HR technical expertise apply the principles of HRM to contribute to the success of the business

relationship management
consultation
leadership & navigation
communications
global & cultural effectiveness
ethical practice
critical evaluation
business acumen
manage interactions with & b/t others to provide service & organizational success
provide guidance to stakeholders (employees & leaders) seeking expert advice on a variety of circumstances & situations
direct initiatives & processes within the organization
effectively exchange & create a free flow of information internally & externally to produce meaningful outcomes
valuing & considering various people's perspectives
integrate core values, integrity, & accountability throughout all organizational & business practices
the interpretation of information needed for making business decisions
understanding how information can be used to support the organization's strategy

intended strategies the result of the rational decision-making process used by top managers as they develop a strategic plan
emergent strategies + consist of the strategies that evolve from the grassroots of the organization
+ can be thought of as what organizations actually do, as opposed to what they intend to do
+ usually identified by those lower in the organizational hierarchy

work-flow analysis work-flow + how to bundle tasks into discrete jobs

- provides a means for design + the process of analyzing the tasks necessary for the production of a product/service, prior to allocating & assigning
managers to these tasks to a person.
understand all tasks - analyzing work outputs
required to produce a - analyzing work processes
high-quality product & . team-based job
the skill necessary to . avoid production waste - efficiency experts
perform those tasks . lean production: process to leverage technology, along with small numbers of flexible, well-trained, and skilled personnel to produce
more custom-based products at less cost.
. “Batch work” methods: large groups of low-skilled employees churn out long runs of identical mass products that are stored in
inventories for later sale
- analyzing work inputs (materials, equipment, human skills)

organization structure dimensions of centralization the degree to which decision-making authority resides at the top of the
+ how jobs at different levels structure >< decentralization organizational chart
relate departmentalization the degree to which work units are grouped based on functional similarity or
+ the relatively stable & formal similarity of work flow
network of vertical & horizontal structural functional structure + high levels of centralization need to be narrow & highly
interconnections among jobs configurations + very efficient with little redundancy specialized, little
that constitute the organization + might have problems of subunit conflicts authority/responsibilities
+ problems might occur with divisional structure + low levels of centralization need to be more experienced/ high in
tall & narrow’s organizational + more flexible & innovative cognitive ability relative to managers of
structure + not efficient functional structures
job analysis job specification
- the process of getting detailed information about jobs + a list of knowledge, skills, abilities,
→ important for organizations to understand & match job requirements & people to achieve high-quality performance and other characteristics (KSACs) that
- a list of tasks, duties, and responsibilities (TDRs) that a job entails an individual must have to perform
- should be flexible for changes as more organizations use “project-based” structure the job
job design: the process of defining how work will be performed and the tasks that will be required in a given job (e.g., when the work does not yet exist)
job redesign: changing the tasks or the way work is performed in an existing job (e.g., workloads within an existing work unit are increased)
mechanistic + focus on identifying the simplest way to structure work that maximizes efficiency
approach + design jobs around the concepts of task specification, skill simplification, & repetition
+ scientific management - workers are trained in the “one best way” to do a job, then selected on their ability to do the job
→ less dependent on individuals

{
motivational approach
+ focus on the job characteristics affecting psychological skill variety
meaning & motivational potential task identity
+ focus on increasing the meaningfulness of jobs
+ job characteristics model autonomy →
feedback
task significance

{
job enlargement :↑ tasks types
job extension : combine jobs different jobs ¿ job enrichment : empowement ¿ s
job rotation :move employees
¿
biological + examine the interface b/t individuals’ physiological characteristics & the physical work environment
approach + aim to minimize physical strain on the worker by structuring the physical work environment around the way the human body works
(ergonomics) + redesigning the machines and technology to minimize occupational illnesses.
perceptual-motor approach + focus on human mental capabilities & limitations
→ to design jobs in a way that ensures they do not exceed people’s mental capabilities & limitations
+ focus on improving reliability, safety, & user reactions by designing jobs to reduce their information-processing requirements
+ use software that tracks work progress, and creates a checklist, charts, and other aids

goal setting & strategic planning

option speed human
suffering
reducing at an downsizing/pay reductions/demotions fast high
expected labor transfer/work sharing fast moderate
surplus hiring freeze/natural attrition/early retirement slow low
 reducing at an overtime/temporary employees/outsourcing fast high
expected labor turnover reductions slow moderate
shortage new external hires/technological innovation slow low

selection process
method standards selection decisions

{
- multiple-hurdle model: eliminating
reliability some candidates at each stage
validity generalize ¿ practical -1value
compensatory mode: scoring high at
¿ legal standards ¿
stage means getting low on another
ability
¿

presentation methods
- instructor-LED
classroom
- distance learning
- audio-visual training
training methods
hands-on methods team-building methods
- on-the-job training
- apprenticeship
- internship

onboarding/socialization
connection understand & develop working & interpersonal relations
culture understand company history, traditions, values, norms, mission
clarification understand job & performance expectations
compliance understand company policies, rules, & regulations

approach fit with validity reliability acceptabilit feedback

strategy y specificity
comparativ low can be high depends moderate very low
e if done on rater
carefully
attribute usually usually usually high very low
low low low
behavioral can be usually usually moderate very high
quite high high high
results very high usually high high depends
high
quality very high high high high depends

360° appraisal: supervisors, peers, self, subordinates,

customers

measurement errors
similar-to-me error higher evaluation to people similar to reviewers
contrast error reviewer compares employees against others
distributiona leniency use only the top of a rating scale to rate
l errors strictness use only 1 low of a rating scale to rate
central tendency rate employees near the middle of the scale
overall halo error emphasize 1 positive quality to evaluate
impression horn error let 1 negative feature control the evaluation

reinforcemen + a response followed by a reward is more likely to recur in the future (e.g., high
Incentive
t theory piecework
employee
rateperformancebased
followed
on the
by aamount
monetaryemployees
reward produce
will make future high
pay performance more likely)straight piecework plan differential piece rate
+ emphasizes the importance of a person’s actual experience
same rate/piece the piece rateof aisreward
higher when a greater g
expectancy + behavior is motivated by anticipated results/consequences - a person decides to
amount is produced actual pay
theory standard
behave in aplan
hour certain waypays
based on theextra
workers expected resultdone
for work of the
in chosen
less than behavior
a preset(e.g.,
"standard time” rade compa−ratio= pay
meritpeople
pay will be willing to work harder
a system if they
of linking think
pay the extra
increases effort will
to ratings be rewarded)appraisals
on performance
planned ¿
+ emphasizes
performance expectednot
bonuses rewards
rolledwith
into the
basemain
pay influence of compensation on = 1 → well-planned
sales instrumentality:
commissions the perceived link b/t
a percentage behaviors & pay
of sales > 1 → pay more than the plan
< 1 → pay less than the plan