opportunities

the need to be flexible in response to changing business environments

increase in litigation related to HRM

changing characteristics of the workforce

collection of feelings, beliefs, and thoughts about how to behave that people currently hold about their jobs and organizations

affective, cognitive, behavioral

refers to a person’s emotional response to something

refers to a person’s knowledge or belief about something

the way the attitude we have influences on how we act or behave

a multidimensional attitude; it is made up of attitudes toward pay, promotions, coworkers, supervision, the work itself, and so on

a bond or linking of an individual to the organization that makes it difficult to leave

personality, values, work situation, social influence

performance, absenteeism, turnover

feelings and beliefs about the employing organization as a whole

commitment based on high view of organization

commitment based on time spent at organization

affective

develops over a person’s lifetime, generally stable in context of work, can hold influence on many areas of job

extraversion, neuroticism, agreeableness, conscientiousness, openness to experience

very creative, open to trying new things, focused on tackling new challenges

dislikes change, does not enjoy new things, not very imaginative

spends time preparing, finishes important tasks right away, attention to detail

dislikes structure/ schedules, makes messes, procrastinates important tasks, fails to complete necessary tasks

enjoys being center of attention, likes to start conversation, enjoys meeting new people

feels exhausted when having to socialize a lot, finds it difficult to start conversations, prefers solitude

has a great deal of interest in other people, cares about others, feels empathy for others, enjoys helping and contributing to the happiness of other people

takes little interest in others, doesn’t care about how other people feel, manipulates others to get what they want

experiences a lot of stress, worries about many things, gets upset easily, feels anxious

emotionally stable, deals well with stress, rarely feels sad or depressed, doesn’t worry much, is very relaxed

your willingness to go above and beyond in the workplace

broad

prohibits discrimination based on race, religion, sex, national origin, age, disability

employers > 15 employees (as well as labor unions and employment agencies)

forbids employment discrimination based on age for those 40 and older

employers > 20 employees

forbids discrimination based on physical or mental disabilities; requires “reasonable accommodation” of qualified applicants

employers > 15 employees

employers can take up to 12 weeks off (unpaid) to attend various family matters and still retain same of comparable (equal status and pay) job

discriminatory exceptions

when selection rate for one group is < 80% of that for the highest selected group

for intentional discrimination; retaliation

unintentional discrimination; same standards has different consequences for groups

attitudes or stereotypes that affect our understanding, behaviors, and decisions unconsciously

the process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them

a set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group

we seek patterns, we like shortcuts, social and cultural influences

having bias towards individuals who have similarities to myself

“beautiful people” are seemed to be smarter, confidence is related to competence

viewing an individual as more intelligent based on height

every inch is worth $789 per year or more on average

30% if CEOs were 6’2” or taller

based on ability to recognize and pronounce a name

first impression

interviewers decide in the first few minutes of an interview whether or not the job candidate is a good prospect

a manager’s perception of an average subordinate is likely to be lower is that subordinate is in a group with very high performers; and is likely to be higher if that subordinate is in a group with very low performers

a subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work regardless of the writing that is full of mistakes

supervisors rate subordinates who are similar to them more positively that they deserve

when rating subordinates’ performances, some supervisors give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being about average

a professor perceives a student more positively than she deserves because the professor knows the student had a high score on the ACT

value, personality, work attitudes

visible differences

securing top- management commitment to diversity, diversity training, education, mentoring

knowledge, skills, abilities, others

when? which positions & how many? what competencies?

know the labor market. post ads. accept application

screen. tests. interview. others

make the decision. notify the candidate

efficiency, effectiveness

question s not designed beforehand, more personal questions, hard to compare results, very low validity

questions indentical throughout interviews

ask the applicant to respond to a series of hypothetical situations. the applicant explains, in considerate detail, how s/he would handle each situation

ask the job applicant to reflect on his/her past experience

analysis, design, development, implementation, evaluation

compile a task inventory, identify target audience, develop training objectives, develop the course content

training materials, instructional methods (passive, active, and experiential)

lecture only, individual “teaches themself”

transfer of training

how much you actually apply what you learn

who am i? before 14

what do i want to do? 14-24

how can i get better? 25-44

how can i share what i know? 45-65

how do i get out of this? post 65

getting discouraged when no room for promotion, thus feeling stuck

promoting to the level of incompetence

employees are not fully committed to any one career path, organizations provide opportunities to experiment

lateral moves, externship programs, dual career tracks

mentoring opportunities, sabbaticals

early retirement programs, phased retirement programs