MOS Exam Review Chapter 1: Challenges of HRM HR Processes and Activities Discussion of Line and Staff -differences between

line and staff organization Challenges -6 challenges Strategic HRM -linked to firms strategy What makes the practice of HRM problematic?

HRM: integrated set of processes, programs, and systems in an organization that focuses
on the effective deployment and development of its employees

HR Processes and Activities

-Organizational, work, and job design -what tasks need to be done, in what order, with what skills, and how individual tasks fit together in work units -Planning -ensuring people in organization are right people with right skills at right time in right place -Recruitment and Selection -sourcing, attracting, and hiring the people with the necessary skills and background -Training and Development -providing resources to assist employees in developing necessary knowledge and skills to do their job today and in future -Performance Management -ensuring there are appropriate mechanisms to provide feedback to employees on regular basis -Compensation -developing and administering pay and benefits programs that will attract and retain employees -Occupational Health and Safety -safety and health of employees maintained -Employee and labour relations -positive and constructive relations between employees and their supervisors or managers and/or union representatives CO TOPPER Emerging Areas: -organization development and learning -high-performance work groups or teams -flexible work arrangements

-HRIS human resource information systems Relationship between Activities -principle of integration and alignment -when they agree on cut-off and standards, then their functions are aligned Why do we care about HRM? -bad HRM practice destroys productive capacity -volume of products that can be generated -maximum possible output -Lower organizational performance (not feeling challenged) -the cumulative effect on society can be quite large -Demands from the public as workforce grows more diverse (discrimination, pay equity..) -All employees experience effect of HRM -What are the links from HRM to competitive advantage? Line and Staff -military distinction: line officers lead troops in field, staff officers assist commander, make recommendations -What form does this distinction take in modern organizations? For example, consider in a hospital? -line unit: emergency room, ICU, maternity ward, clinics (different medical care) -staff unit: administration, supporting units, who determines pay? Volunteers at gift shop? -Line managers greater responsibility -coaching -cooperative enterprise -HR Manager advises line manager, helps them select -If youre a line manager, what will HR professionals do for you? Vice-Versa -What is the contribution of influence here? -How do you get them to do the right thing when you have no formal authority? -HR manager uses their influence to try to convince line manager from not doing something crazy (making a bad decision) -HR manager uses knowledge of persuasion, social influence, convince -Be a difference maker without formal authority -O Brien delivers the service, if advisor then hes the staff -Who holds most of formal authority in organization? -HR manager advises -Line manager makes final decision Current Business Challenges -What are the origins of the six challenges described in our text? -from those who report to membership -professional associations with HR -Open systems issue, not performed by robots -interacting with changes occurring outside organization

-Are there any other looming challenges? Challenge 1: Global Economy -we live in a volatile, uncertain, complex world -Nortel Networks -Lots of competitive pressures -Competitive Implications: opportunity and threat to firm -Practices and processes are problematized when you cross international boundaries -competition for things is increasingly global Challenge 2: Survival of firms and sectors -Whats a business function that has disappeared or is shrinking in your lifetime? -Travel Agents -Because of Internet, value added by travel agents is a lot less now. You can do it yourself on own computer and save money. -Pagers -Television Repair (now we just throw them out and get a new one) -Downsizing, outsourcing: How many employees? Managing the employer: employee boundary -Technology has changed. Cost has gone down for things like televisions. Kids now have TVs in their own room. Whos in charge of managing the relationship between a firm and its employees? -HR managers -Change employment relation, make it contingent, share, part of a larger group Challenge 3: Technology and Quality -Impact of Web 2.0 -some surprises online job applications -makes HR managers happy as they dont need many people tomanage the process -removed barrier for people to apply, now more people can apply, upload and submit -Mail bombing: easy to apply to many positions -job applications gone up at each firm -solution has unintended consequences/problems -Quality -statistical process control in manufacturing -TQM, Six Sigma, ISO, Benchmarking -Benchmarking: comparing performance to that of your competitor (data driven approach) -Six Sigma: measure of variability in data -Can be overgeneralized: Consider the Ritz-Carlton example -Them saying hello when you enter store -just saying because theyve been told to

