Final Review HRM - Human Resource Management (DE) - Tài liệu tham khảo | Đại học Hoa Sen

HRM 22.2A FINAL EXAM REVISION
Exam structure (Time: 90 minutes (closed book)
1. 28 multiple choice questions (7 marks);
2. One theory question (1 mark);
3. One case analysis (2 marks);
Chapter 1 Managing Human Resource Today • What is HR Management
The process of acquiring, training, appraising, and compensating employees,
attending to their labor relations, health and safety, and fairness concerns.
Chapter 4 Job Analysis and Talent Management • The basis of Job Analysis
The procedure for determining the duties and skil requirements of a job and th
of person who should be hired for it.
Job analysis produces information for writing job descriptions and job specifica
JOB DESCRIPTIONS: List of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory responsibilities
JOB SPECIFICATIONS: List of a job’s “human requirements,” that is, the requisite
education, skil s, personality, and so on—another product of job analysis.
• Method of Col ecting Job Analysis information
Interview (Individual, Group and Supervisor) Questionnaires Observation Participant Diary/Log
Electronic Job Analysis Methods
• Writing Job Descriptions & Job Specifications Job Descriptions Job Specifications - Most important product of a - The job specification take job analysis. the job description and - A written statement of wha answers the question, the worker does, how he o - “What human traits and she does it, and what the job experience are required to d working conditions are. this job effectively?” - No standard format.
Chapter 5 Personal Planning and Recruiting
• Workforce planning & forecasting/ forecasting methods.
Workforce planning: the process of deciding what positions the firm wil have to
and how to fil them. Planning should be directly related to the company’s strategic goals.
In planning for employment requirements, usual y need three sets of forecas
for personnel needs (demand), one for the supply of inside candidates, and
the supply of outside candidates.
Forecasting Personne Forecasting the Suppl Forecasting the Supply
Needs (Labor Demand of Inside Candidates of Outside Candidates
A company’s staffing Personnel replacemen This may involve needs reflect the charts shows the considering general demand for its
present performance economic conditions
products or services and promotability for and the expected rate each position’s of unemployment.
Forecasting workforce potential replacement.
demand therefore start Position replacement Helpful sources
with estimating what cards also can be include: Government,
the demand wil be for created for each Research, Website your products or position to show services. possible replacements as wel as their presen Managers should performance,
consider several factor promotion potential, when forecasting and training. personnel needs: the demand for your product or service projected turnover, decisions to upgrade the quality of products or services, Position replacement
technological changes cards are prepared for
resulting in increased each position in a productivity, and the company to show financial resources possible replacement available candidates and their qualifications. ➢ Trend analysis requires studying a firm’s employment levels over a period of years to predict future needs. ➢ Ratio analysis involves making forecasts based on the ratio between some causal factor (1), such as sales volume, and the number of employees required (2), like the number of salespeople. ➢ The scatter plot shows graphical y how two variables (such as a measure of business activity and a firm’s staffing levels) are related.
Best talent management practice requires paying continuous attention to wor
planning issues, known as predictive workforce monitoring.
