Theories for LMP

?
  • Created by: cipdfaye
  • Created on: 22-01-19 14:15
Development
Educational process, embraces learning, focused on overall growth of employees, concentrated on input
1 of 92
Training
Formal process, focused on outputs, getting better at something
2 of 92
KSA
Knowledge, skills and attitude
3 of 92
Systematic Training Cycle
Programmatic approach to L&D, brought about by Industrial Training Act 1964
4 of 92
Self Managed Career Path
Individual chooses, lateral and horizontal movement, multiple disciplines if required, multiple sectors and orgs
5 of 92
Boundaryless Career Path
Career across multiple companies, sectors and locations in one discipline
6 of 92
Traditional Career Path
A pattern of jobs in one organisation, moving in upwards increments, focused on progress and a job for life
7 of 92
Magic Model
Mandatory skills, Adapting to changes, Growing into new role, Improvements to current work practices, Corrective coaching for performance
8 of 92
Howell 1982
Unconscious incompetence to conscious competence- to ensure skills stick, reinforcement is needed. If the org isn't willing to invest then the original need for training should be questioned
9 of 92
Bloom 1956
Hierarchy of learning- the deeper the level of learning needed, the more time, effort and investment in training is required
10 of 92
4 Goals of HRD
Boxall and Purcell 2008 Needs assessment, design, implementation, evaluation
11 of 92
CIPD 2015 L&D Methods
Only 12% said e-learning was an effective method
12 of 92
MacClernon 2006
Alternatives to STC- recruit people who already have KSA, align reward with performance management, redesign work methods, increase technology
13 of 92
CIPD 2015 L&D Survey - top 3
2 key things on rise- coaching, e-learning and in house development
14 of 92
Training Industry 2017
Trends for 2018- mass customisation, digital skills, people skills, agile L&D
15 of 92
Association for Talent Development 2018
Trends for 2018- universal training, anytime anywhere any device, customised learning, ROI
16 of 92
HRCI 2017 HRM Trends
HR will become more business focused as values are questioned, will structure around bundles of capability- best practice, HR tech to move to sophistication
17 of 92
Forbes 2018 HRM Trends
Passive candidates, remote workforce, blind hiring, gamification, future proofing employees
18 of 92
CIPHR 2018 HRM Trends
Brexit, Pay- gender pay gap and top vs bottom, the gig economy
19 of 92
CIPD 2013 Megatrends
More employees in services than manufacturing, increased female participation, union membership halved, degree saturation, global trading 5 times more now
20 of 92
Boxall and Purcell 2008 HRM Motives
Access to human capital, adopt policies and practices for work, ensure leadership capability, cost effective labour, enact change, be flexibile
21 of 92
Balanced Scorecard
4 areas- learning and growth, customer, financial, internal processes
22 of 92
Horizontal Integration
Link between different internal HR strategies and how they support or contradict each other
23 of 92
Vertical Integration
The link between HR and the wider business strategy and the external contexts that shape them
24 of 92
Best Fit
Different HR strategies are appropriate for different orgs dependent on internal and external circumstances
25 of 92
Best Practice
Bundles of HR practice that are good and can improve all organisations in all sectors
26 of 92
3 Legged Stool
Ulrich 1998- shared services, centres of excellence, HRBPs
27 of 92
Bureaucracy
Weber 1947- theory of management focused on authority structures, rules, hierarchy, no ethical principles, people cogs in wheels
28 of 92
Scientific Management
Taylor 1911- theory of mgmt focused on efficiency and productivity, all workers money motivated, avoid emotions and human relationships, close performance monitoring
29 of 92
Soft HRM
Beer 1985- employees are most important resource, focus on how to get the best from them, strategy developed in relation to employee needs
30 of 92
Hard HRM
Fombrun 1984- employees are merely resources of the business, like stock or machinery. Focus on cost, productivity and performance
31 of 92
Authentic
Ladkin 2009- takes high emotional intelligence, an expression of true self
32 of 92
Inspirational
Adair 2003- create and communicate a clear vision with passion, engage led, appear a hero
33 of 92
Transformational
Rosenor 1990 - generate motivation and commitment that appeals to higher ideals, make the leaders goal into self interest of the group
34 of 92
Situational
Hersey 2001 - s1 telling, s2 selling, s3 participating, s4 delegating
35 of 92
Leadership styles
Tannenbaum and Schmidt 1973- how leaders and followers act during decision making- one end autocratice, other democratic
36 of 92
Qualities or traits
Kreitner 2002- great person theory of leadership, a set of characteristics to emulate
37 of 92
Zaleznik 1977
Managers definition- process and control driven, rank and file problem solvers, focused on impersonal. Leaders- open to change, think creatively, personal and active work outlook
38 of 92
House 2004
Leadership styles by culture- western- charisma, participative, team based, asia- performance oriented, not participative, eastern europe- independent, will self protect
39 of 92
Leader
Getting people to understand and believe in a vision, work side by side to achieve goals, work with honesty and integrity, inspiring
40 of 92
Leadership
Having a business vision and mission, engaging the workforce in pursuit of it
41 of 92
Manager
Administering work, look after the present day to day running, providing tasks and method, process driven
42 of 92
Thomson 2008
Flexibility improves- customer satisfaction, reduces recruitment and retention cost, improved service delivery
43 of 92
Anderson 2010
When workers have more autonomy, they can contribute to their own work intensification