Challenge 4: Environment and Climate Change -What does sustainability mean to you? -Feel good exercise or moral obligation? -Something you do just for feeling good about yourself -What is the basis for your position? General: using planet for sometime then give to children Challenge 5: Human Capital and Talent Management -Where do these items show up on a balance sheet? -Investing in employees and their development; including developmental assignments -Self Development: aware of their own human capital -Capital: money -Human Capital potential in individual -At leadership level, they think at capital level -Which process includes human capital? (none or all of them?) -possibly new emerging areas -organizational development Challenge 6: Demographic and Employee Concerns -Diversity -Generations at Work (Baby boomers, Generation X, Generation Y) -Skills and Labour Shortage -Gender (Whats the gender balance at UWO?) -More young females attending university vs. young males (Where are these males going?) -Education -Privacy (Facebook) -Work-life Balance -Meeting familys needs and going to work -Beliefs, attitudes, values -More people who have Bachelors Degree now -Whats the competitive advantage? Not as great. Maybe need Masters or Higher level of education now. -Data at Western protected carefully -student number not on web ct -linked to various other pieces of information -Should professor know where you live? A)Not interested B) Not necessary to do their job Business Strategy and HR Strategy -strategy = choice of action -Corporate strategy concerns the big questions, like restructure or grow -Business strategy focuses on one line of business, and answers Porters question -What kind of business are we in here and how do we compete? -SHRM:

-What are the key HR processes? -Alignment, or linking HR strategy to business unit strategy -Set of choices that will help organization achieve its goal -Aligned with each other. Internally Consistent -All support the business strategy -Technocrats specific, narrow, expertise Which of the processes is most important? Compensation and Recruiting + Selection -What should senior managers know about HRM? -What should HR functional experts know about strategy? -Why do some people in organizations dislike HR? Chapter 4: Human Resource Planning, Recruitment and Selection -planning is forward-looking, helps organization move forward to reach its goals -recruiting and selection, include both theory (primarily psychological in nature) and practice -Planning answers questions like: -How many employees do we need? -What skills do these people need to have? -Recruiting and selection answers questions like: -Where can we find the people that we want? -Which ones should we choose? (the ones with maximum predictability of succeeding in our workplace) -Collecting info, using data, models, predictions = weather -HR personality, knowledge measured; the job performance that theyre likely to produce Planning -What are the companys goals? -What HR-related actions do we need to take to achieve these goals? -Elements: -effective use of labour force: high level skilled people shouldnt do low level work, thats deskilling -right place and right time -to help organization achieve its goals -Why seek women and immigrants to move into the drilling industry? -What is succession planning, and why does a company like Sorin care about it so much? -what their competencies are and what comes next for them -How does Statistics Canada Data help HR planners? -organized by topics -table that shows employment in relation to education -employment based on education Key Terms: -Forecasting and Trend Analysis -Staffing Tables -how many people work in kinds of jobs and salary

-Markov Analysis (like a staffing table over time) -what has happening in past few years -Skills Inventories -how many professional engineers do we have? Growing? Results of Planning Exercise Too many workers (oversupply) -Attrition (natural departures of employees) -Job-sharing, redeploy (reassign people to where they fit in more), reduce hours or pay -Termination Too few workers (shortage) -Short term/temporary? (work extra hours; hire part-time staff) -Hire full-time employeesrecruitment Recruiting Internal -capitalize on investments made in current employees -boosts morale -people work hard, can be promoted, increase pay, feel appreciated -reduce or eliminate training and orientation costs -decision based on better data -(already collected data yourself, doesnt have to be new, fresh data on people you dont know) -multiple sources (HRIS, succession planning, internal job posting) -problems? (pg100) -will become more similar External -access to new bundles of skills and experiences -non-trivial costs related to search and on-boarding -effect of market conditions -labour -sometimes favour supply side -conditions tend to favour one side over other -multiple sources (ads, internet, employment agencies (intermediaries, know who has skills, sell info to employer), education institutions (job fair), referrals) -referral system works well, companies willing to pay for Emphasize selection over recruitment? -because recruiting needed to put companys footprint into labour market, it is actually a marketing problem -dont devote much time to it -depends how evidence is distributed 0might know more about selection and less about recruitment How do we get data?

