HRM Fundamentals — Complete Review & Final Summary

1. The Complete HRM Framework

Workforce Planning — Demand & supply forecasting → address surpluses and shortfalls

Staffing — Recruitment (internal/external) → Selection (validity & reliability)

Development — OJT & Off-JT → Kirkpatrick 4-level evaluation

Utilization — Job analysis & design → placement → career development

Maintenance — Compensation, benefits, motivation, leadership

Separation — Retirement management, outplacement services

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2. Motivation Theory Comparison Table

Theory	Type	Core Idea
Maslow	Content (needs)	5-level hierarchy
Herzberg	Content (2-factor)	Hygiene ≠ Motivator
Vroom	Process (expect.)	E × I × V
Adams	Process (equity)	Input/output ratio comparison
Skinner	Reinforcement	Variable-ratio = strongest

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3. Key Numbers & Principles

$$\begin{aligned} \text{Kirkpatrick} &= \text{Reaction} \to \text{Learning} \to \text{Behavior} \to \text{Results} (4 \text{levels}) \\ \text{Most accurate job evaluation method} &= \text{Point-factor method} \\ 360-\text{degree feedback} &= \text{best suited for developmental purposes} \\ &\text{Validity is} a \text{sufficient condition for reliability} \\ \text{Variable-ratio reinforcement} &= \text{strongest}, \text{most extinction-resistant} \\ \text{Lewin change model} &= \text{Unfreeze} \to \text{Change} \to \text{Refreeze} \\ &NLRA: \text{FMCS must be notified} 60 \text{days before CBA expiration} (\text{US standard}) \end{aligned}$$

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4. Top 10 Frequently Missed Exam Points

1. HRM = 5 functions: Planning, Staffing, Development, Maintenance, Separation
2. Job enrichment = vertical; job enlargement = horizontal
3. Herzberg: pay = hygiene factor (NOT a motivator)
4. Maslow hierarchy: Physiological → Safety → Social → Esteem → Self-Actualization
5. Validity is meaningful only when reliability also exists
6. Halo effect = one characteristic influences the overall rating
7. Vroom = E × I × V (any factor at zero = zero motivation)
8. Variable-ratio reinforcement schedule = strongest
9. 360-degree feedback = developmental use (linking to pay causes distortion)
10. Structured interviews = higher reliability and validity than unstructured

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5. Key Concept Cards

HRM 5 Functions = Plan, Staff, Develop, Maintain, Separate ★★★★★ : Staffing/recruiting is only one function among five. Memory cue: Plan-Staff-Develop-Maintain-Separate

Motivation Theories = Content / Process / Reinforcement ★★★★★ : Content (Maslow, Herzberg) · Process (Vroom, Adams) · Reinforcement (Skinner). Memory cue: CPR for motivation

Kirkpatrick = Reaction → Learning → Behavior → Results ★★★★★ : Four levels measured in sequence. Memory cue: R-L-B-R

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6. Practice Quiz (Comprehensive)

Q. When internal pay equity and external market competitiveness conflict, how should an organization respond?

Internal equity: fairness of pay across jobs within the same organization. External equity: alignment of pay with the external labor market. The conflict: when demand surges for certain skills (e.g., software engineers), market rates spike and internal equity breaks down. Response options: (1) pay a market premium for those roles (prioritize external equity) while managing internal dissatisfaction through transparent communication; (2) create separate pay structures by job family (e.g., a “tech track” with different ranges). Full resolution is rarely possible — transparent communication and a consistent pay philosophy are essential.

Q. What roles must HR take on to be recognized as a strategic business partner?

Understand the business: participate in business unit strategy meetings. Use data: quantify turnover rates, time-to-fill, training ROI. Solve business problems, not just HR problems. Provide leading indicators that predict performance. Lead change management initiatives. Ulrich’s HR model: Strategic Partner + Change Agent roles are the hallmarks of strategic HR. HR must demonstrate measurable impact on business outcomes to earn a seat at the table.