HRM

HRM

1. attraction

2. retention

3. motivation

4. selection

   • reliable & valid info.
     • info. abt. age, gender, race, disabilities, religious affiliatn., pol. views, marital status & children > potential to discri. > bias assessment
   • e-selectn.
     • gamificatn.
       • i.e. knack - makes app-based vid. games (eg. dungeon scrawl, wasabi waiter) analysis of personality, intelligence, capacity to learn & adapt, ability to prioritise, social intelligence, spatial aptitude, creativity, learning/human potential
       • disadv.
         • not a reflectn. of KSAO & exp. & physc/personal char. not job-related
       • adv.
         • fun, interactive, insightful, engaging, positive view of org., incr. no. of applicatn., enh. brand reputatn., stir interest in job openings, "innovative" projectn., widely applic. & transf.
       • challenges
         • must not discrim., must meet legal crit., some games might require practice, key personality traits (eg. perseverance) can be diff. to assess
       • eg. theme park hero - AMP, games recr - loreal
     • vid. recruitmt.
       • stats.
         • 89% of employers will watch a vid. resume if it's submitted to them, employers take 5-7 sec. to view a resume
       • benefits
         • avoid scheduling conflicts, can be reviewed and passed around employers when it's convenient, opp. to see in person behind resume, collaborate with other members for assessment
   • psychometric tests
     • obj./ std. measure of behaviour > abil., aptit., intr., pers.
   • consistent w. org. cul. and biz. str. dir. (str. selectn), job selectn. criteria,
   • interviews - structured (situational/behavioural - eg. face-to-face, panel, grp, vid.) vs. unstructured.
   • future oriented: data-analytics for DM
     • predictive analytics, more than 98% of world's info are now stored digitally and the volume of that data has quadrupled since 2007 (source: the atlantic)
   • unconscious biases
     • extraverted cad. are more likely to be viewed favourably
     • obese cad. are more freq. perceived in a neg. light
     • appraisal of a cad. perf. is likely to be viewed prior to the interview

5. work design

   • job analysis
     • KSA, TDR, complexity of roles, competency (hidden/visible)
       • personality/competency characteristics
         • motives, traits, self-concept, skills
           • values, behaviour, attitudes, goals
     • dev. of job discrptn.
       • job char.
         • feedback (dir/indir, clarity of info abt effectvns. of perf.)
         • skill variety (no. of activits. to perf.)
         • task identity (degree/lvl of involvement - whole/part of tasks that is visibly recognisable)
         • task significance (meaningfulness, impact)
         • autonomy (freedom/indp/discretn. to sched. & cary out tasks, responsibility
     • job content, job reqr, job context
     • computerised approach (streamline process - analysis and data collection)
       • integrated HR info. mgt. system
       • meet changing needs, efficient analysis, cost-effective (producing results)
       • multidimensional perspectv.
   • consq. of poorly designed jobs
     • lower pdtvy., employee T.O, absenteeism, sabotage, resignatn. & unionisn.

6. IHRM

   • adaptability
     • cultural transitn.
       • PD, UA, ind./coll., mas./fem., time orient.
   • host country req. (tax, culture, lang., mgt. style)
     • India
       • caste system, the harijans (lowest) predominantly found in low-lvl jobs, religious minorities are discri. against & regarded as lesser indians for not being a hindu, only 25% of women participate in WF.
     • china
       • contracts aren't usually B&W, often vague, diff. provinces have diff. legisl, open to interpretatn. fr. officials (corruptn.), guanxi, confucianism, collectivistic (loy. & resp.), high-context, command eco to mkt eco transitn. so loopholes in legal system
     • japan
       • seniority wage pay and promo. system, lifelong employment, high PD, dir. confrontatn. is unacceptable, respect & loyalty
     • aust.
       • low context, value is given to comments that bolster reputatn., prestige, status, respectg. hierarchy, rank, seniority
   • probs.
     • time determinants, costs considerations, legal req., cultural diff., integration of IHRIS system, complex, currency fluctuatn, exp. perf. appraisal
   • exp. failure
     • lack HR skills, understanding of host-country culture, ability to adapt, fam. issues, lang. fluency
     • lack of personal adjustment > lack of technical skills
   • ways to support
     • trng host locatn. mgrs to provide better support & mentoring, CCT, facilitate adjustment -> incr. job satisfaction, reduce exp. failure rates
   • repatriatn.
     • probs.
       • reverse cul. shock, counselling & psych. assist., perceived demotn. for their local asgmt., unable to fully exploit the skills learnt fr. intl. asgmt., lack of adeq. prog. dev.
     • adq. prog. dev.
       • provide incentv. t leave home country, maintain HC SOL, facil. re-entry into home c., provide edu. for dep. childn., also be cost-effectv.
       • stats.
         • almost 80% of returning exp. felt their new job was a demotn.
         • est. 40% of ret. exp. quit within 1 yr.
         • (feldman & thomas) - LT career plans is sig. & +vely related to their overall perf., rs. w. host nationals, skills acquisitn., intent to remain, job satisfactn., mutual influence
   • exp. packages
     • base pay, foreign service premium, mobility premium, hardship allowance, COL allowance, protectn. agst. exch. rate, housing, car, educ., med insr.
   • expatriate
     • characteristics
       • emo. stability, openness to change, CC awarens. & sensit. (recognisg. bias and work around it), strong IPS, highly indp., sense of humour, empowered to org. own work, take initiative
     • why choose them
       • new vent. est. in new locatn., co. see intl. assignmt. as dev. high-flyg. exec., ST proj., req. specialised know-how, IP protectn., has a str. need to be recog. as a foreign brand (eg. COO, swiss choc, french- high fashion), locals resist transfer outside their country (lack mobily. and flexi.)