-ways of collecting -how to organize Selection -strategies that recruiters have -for example, getting the doctor interested in city and getting them to actually move and work there -is recruiting only important when shortage in supply and large demand? -recruiting generates applicant pool -without recruiting, applicant pool wouldnt be large enough -rely on internal sources of labour, society becoming more homogeneous -Given a pool of suitable applicants, how do we make the decision on whom to hire? -Selection defined as matching process (108) -We talk about getting the best available person for the job as general objective of the staffing process -continuous process and follows steps in Fig4.3 -Why are the steps arranged in this particular order? -minimizes cost -applications submitted, filtered through, employment test, team interview, reference checks, final decision -most costly steps toward end ex. Interview -applicant pool shrinks as going up staircase, spend $ on smaller applicant pool -Data used in selection processes should have two key properties (109) -Reliability: the degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures -older scale, rustier, more people using it, becomes unreliable -Validity: how well a test or selection procedure measures a persons attributes -want a clean measure -not a lot of factors and uncertainty Measuring validity and reliability (109) -Validity: what is the quality of the measurement? -Where does the data come from? -Application forms and resumes -The employment interview -1 to 1 -Panel or group -Telephone -Internet -Interview questions -Structured (BDI and SI) -Describe your past behaviour/experience

-Linked to future behaviour -Tell me about the time when you had tohow did you handle it -2) Situational: How would you respond in a situation like this? -Scenario, hypothetical situation, intentions, goals, future -Unstructured -free to ask anything -low on face validity -no relation to job description -They should not have an obvious solution. -Produces variances in responses. Unstructured Interview -not very objective -can ask different questions -interpret as however they like Academic Test mastery over content Selection Testing many other abilities -Interviewer guidelines (1-10 pp. 114-115) Highlights: -What about nonverbal cues? -Separate facts from inferences -Standardize questions -Testing -Cognitive ability -Personality -Emotional Intelligence -Physical ability -Work samples -Substance abuse testing -Reference Checks -did you actually work there? -correct information provided? -Making the selection decision -Summarizing the data collected -Thinking about the decision strategy -The final decision Need reference letter for graduate school, not undergraduate. Much lower selection number. -Making a prediction -Recruiting is companys footprint in labour market -marketing activity, seeks decision of people in labour market to jump in the applicant pool

-Quality of recruiting efforts reflects quality of applicant pool Planning and recruiting and selection are linked processes What are the key HR planning considerations? Contrast internal and external recruiting sources Selection is all about using data to make decisions/predictions about the future Where to look, inside or outside of the organization? What are the advantages of both places? Chapter 7: Rewards and Compensation Equity Theory Make social comparisons Dissonance perception of unfairness Comparison from the ratio Ratio of inputs to outcomes Inputs employee contributions to organization Employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others Data has to be interpreted For example, a Salary Survey Ask how much money the people make in a large scale Good random sampling techniques Collect a lot of data 75th percentile, 75% of the people fall below you Average 50th percentile Biased upwards, others ashamed of how little they make, so data isnt included Whats the nature of the work? Intensity? Expectations for performance Stress Whats the balance of compensation (base salary) and benefits (provided by employers that are over and beyond. For example, number of paydays of vacation per year)? Purchasing Power goes down. Inflation (cost of living) increases. Convenience Sample Maybe an under or overestimate Not random sampling Uncertainty as its an estimate about four years into future Ambiguity, how much money do you expect to make?

