Human Resource Management Exam

Strategic Management Process Model=Strategy Formulation & Strategy

Implementation
Strategy Formulation Mission, Goals, External Analysis (Opportunities, Threats), Strategic
Choice, Internal Analysis (Strengths, Weakness)
Basically do a swot analysis
Strategy Implementation
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HR Needs , HR Practices , Firm Performance , HR Capability , HR

Actions

Strategy Formulation the strategic planning groups decide on a strategic

direction by defining the companys mission and goal its external opportunities
and threats and its internal strengths and weaknesses. Then they generate
various alternative strategies and compare those alternative abilities to achieve
the companys mission and goals. (Swot Analysis)

Strategy Implementation: The management follows the chosen strategy,. Consist

of structuring the organisation, allocating resources, ensuring that the firm has
skilled employees in place and developing reward systems that align employee
behaviour with the organizations strategic goals.

Topic 4
Work Redesign, HR Planning, Selection, Job Evaluation = Job Analysis
Performance Appraisal, Training & Development, Career Planning, Job
Analysis = Job Analysis

Job Analysis process of getting detailed information about jobs

Job Description list of tasks, duties and responsibilities
(TDRs) tasks, duties and responsibilities
Job Specification list of skills, knowledge, abilities and other
characteristics
(KSAOs) knowledge, skills , abilities and other characteristics

Importance of Job Analysis

HRM Policy Functions Involved : Selection , performance appraisal ,
training and development , job evaluation , career planning , work
redesign and human resource planning

Job Analysis Methods

(PAQ) Position Analysis Questionnaire
PAQ represents Position Analysis Questionnaire. This well-known and commonly
used technique is used to analyze a job by getting the questionnaires filled by
job incumbents and their superiors. Designed by a trained and experienced job
analyst, the process involves interviewing the subject matter experts and
employees and evaluating the questionnaires on those bases.
(FJAS)Fleishman Job Analysis System
Representing Fleishman Job Analysis System, it is a basic and generic approach to discover
common elements in different jobs including verbal abilities, reasoning abilities, idea
generation, quantitative abilities, attentiveness, spatial abilities, visual and other sensory
abilities, manipulative abilities, reaction time, speed analysis, flexibility, emotional
characteristics, physical strength, perceptual abilities, communication skills, memory,
endurance, balance, coordination and movement control abilities.
(ONET) Occupational Information Network
O*Net Model: The beauty of this model is that it helps managers or job analysts
in listing job-related data for a very large number of jobs simultaneously. It helps
in collecting and recording basic and initial data including educational
requirements, physical requirements and mental and emotional requirements to
some extent. It also links the level of compensation and benefits, perks and
advantages to be offered to a prospective candidate for a specific job.

Four Approaches used in Job Design

Mechanistic Motivational Biological Perceptual Motor
Mechanistic Main Beneficiary is the Company , Focus on Productivity
and Increase Productivity
Specialization , Skill Variety , Work Methods Autonomy
Motivational Decision-making autonomy
Decision-making autonomy, Task Significance , Interdependence
Biological
Physical Demand , Ergonomics , Work Conditions
Perceptual Motor
Job Complexity , Information processing , Equipment use

Topic 5
Recruitment Sources
Split Internal and External

1.
2.
3.
4.
5.
6.

Colleges/Universities campus placement services

Internal Sources faster, cheaper and more certainty
External sources new ideas & approaches
Direct Applicants & Referrals self-selection, low cost
Newspaper Advertising large volume, low quality recruits
Public & Private-Employment Agencies- head-hunters can be
expensive
7. Electronic Recruiting Internet, Social Networking Sites

Topic 6
5 evaluation selection methods
1.
2.
3.
4.
5.
6.
7.

Interviews
References & Biographical Data
Physical Ability Tests
Cognitive Ability Test ( Reliable)
Personal Inventories
Work Samples
Honesty & Drugs Test

Big 5 Dimension
1. Extroversion
Extraversion is characterized by breadth of activities (as opposed to depth),
surgency from external activity/situations, and energy creation from external
means.[40] The trait is marked by pronounced engagement with the external
world. Extraverts enjoy interacting with people, and are often perceived as full of
energy. They tend to be enthusiastic, action-oriented individuals. They possess
high group visibility, like to talk, and assert themselves. [41]
Introverts have lower social engagement and energy levels than extraverts. They
tend to seem quiet, low-key, deliberate, and less involved in the social world.

Their lack of social involvement should not be interpreted as shyness or

depression; instead they are more independent of their social world than
extraverts. Introverts need less stimulation than extraverts and more time alone.
This does not mean that they are unfriendly or antisocial; rather, they are
reserved in social situations.[42]

2. Inquisitiveness
general appreciation for art, emotion, adventure, unusual ideas, imagination,
curiosity, and variety of experience. People who are open to experience are
intellectually curious, open to emotion, sensitive to beauty and willing to try new
things. They tend to be, when compared to closed people, more creative and
more aware of their feelings. They are also more likely to hold unconventional
beliefs.
3. Adjustment

includes traits related to emotional stability. People strong in adjustment are

characterized as being good under pressure, having self control, being calm,
secure, and positive
4. Conscientiousness
Conscientiousness is a tendency to show self-discipline, act dutifully, and aim for
achievement against measures or outside expectations. It is related to the way in
which people control, regulate, and direct their impulses. High scores on
conscientiousness indicate a preference for planned rather than spontaneous
behavior.[38] The average level of conscientiousness rises among young adults
and then declines among older adults. [39]

5. Agreeableness
The agreeableness trait reflects individual differences in general concern for
social harmony. Agreeable individuals value getting along with others. They are
generally considerate, kind, generous, trusting and trustworthy, helpful, and
willing to compromise their interests with others. [42] Agreeable people also have
an optimistic view of human nature.
Disagreeable individuals place self-interest above getting along with others. They
are generally unconcerned with others' well-being, and are less likely to extend

themselves for other people. Sometimes their skepticism about others' motives
causes them to be suspicious, unfriendly, and uncooperative. [43]

Topic 8
Performance Management Process
1.
2.
3.
4.
5.
6.

Define performance outcomes for company division and department

Develop Employee goals , behaviour &actins to achieve outcomes
Provide support & ongoing performance discussions
Evaluate Performance
Identify needed improvements
Provide consequences for performance results

5 Criteria of Performance Measures

1. Strategic Congruence should link employee activities with organizations
goals
2. Validity 3. Reliability
4. Acceptability
5. Specificity

5 Performance Information Sources

1.
2.
3.
4.
5.

Managers
Customers
Peers
Self
Subordinates

5 Factors to consider when analysing poor performance

1.
2.
3.
4.
5.

Input
Employee Characteristics
Feedback
Consequences
Performance Standards/Goals