• Internal & Outsides source of candidates Internal Outside Pros ➢ More committed to the company, ➢ Morale may go up if employees see promotions as rewards, and ➢ Less orientation and training than new hires. Cons ➢ Rejections breed discontent; ➢ Short- sightedness/ lack of innovation. Methods ➢ Job postings ➢ Informal Recruiting and Job posting is the Hidden Job publicizing an open job Market to employees (often by literal y posting it on bul etin boards) and listing its attributes, Most openings aren’t like qualifications, publicized at al ; jobs supervisor, working are created and becom
schedule, and pay rate available when employers come acros ➢ Personnel the right candidates. records ➢ Recruiting via ➢ Skil banks the Internet Most employers find that the Internet is thei best choice for recruitment efforts. Social networking also provides recruiting assistance. ➢ Social Media and HR Recruiting is also shifting from online job boards to social networking sites. ➢ Other online recruiting practices Organizations can use the Internet creatively for recruiting. For example, employees put their experiences on YouTube. ➢ Improving Performance through HRIS ➢ Advertising The best medium should be selected based on the positions for which you are recruiting. Constructing (Writing) the Ad — Many experienced advertiser use a four-point guide cal ed AIDA (attention, interest, desire, action) to construct their ads. ➢ Employment Agencies There are three main types of employment agencies. • Public agencies are operated by federal, state, or local governments. • Agencies associated with non-profit organizations. • Private agencies charge fees for each applicant they place. Typical y, market conditions determine whether the candidate or employer pays the fee. ➢ Offshoring/Outs ourcing Jobs Outsourcing: having an outside vendor supply services that the company’s own employees previously did in-house. Offshoring: having outside vendors or employees abroad supply services that th company’s own employees previously did in-house. Hiring workers abroad is becoming more and more common. ➢ Executive recruiters Also cal ed headhunters, are special employment agencies retained by employers to seek out top-management talen for their clients. ➢ Internal Recruiting Many organizations now do their own management recruiting. ➢ Referrals and Walk-Ins Referrals and walk-ins are alternatives for identifying potential candidates. ➢ On-Demand Recruiting Services (ODRS) This service provides short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms. Basical y, recruiters get paid by the hour or project, instead of a percentage fee. ➢ Involves Col ege Recruiting sending employers’ representatives to col ege campuses to prescreen applicants and create an applican pool of management trainees, promotable candidates, and professional and technical employees. Internships: A recruiting approach that can be a win-win situation for the employer and the student. ➢ Telecommuters Telecommuters do al or most of their work remotely, often from home, using information technology ➢ Military Personnel Returning and discharged military personnel can provide a great source of trained recruits. Chapter 6 Selecting Employees • Types of tests
Tests of Cognitive Abilities: Cognitive tests include tests of general reasoning a
(intel igence) and tests of specific mental abilities like memory and indu
reasoning. Intel igence tests are tests of general intel ectual abilities, ranging
memory, vocabulary, and verbal fluency to numerical ability. Specific cogn
abilities (aptitude) tests include inductive and deductive reasoning, v
comprehension, memory, and numerical ability.
Tests of Motor and Physical Abilities: Employers may use various tests to me
such motor abilities as finger dexterity, manual dexterity, and reaction time.
may also want to measure such physical abilities as static strength, dynamic st
body coordination, and stamina.
Measuring Personality: Can be used to assess personal characteristics
attitude, motivation, and temperament. Personality tests measure basic aspec
applicant’s personality, such as introversion, stability, and motivation.
o Interest Inventories: Compare one’s interests with those of people various occupations.
o Personality Test Effectiveness: Industrial psychologists emphasize
personality dimensions as they apply to personnel testing: extrove
emotional stability, agreeableness, conscientiousness, and openn experience.
Achievement Tests: Measure what a person has learned.
Computerized and Online Testing: Increasingly replacing pencil-and-pape manual tests
Improving Performance through HRIS: Data analytics is using new num
crunching software to dig through existing employee data to better identify
types of people succeed or fail and therefore whom to hire.
Work samples and simulations: Focus on measuring job performance directly
Situational Judgment Tests: Personnel tests “designed to assess an applicant
judgment regarding a situation encountered in the workplace.
Management Assessment Centers: Provide simulations in which candidates p
realistic management tasks under the observation of experts who apprais
candidate’s potential. Simulated exercises include in-basket, leaderless grou
discussions, management games, individual presentations, objective tes interviews
Video-based situational testing: Presents examinees with scenarios represent
the job, each fol owed by a multiple-choice question.
The miniature job training and evaluation approach: A selection procedure in
the employer trains candidates to perform a sample of the job’s tasks, and then evaluates their performance.
Computerized multimedia candidate assessment tools: Using multimedia to a work sample test. • Interviewing candidates (structure, types of questio
how to administer, common interviewing mistakes)
Interview is the procedure designed to solicit information from a person’s oral responses to oral inquiries.
There are several ways to conduct selection interviews.
Non-structured interviews are when the interviewer asks questions as they c
mind, general y with no set format.
Structure: Structured interviews are when, for example, the same questions ar of al candidates.
Interviewers also ask different types of questions.
Situational questions focus on the candidate’s ability to explain what his or h
behavior would be in a given situation. (“How would you react to a subordina
coming to work late three days in a row?”)
Behavioral questions focus on how the candidate behaved under certain sit
& usually start with, “Tell me of a time when…” (“Did you ever have a situation in
which came in late? If so, how did you handle the situation?”)
Knowledge and background questions probe candidates’ job-related knowledge
experience. (“What math courses did you take in college?”)