mhr final

• Orientation


  Structured process for new employees to become familiar with the organization and their work critical to socialization
• Socialization


  Embedding of organizational values, beliefs, and accepted behaviors
• Purpose of orientation


  • Part of the ongoing socialization process
  • Helps reduce the first-day jitters and reality shock
  • Foundation for ongoing performance management
  • Improved productivity
  • Improved retention levels and reduced recruitment costs
• Anticipatory socialization


  Socialization that takes place before the first day on the job
• Encounter


  Occurs on the first day or first physical encounter with colleagues
• Role management


  Trying to disconnect from your previous role and manage your current role. Can occur over weeks or months and even years
• Problems with orientation programs

  • Too much information in a short time can overwhelm employees
  • Too many forms to fill out
  • Little or no orientation provided
  • HR information can be too broad; the supervisor's information can be too detailed
• Training


  The acquisition of skills, behaviors, and abilities to perform current work
• Steps in training


  1. Conducting the needs assessment

  2. Designing the program

  3. Program development

  4. Training delivery or implementation

  5. Evaluation of training
• Task analysis


  Determining what competencies new employees need
• Performance analysis


  Determining what competencies current employees have and any performance deficiencies
• Learning styles


  • Auditory
  • Visual
  • Kinesthetic
• Traditional training techniques


  • Classroom training
  • On-the-job training
  • Job instruction training
  • Simulated training
  • E-learning
  • Special projects or tasks
  • Conferences
• Career development


  Dynamic process where individuals are responsible for their own career planning and the organization provides information and support
• Performance management


  A set of integrated management practices designed to help employees maximize performance, thereby allowing the organization to reach its goals
• Steps in creating effective performance management

  1. Clarifying the work to be done

  2. Providing frequent coaching

  3. Conducting a formal review of performance

  4. Recognizing and rewarding performance

  5. Creating an action plan
• Task performance


  Direct contribution to job related processes
• Contextual performance


  Indirect contribution to the organization's social responsibility values
• Formal appraisal methods


  • Graphic rating scale
  • Alteration ranking
  • Paired comparison
  • Forced distribution
  • Critical incident
• Halo effect


  In performance appraisal, the problem that occurs when a supervisor's rating of an employee on one trait biases the rating of that person on other traits
• Central tendency


  A tendency to rate all employees in the middle of the scale
• Strictness/leniency


  The problem that occurs when a supervisor has a tendency to rate all employees either low or high
• Appraisal bias


  The tendency to allow individual differences (age, race, sex) to affect the appraisal ratings the employee receives
• How to handle criticism and defensive employees

  • Recognize that defensive behavior is normal
  • Never attack a person's defenses
  • Postpone action
  • Recognize human limitation
• Aspects used to determine appropriate reward/consequence

  • Achievement of goals
  • How the employee meets the defined standards
• Total rewards


  Everything the employee receives both direct and indirect compensation
• Establishing pay rates


  1. Job evaluation

  2. Conduct a wage/salary survey

  3. Combine job evaluation and salary survey to determine pay
• Job evaluation


  A systematic comparison to determine the worth of a job in a firm
• Benchmark job


  Critical to operations or commonly found in other organizations
• Compensable factors


  Fundamental, compensable elements of a job
• Wage curve


  Graphic description of the relationship between the value of the job and the average wage paid for the job
• Pay ranges


  A series of steps or levels within a pay grade, usually based on years of service
• Broadband


  Reducing the number of salary grades and ranges into just a few wide levels or bands each of which contains a relatively wide range of jobs and salary levels
• Pay equity


  Equal pay for work of equal value
• Pay transparency


  The practice of openly sharing information about compensation to employees and job candidates
• Types of incentives


  • Organization-wide
  • Operations employees
  • Senior managers and executives
  • Salespeople
• Government-mandated benefits


  • Employment insurance
  • Pay on termination of employment
  • Leaves of absence
  • Pension plan
  • Vacation and holidays
  • Paid breaks
• Employment Insurance (EI)


  A federal program that provides income benefits if a person cannot work through no fault of their own
• Workers' compensation


  A "no-fault" insurance plan that provides income and medical benefits to victims of work-related accidents or illnesses, regardless of the fault
• Paid time off


  • Vacation
  • Holidays
  • Paid time off within a workday