44 of 92
Truss 2006
Workers on flexible contracts- more emotionally engaged, more satisfied with work, more likely to speak positively about organisation
45 of 92
Blyton and Morris 1992
4 types of flexibility- task/functional, numerical, temporal, wage
46 of 92
Rosseau 1995
Psychological contract- transactional- short term monetary exchanges, relational- long term based on relationships
47 of 92
Flexible Firm
Atkinson 1984- core employees and periphery
48 of 92
MPele 2015
Benefits to flexibility- boots productivity, eliminates need for absenteeism, increases talent retention levels, helps attract talent, reduces seat charge cost
49 of 92
HBR 2018
1/3 of employees don't understand why change is happening, employee resistance to change is the biggest reason change fails
50 of 92
CIPD 2009
reasons for change- challenges of growth, economic downturn, customer pressure, legislation
51 of 92
Push factors
forced to change
52 of 92
Pull factors
choice to change
53 of 92
PESTLE
political, economic, social, technology, legal, environmental, ethical
54 of 92
Soft change
elements of change around culture and motivation
55 of 92
Hard change
tasks within the change management sphere
56 of 92
Kotter
1996, 8 step change model
57 of 92
Lewin
1951, unfreeze, movement, refreeze
58 of 92
Prahalad
2008 change resistance- logic of mgmt actions not obvious, change taken as personal threat, managers aren't trusted
59 of 92
Grundy
1993- types of change, planned, big bang, smooth, bumpy
60 of 92
CIPD Working Lives 2018
biggest factor in EE is social cohesion, used to be LMs
61 of 92
McLeod Review
2009- enablers of EE- leadership, line managers, employee voice, organisation integrity
62 of 92
Holbeche and Matthews
2012- 4 drivers of EE- connection, voice, support, scope
63 of 92
AMO Model
Boxall and Purcell- 2008- Ability, motivation, opportunity
64 of 92
Hygiene Factors
Herzberg 1989- hygiene factors demotivate, job itself motivates
65 of 92
Equity Theory
Adams 1965- inputs, equality, outputs- using distributive justice
66 of 92
Evans
2008- professionalism not what it once was, autonomy means there is less accountability because professions are becoming individual rather than collective
67 of 92
CIPD -Where has all the trust gone
Trust reduced after 2008 crash, public cynicism and social media, high trust workplaces are the best change adapters
68 of 92
Greenwood
1957- professionals have systematic theory, authority recognised by clients, society approves authority, ethical code, professional association
69 of 92
Plato
Ethics as virtues- desirable qualities or traits that good people have
70 of 92
Mozi
Ethics as consequences- good acts lead to good results and vice versa
71 of 92
Kant
Ethics as duties- things should be done or not done simply because they are good or bad
72 of 92
Ethics
Moral principles that govern a person's behaviour, beyond legal requirements, about discretionary behaviour
73 of 92
Professionalism
Having certain standards of behaviour with systematic training which form quality assurance and trust
74 of 92
Zacharius
2003- Hr does not receive the same recognition in 3rd sector that service delivery does
75 of 92
Sanchez
2004- 60% of MNEs do not use the HR tactics of the home country
76 of 92
Boroughs
2015- the future of HR in large orgs is CoEs- 77% think CoEs have a positive impact
77 of 92
Ulrich
2005- Legal compliance is the most valued HR aspect in all types of org
78 of 92
Truss and Gill
In public sector, value is reduced when costs can't be passed on to the customer
79 of 92
Third sector
Charities etc, not revenue driven, managing voluntary workers, altruistic purpose
80 of 92
Private sector
revenue/profit generating, competitive market, shareholder driven
81 of 92
Public sector
publicly controlled, not for profit, high govt influence, heavily regulated, trade unions
82 of 92
Multinational Corporations
Managed in several countries, operated from one, decentralised model, best fit HR as context differs
83 of 92
SME
Small to medium enterprise. Under 250 employees. Not usually an Hr function, maybe one generalist. Hard HRM
84 of 92
Hackman and Oldman
5 key factors to assess whether a job is motivating- skill variety, task variety, task significance, autonomy, feedback
85 of 92
Bratton
2015- boundaryless organisations- 4 boundaries- vertical, horizontal, external, geographical
86 of 92
Organic structure
Burns and Stalker 1961- network structures, knowledge spread through org, employee commitment to tasks, flexibility
87 of 92
Project Teams
Needle 2015- cross functional expertise needed, in consultancy the norm, workers see contribution from a variety of perspectives to cross fertilise ideas
88 of 92
Contingency Recruitment
Shaped within a particular context faced by a unique organisation, national culture can affect this
89 of 92
CIPD Resourcing and Talent Planning 2015
78% of orgs are having trouble filling critical roles, costs 7k to fill a senior role, 2k for others
90 of 92
Pilbeam and Corbridge 2010
Assessment centres= high predictive validity, unstructured interview= low
91 of 92
Validity of Selection Methods
Reliability, validity, predictive validity
92 of 92

Other cards in this set

Card 2

Front

Formal process, focused on outputs, getting better at something

Back

Training

Card 3

Front

Knowledge, skills and attitude

Back

Preview of the back of card 3

Card 4

Front

Programmatic approach to L&D, brought about by Industrial Training Act 1964

Back

Preview of the back of card 4

Card 5

Front

Individual chooses, lateral and horizontal movement, multiple disciplines if required, multiple sectors and orgs

Back

Preview of the back of card 5
View more cards

Comments

No comments have yet been made

Similar Other resources:

See all Other resources »See all Human Resources resources »