Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
98 Cards in this Set
- Front
- Back
Recruitment
|
attract appropriate sized pool good quality candidates from which to select
|
|
BP R&S Model
|
1. job analysis 2. comp model 3. person spec 4. recruit method 5. select method 6. evaluate
|
|
BP? Rational Model not followed...
|
....time and money, ime over accuracy, new job, attitude and potential over job e.g graduates
|
|
"Identification" Edwards 2009
|
values of person fit values of company
|
|
pyschological contract Herriot and Pemberton 1995
|
perceptions of both parties to employment relationship
|
|
RJP's Phillips 1999
|
realistic job previews, lower expectations and attrition
|
|
reliability
|
extent to which free unsystematic error, ability to produce consistent results over time and ppl
|
|
validity
|
extent to which measuring what intending to measure (face value assessing qualities in Q)
|
|
82% emp'ers use corp websites attract applicants and ad vacancies
|
Czemy 2004
|
|
Reliability presented in terms of correlation coefficient
|
(r)
|
|
HERMELIN & ROBERTSON 2001 validity in selection methods meta analysis
|
high = structured interviews. medium = biographical data. low = personality scales
|
|
Kochan and Barocci's model R&S need diff methods in org life cycle
|
start up, growth, maturity, decline
|
|
"Soft contracting implies an elaborate internal labour market, managed by a sophisticated HR function with strong relationship"
|
Storey and Sisson 1993
|
|
"No selection techniques despite how well designed is capable to produce perfect decisions predicting with certainty who is good performer for particular role"
|
Machington & Wilkinson 1996 (human behaviour will never get coefficient 1)
|
|
Anderson and Shackleton 1993 predicitive accuracy selection methods
|
graphology 0.00, references 0.13, structured interview 0.62, assessment centres 0.68
|
|
proclaimed value HRM Hueslid and Becker 2000
|
"Sngle standard deviation increase in HR system rsult in an increase of 10-20% of company stock market value"
|
|
universalistic assumptions
|
implementing strategic HR practices will always lead to higher org performance
|
|
contingency assumption
|
extent HR will affect performance based on a dependant 3rd variable, e.g strategy/environment
|
|
strategic shift
|
compliance (standardisation to commitment) high involvement and autonomy
|
|
bounded rationality
|
no authority/intuition/gut feeling
|
|
whittington 1993;2001
|
classic approach, evolutionary, processual systemic
|
|
normative SHOULD empirical evidence what successful companies doing
|
descriptive=way decisions actually made-emergent
|
|
boxall and purcell 2008 descriptive model
|
management choices in hr strat dependant on economic/socio-political factors
|
|
bundles
|
integrated and complimentary HR practices share same goal and mutually reinforce each other
|
|
BP/universalistic
|
regardless will perform better (4 pillars; training and development, contingent pay and rewards, performance management)
|
|
equifinality
|
diff practices leading to same outcome
|
|
deadly combination/horizontal integration
|
team working but having individual PRP
|
|
Barney 1991 humans cetral CA
|
develop, value, rarity, inimitability
|
|
not single HR system per org McDonalds
|
1 for workers and 1 for management board
|
|
boxall & purcell 2008 reconciliation BF & BP
|
"level of analysis" core best principles adaption to context through equifinaltiy
|
|
henderson 1989 evolutionary
|
dawkins more useful than economics, natural selection survival of fittest
|
|
whittington 2001 evolutionary approach
|
"markets too expensive to strategize and too unpredictble to outguess"
|
|
roche 1999 cohesion
|
create synergistic benefits which in turn enable strategic goals to be met
|
|
spend less on internal promotion/development...
|
....than on R&S
|
|
1960's BP rational training model linear and thorough
|
personal analysis, training needs, develop aims/obj, design/implement activities, evaluate activities
|
|
flexible employees, attitude over training
|
no one knows whats needed in 5yrs time
|
|
in UK less than 30% of training
|
lasts longer than 5 days
|
|
Felstead et al 2003 1/3 workers....
