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