Availability heuristic: predicting event frequency based on how easily an example can be brought to mind (retrievability) o Simplified way of making judgments o Number that easily comes to mind (round figure)

Issue of why people work Gives meaning to our lives Job Satisfaction? -Drivers: challenging work, interesting job assignments, equitable awards, competent supervision, rewarding careers Pay and Benefits? -Direct Compensation: wages and salaries, incentives, bonuses, commissions -receive by employer in exchange for provision of our labour -Indirect Compensation: dental plans, insurance coverage, nonfinancial compensation -we dont take home like money but it still costs company money 20-80% range of incremental costs associated with How are rewards a part of company strategy? -Idea of Alignment -Choices for compensation and benefits that are consistent with our goals and strategies -Employer known to provide high compensations will end with a large applicant pool, which can help your retention efforts. There is a tradeoff. What is the effect of high compensation levels on recruitment and retention of workers with highly marketable skills? What is the effect on the companys training systems? What is the total rewards approach? -Everything that we give, in a total compensation package to employee -Obrien employee at university, free tuition as compensation, did MBA there Principle of Alignment Part of HR managers job is to keep things working together and aligned Controlling the compensation budget Points to a tradeoff If you want positive employee behaviour, you can see yourself paying more and more money and providing more and more benefits, sometimes too much Organizational objectives help you control them Salary Equity Fairness Principle -ratio of inputs to outputs should be the same Incentives have a number of different organizational effects: -Motivation effects: increasing effort -Informational effects: signalling what a company values

-Selection effects: attracting certain kinds of people to an organization -Two Electronic Retailers (Futureshop and BestBuy), one commission based, consumers realize they can get a better deal -Commission based job attract extroverts -Operates as a sorting mechanism

Aligning Compensation and Organizational Objectives Rewarding past performance Remaining competitive in labour market Maintaining salary equity among employees Aligning future performance with organizational goals Controlling the compensation budget Retain key staff Influence employee attitudes and behaviour Pay-for-performance -Helping employees see the link between their efforts, performance and rewards - Provide increment of pay over and above your base pay based on the extent to which you contribute to these things - See and believe that the harder you work, the greater your performance, the more likely you are to be recognized in this way with more pay -Link to motivational theory; line manager makes sure people see these linkages, required for rewards to have desired effects -Distinguishing top from average performers -ACS example and sharing the wealth (203) -Implementation problems (summarized in Fig7.2) -Issue of organizational levels -Top performers bring extra gains to company, those extra gains cut and given back to them by employer Individual performance, team performance, performance of human resource function Motivation, rewards, incentive ---individual level Some of the performance produced on higher levels Equity: expectation of fairness For example, in soccer when referee makes bad call, people believe fairness expectation violated, lose game Relationship between pay and contributions o Employee perceptions of fairness People make social comparisons o Inputs/Outputs o When inequities are perceived, creates tension o What are the line and staff roles in terms of compensation systems? Extra piece: piecework, hourly work, and salaried employees -Pay people by piece, then theyll produce more, make them efficient (Sweatshops) -Hourly wage in summer rather than salary (Lifeguard $14/h)

How much? Internal Factors Compensation strategy Worth of job o How much is a job worth? Campus Police. Employees relative worth Employers ability and willingness to pay External Factors Economy Labour market conditions Area wage rates Cost of living o Same income but higher cost of living after inflation Collective bargaining Legal requirements o Minimum Wage o Not same in every region o State minimum wage Determining Relative Worth of Jobs Job ranking Perhaps only possible in smaller organization Job classification Grouping jobs by duties and responsibilities Point system Quantitative approach to determining job relative value Factor comparison system For example: skill, mental effort, physical effort, responsibility and working conditions Compensation Structure -What is the contribution of the wage and salary survey? -The wage, pay grades, and rate ranges (212) -What about competency-based pay? -enhanced bundle of skills -masters degree, professional degree -Broad-banding? -broader pay ranges with less overlap over other pay ranges -not as sensitive to changing market pricing conditions -cost less to administer and manager over time

