Chapter 4 Work-flow design: process of analysing tasks necessary for production of a product or service, prior to assigning tasks to a particular

job category or person. Organization structure: relatively stable and formal network of vertical and horizontal interconnections among jobs that constitute the organization. Work-flow analysis are useful in providing a means for managers to understand all tasks required to produce a high-quality product and skills necessary to perform those tasks. Work flow analysis includes analyzing: work outputs work processes work inputs

Organization structure provides a cross-sectional overview of the static relationship between individuals and units that create outputs. Two of the most critical dimensions of organization structure are centralization and departmentalization. Divisional structures combine a divisional departmentalization scheme with relatively low levels of centralization. Units in these structures act almost like separate, self-sufficient, semi-autonomous organizations. Performance appraisal deals with getting information about how well each employee is performing in order to reward those who are effective, improve the performance of those who are ineffective, or provide a written justification for why the poor performer should be disciplined. Through job analysis, the organization can identify the behaviours and results that distinguish effective performance from ineffective performance. Decision-making autonomy, task significance, and interdependence are part of the motivational approach to job design. Job complexity, information processing, and equipment use are major elements of the perceptual approach to job design. Ergonomics is concerned with examining the interface between individuals' physiological characteristics and the physical work environment. Job analysis and design is a key component for a competitive advantage and strategy. Need to understand the entire work-flow process to ensure efficiency and effectiveness and have clear, detailed job information. Managers can redesign jobs so the work unit is able to achieve its goals while individuals benefit from motivation, satisfaction, safety, health and achievement.

Chapter 5: In forecasting, the HR manager attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labour shortages or surpluses. Forecasting supply and demand can use statistical methods or judgmental methods. Statistical methods are excellent for capturing historic trends in a company's demand for labor, and under the right conditions they give predictions that are much more precise than those that could be achieved through subjective judgments of a human forecaster. Transitional matrices show the proportion (or number) of employees in different job categories at different times. Typically these matrices show how people move in one year from one state (outside the organization) or job category to another state or job category. The second step in human resource planning is goal setting and strategic planning. This stage is critical because the many options available to the planner differ widely in their expense, speed, effectiveness, amount of human suffering, and revocability. Downsizing is defined as the planned elimination of large numbers of personnel designed to enhance organizational effectiveness. Whereas downsizing has been a popular method for reducing a labour surplus, hiring temporary workers and outsourcing has been the most widespread means of eliminating a labour shortage. Companies that do not have employment-at-will provisions typically have extensive due process policies. Due process policies formally lay out the steps an employee can take to appeal a termination decision. Organizational recruiting materials that emphasize due process, rights of appeal, and grievance mechanisms send a message that job security is high; employment-at-will policies suggest the opposite. Research indicates that job applicants find companies with due process policies more attractive than companies with employment-at-will policies. In the war for talent, some employers who try to entice one new employee from a competitor will often try to leverage that one person to try to entice even more people away. The term "liftout" has been coined for this practice of trying to recruit a whole team of people. Perhaps the most well-researched aspect of recruiting deals with the level of realism that the recruiter incorporates into his message. Although research suggests that recruiters do not have much influence on job choice, this does not mean recruiters cannot have an impact. Many studies have looked at the capacity of "realistic job previews" to circumvent this problem and help minimize early job turnover. On the whole, the research indicates that realistic job previews do lower expectations and can help reduce future turnover in the workforce. HR planning uses labour supply and demand forecasts to anticipate labour shortages and surpluses to enhance organizations success and reduce human suffering. HR recruiting creates an applicant pool should a labour shortage occur. Organizations can use recruiters to influence individuals perceptions of jobs.

Chapter 6 One key standard for any measuring device is its reliability. We define reliability as the degree to which a measure is free from random error. If a measure of some supposedly stable characteristic such as intelligence is reliable, then the score a person receives based on that measure will be consistent over time and in different contexts. There are two primary "contexts" over which we might like to generalize: different situations (jobs or organizations) and different samples of people. Just as reliability is necessary but not sufficient for validity, validity is necessary but not sufficient for generalizability. Utility is the degree to which the information provided by selection methods enhances the bottom-line effectiveness of the organization. In general, the more reliable, valid, and generalizable the selection method is, the more utility it will have. One should ask questions dealing with specific situations that are likely to arise on the job, and use these to determine what the person is likely to do in that situation. These types of situational interview items have been shown to have quite high predictive validity. Job applicants and an organizations viability are affected by decisions regarding who is accepted and rejected for positions. Five standards should conform: reliability, validity, generalizability, utility and legality. Managerial assessment centers use many different forms of tests over a two or three day period to learn as much as possible about candidates for important executive positions. Validity associated with judicious use of multiple tests is higher than for tests used in isolation.

Chapter 7 Training facilitates employees learning job-related knowledge, skills and behavior. Continuous learning requires employees to understand the entire work process, acquire and apply new skills and share what they have learned with others. In a training design process, creating a learning environment involves identification of learning objectives and training outcomes, meaningful material, practice, feedback, observation of others, and administering and coordinating programs. Cognitive outcomes measure acquisition of knowledge using pen-and-paper tests or work samples. Affective outcomes measure motivation, reaction to program, and attitudes through interviews, focus groups and attitude surveys. Managing Diversity- process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth. 2 Goals of Diversity Training and Inclusion: 1. Eliminate values, stereotypes, and managerial practices that inhibit employees personal development 2. Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background. Technological innovations, new product markets, and a diverse workforce have increased the need for companies to re-examine how their training practices contribute to learning. The key to successful training is choosing the most effective training method. Managing diversity and cross-cultural preparation are two training issues relevant to capitalize on a diverse workforce and global markets. Anticipatory socialization refers to the phase/process that helps individuals develop expectations about the company, job, working conditions, and interpersonal relationships.

Chapter 8