Human Resource Management - Leading and Leadership Development

Name: Faiz Attaqi

NPM: 2206040540

Ch. 13: Human Resource Management

1. Human Resource Management

Human capital is the economic value of people with job-relevant knowledge, skills, abilities,
ideas, energies, and commitments. Human resource management is a process of attracting,
developing, and maintaining a talented workforce.

The three major tasks in human resource management are typically described as

● Attracting a quality workforce—human resource planning, employee recruit- ment,

and employee selection.
● Developing a quality workforce—employee orientation, training and develop- ment,
and performance management.
● Maintaining a quality workforce—career development, work–life balance,
compensation and benefits, retention and turnover, and labor–management relations.

Person–job fit is the extent (sejauh mana) to which an individual’s knowledge, skills,
experiences, and personal characteristics are consistent with the requirements of their work.
Person–organization fit is the extent to which an individual’s values, interests, and behavior
are consistent with the culture of the organization.7

Strategic human resource management mobilizes human capital to implement

organizational strategies.

Equal employment opportunity = the requirement that employment decisions be made

without regard to race, color, national origin, religion, gender, age, or disability status.

Affirmative action = an effort to give preference in employment to women and minority

group members who have traditionally been underrepresented.
Bona fide occupational qualifications = employment criteria justified by capacity to
perform a job.

Business Environment:

- Comparable worth holds that persons performing jobs of similar importance should
be paid at comparable levels.
- Independent contractors are hired as needed and are not part of the organiza- tion’s
permanent workforce.
- Workplace privacy is the right to privacy while at work.

2. Attracting a Quality Workforce

Human resource planning analyzes staffing needs and identifies actions to fill those needs.

Recruitment is a set of activities designed to attract a talented pool of job applicants:

● External recruitment seeks job applicants from outside the organization.

● Internal recruitment seeks job applicants from inside the organization.

Traditional recruitment focuses on selling the job and organization to applicants.

Realistic job previews provide job candidates with all pertinent informa- tion about a job
and an organization, both positive and negative.

Selection Technique: Selection is choosing individuals to hire from a pool of qualified job
applicants:

I. Screening applicant information

II. Interview or site visit
III. Employment testing
IV. Preemployment checks

Interviews:

In unstructured interviews the interviewer does not work from a formal and preestablished
list of questions that is asked of all interviewees. Behavioral interviews ask job applicants
about past behaviors. Situational interviews ask job applicants how they would react in
specific situations.

Employment Test:

Biodata methods collect certain biographical information that has been proven to correlate with good
job performance. An assessment center examines how job candidates handle simulated work
situations. In work sampling, applicants are evaluated while performing actual work tasks.
3. Developing a Quality Workforce

● Orientation and Socialization:

Orientation familiarizes new employees with jobs, coworkers, and organizational policies
and services.

Socialization is a process of learning and adapting to the organizational culture.

● Training and Development:

Training provides learning opportunities to acquire and improve job-related skills.

In job rotation people switch tasks to learn multiple jobs.

Coaching occurs as an experienced person offers performance advice to a less experienced

person.

Mentoring assigns early-career employees as protégés to more senior ones.

Management development is training to improve knowledge and skills in the management

process.

● Performance Management
A performance management system sets standards, assesses results, and plans for
performance improvements. Performance appraisal is the process of formally evaluating
performance and providing feedback to a job holder. Performance coaching provides
frequent and developmental feedback for how a worker can improve job performance.

● Trait-Based Performance Appraisals

A graphic rating scale uses a checklist of traits or characteristics to evaluate performance.

● Behavior-Based Performance Appraisals

A behaviorally anchored rating scale uses specific descriptions of actual behaviors to rate
various levels of performance.

Recency bias overemphasizes the most recent behaviors when evaluating individual
performance.

The critical-incident technique keeps a log of someone’s effective and ineffec- tive job
behaviors. (behavior-based approach that can make recency bias less likely).

● Results-Based Performance Appraisals

Leniency is the tendency to give employees a higher performance rating than they deserve.
A multiperson comparison compares one person’s performance with that of others

● 360-Degree Feedback

360-degree appraisals include superiors, subordinates, peers, and even customers in the
appraisal process.

4. Maintaining a Quality Workforce

● Flexibility and Work–Life Balance

Work–life balance involves balancing career demands with personal and family needs.
● Compensation and Benefits
Base compensation is a salary or hourly wage paid to an individual.