-provide serious non-promotional income opportunities for employees -Public Service Salary Disclosure Act -created opportunity for people to bargain their own salaries Incentive Plans (Variable Pay Programs) -Variable pay often smaller than people expect -Can be small as it only needs to serve motivational aspect Individual bonus Team or group-based incentives Merit raises Gain sharing Profit-sharing Employee Share Ownership Plans o Everyone has a ticketer that records data -Effective? Problem of perverse incentives -Face valid incentives can have unintended consequences: -Class participation/contribution grades and fighting for air time -garbage truck drivers -police officers -car dealership salespersons -performance data recorded every month -host of unintended consequences -Whats the remedy? o -how do we get these incentive programs right? o -think like engineers, designing things and building things -build prototype, test it, collect data, make it better Benefits (Range) -What is the true cost of an employee, considering wages and benefits? (As high as 1.4x salary?) -More than their base pay -Why do organizations pay for employee benefits? Because everyone else is doing it? -Overtime organizations copy other organizations -Are benefits typically a fixed or variable cost? (216) -variability association with level of output/production -costs for benefits for employees are like fixed costs, dont go away easily -How are employers managing these costs? Kinds of Benefits Required by Law (have a payroll) -CPP/QPP -EI -Provincial hospital and medical services -

Voluntary -Health and welfare -Retirement and pension plans -Pay for time not worked -Wellness programs

Distinguish wages and benefits Linking wages and benefits to theory of motivation -Motivation Psychology Theory Equity Theory comparing inputs to outputs, comparing ratios with other people Goal Setting -Engineers driven by their patent, testament to their professional contribution -name on patent, recognition by peers, meaningful contribution -nature of motivation different than strict cash Explain how wage rates are set -internal -external Understand some of the nuances of wages and benefits What is the relationship between individual rewards and organizational performance? -assumption is that when individual performance is maximized, working hard as they can be, that collective performance is also maximized -or do we need to think about team and organizational performance as well? Chapter 5: Orientation, Training and Development Training vs. Selection -The make (develop/train) vs. buy (hire) decision, considering human capabilities -In general: -Organizations select based on relatively fixed and enduring qualities (GMA, personality traits) -Organizations train employees in skills they need to do their job (using a particular piece of software) Emotional Intelligence skill or trait? -defined as ability to identify, assess, and control emotions of oneself, of others, and of groups -can be produced in anyone (skill) -if trait, we ought to select on/ innate, we need to go out and find it Skilled instructor teaching kids how to swim

Introduction -Competencies as a source of competitive advantage -Intellectual capital = human capital (competencies) and enabling organizational support -Importance of taking a systematic approach to orientation, training and development Systematic Approach -Need Assessment: analysis, identify needs and criteria -Training Design: pre-test trainees, select training methods, plan training content -Training Delivery: schedule, conduct, and monitor training -Evaluation: measure training outcomes; compare outcomes to objective and criteria Risks of investment training, someone to a higher level is that if they quiet they become attractive to another employer. Conference Board, $852 employee/year in formal training Informal Training What justifies expenditure of training, on any level? What is the link to organizational performance? -What are soft skills? -cluster of personality traits, communication, language, personal habits, friendliness and optimism that characterize relationships with other people -Hard skills are occupational requirements of job Needs Assessment -Steps 1-4 on (136) are about identifying gaps between current and required knowledge, skills, and abilities -Conducting a training needs assessment on (137) -Two hours; adapted nominal group technique -Might also use critical incidents technique? Principles of Learning -Goal Setting -variability without a pre-test -Practice and Repetition -give quick instruction -Whole vs. Part Learning -Part-Learning: task broken down into component parts -Most profit from Part-Learning -Tennis Serve (throwing ball into air, momentum, many steps) -Mass vs. Distributed Practice -1 hour of learning how to tie a tie -Ten minutes each day -Distributed practice over long period of time can be better -Feedback -Meaningful Demonstration -Modelling -Use yourself as a source of expert performance

