ANGEL T.

FLORDELIZA
BPA 2106
PA 206
     
Read Chapter 12 and Chapter 13 Summary at pages
403 and 437, respectively.

HUMAN RESOURCE MANAGEMENT

Human Resource Management or HRM is the practice of a company or
an organization in recruiting, hiring, deploying and managing an
organization's employees.
They are also the people who are responsible in planning, coordinating,
and direct the administrative for an organization.

Why Is HRM Important?

As a significant source of competitive advantage:
–People-oriented HR creates superior shareholder value.
• As an important strategic tool
–Achieve competitive success through people by treating employees as partners.
•To improve organizational performance
–High performance work practices lead to both high individual and high organizational performance.
HIGH-PERFORMANCE WORK PRACTICES
- work practices that lead to both high individual and high organizational performance.
HIGH PERFORMANCE WORK PRACTICES
•Self-Management teams
•Decentralized decision making
• Training programs to develop knowledge, skills, and abilities
• Flexible job assignments
• Open communication
• Performance-based compensation
•Staffing based on person-job and person-organization fit
• Extensive employee involvement
• Giving employees more control over decision making
• Increasing employee access to information
EXTERNAL FACTORS
 LABOR UNION
- an organization that represents workers and seeks to protect their interests through collective
bargaining.
 AFFIRMATIVE ACTION
- organizational programs that enhance the status of members of protected groups.
 WORK COUNCILS
- groups of nominated or elected employees who must be consulted when management makes
decisions involving personnel.
 BOARD REPRESENTATIVES
- employees who sit on a company’s board of directors and represent the interests of the firm’s
employees.
HUMAN RESOURCE PLANNING
- ensuring that the organization has the right number and kinds of capable people in the right places
and at the right times
 JOB ANALYSIS
- An assessment that defines jobs and the behaviors necessary to perform them.
 JOB DESCRIPTION
- A written statement that describes a job.
 JOB SPECIFICATION
- A written statement of the minimum qualifications that a person must possess to perform a given
job Successfully.

RECRUITMENT
Locating, identifying, and attracting capable applicants.
DECRUITMENT
The other approach to controlling labor supply is decruitment, which is not a pleasant task for any
manager. Reducing an organization’s workforce
REALISTIC JOB PREVIEW (RJP)
- a preview of a job that provides both positive and negative information about the job and the
company.
ORIENTATION
- introducing a new employee to his or her job and the organization.

SELECTION
-Screening job applicants to ensure that the most appropriate candidates are hired.
TYPES OF SELECTION TOOLS.
 Application Forms
 Written Tests
 Performance-Simulation Tests
 Interviews
 Background Investigations
 Physical Examinations

ORGANIZATION ORIENTATION
Informs the new employee about the company’s goals, history, philosophy, procedures and rules.
It should also include relevant HR policies and maybe even a tour of the facilities.

TYPES OF TRAINING
 GENERAL
Communication skills, computer systems application and programming, customer service,
executive development,management skills and development, personal growth, sales, supervisory skills,
and technological skills and knowledge
 SPECIFIC
Basic life/work skills, creativity, customer education, diversity/cultural awareness, remedial
writing, managing change, leadership, product knowledge, public speaking/presentation skills, safety,
ethics, sexual harassment, team building, wellness, and others.

EMPLOYEE PERFORMANCE MANAGEMENT

•Performance management system
- establishes performance standards that are used to evaluate employee performance.
 SKILL-BASED PAY
A pay system that rewards employees for the job skills they can demonstrate.
 VARIABLE PAY
A pay system in which an individual’s compensation is contingent on performance.

CONTEMPORARY ISSUES IN MANAGING HUMAN RESOURCES

We’ll conclude this chapter by looking at some contemporary HR issues facing today’s managers.
These concerns include managing downsizing, sexual harassment, work–life balance, and controlling HR
costs.

DOWNSIZING (OR LAYOFFS)

The planned elimination of jobs in an organization
SEXUAL HARASSMENT
Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an
individual’s employment, performance, or work environment.

MANAGING WORK–LIFE BALANCE

Organizations are dealing with work–family life balance issues by offering family- friendly
benefits such as on- site child care, flextime, telecommuting, and so on. Managers need to understand
that people may prefer programs that segment work and personal lives, while others prefer programs that
integrate their work and personal lives.

CONTROLLING HR COSTS
Organizations are controlling HR costs by controlling employee health care costs through
employee health initiatives (encouraging healthy behavior and penalizing unhealthy behaviors) and
controlling employee pension plans by eliminating or severely limiting them.

CHAPTER 13:
CREATING AND MANAGING TEAMS
A group is defined as two or more interacting and interdependent individuals who come together
to achieve specific goals.