Merit pay awards pay increases in pro- portion to performance contributions.

● Bonuses and Profit-Sharing Plans

Bonus pay plans provide one-time payments based on performance accomplishments.
Profit-sharing plans distribute to employees a proportion of net profits earned by the
organization.
Gain-sharing plans allow employees to share in cost savings or productivity gains realized
by their efforts.

● Stock Ownership and Stock Options

Employee stock ownership plans help employees purchase stock in their employing
companies.
Stock options give the right to purchase shares at a fixed price in the future.

● Benefits

Employee benefits are nonmonetary forms of compensation such as health insurance and
retirement plans.

Flexible benefits programs allow employees to choose from a range of benefit options.

Family-friendly benefits help employees achieve better work–life balance.

Employee assistance programs help employees cope with personal stresses and problems

● Retention and Turnover

Early retirement incentive programs offer workers financial incentives to retire early.
Termination is the involuntary dismissal of an employee.
Employment-at-will means that employees can be terminated at any time for any reason.
Wrongful discharge is a doctrine giving workers legal protections against discriminatory
firings.
 ● Labor-Management Relation
A labor union is an organization that deals with employers on the workers’ collective behalf.

A labor contract is a formal agreement between a union and an employer about the terms of
work for union members.

Collective bargaining is the process of negotiating, administering, and inter- preting a labor
contract.

Ch 14: Leading and Leadership Development

1. The Nature of Leadership

Leadership is the process of inspiring others to work hard to accomplish important tasks.
Reward power is the capacity to offer something of value as a means of influ- encing other
people. Coercive power is the capacity to punish or withhold positive outcomes as a means
of influencing other people.

● The two bases of personal power are expertise and reference:

Expert Power: Ability to influence through special skills, knowledge, and information

Referent Power: Ability to influence through identification.

Visionary leadership brings to the situation a clear sense of the future and an understanding
of how to get there.

Servant leadership is follower- centered and committed to helping others in their work.
 2. Leadership Traits and Behaviors

-Leadership Traits Question—What personal traits and characteristics are associated with
leaderhip success?

I. Drive
II. Self-confidence
III. Creativity
IV. Cognitive ability
V. Job-relevant knowledge
VI. Motivation
VII. Honesty and integrity

-Leadership Behavior Questions—How is leadership success affected by the ways leaders

behave when engaging with followers?

• A leader high in concern for task—plans and defines the work to be done, assigns task
responsibilities, sets clear work standards, urges task completion, and monitors performance
results.

• A leader high in concern for people—acts with warmth and supportiveness toward
followers, maintains good social relations with them, respects their feel- ings, is sensitive to
their needs, and shows trust in them.

3. Contingency Approaches to Leadership

● Fidler’s Contingency Model

Good leadership depends on a match or fit between a person’s leader- ship style and
situational demands. The least-preferred coworker scale, LPC, is used in Fiedler’s
contingency model to measure a person’s leadership style.

● Hersey-Blanchard Situational Leadership Model

Suggests that successful leaders do adjust their styles. But they do so wisely and based on the
task readiness, or task maturity, of followers.
 ● Path–Goal Leadership Theory

House believes that a leader can use all of the following leadership styles and actually shift
back and forth among them: Directive, Supportive, Achievement, and Participative. Advises
leaders to shift among the four styles in ways that best fit situational needs

● Leader–Member Exchange Theory

LMX theory recognizes that not everyone is treated the same by the leader. People fall into
“in-groups” and “out-groups,” and the group you are in can make a big difference in your
experience with the leader

● Leader-Participation Model

The Vroom-Jago leader-participation model links leadership success with use of alternative
decision- making methods. It suggests that leaders are most ef- fective when they make
decisions in ways that best fit the problem situation

4. Personal Leadership Development

- Transformational leaders utilize their charisma and emotional appeal to motivate others to
achieve exceptional results and strive for excellence.

- Possessing emotional intelligence, which involves effectively managing both our

relationships and ourselves, is a crucial skill for effective leadership.

- The interactive leadership approach places emphasis on communication, participation, and

fostering interpersonal respect.

- Managers are required to serve as ethical leaders by effectively communicating and

upholding high moral standards, demonstrating personal integrity in all interactions with
others.

Moral overconfidence is an overly pos- itive view of one’s strength of character.

Authentic leadership activates positive psychological states to achieve self- awareness and positive
self-regulation.