Problems -> unions take on defence of employees, ritualised Ch 6: Training, Learning, and Development instructional design: A process of systematically developing process (should be continuous), punitive in nature, managers training to meet specified needs avoid it, employees get defensive Strategic goals for L&D = org performance, individual Process of PM performance, and developing org leaders -Define performance outcomes for the company needs assessment: The process of evaluating the organization, -Develop employee goals, behaviours, and actions to achieve individual employees, and employees’ tasks outcomes -organization analysis: A process for determining the -Provide support and ongoing performance discussions appropriateness of training by evaluating the characteristics of -Evaluate performance (compare performance to goals) the organization. Identify improvements -person analysis: A process for determining individuals’ needs -Provide consequences for performance results and readiness for learning. -identifying performance needs, adjusting the type or frequency -task analysis: The process of identifying the tasks, knowledge, of feedback, and modifying performance outcomes skills, and behaviours that training should emphasize. Rating Individuals Rating Attributes- graphic rating scale; uses the scale to electronic performance support systems (EPSSs) Plan Training Program- presentation methods, hands-on indicate to which extent each employee displays an attribute; methods, group team methods low reliability Behaviour Modelling: participants observe others participating Rating Behaviours- critical incident method; requires managers in desired behaviour experiential programs: Training programs to keep record of specific examples of effective and ineffective in which participants learn concepts & apply by simulating employee behaviour behaviours involved and analyzing the activity, connecting it Sources of Performance Info: 360 degree appraisals, managers with real-life situations. and supervisors, peer feedback, direct reports, self, customer Measuring Results of Training- Myers-Briggs Type Indicator: feedback Level 1-Learner Reactions, Level 2-Demonstration of Learning, Appraisal Politics- evaluators purposefully distort ratings to Level 3-Behaviour Change achieve personal or company goals Level 4-Business Results, Level 5-Cost-Benefit Analysis balanced scorecard: PM that integrates strategic perspectives transfer of learning: On-the-job use of knowledge, skills, and including financial, customer, internal business processes, and behaviours learned in training. learning and growth. Orientation: Training designed to prepare employees to PM Error ● Similar to me- individual is similar to me = high perform their jobs effectively, learn about their organization, and rating establish work relationships. Onboarding- aim to prepare and ● Contrast Error- average performer compared to high socialise employees; Compliance, Clarification, culture, performer connection ● Strictness- gives low ratings regardless of Job enlargement, Job rotation, Transfer, downward move, performance Externship ● Leniency- gives high ratings ● Central Tendency- gives the middle or average rating Chapter 7: Managing Employees’ Performance: ● Halo- rater gives high ratings due to positive -ensuring that employees activities and outputs contribute to impression the organizations goals ● Horns- opposite of Halo Strategic purpose: effective performance management helps ● Recency Emphasis- rating based on recent work only org achieve goals. Administrative purpose: how orgs use the Rater Error Training- makes managers aware of rating errors system to provide info abt day2day decisions. Developmental and develops strategies to prevent these errors purpose: basis for developing employees’ knowledge and skills. Rater Accuracy Training- emphasize the multidimensional nature of performance to get raters to understand and use the - Fit w/ strategy: system aims at achieving behaviour and mindset supporting orgs strat, goals, culture. Validity: the extent same idea of high, low, and medium performance Unconscious Bias Training- reducing implicit bias to which a tool measures what it is intended to measure Calibration Meetings- provide a way to conduct PM to ensure Reliability: consistency of results that the performance measure similar standards are applied when giving evaluations will deliver Interrater reliability: consistency of results when Performance improvement plan- a summary of performance more than one person measures performance, Test-retest gaps and mutually agreed actionable steps and review dates reliability: consistency of results over time. Acceptability: ● Lack of ability- training is best corrective action ● Lack of motivation- demonstrate why the employee is meets practical standard of being acceptable to the ppl who use valued, give positive feedback, and stress management it, Specificity specifically tells employees what is expected of resources them and how they can achieve those goals. ● Lack of both- may not be good fit for org + dismissal -Legal challenges related to performance management usually involve charges of illegal discrimination, and unjust or constructive dismissal Health Spending Amount- employer puts aside a specific -use multiple raters and train rater to prevent legal challanges amount of money per employee to cover health related costs Objective: pick benefits employees