TYPES OF GROUP IN AN ORGANIZATION

FORMAL GROUPS are work groups defined by the organization’s structure and have
designated work assignments and specific tasks directed at accomplishing organizational goals.

INFORMAL GROUP are social groups. These group so occur naturally in the workplace and
tend to form around friendships and common interests.

STAGES OF GROUP DEVELOPMENT

• Command groups—Groups that are determined by the organization chart and composed
of individuals who report directly to a given manager.
• Task groups—Groups composed of individuals brought together to complete a specific job
task; their existence is often temporary because when the task is completed, the group
disbands.
• Cross-functional teams—Groups that bring together the knowledge and skills of
individuals from various work areas or groups whose members have been trained to do
each others’ jobs.
• Self-managed teams—Groups that are essentially independent and that, in addition to
their own tasks, take on traditional managerial responsibilities, such as hiring, planning
and scheduling, and evaluating performance.

STAGES OF GROUP DEVELOPMENT

 FORMING STAGE
The first stage of group development in which people join the group and then define the group’s
purpose, structure, and leadership.
 STORMING STAGE
The second stage of group development,characterized by intragroup conflict.
 NORMING STAGE
The third stage of group development, characterized by close relationships and cohesiveness.
 PERFORMING STAGE
The fourth stage of group development when the group is fully functional and works on group
task.

ADJOURNING
The final stage of group development for temporary groups during which group members are
concerned with wrapping up activities rather than task performance.
GROUP STRUCTURE
 ROLE
Behavior patterns expected of someone occupying a given position in a social unit.
 NORMS
Standards or expectations that are accepted and shared by a group’s members.
 CONFORMITY
The act of matching attitudes, beliefs, and behaviors to group norms, politics or being like-
minded.

 STATUS
A prestige grading, position, or rank within a group.
 GROUP THINK
When a group exerts extensive pressure on an individual to align his or her opinion with others’
opinions.
 GROUP SIZE
Group size affects performance and satisfaction, but the effect depends on what the group is
supposed to accomplish.
 GROUP COHESIVENESS
Cohesiveness is important because it has been found to be related to a group’s productivity.
Groups in which there’s a lot of internal disagreement and lack of cooperation are less effective in
completing their tasks than groups.
 GROUP PROCESSES
The next factor that determines group performance and satisfaction concerns the processes that go
on within a work group such as communication, decision making, conflict management, and the like.
 GROUP DECISION MAKING
It’s a rare organization that doesn’t use committees, task forces, review panels, study teams, or
other similar groups to make decisions.

CONFLICT MANAGEMENT
 CONFLICT
Perceived incompatible differences that result in interference or opposition.
 TRADITIONAL VIEW OF CONFLICT
The view that all conflict is bad and must be avoided.
 HUMAN RELATIONS VIEW OF CONFLICT
The view that conflict is a natural and inevitable outcome in any group.
 INTERACTIONIST VIEW OF CONFLICT
The view that some conflict is necessary for a group to perform effectively.
 FUNCTIONAL CONFLICTS
Conflicts that support a group’s goals and improve its performance.
 DYSFUNCTIONAL CONFLICTS
Conflicts that prevent a group from achieving its goals.
 TASK CONFLICT
Conflicts over content and goals of the work.
 RELATIONSHIP CONFLICT
Conflict based on interpersonal relationships.
 PROCESS CONFLICT
Conflict over how work gets done.

WORK TEAMS
Groups whose members work intensely on a specific, common goal using their positive synergy,
individual and mutual accountability, and complementary skills.

CREATING EFFECTIVE WORK TEAMS

 PROBLEM-SOLVING TEAM
 A team from the same department or functional area that’s involved in efforts to improve work
activities or to solve specific.
 PROBLEMS SELF-MANAGED WORK TEAM
A type of work team that operates without a manager and is responsible for a complete work
process or segment.
 CROSS-FUNCTIONAL TEAM
A work team composed of individuals from various functional specialties.
 VIRTUAL TEAM
A type of work team that uses technology to link physically dispersed members in order to
achieve a common goal.

UNDERSTANDING SOCIAL NETWORKS

SOCIAL NETWORK STRUCTURE
The patterns of informal connections among individuals within a group.

CHAPTER 12.
A.     
 Discuss how human resource management practices can be a source of competitive advantage for a
company.

Make a set of scenarios that include from positive to negative regarding the minimum wage.
problem. It would then be ready to put new strategies in place to gain and sustain a competitive
advantage. A competitive advantage that separates the organization; its differentiate attribute. The
competitive advantage of the company is used to select an appropriate competitive strategy.

B.   
Discuss the external environmental factors that most directly affect the HRM process.

Several environmental forces limit human resource management activities. Economic conditions,
employee labor unions, governmental laws and regulations, and demographic trends are the four most
direct influences on the HRM process.