How are things like Training and Selection related? Competencies that company contains as resource, uses as competitive advantage Design -Formal statements of desired outcomes of training (training objectives) -Trainee readiness and motivation as preconditions of learning -Positive reinforcement; not threats/punishments -Flexibility -Personal goal setting of participants -Stimulate interest; break down barriers to learning Learning Principles -Where do these eight principles come from? -Critical thinking: -Are there differences in the application of these principles for novice and expert learners? -How does the cognitive complexity of the learning affect the application of the principles? -How do we train conceptually resistant material? -What about deliberate practice and adaptive expertise? Deliberate Practice (tennis serve example, practicing) Adaptive Expertise (durable, still able to respond appropriately) Implementation -What are the contingencies for methods of training employees? -How would you train under these circumstances? -Where qualified instructors are scarce? -Where trainees are located in remote areas? -Where cost and time are important factors? -Where the goal is attitude change? Evaluation (4 step process as cycle) -Participant reactions -Learning -Behaviour (transfer of training) -Results -Participant reactions to learning -Emotional response that we experience -Actual learning -use a pre-test, training intervention, post-test -difference between test results can be attributed to training if other variables are controlled -validation questionnaires

-Results at the organizational level -return on investment for our expenditures on training Orientation -Why bother? -Lower turnover -Increased productivity -Improved morale -Reducing recruiting and training costs -Facilitation of learning -Reduced anxiety -Components: continuous, cooperative (line and HRM managers), and carefully planned -Process of mutual adjustment between new members and old members of organization Special Topics -Basic skills -Literacy: CCL of learning estimates _47___% of Canadian adults below international standard for literacy -What can/should organizations do about this? -What is the role of business in bridging that basic skills gap? -Team training -distinguishing team training from team building Elements of Team Work -setting expectations -not allowing people to freeride -Diversity training -Important: Evidence on efficacy (effectiveness)? -Controversial -Oversold because not much evidence about it resulting on the income side Career Development -Balancing individual and organizational needs -What is mentoring? How does it work? -Keeping career development in perspective -Work-life balance -Personal growth and development -To be proactive, self-aware and to seek out opportunities to learn Systems approach -Four phases Contingencies/Learning principles -Eight principles Orientation as socialization -Benefits for individuals and also for organization Special topics -basic skills

-diversity training -team training Career development Chapter 1: Leadership Opening Anecdote -Leadership is manifest in moments of crisis (most visible during times of crisis) -Leadership is behavioural: You have to earn trust by what you do everyday -The ubiquity of leadership small volunteer group to group to multinational corporation Leadership Theory -Best possible or available explanation that we can observe (Social Science + Science) -Makes good predictions -Leadership as a romantic myth or illusion that weve agreed to subscribe to A influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes Essential Elements? -Influence (active, multidirectional, non-coercive not with force) -Leaders need followers (reciprocal) -Change (leaders do not rest on their laurels past or present honour and achievement) -Moving towards a desirable future (vision) Images of Leaders (6-7) -Thinking critically, what do we notice about these vignettes? -Leaders act on hard problems -Leaders are driven by vision of a more desirable future -Its easy to be in charge, when things are going well Contrasting Leadership Paradigms (Mindset) Stability Change and Crisis Management Control - Empowerment Competition - Collaboration Uniformity - Diversity Self-Centered Higher Ethical Purpose Heroic Humble Leadership and the Wall St (Bay St) Meltdown -What was the nature of the recent financial crisis? -What was the cause of the crisis? -How was it a failure of leadership? -Who leads our financial and economic institutions? -How do they make decisions?

