MGMT 471: HUMAN RESOURCE MANAGEMENT

Exam II Review

Spring 2011 Semester

Text pages 45-63 on HR Planning:

· What is HR Planning and how is it strategic? What’s the purpose?

· Understand HR Forecasting—Supply and demand

· Know HR planning is done jointly by HR and mgmt

· What are the HR Planning issues unique to small businesses?

· External Environmental scanning

· Internal Job and Skills audit; Organizational Capabilities Inventory

· Forecasting periods

· Ways to manage a labor shortage (and pros and cons of them)

· Ways to manage a labor surplus (and pros and cons of them)

· Mergers: cultural compatibility—factors and HR’s role

· NO HR metrics

Chapter 6: Job and Workflow Analysis

· Workflow analysis—NO business process re-engineering

· What is job analysis and why is it important (i.e., what does it inform?)?

· Job specification

· Job enlargement

· Job enrichment

· Job rotation

· What is job design/redesign and how can we design jobs that are motivating (motivational approach)?

· Describe the 5 components of the Job Characteristics Model (yellow boxes in Fig 6-3, p. 167—Skill Variety, Task Identity, Task Significance, Autonomy, Feedback)

· Alternative job scheduling; telecommuting

· Task analysis can be task and/or competency-based

· What is included on a job description and why is it important to have a job description? Why must it be maintained?

· Understand generally how job information is obtained and from whom; have general understanding of job analysis methods, e.g., interviews, surveys, observation, reports, logs, etc. Who typically knows the job the best?

· Job inflation, managerial straightjacket—see text

· ADA and essential vs. marginal job functions—what are they and which must be accommodated?

Chapter 7: Recruiting

· Strategic recruiting (stages p. 195, Figure 7-1)

· Labor market: Figure 7-2, p. 196; can be segmented various ways (e.g., geographic)

· Applicant pool

· Joint effort between HR and manager

· In-house vs. outsourcing recruiting

· Image, branding and recruiting

· Who should be a recruiter?

· Legal issues related to recruiting

· Internal vs. external recruiting: methods and pros and cons of each

· Internet recruiting

· Evaluating recruiting

Chapter 8: Selection

· Define selection and placement

· Selection criterion, predictors

· Reliability of predictors

· Validity—content and criterion-related—of predictors

o Concurrent vs. predictive criterion-related validity

· Multiple hurdles vs. compensatory approach to combining predictors

· Joint effort between HR and manager

· Realistic job preview—pros and cons

· Laws related to selection process; definition of an “applicant”

· The various selection methods (e.g., application forms, ability tests, integrity tests, resumes, etc.) and strengths and weaknesses of each

· Interviews: structured vs. unstructured; behavioral, situational, biographical, competency, and stress interviews

· Interviewing tips (pgs. 243-246)

· Background checks, negligent hiring, negligent retention, fair credit reporting act

· Medical exams and drug testing

· Preparing managers for global assignments