 Economic conditions have an impact on the talent pool and the ability to hire. Companies can
prepare for economic downturns by planning in advance and staying current on world events.
 Labor union is an organization that advocates for workers' rights and interests through organized
labor.
 A community fire department has the authority to refuse employment to anyone,but if that firefighter
is confined to a wheelchair. When an individual applies for a desk job, his or her disability cannot be
considered a reason for them to reject the individual.
 Demographic trends the rise of communicable diseases, the availability of low-cost generic
treatments, and the introduction of lifestyle drugs have all played a role in the increased production
of biomedical wastes around the world.

C.   
Describe the different selection devices and which work best for different jobs.

A reliable selection device proves that it regularly measures the same item. On
Each person's score should be relatively consistent over time on a test that is reliable,
if the measured properties are stable as well.

D.   
List the factors that influence employee compensation and benefits.

 Employee’s Tenure and Performance

 Size of Company
 Kind of Job Performed
 Company Profitability
 Kind of Business
 Geographical Location
 Unionization
 Management Philosophy
 Labor or Capital Intensive

E. 
Describe the different performance appraisal methods.

 Written Essay
Evaluate writes a description of employee’s strengths and weaknesses, past performance,
and potential; provides suggestions for improvement.
 Critical Incident
Evaluate focuses on critical behaviors that separate effective and ineffective performance.
 Graphic Rating Scale
Popular method that lists a set of performance factors and an incremental scale; evaluate
goes down the list and rates employee on each factor.
 BARS (Behaviorally Anchored Rating Scale)
Popular approach that combines elements from critical incident and graphic rating scale;
evaluate uses a rating scale, but items are examples of actual job behaviors.
 Multiperson Comparison
Employees are rated in comparison to others in work group.
 MBO
Employees are evaluated on how well they accomplish specific goals.
 360-Degree Appraisal
Utilizes feedback from supervisors, employees, and coworkers.

CHAPTER 13
F.    
 Describe the different types of groups and the five stages of group development.

A group is made up of two or more interacting and interdependent people who work together to
achieve specific goals. Formal groups are work groups that are defined by the structure of the
organization and have designated work assignments and specific tasks aimed at achieving organizational
goals. The Forming stage of informal groups consists of two phases: joining the group and defining the
group's purpose, structure, and leadership. The Storming stage is characterized by intragroup conflict
over who will lead the group and what the group will do. The Norming stage, close relationships and
cohesiveness emerge as norms are established.The performing stage is when group members began to
work on the group’s task. The adjourning stage is when the group prepares to disband.

G.   
Explain how external conditions and group member resources affect group performance and satisfaction.

First, I'd like to distinguish between external conditions, which, as the names suggest, are not
under the group's knowledge or control, and group member resources, which appear to be an internal
factor available within the members and under their knowledge and control.
Furthermore, i want to distinguish between group performance, which is seen, evaluated, and
appreciated by individuals or entities outside the group based on results delivered, and satisfaction, which
is an internal feeling among group members.

H. 
Discuss how group structure, group processes, and group tasks influence group performance and
satisfaction.
 Group structure refers to how well the group members define and understand the division of labor
specialization, leadership roles within the team hierarchy, work routines, priorities, and procedures
formalization. The group structure can provide psychological safety by creating a predictable and safe
environment for group members, which benefits group performance and satisfaction.
The group process refers to how members of an organization collaborate to get things done.
Observation and analysis in groups can help to identify problems early, reducing the need for major
renovations as the year progresses. This has the potential to significantly improve group performance and
satisfaction.
Group tasks are activities in which a defined group of individuals must perform a defined task and
achieve the goals assigned to them. It can be a powerful tool for encouraging active learning and
developing key critical-thinking, communication, and decision-making skills. These can lead to improved
group performance and member satisfaction.

I.   
Compare groups and teams.

The group also assists members in developing a sense of belonging and respect for the group's
values. Furthermore, it motivates the team members to work creatively and actively participate in team
tasks.

J. 
Describe the four most common types of teams.

The Four most common types of teams are problem-solving teams, self-managed work teams,
cross-functional teams, and virtual teams.
 Problem-solving teams is employees from the same department or functional area who are
working together to improve work processes or solve specific problems.
 Self-management work teams a formal group of employees who work without a manager and are
in charge of an entire work processor segment.
 Cross-functional teams, for example, place a high value on this type of communication
interaction.
 Virtual team, which is a team that uses technology to connect members who are physically
separated in order to achieve a common goal.

K.     
 List the characteristics of effective teams.

 Clear Goals
 External Support
 Internal Support
 Appropriate Leadership
 Negotiating Skills
 Good Communication
 Unified Commitment
 Mutual Trust
 Relevant Skills