Management vs. Leadership -Providing direction -Management focuses on detailed plans; Leadership supplies the vision -Aligning followers with vision -Management organizes a structure; Leadership communicates the vision and develops the culture -Building relationships -Management focuses on the technical; Leadership motivates and inspires people -Developing personal qualities -Leadership calls for character: enthusiasm, integrity, courage, humility -Creating outcomes -Management and the culture of efficiency; Leadership and the culture of integrity Obrien Manager. Wife is Leader. When leader consistent, beliefs together. Management and Leadership are complementary. Evolving Theories of Leadership -Great Man Theories -Heroic, natural abilities -Trait Theories -What traits predict leadership success? -Behaviour Theories -What do leaders actually do? -Contingency (Eventuality, Possibility) Theories -How do contextual forces affect leader success? Circumstances/context introduced. -Influence Theories -Leaders followers; influence, charisma, impact of leader on follower -Relational Theories -Leaders and followers; reciprocal effects. -Servant Leadership, effective approach Evolution of Leadership Theories -Era 1: Great person leadership; pre-bureaucratic organizations run by a single person -Era 2: Rational management; bureaucracy and emergence of specialized management functions -Era 3: Team or lateral leadership; horizontal, include cross-functional teams -Era 4: Learning leadership. Relational, shared vision and alignment Leadership as Intentional -Derailment: Why do leaders fail? Reasons on (23) -Insensitive, abrasive, intimidating, bullying style -Being cold, aloof, arrogant -Betraying personal trust -Being overly ambitious and self-centered -Specific performance problems with the business

-Overmanaging -Unable to select good subordinates (How) can you learn to be a leader? -Understanding the balance of art and science in leadership -Appreciating leadership research -Gaining self-insight (being receptive to feedback?) -Seeking opportunities to practice? Does nature of leadership depend on level exercised? Same as last year. Same as last time. Stability vs. Change and Crisis Management -making simplifying assumptions about the future to help us plan -general preference for steady-style models -but the world has different plans -financial meltdown, energy costs, consolidation in various industries -crisis management as way of life for contemporary leaders and managers Control vs. Empowerment (give qualities or abilities to) -How are motivation, innovation and morale produced? -Old school emphasis on managerial controls, particularly output and behavioural controls -Increased emphasis on constructive use of power and politics in organizations; leveraging informational and intellectual advantages Competition vs. Collaboration -anecdote about car dealership salesforce epitomizes competitive workplace, leadership style -collaboration within the organization and across boundaries, with other organizations -can be a management challenge, getting people to cooperate when incentive structures are different Uniformity vs. Diversity -Homogeneous groups find it easier to get along, communicate, and understand each other -this similarity leads to group think, ideas converge, quality of solution is low -How does uniformity of thinking help the organization compete? -What is the price of diversity work teams and organizations? What is the benefit? -Diversity includes other things that we cant see Self-centered vs. Higher ethical purpose -Contribution of public scrutiny (inspection) Heroism vs. Humility -Issue of attention-seeking behaviour, self-importance

-Humility as a form of character; theological roots -Modesty, self-abasement, opposite of price arrogance -Are we very interested in humility these days? -Are we attracted to humility? Evidence-Based HRM -links to social science (Psychology and Economics have provided evidence on which practice of HRM exists) -habits of mind acquired in studying these disciplines are portable Essence of Evidence-Based Management -Evidence (left part): the body of systematic knowledge of what we know -library journals have lots of Evidence -evidence (top part): data based on whats happening in our organization, right now -data collected inside organization, help contribute to decision-making -Managerial Judgment and Experience (right part): -Effects of stakeholders/ Ethical Implications/Contextual consequences of decision (bottom) Interference with Learning -Beliefs derived from prior experience -motivated to believe particular things, for variety of reasons (ego defense, preferred conclusions, etc). -when we hear something inconsistent with our beliefs, we may be inclined to reject it -never really know how representative our experiences our -should treat our beliefs of people at work as hypotheses and constantly update them in light of new evidence Private Theories -our sense of how world works -Commonsensical: native good judgment -Transparent -May be falsified, but we dont tend to do so -Example: -from a planetary motion perspective, why are there seasons? Rynes Test -What is the gap between management beliefs/practice and the best of what we know about managing people at work, from the social sciences? -30 questions Leadership -An extroverted personality is not the key determinant of leadership effectiveness. -Outgoing personality asset but intelligence is more important -Training contributes to effective leadership behaviours