7. HR dev. (informal/for.)

   • T&D components
   • mentoring
     • women
       • stats.
         • according to 2011 survey of more than 1000 working women in linkedin, 1 out of 5 women they’ve never had a mentor at work
         • argued that women may actually be over-mentored but under-sponsored (2010 harvard business review)
         • gender imbalance
           • gender diversity imbalance women make up nearly 50% australian workforce, yet they remain dramatically under-represented in senior roles in Australian organisations
           • only 4% of companies on the 2013 fortune 500 list are led by female CEOs
         • personality/ char.
           • less political, less likely to define themselves by their careers, more collaborative, better listeners, more relationship-oriented, more empathetic & reasonable, tendency not to assert themselves
       • benefits
         • knowledge, background and support, not just in relation to technical skills but also in relation to leadership and professional skills, ability to have confidence in speech and to speak well
           • research shows this is a common trait and while men will apply for a role they feel 40-50% prepared for, women wait until 95-100%
       • barriers
         • many line managers are reluctant to support flexible work; flexibility demands creative scheduling and work redesign, geographic immobility due to fam. constraints, insufficient women rejoining the WF. aft. taking time to raise childn., less visibility & advocacy, less cross generational work partnerships, old boys network & sportg. network ("social cliquishness" pattern of interactn. -> discrim. is often unintended)
     • millennials
       • stereotype
         • born >= 1994 , accused of being entitled, lazy, idealistic, narcissistic, job hopper who only wants to work for a co. that has work-life bal. & gd. CSR
         • tech-savvy
           • impatient, immediate gratificatin., "don't learn social coping mechanism" "getting 'likes' for dopamine high
           • TD - consider face-to-face/ digital trng. -> realise dig. learng. potential of tablet web-enabled apps + autonomy - but still provide self-dir. learng., ensurg. tt. high qual. content is accessible
   • sponsorship prog.
     • sponsors
       • someone within th. org. w. power & ability to advice & facilitate meetings & introductions, use their connections & credibility to advance one's career
     • stats
       • sheryl sandberg, COO of facebook, whose rise to the top was due in large part to larry summers. they met @ harvard & he took her w. him to world bank as his research assistant, later appointing her his chief of staff @ the US treasury
       • loretta lynch, a talented & experienced attorney - 1st african-american US attorney general w. proactive support of obama
     • eg.
       • IKEA - double sponsorship increases likelihood that talented employees of any background will feel supported and stay with the company

8. recruitment

   • social media
     • eg. linkedin 300 mill members, IBM use twitter to broadcast job openings
     • adv.
       • mgrs can glean passv. and actv info., large pool of legit. prof. (esp. for linkedin), efficient, cross reli and validy.
     • disadv.
       • blurred lines bet. work & pri., inappr. content (offensv., discri., unprof.), need to exercise discretn/curatn., ethical, privacy, EEO issues, not job-related
     • stats
       • 5/10 job seekers use SM, 7/10 recruiters use SM, 1/3 rejected based on SM profile
   • def: identify, pre-screen, attract qualified ppl. for job vacancs.
   • int. r.
     • adv.
       • org. has more knowledge of cad's S&W, cad. knows co. bg., incr. emp. M&M, incr. co. ROI, generate succesn. of promo., co. needs to only hire entry-level cad.
     • disadv.
       • emp. promoted beyond their level of compt., infighting can affect M&M, stifle C&i, bureaucratic, requires exc. T&D res./prog.
   • AIDA - gives info, creates int. & stimulates replies
   • e-recruitment
     • adv.
       • immediacy, scalability, efficiency, large pool fr. diff. geo., greater match accuracy, convenience, speed, 24/7 advertisement, advert. cost savg., time savg.
     • disadv.
       • necessarily better qlty., tend to attract ppl w. history of job-hopg., job seekers' authenticity, job adv. jargon
     • using candidate mgt. systems to streamline recr.
       • e.g. IBM only accepts online appl. for. grad. intake, bhpbilliton fr. corporate web.
     • e.g. glassdoor - inside look @ jobs & co. becoming incr. popular, less anonymous, RJP (36% vs 85%)
     • fluid workforce
       • eg. airtasker.com
         • trusted community marketplace to outsource tasks, find local service, hire flexi. staff, online/mobile
   • EEO
     • women
       • largest disadv. grp., known as more collabv. seek less personal glory, spend est. twice more time than men on household chores (incr. fam. respb.)
       • salary diff. counterarg. - choice; pref. fr. PT/casual
         • eg. research - MBA grad. gender segr - men tend to apply for high pyg. positn (fnc, acc, bankg, IT, sc)
     • other grps.
       • disabilits., old, indig., les./gay/bi/trans.
   • employee brandg.
     • 7% willing to have a pay cut to work @ reputable co.
   • ext. r.
     • employee referrals, exec. search firms, r. agencies

