Exam 2: MGT 3513: Introduction to Human Resource Management (Dr. Kincy Madison) Spring 2018: Mississippi State University
Developing performance appraisal items
1. Job analysis 2. Job description 3. Performance appraisal items
2 types of absolute judgement
1. Narrative essays 2. Rating scales
Content of the Interview
1. Seek additional job related information and examples of past job related behavior 2. Provide information about (the company, job, and expectations)
Halo bias
1st good impression covers the whole interview
Employee referral
asking employees to refer someone to fill the vacancy (Benefits: motivation, referring good employee makes you look good) (Negatives: bias and preference can create a lack of diversity and lead to lawsuits)
Dimension
aspect of the job that will be evaluated by the performance appraisal (performance appraisal item)
True
at the interview stage candidates are assumed to be qualified
Pre employment screening
background investigations are used to determine the accuracy of information and obtain information from different sources depending upon the position
Rating scales
can access behaviors and traits and use anchors to define the scale, but are limited to general information
Forced distribution
classify employees into groups (ex. Top, middle, lowest)
Relative judgement
compare an employee's performance to the performance of other employees doing the same job
Labor shortage
demand > supply
True
depending on the situation we can use slides and videotapes (cheap and consistent information) simulations and virtual reality (interactions) or classroom and role-plays (interactions)
Medical exam
determine if whether an applicant is capable of performing the work and the American's with Disabilities act does not prohibit theses exams but determines when it can occur
Paired comparison
each employee is compared with another employee
Main legal concern with training
employees must have an equal opportunity to training and development programs
Internal labor market
existing employs (inside the organization)
Learning
learning the content of training
Absolute judgement
make judgment about an employee's performance based solely on performance standards
Review of Resumes
many companies now use software to scan resumes for key words
Horn bias
one negative impression taints the whole interview
External labor market
outside the organization
True
performance appraisals that assess Behaviors are the most legally defensible
Traits
personal characteristics (tend to be subjective)
Selection
process of choosing the individual BEST suited for a particular position and organization from a group of applicants (Goal is to match people with jobs and organization because selecting the wrong person can be costly)
Preliminary screening
process of eliminating CLEARLY unqualified job applicants early in the selection process ( 3 to 5 second comparison of resume to job description)
Return on results
the company's return on training investment
Employment at will
the employer can terminate you at any time for any non discriminatory reason and you can quit at any time for any reason
Negligent hiring
the liability that a company incurs when it fails to conduct a reasonable investigation into the applicants background (Whether the risk of harm was reasonably foreseeable by the employer)
True
the main difference between training and development is that training focuses on the CURRENT while development focuses on the FUTURE
True
the medical exam can ONLY be done after an offer to hire has been made
True
the more steps in the selection process the better employee you will get
Labor supply
the number of available workers who possess the required skills that an employer might need
Labor demand
the number of workers an organization needs
HR planning
the process an organization uses to ensure that it has the RIGHT AMOUNT and RIGHT KIND of people to deliver a particular level of out put
Recruitment
the process of generating a pool of qualified candidate for a job
Selection
the process of making the hiring decision
Socialization
the process of orientating new employees
True
the two main purposes of performance appraisals are Administration and Development
True
the ultimate objective of trainings is *transfer of Training*
True
throughout the selection process we are rejecting people
On the job training
training in the actual work setting with the benefits of relevant experience and cheaper, but the drawbacks can include costumer frustration
Flypaper approach
try to attract as many applicants as possible and emphasize the good points of the job leading to Unrealistic Expectations Of The Job and Higher Turnover
True
two types of interviewer bias are horn and halo
Selection tests
used to predict future job performance
Don'ts of interviewing
• Children • Age • Disabilities • Physical characteristics • Material status • Citizenship • Arrest records (ask about convictions) • Smoking • Diseases • Religion
Types of Selection test
• Cognitive aptitude (IQ) • Psychomotor abilities (strength and coordination) • Job knowledge • Work sample • Personality • Genetic testing • Hand writing analysis • Polygraph testing
Evaluating Recruitment Effectiveness
• Determine what source to use • Yield rations (input/output) • Cost per hire • Applicant quality (by source)
Sources of appraisal
• Direct supervisor review • Self review • Peer review • Subordinate review • 360 degree feedback
Approaches to recruitment
• Flypaper approach • Realistic Job preview (RJP approach)
HR planning
• Forecast the labor demand • Estimate the labor supply
Hiring process
• HR Planning • Recruitment • Selection • Socialization
External recruitment sources
• High schools and vocational schools • Community colleges • Colleges and universities • Competitors in the labor market • Former employees • Unemployed workers • Military personnel • Self employed workers
Internal recruitment methods
