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Human Resources T5 (Ng and Burke (2005) (STUDY; investigating woman and…

- - - - Mionrity applicants (woman and ethnic) are more likely to rate emplyers with diversity management practices as more attractive
        
        AFFIRMED FOR MINORITIES
    - - Minority applicants consider diversity management an important factor when applying
        
        AFFIRMED FOR WHITE WOMAN AND ETHNIC MEN (lol)
    - - Job applicants who are high achievers are more likely to rate employers with diversity management practices as more attractive
        
        AFFIRMED
  - - - lots of benefits (lower turnover, higher attraction of workforce etc.)
      - It is voluntary = less adverse effects and less controversial
- - - - turnover costs vary
      - some turnover can be functional
      - there are different types of turnover
    - - Turnover intentions and job search = best predictors
      - Key attitudes: job satisfaction, organizational commitment are relatively strong predictors
      - Pay/Pay satisfaction is a weak predictor of personal turnover
      - Management/supervision, work design, relationship quality are also consistent predictors
    - - there are multiple motives for turnover
      - Different paths = different retention implications
      - Job Dissatisfaction = accounts only for 50% of cases
      - It is also important to consider why people stay
    - - Recruitment/Selection/Socialization practices during organizational entry, affect subsequent retention
      - Managers can influence through training rewards and supervisory practices
      - Evidence-based practices exist
    - - Turnover analysis helps diagnose the extent to which turnover is problematic
      - Organizational context matters for interprating turnover data
      - Context-specific-strategies are most effective
      - Multiple data collection strategies enable more targeted and effective retention strategies
  - - - Evidence-based predictions of turnover
      - Alternative paths to turnover
      - Organizational equilibrium and turnover process
      - Job embededness
    - - Develop retention goals
      - Collect data on cause-effect relationships
      - Conduct internal/External bench marking/needs assessment
      - Design retention strategies
      - Analyse turnover costs/rates/functionality
    - - develop consensus for costing turnover
      - develop understanding of need for retention
      - identify types of turnover
  - - - Perform Realistic Job Previev during recruitment
      - Employers hired through referrals have better retention
    - - Use of Biodata can be useful
      - Assessing fit with the organisation and job improves retention
    - - Provide positive feedback
      - Structureorientation activities for groups of new hirees
      - Involve experienced members as role models/mentors/trainers
      - Provide clear info about socialization process
    - - Providing Training and Development = decreased desire to leave
      - Organizations are afraid to train people because they're making them more marketable = can be solved with more job-specific training
    - - Tailor rewards to individual needs and strategies
      - Promote justice and fairness in pay ; be transparent
      - lead the market (rewards) so they align withh business and hr strategy
      - Explicitly link rewards to retention
    - - train supervisors/managers on how to lead/effectively manage people
      - Evaluate supervisors/managers on retention
      - identify and remove abusive supervisors
    - - Provide orientation that communicates how job helps in reaching organisational goals and help hireees to establish relationships
      - Offer ongoing skill development
      - Hire internally where strategicallt/practically feasable
      - Consider competency-pay and performance-pay systems
      - Design jobs to increase meaningfulness/autonomy/variety/coworker support
      - Provide challenging goals
      - Provide positive feedback and recognition of contributions
- - - - the percentage of star performers is higher when distribution is a LAW distribution relative to normal distribution
      - mean performance is higher in the power law distribution, relative to normal distribution
      - there are more star performers identified in power law distribution
      - Star performers arose largery in 21st century when we are not binded by technical limitations from the manufacturial mahines of 20th century. In 21st century most economies are service-oriented, therefore people are free to show their potential. Also we are equiped with new tools like internet, which f.e. facilitated thespeed at which business ca be conducted.
  - - - Provide training to the stars to improve them even further
      - Identify and train individuals whose performance is essential for the organisation
      - Use stars as source of coaching and mentoring
    - - Focus on retaining individuals who hold strategic positions
      - Signal importance of star performance even in time of organisational recession
      - Hire individuals based on performance, rather than organisational fit
    - - remove situational constrains on performance (f.e. provide assistant for a guy to reduce his paperwork)
      - Allow stars to rotate across teams, rather than staying in one
      - Manage the developmental network both inside and outside of work
    - - Pay dispersion is ok, as long as the processes are fair and transparent, and in performance-based structure
      - Shift the rewarding of the past for performance for the future (be forward looking)
      - Compensate based on Performance, not Longetivity
      - Offer creative solutions to meet individual needs (f.e. I.Deals = individually tailored deals)
    - - be fair and open in policies and procedures
      - provide equal opportunity to be a star performer
- - - - 2.) People are not randomly assigned to organisations - people select themselves in and out of organisations
      - 3.) People and human settings are inseparable: people are the setting because they make the settings and are often present
      - 1.) Experimental laboratories mask the display of individual differences. This method therefore is inappropriate for studying the relative contributions of traits and situations to understand behaviors
  - - - Attraction ; people are differently attracted to careers as a function of their own interests and personality
        
