2 Required readingThe texts will be available on April 2/16 during the break for CHF 15
3 Strategic Human Resource Management "a pattern of planned human resource deploy-ments and activities intended to enable an organization to achieve its goals" (Noe et al., 2005)Derive human resource needs (skills, behaviors, culture) from strategy formulationStrategy implementation by means of HRM practices, which further individuals' capabilities and motivation as well as actual performance
4 HRM practices Job analysis and design Recruitment and selection e.g. simple vs. complex tasks, specific vs. generic job descriptionsRecruitment and selectione.g. external vs. internal recruitment, specific vs. general skillsTraining and developmente.g. focus on current vs. future skills, train few vs. all employeesPerformance management and compensatione.g. behavioral vs. results criteria, internal vs. external equityLabor and employee relationsz.B. GAV vs. individual contracts
5 Linkage between HRM and company strategy Administraive (no) linkageHRM as purely administrative taskOne-way linkageHRM implements strategic goals, but is not involved in strategy formulationTwo-way linkageHRM executive shows human resource implications of different strategic choices, but does not directly participate in strategic decision makingIntegrative linkageHRM executive is integral member of senior manage-ment team and participates in all phases of strategy formulation and implementation
6 HRM as operative leadership task Success factors of HRM: Motivation, satisfaction, performanceFeedbackPerformance-reward relationshipPerformance criteria adequate for taskPerformanceMotivationSatisfaction?congruence of formal/informal performance criteriar = .3Instrumentalities for individual goalsIndividual coping with unfulfilled expectationsFit between individual and organizational goalsDifference between expectation and reality
7 "Good" performance indicators Adequate for taskSufficient influence -> Based on behavior and results, not personal traitsReliability, validity, objectivityConstructive feedbackParticipatory developmentFit with organizational culture
8 Development of job (dis)satisfaction (Bruggemann, 1974) Needs and expectations at workCharacteristics of the work situation(Mis-)matchSatisfactionDissatisfactionRaisingexpectationsProgressivesatisfactionStable satisfactionKeepingexpectationsLoweringexpectationsResignedsatisfactionKeepingexpectationsProblemsolvingConstructivedissatisfactionFixeddissatisfaction
10 Individual differences in motivation Different needs:Motivation = f (satisfaction / frustration of needs)__________________________________________________e.g. Physiological needsSecurity needsAffiliation and affection needsAppreciation needsSelf-actualization needsDifferent goals and expectations:Motivation = Valence x Instrumentality x Expectancy__________________________________________________Decision to (not) undertake a certain action depends on the answers to three questions:Which goal do I want to achieve?Does this action lead to this goal?How likely is the success of the action?
11 Prototypical procedure in personnel selection Job analysisPlanningJob requirementse.g. work samples/tests;selection of predictorsSelection of success criteriaAssessment and combination of predictorsImplementationDecision about selection/placementAssessment and combination of success criteriaValidity testingEvaluationCost-benefit analysis
12 Job and requirements analysis Goal: Selection of predictors and success criteriaMethods: Observation, interview, survey, document analysisIdentification of job components and related requirements for the person executing the job (abilities, skills, interests)
13 PredictorsProcedures for assessing the fit between a person and predefinied requirementsValidity of predictors: Are the selected applicants in fact more successful than the rejected applicants reagrding predefined criteria (e.g. performance appraisal, work outcomes, tenure/promotion)?
15 Benefits of personnel selection Success rate (proportion of suitable persons among the selected persons)depends on:Validity of predictorsBase rate (proportion of suitable persons among the applicants)Selection rate (proportion of selected persons among the applicants)Tenure of selected individuals