1. Topics HRM B: Leading teams

2. Required reading
The 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 formulation
Strategy 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 descriptions
Recruitment and selection
e.g. external vs. internal recruitment, specific vs. general skills
Training and development
e.g. focus on current vs. future skills, train few vs. all employees
Performance management and compensation
e.g. behavioral vs. results criteria, internal vs. external equity
Labor and employee relations
z.B. GAV vs. individual contracts

5. Linkage between HRM and company strategy
Administraive (no) linkage
HRM as purely administrative task
One-way linkage
HRM implements strategic goals, but is not involved in strategy formulation
Two-way linkage
HRM executive shows human resource implications of different strategic choices, but does not directly participate in strategic decision making
Integrative linkage
HRM 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, performance
Feedback
Performance-reward relationship
Performance criteria adequate for task
Performance
Motivation
Satisfaction ?
congruence of formal/informal performance criteria
r = .3
Instrumentalities for individual goals
Individual coping with unfulfilled expectations
Fit between individual and organizational goals
Difference between expectation and reality

7. "Good" performance indicators
Adequate for task
Sufficient influence -> Based on behavior and results, not personal traits
Reliability, validity, objectivity
Constructive feedback
Participatory development
Fit with organizational culture

8. Development of job (dis)satisfaction (Bruggemann, 1974)
Needs and expectations at work
Characteristics of the work situation
(Mis-)match
Satisfaction
Dissatisfaction
Raising
expectations
Progressive
satisfaction
Stable satisfaction
Keeping
expectations
Lowering
expectations
Resigned
satisfaction
Keeping
expectations
Problem
solving
Constructive
dissatisfaction
Fixed
dissatisfaction

10. Individual differences in motivation
Different needs:
Motivation = f (satisfaction / frustration of needs)
__________________________________________________
e.g. Physiological needs
Security needs
Affiliation and affection needs
Appreciation needs
Self-actualization needs
Different 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 analysis
Planning
Job requirements
e.g. work samples/tests;
selection of predictors
Selection of success criteria
Assessment and combination of predictors
Implementation
Decision about selection/placement
Assessment and combination of success criteria
Validity testing
Evaluation
Cost-benefit analysis

12. Job and requirements analysis
Goal: Selection of predictors and success criteria
Methods: Observation, interview, survey, document analysis
Identification of job components and related requirements for the person executing the job (abilities, skills, interests)

13. Predictors
Procedures for assessing the fit between a person and predefinied requirements
Validity 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)?

14. Validity of different selection methods
Personality dispositions
General cognitive ability tests ~ .5
Specific cognitive ability tests ~ .5
General personality tests ~ .3
Graphology ~ .0
Behavioral simulation
Work samples ~ .5
Assessment center ~ .55
Biographical focus
CV/references ~ .2
Biographical questionnaire ~ .35
Structured interview ~ .45
Unstructured interview ~ .3

15. Benefits of personnel selection
Success rate (proportion of suitable persons among the selected persons)
depends on:
Validity of predictors
Base rate (proportion of suitable persons among the applicants)
Selection rate (proportion of selected persons among the applicants)
Tenure of selected individuals