HRIR

Chapter 5

Chapter 5

Steps in HR Planning

1) forecasting
2) goal setting & strategic planning (surpluses/shortages)
3) implementing the strategies & evaluating the outcomes

Reducing Labor Surplus Methods

Downsizing
Pay Reductions
Demotions
Transfers
Worksharing
Hiring Freeze
Natural Attrition
Early Retirement
Retraining

Avoiding a Labor Surplus

Overtime
Temp. Employees
Outsourcing
Retrainined Transfers
Turnover Reduction
New External Hires
Technological Innovations

Recruiting

any activity carried on by the organization with the primary purpose of identifying and attracting potential employees

Personnel Policies

-Internal vs external recruiting
-Lead-the- Market Pay Strategies
- Employment-at-Will policies
- Image advertising

Recruitment Sources

Internal sources - faster, cheaper,
more certainty
External sources - new ideas & approaches
Direct applicants & referrals - self selection, low cost
Newspaper advertising -large volume, low quality recruits
Electronic recruiting - Internet / social netwo

Evaluating a Recruitment Source

Yield Ratio
Cost per Hire

Yield Ratio

a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next

Cost per hire (CPH)

Cost of recruitment/spots filled

Recruiter Traits and Behaviors

-Characteristics of Recruiter
-Behavior of Recruiter
-Enhancing Recruiter's Impact

What are positive recruiter characteristics?

Informative, knowlegable, warm.

What are positive behaviors of recruiters?

Giving realistic job previews that show both the positives and negatives of a position

How to improve recruiter impact?

Provide Timely Feedback
Avoid Offensive Behavior
Recruit in Teams

Chapter 6

Chapter 6

Selection Process

Screening Applicants and Resumes
Testing and Reviewing Work Samples
Interviewing Candidates
Checking References and Background
Selecting

Effeciveness of Selection Method Measures

Reliability
Validity
Ability to Generalize
Practical Value

Reliability

the extent to which a test yields consistent results, as assessed by the consistency of scores on two halves of the test, on alternate forms of the test, or on retesting

Validity

the extent to which a test measures or predicts what it is supposed to

Predictive Validation

research that uses the test scores of all applicants and looks for a relationship between the scores and future performance of the applicants who were hired

Concurrent Validation

research that consists of administering a test to people who currently hold a job, then comparing their scores to existing measures of job performance

Ability to Generalize

valid in other contexts beyond the context in which the selection method was developed

Practical Value

Actually Beneficial to the Organization

Legal Standards for Selection

Civil Rights Act of 1964 and 1991
Age Discrimination in Employment Act of 1967
Americans with Disabilities Act of 1991

Application Forms

Low-cost way to gather basic data from many applicants.

Resumes

Biased in favor of applicant, provides insight to how applicant communicates

References

Biased, may be afraid to tell truth

Background Checks

procedures used to verify the truthfulness and accuracy of information that applicants provide about themselves and to uncover negative, job-related background information not provided by applicants

Employment Test Categories

Aptitude Tests
Achievement Tests

Physical Capability Test

Physical ability, muscular tension, power, endurance

Cognitive Ability

the capacity to reason, remember, understand, solve problems, and make decisions

Job Performance or Work Samples

How would they complete the job in a certian situation

Personality Inventories

Extravert vs introvert, adjustment, agreeableness, concientiousness, inquisitiveness

Honesty and Drug Tests

Must be performed on ALL applicants being considered.

Types of Interviews

non directive, structured, situational, and behavior description

nondirective interview

a selection interview in which the interviewer has great discretion in choosing questions to ask each candidate

structured interview

a research procedure in which all participants are asked to answer the same questions

situational interview

the interviewer focuses on hypothetical situations

Behavior Discription Interview

How a situation was handled in the past, questions about actual experiences.

How to properly prep interviews

Standardized
Objective Questions
Comfortable for participants

Selecion Decisions

Multiple Hurdle Model
Compensatory Model

Chapter 7

Chapter 7

Training

Efforts to help employees aqurie knowledge, skills and behaviors.

Training Steps

Needs Assesment
Readiness for Training
Planning the Program
Implementing Training Methods
Measuring Results

Needs Assesment

Organization
Person
Task
Characteristics

Readiness for training

Employee Readiness (cognitive)
Work Environment

Planning the Training Program

Objectives of Program
In House or Contracted
Training method (Presentaion, hands on, group building)

Training Methods

Computer Based Learning
On the Job training
Simulations
Business Games/ Simulator
Behavior Modeling
Experiential Programs
Team Training
Action Learning

Measuring Results

Trainee Satisfaction
ROI
Performance Improvement
Transfer of Training
New Skills, Knowledge

Chapter 10

Chapter 10

Performance Management Steps

define performance
Develop Goals
Provide Support
Evaluate Performance
Identify Improvements Needed
Provide Consequences for performance results

Strategic

Help org meet business objectives

Administrative

how to use for HR purposes

Developmental

Developing employees knowledge and skills

Criteria for Effective Performance Management

fit with strategy, validity, reliability, acceptability, specific feedback

Methoeds for measuring performance

Comparitive
Attribute
Behavioral
Results
Quality

Comparitive

Ranking

Simple Ranking

Top to Bottom

forced-distribution rating system

Requires evaluators to place employees into performance categories based on a predetermined percentage of employees in different categories (low, moderate, high).

paired comparison method

method of performance measurement that compares each employee with each other employee to establish rankings

Rating Attributes

-graphic rating scale
-mixed standard scale

graphic rating scale

method of performance measurement that lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait

mixed-standard scale method

A trait approach to performance appraisal similar to other scale methods but based on comparison with (better than, equal to, or worse than) a standard

Rating Behaviors

A way to over come drawbacks of rating attributes. measurements that identify whether the employee behaved in desirable ways

Behaviorally Anchored Rating Scale (BARS)

method of performance measurement that rates behavior in terms of a scale showing specific statements of behavior that describe different levels of performance

Organizational Behavior Modification

a plan for managing the behavior of employees through a formal system of feedback and reinforcement

Results Rating

Management by Objective (MBO)

Quality Rating

Subjective feedback from mgrs, peers, and customers
Objective feedback based on work process

Errors in Performance Management

Higher to more similar people

Contrast errors

Compares an individual against other employees, not against an objective standard

Distribution error

Rating errors in which a rater will use only a certain part of a rating scale when evaluating employee performance.

leniency error

occurs when ratings of all employees fall at the high end of the scale

strictness error

Occurs when ratings of all employees fall at the low end of the scale.

central tendency

occurs when ratings of all employees falls in the middle

Biased favorability (Halo Error vs Horns Error)

rated highly because of one good quality = Halo
Rated poorly because of one negative quality = Horns