• Human resource database (proactive) • Job posting/ bidding (they have to apply)
Potential interviewing problems
• Inappropriate questions • Permitting non-job-related information • Interviewer bias • Interviewer domination • Lack of training • Nonverbal communication
External recruitment methods
• Media advertising • Employment agencies • Recruiters • Job fairs • Internships • Executive search firms • Professional associations • Unsolicited applicants • Open houses • Event recruiting • Sign-on bonuses • Competitive games
Concluding the interview
• Obtained necessary information • Tell applicant the will be notified • Determine most suitable candidate
Method of Interviewing
• One on one interview • Group interview (several applicants) • Board interview (several interviewers) • Multiple interviews • Video interview • Stress interview
3 levels of needs assessment
• Organizational analysis • Task Analysis • Personal analysis
Factors affecting the selection process
• Other HR functions • Legal considerations • Decision making speed • Organizational hierarchy • Applicant pool • Organizational fit
Objectives of needs assessment
• Performance • Quality • Conditions (ex. Conduct CPR on a dummy, making no mistakes, without assistance from instructor)
Evaluating selection effectiveness
• Quality of hire • Time required to hire • New hire retention • Hiring manager overall satisfaction • Turnover rate
4 levels of training evaluation
• Reactions • Learning • Behavior *transfer of training* • Return/results
Selection process
• Recruiting candidates • Preliminary screening • Review of applications and resumes • Selection tests • Employment interviews • Pre Employment screening • Selection decision • Physical exam • New employee
2 measurement tools
• Relative judgement • Absolute judgment
Types of training
• Skills • Retraining • Cross functional • Diversity • Crisis • Ethics • Socialization (organizational) • *Sexual harassment*- most common
3 types of relative judgement
• Straight ranking • Paired comparison • Forced distribution
Challenges of training
• Training is NOT always an appropriate solution • Goals of training should be clear and realistic • Training can be expensive, but may be a worthwhile investment
KSA
Knowledge, skills, abilities (part of a task analysis and obtained from the job description)
Selection decision
(most critical step) choosing the person who most closely conforms to requirements of open position and organization
Needs Assessment
(phase 1) the purpose is to determine if training is needed
Development and conduct
(phase 2) the location options of this include on the job training and off the job training
Evaluation
(phase 3) reevaluating the training process to insure that training is effective and worth the investment
Behaviors
* actual behavior
Transfer of training
* use their new skills and knowledge on the job
True
Employee referral is the MOST effective tool for getting quality long term employees
What are the two schools of thought about reference checks concerning a companies previous employees?
Two schools of thoughts: • Can't tell them anything cause could get sued • Can tell everything, honest
Outcome
actual results (can be affected by things other than the employee)
True
all medical exams must be directly relevant to the job requirements and a firm cannot order a medical exam until the applicant is offered employment
Behavioral interviews
ask candidate to tell you about a time they had a particular issue and how they responded
Promotion from within
filling job vacancies with current employees (Benefits: already trained, empowerment, raises, motivation, low cost ) (Negatives: lack of diversity, new vacancy, can't be used for entry level positions)
Off the job training
formal courses and simulations
Situational interviews
gives candidate a situation and ask how they will respond to predict future actions
Employment interview
goal oriented conversation where the interviewer and applicant exchange information (PRIMARY method to evaluate applicants)
Control group
group of workers who did not go through training
Performance appraisal
includes the identification, measurement, and management of human performance in an organization
Review of Applications
including essential information in a standardized format to reflect the company's needs and EEO requirements and should include: • Certification that information is accurate • State position is EMPLOYMENT AT WILL • Gives permission for background check
Reference checks
information from individuals who know the applicants and provides insight and verification with the possible flaw that it is ONE SIDED
Training
providing employs with specific skills for their current job or helping them overcome deficiencies in their performance
Development
providing employs with the abilities the organization will need in the future
Unstructured interview
questions are asked opened and followed up (can't be used to compare employees and can open the door for discrimination)
Straight ranking
rank order from best to worst
Narrative essays
raters give information in a narrative form (cons limited by time and writing skills)
Reactions
reaction to training
Selection tests
reliable and accurate means of selecting qualified employees at a minimal cost and find information that may not appear in an interview (Potential Problems: • Can do vs. Will do • Test anxiety • Discrimination lawsuits)
Structured interview
same job related questions are asked to every candidate (can be compared)
Realistic Job Preview
show the good AND bad points of the job leading to More Realistic Expectations of Job and Lower Turnover
True
situational and behavioral interviews are better predictions of job performance
Labor surplus
supply > demand
True
test need to be job related and valid predictors because a personality test caused a company to be sued for adverse impact upon individuals with disabilities