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Human Resource Management |
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The direction of organizational systems to ensure that human talent is used effectively and efficiently to accomplish organizational goals. |
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Culture of the Organization
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The set of key values, beliefs, understandings, and norms shared by members of an organization. |
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§ Enhances law enforcement recruitment and retention.
§ Essential function in development of the next generation of police leaders.
§ Used to effectively recruit and retain new employees.
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§ Provide a welcoming atmosphere that will anchor the new employee to the organization.
§ Provide a career development mentoring process to help employees identify and map out career targets.
§ Begin a mentoring program that ensures the continuity and quality of the next generation of police leaders.
§ Successful leaders are often successful mentors.
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§ Independent
§ Creative
§ Adaptive
§ Careful with loyalty and commitment |
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§ Optimistic
§ Need supervision and structure
§ Deal well with change because they see it as an opportunity
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Americans with Disabilities Act
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States that Discrimination is prohibited against those who can perform essential job functions. |
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Developing a Job analysis
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Tells us and gives us the employee specifications and job descriptions. |
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...is how work flows through the organization. You want to look at quality, quantity and the activities that lead to the outputs. |
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Dividing up the organizations work into jobs in order to utilize employee capabilities. |
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Broadening the scope of a job by expanding the number of different tasks to be performed. |
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A full week’s work is accomplished in fewer than 5 work days at 8-hours days. |
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When employees work a set number of hours a day but vary starting and ending times. |
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§ A Task is Identifiable work activities comprised of motions.
§ A Duty is a larger work segment composed of several tasks.
§ Responsibilities are obligations to perform certain tasks/duties.
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Competency-Based Job Analysis |
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§ Considers how knowledge skills are used.
§ Competencies are individual capabilities that can be linked to enhanced performance by persons/teams. |
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Reasons to do a Job-Task analysis... |
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§ Recruitment strategies
§ Performance evaluations
§ Employee disciplinary actions
§ Evidence for legal challenges
§ Employee pay practices
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Most Common Methods for Job Task Analysis: |
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§ Observation
§ Employee Diary/Log
§ Interviewing
§ Questionnaire
§ Computerized System
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Takes a lot of data and transforms it into a usable form. |
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Behavioral aspects of Job Analysis: |
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1. Can be threatening to managers/employees if differences exist between what’s being done and what should be done.
2. Inflation of job titles.
3. Employee and managerial anxieties.
§ Limit managers flexibility
§ Written restrictions limit employees |
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Job analysis and the ADA: |
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§ Requires that the organization identify the essential job functions and maintain current and accurate job descriptions.
§ Marginal Job Functions are duties that are part of the job. |
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Elements of a Job Description: |
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Job Specifications – qualifications needed to perform job satisfactorily. KSA’s, education, physical requirements, other working conditions. (IMPORTANT → also provides info to determine accommodations that might be necessary under ADA). |
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1978 Uniform Selection Guidelines: |
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Must make it clear that HR requirements must be tied to specific job-related factors. |
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Job Related Validation Approach |
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Every factor used to make employment related decisions must be shown to be job related. |
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is the characteristics the person must have to do the job successfully. |
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is the measurable or visible indicators of the criterion. |
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The degree to which there is a correlation between the predictor and the job performance. |
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A realistic description of job requirements and expectations for employee’s self assessment. |
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Measures individuals thinking, memory, reasoning, verbal, math abilities. |
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Measures person’s dexterity, hand-eye coordination, arm hand steadiness, and others (it stalls you). |
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Can be used if there is a solid job-related link. |
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Problems the interview should avoid: |
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§ Negative Emphasis - Unfavorable information about applicant is biggest factor in interviewer’s decision.
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Sources of Background Information: |
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PERSONAL REFERENCES SUCH AS THOSE from relatives, clergy, friends are of little value and should NOT be used Instead, work-related references from previous employers and supervisors should be relied on. |
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Value of Background Investigations: |
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1. REVEAL when applicants have misrepresented qualifications and backgrounds.
2. MOST common pieces of false information given are length of prior employment, past salary, criminal record, and former job title.
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FEDERAL Privacy Act of 1974 GOVERNMENT |
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Employer must have a signed release from person before giving information about that person to someone else. |
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Is what people say is important to them. |
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How people actually spend their time and energy. |
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Don’t evaluate key behaviors, but rather a person’s likelihood for general trait potential.
Assures that exercises reflect performance and behaviors that will be required on the job.
Must simulate actual working conditions.
Situational Exercises – It is essential that each aspect of the assessment center be conducted in the same manner so that all participants are provided with the same opportunities as those before and after them. |
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Two purposes for evaluations: |
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- Administrative
- Developmental
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TYPES OF INFORMATION ABOUT HOW EMPLOYEES PERFORM JOBS: |
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Trait Based
Results Based |
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§ MANY JOBS CROSS DEPARTMENTS, ORGANIZATIONS, GLOBAL BOUNDARIES.
§ THE PURPOSE IS TO CAPTURE EVALUATIONS OF THE EMPLOYEE IN DIFFERENT ROLES.
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Allows rater to mark employee’s performance on a continuum. |
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MANAGER KEEPS WRITTEN RECORD OF BOTH HIGHLY FAVORABLE AND UNFAVORABLE ACTIONS PEROFORMED BY EMPLOYEE. WHEN CRITICAL INCIDENT OCCURS, MANAGER WRITES IT DOWN CAN BE USED WITH OTHER METHODS TO DOCUMENT RATINGS. |
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RATINGS OF EMPLOYEES ARE DISTRIBUTED ALONG A BELL-SHAPED CURVE. |
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