M&P Chapter 11

administrative developmental

2 forms of performance appraisal

job description job specification

2 types of job analysis

-attract an effective workforce -develop an effective workforce -maintain an effective workforce

3 broad steps in the human resource management process

structured unstructured semi-structured

3 types of interviews

-the boss -subordinates -peers and coworkers -the employees themselves

360 degree performance review comes from 4 sources:

needs assessment training program design training methods and location evaluate the training programs effectiveness

4 phases of the training program

orientation team training diversity training management training

4 types of training in organizations

-applicant banks -resumes -test -clerical test -wonderlic cognitive ability test -interviews -assessment centers

7 types of selection test

halo error

Allowing the assessment of the employee on one dimension to spread to that employee's ratings on other dimensions

Appraisal validates the selection process and the effects of training

Reasons for Performance Appraisal

human resource management

The set of organizational activities directed at attracting, developing, and maintaining an effective work force

recency error

The tendency of the evaluator to base judgments on the subordinate's most recent performance because it is the most easily recalled

validity

asses the accuracy of the selection test

-work activities -tools and equipment used to do the job -context in which the job is performed -the personnel requirements for performing the jon

components of a job analysis

reliability

consistency of test scores over item and across alternative measurements

job specification

describes the skills, knowledge, abilities, and other characteristics needed to do the job

-Give as much private as possible for mass layoffs -Sit down one on one with the individual in a office Complete a termination session within 15 minutes -Be sure the employee hears about his or her termination from a manager, not a colleague

do's during termination interview

-Leave room for confusion when firing -Allow time for debate during a termination session -Make personal comments when firing someone -Rush a fired employee offsite unless security is an issue

dont's of a termination interview

recency error errors of leniency and strictness halo error

errors in performance appraisal

unstructured interviews

nondirective selection technique where the interviewer ask different interviewees different questions

voluntary separation

occur when employees decide to quite or retire

involuntary separation

occurs when employers decide to terminate or lay off employees

diversity training

programs that focus on identifying and reducing hidden biases against people with differences and developing the skills needed to manage a diversified workplace

compensation

the financial and non-financial rewards that organizations give employees in exchange for their work

dysfunctional turnover

the loss of high performers who choose to leave

selection

the process of gathering information about job applicants to decided who should be offered to the job. its a set of methods used to make decisions about whom to hire

needs assessment

the process of identifying and prioritizing the leading needs of the employees

training program design

training objectives and content are establised from the needs assessment

BFOQ bona fide occupational qualtification

"reasonably necessary to the normal operation of that particular business"

errors in leniency and strictness

Being too lenient, too strict, or tending to rate all employees as "average."

reactions learning behavior results

Training can be evaluated in four ways:

administrative appraisal

aid in making decisions about pay raises, promotions, and training and terminations; helps employees understand and accept these decisions

orientation

familiarizes the new employees with their job, work units, and the organization in general

management training

focuses in improving managers people skills

functional turnover

gives the organization a chance to replace poor performers with better workers

behavior

how much employees actually changed their on-the-job behavior because of training

learning

how much employees improved their knowlwdge or skills

results

how much training improved job performance, such as increased sales or quality, or decreased cost

reactions

how satisfied trainees were with the program

semi-structured interview

hybrid of the structured and unstructured interviews

HR management

involves getting the right number of qualified people into the right job at the right time

developmental appraisal

provides feedback to employees to improve their performance, identify needed training and plan future careers

reliability and validity

regardless of which test is used to select employees, two issues must be addresses:

structured interviews

selection technique that involves asking all applicants the same question and comparing their responses to a standardized set of responses

team training

teaches the employees the skills they need to work together and help them interact

job description

tells you about the job itself