9. alignmt. w. biz. str. goals & corp. cul., P&P, cost & benf, KSAP

10. managing diversity (diff./unlikeness)

    • discrimination
      • dir.
        • irrelevant criteria used to exclude a person/grp from an opportunity
          • eg. when a wheelchair-bound employee is excluded fr. an offsite meeting bc. of the assumed difficulty of being able to travel to the locatn.
            • dir. forms are ltd. by legal initiatives
      • indir.
        • a seemingly neutral practice or decision advantages an individual or group over another individual or group
          • eg. having a strategic meeting on a sunday discrim. ppl w. cert. religious beliefs
    • benefits
      • improved org. perf., cost adv., lower TO, less absenteeism, marketpl. adv., flexib., creativ. & innovat., fewer lawsuits, higher qual. prob. solvg., effectv. partnership, cost savings, acquiring highly qualified staff, systems flexibility, corp. image/reputatn., buildg. effectv. partnerships
        • eg. walt disney
    • multiculturalism
      • def: acceptance, w/o prejudice or discrimination, of cultural differences within one nation (or even one organisation), with full equity for all.
    • 3 dimensn.: demographic, psychological, org.
    • differentiated 3 ways: observable attributes, non-obs. attr., functional char.
    • legal context: AA (prog. which org. undertake for disadv. grps., considerg. equal prac. & OUTCOMES), HRL (considerg. the right of ppl. esp. th. most vul., moral protectn.), EEO (giving ppl. fair chance to succeed by avoiding discr. on unrelated job factors)
      • other major legisl.
        • racial DA, sex DA, disability DA., age DA, workplace GEA
        • org. cannot afford the legal penalties (legal fines & exp. under the discrim. laws) & hidden costs (staff TO. due to discrim.
    • impt. to consider types of biz. (ethno/geo/trans), recognising diff. bet. ppl as strengths for mgt.
      • HR practices
        • T&D
          • sensitise employees, morale & job satisfactn., contructive grp. processes, glass & bamboo ceilg., common undstg., ind. & org. outcomes
        • PM
          • multicultural managers, feedback, evaluatn. of mgrs., stereotypg., perf. ratg.
        • RW
          • pay discrim. - occupatns, perf. ratings, overt racism
        • R&S
          • recruiters fr. ethnic bg., policy of zero tolerance, of WP. discrim., adv. in ethnic comm. channels (eg. newspapers, magazines, websites), screening job cad. attitudes on diversity
            • lead by eg. (mastercard CEO ajay banga)
              • institutionalise the process & intent, establish formal means to dev. metrics & track progress
    • challenges/ costs/ risks
      • indv. (discr., harrassmt., lower job satisf., commitm., perf., salary), group (communicatn. BD., conflict) org. (low cohesn. unprdctv., ineff. systems & proced., less retentn., higher absenteeism, fines, adverse publicity. inability to attract good cad., less motivated WF.), bottom-line costs (high TO, low org. perf., reduced competivens., reduced T&D benefits
    • 4 types of div. org.
      • -ve, minimalist (claims so but didn't hv. formal EEO written policies), complaint (fulfils legal obligatn.), comprehensive & proactive (dev. gd. practice models and +initiatives to promote div)
    • social categorisatn. - (provides gd. reflectn. of sim. & diff. bet, ppl based on their demog.attributes
      • general evaluatv. bias (-ve/+ve), cog. evaluatv. bias (info. processing - tendency to retain more detailed & +ve info. who're similar), general affectv. bias (trust, fear, liking)
        • biases inevit. results of categorisatn. --> prejudice & stereotypes
    • fairness perceptn.
      • distributive, interactional
    • practices
      • measure div. & incl., mgr. acc., support flexi. & work arr., recruit & promote diverse pools of cad., provide leadership edu., sponsor employees resource grps. & mentorg. prog.
      • 3 HRM roles - strategic, managerial, operational
    • stats
      • diversity quotas
        • norway: in 2003, 40% of board members of public companies to be women. In 2006 it was made mandatory for all companies
        • quotas beneficial
          • providg. improved access to the WF., dvlpmt. opp., incluivens. prog. & mentorg., a lvl playing field, equal rpstn. of gender in senior roles & future appts.
          • gd. for implentatn. stage, need to breakthr. entrenched pract.
        • quotas not beneficial
          • form of reverse discrimtn. against the well-qual., well-merited men
          • aft. a co. attain a certain lvl. of div., quotas lose its effectivens.
          • prac. of placing ppl. based on classificatn. & not ability decrease pdtvy.