• Knowledge
• Skils
• Abilities
• Personalities
• Perceptions
• Attitudes
• Emotions
• Ethics

• Behavior is a function of the person and the environment

Behavior= f (person, environment)

• The person
• The environment

• Behavior is a function of a continuous, multidirectional interaction between the person and the situation
• The person is active in this process, and both changes and is changed by situations
• People vary in many characteristics, including cognitive, affective, motivational, and ability factors
• Two interpretations of situations are important: the objective situation and the person's subjective view of the situation

• Situation: your personality is generally stable, however, your thoughts, feelings, and behaviors may be influenced by the situations you are in

• Strong Situations: there are strict norms of appropriate ways of thinking, feeling or behaving then personality is unlikely to manifest itself in behavior

• Weak Situation: no strict norms guiding your thoughts, feelings, behaviors then personality is likely to determine behaviors.

• Relatively stable set of characteristics that influence an individual's behavior

• Your personality characteristics are the relatively enduring traits that predispose you to think, feel, and act in certain ways
• What determines your personality? Heredity and Environment

• To understand individuals we must break down behavior patterns into a series of observable traits

The Big Five Traits

1. Extraversion
2. Agreeableness
3. Conscientiousness
4. Emotional Stability
5. Openness to experience

• The extraversion-introversion dimension can be viewed as representing the way you prefer to interact with your environment
• Exravert: outgoing, sociable
• Introvert: reserved, timid

• The agreeableness-antagonism dimension can be viewed as representing your interpersonal orientation

• The openness-resistance to experience dimension can be viewed as representing your willingness to try new things and change your beliefs and opinions
• Individuals higher in openness to experience are more likely to benefit from training experiences

• The emotional stability-neuroticism dimension can be viewed as representing your tendency to feel/display certain moods and emotions
• Emotional Stable: calm, self-confident
• Neurotic: nervous, insecure

• The conscientiousness-carelessness dimension can be viewed as representing your tendency to pay attention to detail and follow through on tasks

• A broad set of personality traits that refers to self-concept
• Locus of Control
• Self-esteem
• Generalized self-efficacy
• Emotional Stability

• The extent to which people base their behavior on cues from other people and situations.

Locus of Control

• An individual's generalized belief about internal versus external control
• Internal: believe they control what happens to them
• External: believe circumstances or others control their fate

• General self efficacy: a person's overall view of himself/herself a being able to perform effectively in many situations

• Self-esteem: a person's general feeling of self worth

• the extent to which people base their behavior on cues from other people and situations
• High self monitors: act less consistenly based on situational cues
• Low self monitors: act more consistently based on internal cues

• Positive Affect: an individual's tendency to accentuate the positive aspects of himself/herself, other people, and the world
• Negative Affect: an individual's tendency to accentuate the negative aspects of himself/herself, other people, and the world

• Perception involves the way we view the world around us
• Social perception is the process of interpreting information about another person
• Our perception of another person is influenced by characteristics of ourselves as perceivers, the target person, and of the situation

• Primary Effect: heavy weight given to first info
• Secondary Effect: Heavy weight given to info
• Stereotyping: belief that all members specific groups share similar traits and are prone to behave the same way
• Halo/Horns effect: the tendency of your overall impressions of others to affect your objective evaluations of their specific traits; perceiving high correlations between characteristics that may be unrelated
• Projection: Views others as having thoughts or feelings, etc.
• Selective perception: the tendency to focus on some aspects of your environment while ignoring others
• Perceptual defense: retaining existing perceptions in the face of new information that conflicts with those perceptions
• Expectancy effect: occurs when you perceive stimuli mostly in ways that will confirm your expectations

• Attribution theory explains how we pinpoint the causes of our own behaviors and those of other people
• Internal attributions are made to something within the individual's control
• External attributions are made to sources beyond the individual's control

• Strategic Planning: procedures for making decisions about the organization's long-term goals and strategies
• Human Resources Planning (HRP): process of anticipating and making provision for the movement of people into, within, and out of an organization

• The pattern of human resources deployments and activities that enable an organization to achieve its strategic goals
• Strategy formulation-providing input as to what is possible given the types and numbers of people available
• Strategy implementation-making primary resource allocation decisions about structure, processes, and human resources

• Strategic Analysis
• Strategic Formulation
• Strategic Implementation

• Mission: the basic purpose of the organization as well as its scope of operations
• Strategic Vision: a statement about where the company is going and what it can become in the future; clarifies the long term direction of the company and its strategic intent.
• Core Values: beliefs and principles that the company uses as a foundation for its decisions

• Environmental Scanning: The systematic monitoring of the major external forces influencing the organization.

• Culture Audits: audits of the culture and quality of work life in an organization

• Core Capabilities: intergrated knowledge stes within an organization that distinguish it from its competitiors and deliver value to customers

• Strategic Knowledge Workers:employees who have unique skills that are directly linked to the company's strategy
• Core employees: employees with skills to perform a predefined job that are quite valuable to a company, but not particularly unique or difficult to replace
• Supporting Labor: clerical workers
• Alliance Partners: consultants

• Some human resources can be a source of competitive advantage, while others are not
• Different groups of employees have different value to the execution of business strategy and for competitive advantage

• Strategy Formulation: moving from simple analysis to devising a coherent course of action
• SWOT analysis: Strengths, Weakness, Opportunities, and Threats

• Value Creation: Value = Benefits - Costs
• Low-cost strategy: competing on productivity and efficiency
• Differentiation strategy: compete on added value

• High Performance Work Systems (HPWS): is a specific combination of HR practices, work structures, and processes that maximizes employee knowledge, skill, commitment, and flexibility
• Control-Oriented Work System: is a specific combination of HR practices, work structures, and processes that minimizes employee knowledge and skill requirements, and seeks to limit the variablity of performance across people.

• Egalitarianism and Engagement
• Egalitarianism work environments eliminate status and power differences and, in the process, increase collaboration and teamwork
• Shared information: creating a culture of information sharing where employees are more willing to work toward the goals for the organization
• Knowledge Development
• Performance-Reward Linkage

• The HR Scorecard: assessing Internal fit, HR practices, and External fit

• Employee Benefits
• Organizational Benefits

• Organizational Outcomes and Competitive Advantages

• The process of locating potential applicants and encouraging them to apply for existing or anticipated job openings
• The labor market is the are from which applicants are to be recruited

• Generate a large applicant pool
• Generate a qualified applicant pool

• There are costs involved in generating a large qualified applicant pool
• Size and quality of the applicant pool is determinant by many factors

• Direct applications
• Word of mouth
• Employee referrals
• Job postings
• Advertisements
• Colleges
• Public and private employment agencies
• Internet

• Labor market conditions
• Type of job and requirements
• Availability of sources
• Past experience
• Budget constraints
• Unionization

Pros: people with new ideas

Cons: increased recruiting costs and possible resentment

• Attempt to offers potential hires the most realistic picture possible
• Often used to see if applicant is prepared

1. Job analysis
2. Develep/choose valid and reliable selection devices
3. Initial screening
4. Narrow applicant pool
5. Pre employment testing
6. Appy selection decision criteria
7. Decision

• Basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization

• Artifacts: symbols of culture in the physical and social work environment
• Values: underlying beliefs about what should or shouldn't be
• Assumptions: deeply held beliefs that guide behavior and tell members how to perceive and think about things

• A culture is good only if it fits the industry or the firm's strategy

• A culture is good if it allows the organization to adapt to its environment

• The process by which newcomers are transformed from outsiders to participating, effective members of the organization

1. Needs assessment based on the firm's competitive objectives
2. Training program design
3. Training program implementation
4. Training program evaluation