|
... say skills underutilized
|
|
clinton et al 2006 portfolio career
|
despite this in last 30 yrs org tenure altered v little
|
|
clinton 2011 poorly performing employees
|
recieve 47% more HR resources
|
|
Taylor 1991 criticised systematic training model
|
only suitable in stable environment where goals clearly set
|
|
rana 2000 staff management
|
development will become the primary weapon avaialable to managers to generate success
|
|
kolb 1983 learning cycle
|
involve new experiences, observe and reflect, integrate observations concepts/theories, use problem solving
|
|
boxall & purcell 2008 p=f(amo)
|
performance is a function of; ability, motivation and opportunity
|
|
parker et al 2006 extra role behaviour
|
self initiated and future orientated action that aims to change/improve situation or oneself
|
|
goal setting theory
|
locke and latham 1998
|
|
bias, halo effect, armstrong and baron 1998
|
managers giving best results to ppl they like
|
|
PM emerging from PA Hartog 2004
|
improving employee performance with ultimate aim influencing org success
|
|
BP model Hartog 2004
|
feedback loops and taking into account contextual factors
|
|
williams 2002 targets
|
as individuals cannot always control their results it is important to have behavioural as well as output targets
|
|
henry and hay FTSE 100 survey
|
68% rated performance management excellent
|
|
job satisfaction locke 1976
|
pleasurable emotional state resulting from appraisals of ones job experience
|
|
warr 1994 conceptualisation well being
|
anxiety enthusiasm depression contentment
|
|
pauuwe 2009 ethical well being
|
have healthy workforce for sake of healthy workforce
|
|
"illusory correlation" between happy and productive workers
|
iaffaldano muchinsky 1985
|
|
peccei 2004 3 perspectives
|
optimistic, pessimistic, sceptical
|
|
wall et al 1990, fixing own machine
|
fixing own machine more efficient to be trained to do it than wait for manufacurer
|
|
HRM smokescreen
|
ideological obscuring true regimes keenoy 1997
|
|
guest 2002 positive relationship
|
enrichment and satisfaction correlation not causation
|
|
greenhaus et al 2003 WLB
|
extent to which an individual is equally engaged in and satisfied with work role and family role
|
|
reilly 1998 in last 10 yrs...
|
...25% growth in temp contracts
|
|
labour force survey 1996
|
only 12% part time workers couldnnt find full time work
|
|
negotiated flexibility Herriot and Pemberton 1997
|
negotiating individual and org wants in stages then monitor to ensure fair and kept then renegotiate and exit
|
|
1920's chicago hawthorne plant western electric
|
changing lighting perform change due to recieving attention
|
|
HIM
|
high involvement management, involvement and participation key element
|
|
TU's employee participation
|
industrial democracy
|
|
dundon and wilkinson 2009
|
mechnisms enabling and at times empowering empees directly and indirectly to contribute to decision making in firm
|
|
marchington and wilkinson 2005 escalator of participation
|
imfo-comm-consultation-codetermination-control
|
|
degree, level, scope, form
|
on escalator, work group/dept, topics open discussion, indirect/direct
|
|
decline in TU's 43% in 1965
|
29% in 2003
|
|
negative- direct exploitative Sewell and Wilkinson 1992
|
give responsibility then make them accountable and place blame
|
|
mutual gains model geary 2003
|
more intensified work more satisfying "exchange process"
|
|
Jackson 1983 Participation decision making...
|
.... reduces stress
|
|
70's bullock committee report
|
formal institution for industrial relations
|
|
21st century ushered in period of...
|
....legal re regulation
|
|
kersley et al 2006 WERS 2004 Participation Practices
|
face to face + 6%
reg newsletters +5% joint consultative committees -14% from 28% FROM 1998 TO 2004 |
|
elements new regulatory dialetic beginning to emerge with own dynamics
|
ackers et al 2005
|
|
marchington 2001 sophisticated forms communication
|
intranet and senior management decision forums
|
|
delbridge et al 1992 enrichment
|
empees work harder rather than smarter
|
|
black box
|
mechanism explaining theoretically why relationship exists
|
|
guest and clinton 2005 findings
|
higher human capital/training more confident
|
|
clinton and guest 2007
|
7 countries 126 companie in ALL directors think present in org more than empees and high level of agreement amongst empees what data present makes more reliable
|
|
combs et al 2006 92 studies meta analysis
|
ave correlation 0.20 small pos sig
|
|
wall and wood 2006
|
need big science, large audit high response rate longitundinal... until then romantic notion
|
|
huselid 1995 1 SD increase
|
raises sales ave $27044 per empee
|
|
pyschological contract
|
assumes mental schema over time mutuality and obligation
|
|
russell 2001 comm overload
|
54% managers suffer from info overload
|
|
legge 1999 rhetoric
|
hot air talk meaningless no insight
|
|
keenoy 1999 hologram
|
socially constructed label can mean whatever want it to mean
|
|
TU critique Guest 1989
|
"org persuing HRM almost always prefer a non union path, emphasisng individual rather than collective arrangements"
|
|
keenoy 1999 hologram shift...
|
.... " each shift in stance reveals another facet, darjer depth, diff contour"
|
|
guest 1999 critical writers...
|
... use empirical data to suit own agendas
|
|
as black box not unlocked
|
cant rule out unequivocal alternative causal models that explain empirical practices and org outcomes
|
|
BF choosing policy ftting culture and history.. more contingent
|
more complicated sitting uneasy with large scale questionairres
|
|
guest and conway 1997 pyscho contract
|
key intervening variable explaining link between practices and outcomes
|
|
purcell 1999 redrawing boundaries....
|
.... of firm thinking about how HRM can be comp disadvan/advantage
|
|
3 problems considering relationship HRM and Outcome
|
conceptualising HRM, performance and relationship between the teo
|
|
becker and gerhart 1996 5 studies
|
27 practices not one common to all 5
|