OB11 chapter 17 human resource policies and practices

Selection Devices cont’d Written Tests – Renewed employer interest in testing applicants for: – Tests must show a valid connection to job-related performance requirements... Selection

After studying this chapter,

you should be able to:

1 Describe jobs where interviews are effective selection

devices.

2 List the advantages of performance simulation tests

over written tests.

3 Define four general skill categories.

4 Identify four types of employee training.

5 Explain the purposes of performance evaluation.

After studying this chapter,

you should be able to:

6 Explain who, in addition to the boss, can do

Selection Devices

 Interviews

– Are the most frequently used selection tool.

– Carry a great deal of weight in the selection process.

– Can be biased toward those who “interview well.”

– Should be structured to ensure against distortion due

to interviewers’ biases.

– Are better for assessing applied mental skills,

conscientiousness, interpersonal skills, and

person-organization fit of the applicant.

Selection Devices (cont’d)

 Written Tests

– Renewed employer interest in testing applicants for:

– Tests must show a valid connection to job-related

performance requirements.

Selection Devices (cont’d)

 Performance-Simulation Tests

– Based on job-related performance requirements

– Yield validities (correlation with job performance) superior to written aptitude and personality tests

Work Sample Tests

Creating a miniature replica of a job to evaluate the performance abilities of job candidates

Assessment Centers

A set of performance-simulation tests designed

Training and Development Programs

Types of Training

Types of Training

Skills

What About Ethics Training?

What About Ethics Training?

 Argument against ethics

training

– Personal values and

value systems are fixed

– Training helps employees recognize ethical

dilemmas and become aware of ethical issues related to their actions.

– Training reaffirms the organization’s

expectation that members will act ethically.

Training Methods

Individual and Group Training Methods

Individual and Group Training Methods

On-the-Job Training

Individualizing Formal Training to Fit the

Employee’s Learning Style

Individualizing Formal Training to Fit the

Employee’s Learning Style

Career Development Responsibilities

– Manage your reputation.

– Build and maintain network contacts.

– Keep your options open.

Performance Evaluation

 Purposes of Performance Evaluation

– Making general human resource decisions.

– Identifying training and development needs.

– Validating selection and development programs.

and anticipated performance results of participation in training.

– Providing feedback to employees.

– Supplying the basis for rewards allocation decisions.

Performance Evaluation (cont’d)

 Performance Evaluation and Motivation

– If employees are to be motivated to perform, then:

Performance Evaluation (cont’d)

Performance Evaluation (cont’d)

 Who Should Do the Evaluating?

Immediate Supervisor

Peers

Self-Evaluation

Immediate Subordinates

360-Degree Evaluations

360-Degree Evaluations

The primary objective of the

360-degree performance evaluation is

to pool feedback from all of the

employee’s customers.

Methods of Performance Evaluation

Written Essay

A narrative describing an employee’s strengths,

weaknesses, past performances, potential, and

suggestions for improvement

Critical Incidents

Evaluating the behaviors that are key in making the difference between executing a job effectively and

executing it ineffectively

Methods of Performance Evaluation (cont’d)

Keeps up with current policies and regulations.

Completely Unaware

Fully InformedX

Graphic Rating Scales

An evaluation method in which the evaluator rates

performance factors on an incremental scale

Methods of Performance Evaluation (cont’d)

Oversleeps for class.

Get to class on time, but nods off immediately.

Stays awake in class but is inattentive.

Alert and takes occasional notes.

Pays close attention and regularly takes notes.

Passes next examination and graduates on time.

Behaviorally Anchored

Rating Scales (BARS)

Scales that combine major

elements from the critical

incident and graphic rating

scale approaches: The

appraiser rates the employees

based on items along a

continuum, but the points are

examples of actual behavior on

a given job rather than general

descriptions or traits.

Methods of Performance Evaluation (cont’d)

 Forced Comparisons

– Evaluating one individual’s performance relative

to the performance of another individual or

others

Group Order Ranking

An evaluation method that places employees into a

particular classification, such as quartiles

Individual Ranking

An evaluation method that rank-orders employees

from best to worse

Methods of Performance Evaluation (cont’d)

 Forced Comparisons (cont’d)

Paired Comparison

An evaluation method that compares each employee with every other employee and assigns a summary ranking based on the number of superior scores that the employee achieves

Suggestions for Improving Performance Evaluations

Emphasize behaviors rather than traits.

Emphasize behaviors rather than traits.

Document performance behaviors in a journal.

Document performance behaviors in a journal.

Use multiple evaluators to overcome rater biases.

Use multiple evaluators to overcome rater biases.

Evaluate selectively based on evaluator competence.

Evaluate selectively based on evaluator competence.

Train evaluators to improve rater accuracy.

Train evaluators to improve rater accuracy.

Provide employees with due process.

Provide employees with due process.

Providing Performance Feedback

 Why Managers Are Reluctance to Give Feedback

– Uncomfortable discussing performance weaknesses

directly with employees.

– Employees tend to become defensive when their

weaknesses are discussed.

– Employees tend to have an inflated assessment of their own performance.

 Solutions to Improving Feedback

– Train managers in giving effective feedback.

– Use performance review as counseling activity than as

a judgment process.

Providing Performance Feedback (cont’d)

 Why Feedback Is Important?

– Provides employees with information about their

current performance

– Affects employee motivation to continue performing.

 What About Team Performance Evaluations?

1 Tie the team’s results to the organization’s goals.

2 Begin with the team’s customers and the work process the team follows to satisfy customer needs.

3 Measure both team and individual performance.

4 Train the team to create its own measures.

International HR Practices: Selected Issues

 Selection

– Few common procedures, differ by nation.

 Performance Evaluation

– Not emphasized or considered appropriate in many

cultures due to differences in:

Managing Diversity in Organizations

Life

Integration or Segmentation

Work - Life Conflicts

Work - Life Conflicts

Closing plants/offices for special occasions

Information-based Intranet work/life Web site

strategies Relocation assistance

Eldercare resources

Money-based Vouchers for child care

strategies Flexible benefits

Adoption assistance Discounts for child care tuition Leave with pay

Work/Life Initiatives

Strategy Program or Policy

Direct services On-site child care

Emergency back-up care On-site health/beauty services Concierge services

Take-out dinners

Culture-change Training for managers to help employees

strategies deal with work/life conflicts

Tie manager pay to employee satisfaction Focus on employees’ actual performance, not “face time”

Managing Diversity in Organizations (cont’)

 Diversity Training

– Participants learn to value individual differences,

increase cross-cultural understanding, and confront

stereotypes.

– A typical diversity training program:

and sharing experiences.