Integrity Tests -not true that they dont work well in practice because of liars -validity of these tests is substantial even if people distort their responses Clear Purpose: -Do you believe that most people would cheat if they thought they could get away with it? Veiled Purpose: -Do you think taking chances makes life more interesting? APA guidelines, all tests do not work equally well Performance Feedback -Not true that most managers give employees lower performance appraisals than they objectively deserve -Leniency is much more common than stringency; political reasons, sympathy -Training designed to eliminate errors rather often introduces new errors, reduced accuracy -For feedback to be successful, it shouldnt start with the positive and then move to the negative -Giving feedback is difficult; many mangers are avoidant -Problem of ego threat associated with verbal feedback -Defensiveness interferes with planning for performance improvement -Dialog approach, starting with inquiry into recipients performance Motivation and Incentives -People believe that others are more motivated by money than they are -Heath and the extrinsic (external) incentives bias, in multiple experimental studies -n=74, -0.3 Teams -Teams with members from vastly different functional areas are likely to reach better solutions to complex problems than teams from one area -Cross-functional teams bring information from their external networks to bear on problems -Working together may help reconcile background differences -Large teams are not more effective than small teams -6 is optimal number; balances diversity of opinion against process costs -Harder to use social sanctions to hold people accountable in larger groups High Performance Work Systems -A cluster of aligned HR practices has greater impact on organizational productivity than any individual practice -HPWS include employee participation in decisions, HR practices that support and enhance employee skills, and aligned incentives

-Huselid (1995) study, links bundles of HR practices to organizational performance Performance Evaluation -It depends: the use of forced ranking in performance evaluation systems may improve company productivity -Popularized by Jack Welch GE -Problem of applying this technique to teams or work units in which the sample size is too small -Can be useful in periods of rapid organizational change, but problems of demoralization, lack of cooperation may arise In social science and under evidence-based management, a major problem is how do we know what we know? Knowing what works, and under what circumstances, is a source of competitive advantage that you are already building. 1021 Finale Lecture A behavioural perspective on MOS (management and organization studies) -Organizations are full of humans, who think and act in interesting ways -In social science, emphasis on discovering ways in which this thinking and behaviour is lawful -This lawfulness is Theory. It is useful because it helps describe, explain and predict behaviour. Human Behaviour at the Fundamental Level -Behaviour has multiple causes -Measurement is problematic and prone to error -Sometimes social scientists make predictions that are incorrect -Informed practice as mangers is possible and better than the alternatives (for ex, chance) Mangers must be Sensitive to Context -Context, or features of the situation, is an invisible box that surrounds our models and procedures -Introductory material in marketing and HRM encouraged us to consider contextual factors e.g. demographics -Important to understand the big picture and think about how these issues affect our practice. Example: -Human development considered globally Mangers contribute to organizational performance through: -Decision-making and problem-solving -In marketing: -Understanding and seeking to influence consumer decision-making -Making decisions within 4Ps -In HRM, this is related to making decisions within and across the HRM processes -A good decision or solution moves us closer to our goals

In complex organizations, alignment helps organizations succeed: -What kinds of things need to be aligned? -In marketing, programs under 4Ps need to be aligned with marketing goals -In HRM, processes are aligned with organizations strategy, under SHRM -Easy for things to fall out of alignment, when many people are working on interrelated things in complex organizations -Managers working in functional areas like marketing and HRM need to understand strategy Markets Matter: -Markets: where buyers and sellers meet -Markets serve useful purposes, including coordinating prices and allocating resources. Market efficiency. -Marketing broadly concerned with firms footprint in market -Multiple labour market implications for HRM: -Recruiting and selection -Compensation and rewards -Training Management and Organization are everywhere: -valuable to know about how organizations work -youll be interviewed, you may negotiate salary, youll buy and sell things -How does this knowledge apply to my future practice, as a manager or member of an organization?