HRM & OB 1: Part 1/2

The process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant. 

The resource-based view (RBV) is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. Fundamentally, this theory formulates the firm to be a bundle of resources. It is these resources and the way that they are combined, which make firms different form one another.

a bundle of unique skills and technologies that enables a company to provide particular benefits to customers. E.g. Service, quality, innovation

1. Learning and Growth
2. Internal Business Processess
3. Customer
4. Financial

1. Analyze Current Workforce (Employees in Post, Employee Movement, Skill, Capability, Attitudes, External Labor Market)
2. Gap Analysis (identify workforce gaps for future needs)
3. Action Plan (recruiting, training, outsourcing)

Step 1: Identify Strategic Job Families

Step 2: Competency Profile

Step 3: Human Capital Readiness

Step 4: Human Capital Development Programs

• Standardization
• Objectivity
• Norms
• Reliability
• Validity

Aptitude tests that measure how well a person can learn or acquire skills or abilities.

Achievement tests that assess a peron's current knowledge and skills.

• Cognitive Ability Test (form of IQ test)
• Psychomotor Abilities Test (e.g. reaction time)
• Personality Test (Measures traits, temperaments, dispositions)
• Job-Knowledge Test
• Job Performance and Work-Samples
• Assessment Center

Unique Forms:

• Genetic Testing
• Graphoanalysis
• Polygraph Test ("lie-detector" test)

1. Job Vacancy
2. Job Analysis
3. Attracting Candidates
4. Application Screening
5. Candidate Selection
6. Appoint Candidates
7. Induction & Training
8. Employee Evaluation

A goal-oriented process directed toward ensuring that organizational processes are in place to maximize the productivity of employees, teams, and ultimately, the organization.

PM is a dynamic, continuous process.

Traits represent an individual’s predisposition to think, feel, and behave.

Behaviors are typically viewed as resulting from a variety of sources including traits and situational context.

Competencies refer to an individual’s capability to orchestrate and apply combinations of knowledge, skills, and abilities consistently over time to perform work successfully in the required work situations.

• First-Impression Effect: An initial favorable or unfavorable judgment about an employee’s first impression which ignores actual performance to fit this impression.
• Positive Halo/Halo Effect: Evaluation error that occurs when a manager generalizes one positive performance feature or incident to all aspects of employee performance, resulting in a higher rating.
• Negative Halo/Horn Effect: Evaluation error that occurs when a manger generalizes one negative performance feature or incident to all aspect of employee performance, resulting in a lower rating.
• Similar-to-Me Effect: Favorably judge employees who are like you.
• Illegal Discriminatory Bias: Rate members of own race/gender/nationality/religion more favorably than members of other classes.

• Bias Errors
• Contrast Errors (compare employees)
• Errors of Central Tendency (rate everyone close to the average)
• Errors of Leniency or Strictness
• Employee Anxiety
• Lack of commitment
• Unclear Performance Standards

• Eliminate ratings entirely (not labeling employees)
• Check-in meetings (give employee tools to improve)
• Five-factor rating (business results, impact on client success, innovation, personal responsibility to others, skills)

• Trait Methods
• Comparison Methods
• Behavioral Methods
• Result Methods

• nonparticipative
• autocratic

(both reverse scored)

• collaborative team orientation
• team integrator
• diplomatic
• malevolent (reverse scored)
• administratively competent.