Glossary of HR Development

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organization culture
sharing of values and beliefs and the behavior related to them
organizational climate
organization culture combined with leadership styles and level of bureaucracy
human process interventions

human resource management interventions
organization development
systematic method of examining technology, processes, structure and HR & developing action strategies to help achieve goals
OD intervention & categories
may be directed toward specifics or entire org.

*human process
*human resource management
Strategic OD interventions
usually made to implement changes made to the vision or mission of org or realign with climate

*change management
*knowledge management
*learning organizations
change management
broad term used to describe strategies used to facilitate acceptance of change by others
change process theory
describes 3 stages of change:

1. unfreezing
2. moving
3. refreezing
unfreezing stage of change process theory
creates motivation for change
-need to create vision for outcome and sense of urgency to get there
moving stage of change process theory
-resistance occurs and managed
-org. aligned w/ change
refreezing stage of change process theory
change becomes the new norm
outcome evaluated and new changes made
knowledge management
manage knowledge acquired by individuals so that it information comes together and stays with the company
learning organizations
innovative env. in which knowledge is generated
solve problems by experimenting w/ new methods
the fifth discipline
5 disciplines that cultivate new ways of thinking

1. systems thinking
2. personal mastery
3. mental models
4. building a shared vision
5. team learning
systems thinking
ability of individuals and org.s to recognize patterns and project how changes will impact
mental models
deep seated belieds that color perceptions and have an effect on how individuals see the worl around them and react to it
team learning
sharing ideas and build upon them w/out holding anything back
techno-structural interventions
adress how work gets done by examining employee involvement and redesigning work processes

-high involvement organizations
total quality management
-process that focuses all resources within the org. on providing value for customers

-market research and product development are key components of the system
TQM analysis tools
*check sheets and histograms
*pareto chart
*cause & effect diagram
*scatter charts
*process control charts
check sheets
simplest TQM analysis tools
list of items expected to occur
-looks at random occurences and sees if there is a pattern
-provides simple visual image
pareto chart
graphical representation of the 80/20 rule
80% of the problems are caused by 20% of the reasons
cause-and-effect diagram
organizes info during brainstorming
show individual components of a problem in addition to summary
process control charts
analyze things out of normal range, out of control a 30 day search taking 4 months
high involvement orgs.
employees deign own processes
OD are organization wide while HRD is individual
human process interventions
develop competencies at individual level
-teambuilding activities
-leadership development
-management development
-supervisory training
-employee developmment
-conflict resolution
(management by objectives)
-emotional intelligence
management by objectives

aligns individual goals w/ organizational goals

ties results to goals
HR management interventions
designing jobs that increase staisfaction
-developing recruiting procedures
-performance management systems
-reward systems
-diversity programs
performance management systems
ongoing process of providing feedback to employees about performance
focal review period
all employees reviewed at the same time
performance appraisal methods
-comparison methods
-rating methods
-narrative methods
-behavioral methods
-continuous feedback
comparison methods
*best for small groups
-paired comparison
* all employees are compared to one another
-forced ranking
*ranking along bell curve with small groups low and high
rating methods
-rating scales
*because descriptors are interpreted by raters not as objective
*wieghted and used for score
narrative methods
-critical incident
*successful or unsucceful performance instant
*short description, allows flexibility
-field review
*conducted by soeone other than supervisor
behavioral methods
behaviorally anchored rating scale
uses JD to create dimensions that rep most important req. of job

describes examples of different levels of performance for each and asks which one is tue
continuous feedback
every day feedback instead of annual review of mistakes during the year
performance appraissals
-supervisor assessment
-employee self-assessment
-assessment from tohers
-goal setting
-development goals
training programs

training programs follow ADDIE model
model for training programs

visual learners
retain info better when they see it
kinesthetic learners
retain info better when they have hands-on experience
auditory learners
retain info better when they hear it
learning curve
graphical represetation of the rate of learning over time
-negatively accelerating
-positively accelerating
negatively accelerating learning curve
rapid learning that tapers off
usually routine tasks
postively accelerating learning curve
slow at first then fast
-things that require mastery like learning accounting software, must know accounting first
s-shaped learning curve
slow at first then learns quickly and then tapers off
like software conversion projects
plateau curve
learns quickly and then no progress
task not frequently used
copyright act
use of original works without permission of the owner is prohibited

copyright owner is creator, except for Work-for-hire:
*when owned by employer/comissioner

circumstances that do not require permission:
*public domain
*fair use
public domain copyright permission
-expired copyrights
-prouced as job duties of federal employee
fair use cpoyright permission
use for criticism, commentary, news reporting, teaching
dependent on:
1. if used for non-profit
2. nature of the work
3. amount of the work
4. effect on work's market value
u.s. patent act
allows exclusice rights and benefits to invention over a defined period of time

-design patents
*new ornamental design
*12 years
-utility patents
*processes, machines, manufacture, or useful improvements
*20 years
-plant patents
*invention or discovery of plan varieties
training materials
-leader guide
-seating syles
types of seating styles
*theater style
-lectures and films
*classroom style
-listening & notes
*banquet style
-small group discussions
*chevron style
-group participation
*conference style
-group discussions among members of = status
-case discussions with trainer
outplacement services
transition employees who are leaving co.
-appropriate expectations set
-return assignments & changes
-debrief and monitor

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