Lesson 6 – Human Resource Management Competency-based Approach to HRM +--------------------------------------------------------------------------------------------+ | COMPETENCY | |--------------------------------------------------------------------------------------------| | Practices | Attributes | |------------------------------------------------------+-------------------------------------| |the observable performance leading to the outcome of a|the underlying attributes of a person| |standard quality | | | |- personal traits | | | | | |- knowledge | | | | | |- skills | |------------------------------------------------------+-------------------------------------| | | | | | | | NEED | RESOURCE | | | | | | | +--------------------------------------------------------------------------------------------+ 3 strategies of utilizing resources to satisfy the needs: - to select applicants whose existing competencies best fit the required task; - to redesign the job so that employees are only given tasks within their capabilities; This is usually a temporary strategy used for instance new employees are initially assigned to clients with less complex problems or requests. - to train and develop employee competencies. Managerial Competencies Source: George Klemp. Leadership Competencies: Putting It All Together. www.cambriaconsulting.com Content analysis of 62 managerial competency models: Communication - the aim is to get the information across in such a way that the receiver will accept it. Textové pole: SENDER - form message - send message Textové pole: NOISE Textové pole: RECEIVER - receive mesage - understand it - accept it TH behavior initial information feedback GETTING THE MESSAGE ACROSS - verbal = oral or written method of transmitting meaning through words; - nonverbal = any part of communication that does not use words. Empathize try to understand and be sensitive to the feelings, thoughts, and situation of others. Repeat rephrase the key points a couple of times; “tell them what you’re going to tell them → tell them → tell the what you’ve told them”. Use timing find a time when the receiver is less likely to be distracted by other matters. Be descriptive focus on the problem, rather than be personal (if you have negative information to convey). ACTIVE LISTENNING 4 types of listeners: non-listener marginal listener evaluative listener – hears the words but doesn’t get the meaning; active listener – hears and understands the message Listen listen to the content of the message; try to hear precisely what is being said. Empathize try to perceive the speaker’s feelings about what is being said through the way that the message is delivered. Be interested as any behavior, active listening requires motivation. Try to take the view that there is always something of value in a conversation and actively look for it. Provide feedback by rephrasing the speaker’s ideas; this demonstrates your interest and helps the speaker determine whether you understand the message. Persuasive communication: from understanding to acceptance Managers usually wand others to accept their information, not just understand it. Understanding = receiver perceives the same meaning that the sender intended. Accepting = the meaning of the message becomes part of their belief system and changes their opinions and behaviors. Rapport = being attuned to other people verbally or nonverbally so that they are comfortable and have trust and confidence in you. Pacing = establishing rapport by reflecting what others do, know or assume to be true (saying or doing something similar, matching some part of their ongoing experience). Leading = getting other people to pace with you (attempting to influence them to consider other possibilities). Having behavioral adaptability = having enough range in your own behavior to pace with the person or persons with whom you are interacting. The Pace-Lead Model of influencing other people Source: Hersey P. – Blanchard, K. – Johnson, D. Management of Organizational Behavior. New Jersey: Prencice Hall, 2001. Follower’s Building Testing Rapport Building Behavior Rapport For Established More Rapport Rapport Rapport Not Established Assignment 6 Reading for Lesson 6: ROBBINS, S. P. Management. 4^th ed. New Jersey : Prentice Hall, 1994. (ORG 126) ¨ Chapter 12, pp. 339-372 ¨ Chapter 18 Review questions for Lesson 6 1. What is the task of job analysis? 2. What are the three basic characteristics of a job? 3. What is the purpose of job design? 4. How are jobs being redesigned? 5. Define human resource management. 6. What are 3 basic staffing activities and how are they interrelated? 7. What are the purposes of evaluation? 8. Describe and distinguish between various traditional performance evaluation methods.