value/use; Flexible Benefits Chapter 8: Total Rewards: -managers must develop a comm strategy to help employees -strategic value in properly compensating and rewarding understand the total value of the compensation/reward strat employees - CEO compensation typically consists of a small form of salary, Direct Compensation- financial rewards received as part of employment and defines kinds of influences on those making performance related pay, bonuses, and stock; the variable nature of this pay is why is varies much more than other employee pay level decisions earnings Indirect compensation-benefits and services received in Chapter 9: Collective Bargaining and Labour Relations exchange for work and includes the role benefits play Human rights legislation- cannot base differences in rewards labour relations: A field that emphasizes skills managers and on prohibited grounds; Labour standards- minimum union leaders can use to minimize costly forms of conflict (such requirements; Pay equity- ensures females and males receive as strikes) and seek win-win solutions to disagreements. the same level of pay union steward: An employee elected by union members to Base pay- determined by job structure and pay level represent them in ensuring that the terms of the collective Job Structure- consists of the relative pay for different jobs within the org; establishes pay among different FN and levels of agreement are enforced. social unionism: A type of unionism that attempts to influence social and economic policies of responsibility Pay level- average amt org pays for a job government. Pay structure- job structure + pay level that helps the org Rand Formula: payment of labour union dues mandatory even achieve goals related to motivation, cost control, and the ability if the worker is not a member of the union. to attract/retain checkoff provision: A requirement that the employer, on behalf Benchmarking-comparing own pay standards to competitors Job Evaluation- procedure for measuring internal worth of jobs of the union, automatically deducts union dues from employees’ (responsibilities, working conditions, skills, and efforts); scores paycheques. closed shop: a person must be a union member before being hired. union shop: employees to join the union are awarded higher means harder Pay policy line-: A graphed line showing the mathematical within a certain amount of time after beginning employment. relationship between job evaluation points and pay rate. collective bargaining: Negotiation between union Pay grades-set of similar worth or content jobs being grouped representatives and management representatives together to establish rates of pay; same pay for the employees Strike & Lockout, Mediation but has no formal authority to within same grad dictate a resolution. Conciliation: a recommended settlement, -individual job rates will not precisely match market levels Pay ranges-min, max, and midpoint pays employees holding which the parties may decline. Arbitration: arbitrator or same job may have slightly diff pay; pay ranges are bigger for arbitration board determines a binding settlement. grievance harder jobs Broadbanding-greater flexibility;groups pay procedure: The process for resolving union–management ranges;lateral career moves conflicts over interpretation or violation of a collective Competency based pay- based on skills learned by employees agreement. Compa-Ratio- ratio of average pay to midpoint of pay range =1 Chapter 10: Managing Human Resources Global: Incentive pay- performance pay; one time home country: The country in which an organization’s ● Performance measures linked to org goals headquarters is located. host country: A country (other than the ● Employees believe they can reach performance standards home country) in which an organization operates a facility. ● Org gives resources to meet goals Transnational HRM system- features decision making from a ● Employees value rewards global perspective ● Reward system is viewed as fair Global Influences- culture, education/skills, economy, ● Plan takes into account that employees may neglect government any goals that aren't rewarded Hofstede Merit Pay- a system linking pay increases to PM ratings; 1)Individualism/Collectivism 2)Power distances continuous 3)Uncertainty 4)Masculinity and Femininity 5)Long Gainsharing- efficiency focused; measures increase in prod, Term/Short Term 6)Indulgence and Restraint and distributes portion of each gain to employees Erin Myer Culture Map Profit Sharing- payments are a percentage of the org profits and ● Communicating- low context v high DN become a part of base salary; costs less when org is facing ● Evaluating- direct neg feedback or indirect bad times ● Persuading-principle first v application first Stock Options- right to purchase shares at specified price: ● Leading: egalitarian v hierarchical ESOP ● Deciding- consensual v top down Benefits required by Law -> CPP, Insurance, and ● Trusting- task based v relationship based Compensation for injury (DN provide comp advantage) ● Disagreeing- confrontational v avoids confrontation Defined Benefit Plans- defines the benefits to be paid according ● Schedule- linear v flexible to a formula stipulated in the plan Selecting expatriate -> ability to maintain positive self image, Defined Contribution Plans- specifies the contributions made foster relationships with host country nationals, evaluate by the employer as the employee environment well