        Hollands taxonomy of careers: (this taxonomy technically can be also applied to describe organisational environments)
        
        social
        
        enterprising
        
        artistic
        
        conventional
        
        Intellectual
        
        realistic
      - Attrition (opposite of Attraction)
        
        People who do not fit in the environment tend to leave
        
        REALISTIC JOB PREVIEW = apply it to make sure selected people are a good fit
    - - these structures/goals/processes that emerge in an oganisation evolve from people meeting the daily demands associated with work
    - - 1.) Organisational Survival and Organisational Change
        
        Unless the organisation fights with the restriction in the range of people they contain, when the environment changes they will
        
        a) not be aware of the change
        
        b) Not capable of changing
      - 3.) Organisational climate and Organisational culture
        
        organisations
        
        Climate = functinality of organisation (what it rewards, supports, expectS)
        
        Culture = asks WHY (why it rewards, supports, expects)
        
        ASA can help moderating and understanding where climate and culture comes from
      - 4.) The importance of recruitment
        
        If organisation wants to fight the range restriction, they must focus on increasing pool of candidates (attract different people)
      - 5.) Different organisations need different leaders
      - 6.) Different methods/measures hold different effectiveness in different organisations
      - 7.) People in the same setting will hold similar attitudes
      - 2.) The use of Personality inventories and measures of interest
        
        Organisations "have personality"
        
        Judgment of best structures and policies should result from the knowledge of the people, who make the organisation
- - - - implement job sculpting = matching personal values and life interests
      - in larger organizations; use job sculpting to create and place top performers into smaller autonomous units,
      - ensure the work is challenging, interesting and meaningful
    - - Top performers are more likely to cite advancement opportunities as a reason for staying with an organization compared to low performers
      - performance management should be used to
        
        communicate top performance the enxt level in advancement ladder
        
        indicate what competencies and behaviors are necesseary to progeress
        
        identify the developmental activities are needed to engage in and set goals
    - - IDP help in retention of top performers, because they adress their expectations about work; learning new skills and receiving individualized attention
      - IDP are so tied to organisation the competition will have a problem of imitating it, making it difficult for them to attract top performers
      - IDP = agree upon individually tailored courses of action to be taken by manager and employee to improve performance, prepare employee for advancement, and enrich the employee's work experience
    - - Top performers are particularly sensitive o whether they are sufficiently compensated and usually possess a highly developed sense of justly earned entitlemend, including epxecting salary growth
      - The contributions that top performers make to the organisation should be measured properly and rewarded accordingly
- - - - switch from performance appraisal system to performance management system, which encourages timely rewards based through ongoing and regular evaluations, feedback and development opportunities
      - provide specific explanations why employee has received a given reward
      - Introduce currencies that can be later traded for cash, goods or services
    - - when increasing monetary rewards, increase employee variable pay levels, instead of the base level
      - make all employees eligible to earn rewards from any incentive plans
      - only promise rewards that are available
      - Communicate reasons for any failure to provide promised rewards, changes in the account of payouts, or changes in the reward system
    - - explicitly inform that differences in pay are due to performance, not because other reasons
      - take cultural norms into account. f.e individualism vs collectivism when deciding how much emphasis should be put on individual vs team performance
      - ensure payments differ as function of performance
    - - provide goods that are need-satisfying to the given employee
      - distribute non-monetary rewards based on monetary rewards (all the principles here are applicable to all kinds of rewards)
      - Do not limit the provision of nonmonetary rewards to noneconomic rewards. Provide noncash awards consisting of various goods and services, rather than just praise and recognition.
      - use monetary rewards to encourage voluntary participation in non-monetary rewards programs that are directly beneficial either to employee or organisation
    - - align performance of employees with strategic organisational goals
      - Standardize methods used to measure employee performance
      - Specify what employees should do/not do
      - Measure both behaviors and results BUT the greater influence of employee on the results, the more emphasis should be put on the results