HR Test 2

social security

(officially the Old Age Survivors and Disability Insurance Program), another mandated program, was originally designed to provide limited income to retired individuals to supplement their personal savings, private pensions, part-time work, and so forth.

work simulations

(or work samples) involve asking the prospective employee to perform tasks or job-related activities that simulate or represent the actual work for which the person is being considered.

Basic selection criteria

- education and experience - personal characteristics (big 5 personality traits- these are more behavioral traits. Neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness) -Hiring for fit- specific job fit is likely to be based on KSA's (knowledge, skill, abilities) while hiring for organizational fit is based on values and personality

they key to successful termination

-documentation -If an employer does not follow the proper steps and document each one, the employee could get their job back.

verbal warnings

-the first step in most progressive disciplinary programs -are cautions conveyed orally to the employee.

Steps in selection

1) Gathering info about members of the pool (Knowledge, Skills, and Abilities) 2) Evaluating the qualifications of each applicant among the recruiting pool. 3) Making the actual decision about which candidate(s) will be offered employment

internal vs external recruiting

1) Internal- Looking inside the organization for existing qualified employees who might be promoted. 2) External- Looking to sources outside the organization. *Internships are a combination of external and internal recruiting.

3 specific related goals that are important to the recruiting process

1) The organization wants to optimize the size of the pool of qualified applicants (have enough choices but not so many that processing would become overwhelming) 2) The recruiting process should generate a pool of applicants that is both qualified and interested in working for the organization 3) The process should give prospective applicants an honest and candid assessment of the kinds of jobs and opportunities that the organization can potentially make available to them

Three types of justice

1)Distributive Justice 2)Procedural Justice 3) Interactional Justice

First-impression error

occurs when an interviewer makes a decision too early in the interview process. This error may significantly affect a decision even when subsequent information indicates the first impression may have been wrong.

pay compression

occurs when individuals with substantially different levels of experience, performance abilities, or both are paid wages or salaries that are relatively equal.

halo error

occurs when one positive performance characteristic causes the manager to rate all other aspects of performance positively.

contrast error

occurs when the interviewer is unduly influenced by other people who have been interviewed. For example, suppose an interviewer meets with one candidate who is extremely good or extremely bad. The next person interviewed may suffer or benefit by the contrast with this person.

similarity error

occurs when the interviewer is unduly influenced by the fact that the interviewee is similar to the interviewer in one or more important ways. As a result of the perception of similarity, the interviewer may be more favorably disposed toward the candidate than the candidate's credentials warrant.

horns error

occurs when the manager downgrades other aspects of an employee's performance because of a single performance dimension.

distributional error

occurs when the rater tends to use only one part of the rating scale

contrast error

occurs when we compare people against one another instead of against an objective standard.

360-degree appraisal

performance information is gathered from people on all sides of the manager: above, beside, below, and so forth.

individual assessment phase

phase of career planning requires that individuals analyze carefully what they perceive to be their own abilities, competencies, skills, and goals.

Diversity management

places a much heavier emphasis on recognizing and appreciating differences among people at work and attempting to provide accommodations for those differences to the extent that is feasible and possible.

Ethics

refers to an individual's beliefs about what is right and wrong and what is good and bad. Ethics are formed by the societal context in which people and organizations function.

Overtime

refers to hours worked above the normal 40-hour workweek, for which there is usually a pay premium.

Part time workers

refers to individuals who are regularly expected to work less than 40 hours a week. They typically do not receive benefits and afford the organization a great deal of flexibility in staffing.

Distributive Justice

refers to perceptions that the outcomes a person faces are fair when compared to the outcomes faced by others.

Procedural Justice

refers to perceptions that the process used to determine the outcomes were fair.

contextual performance

refers to tasks an employee does on the job that are not required as part of the job but that still benefit the organization in some way.

development

refers to teaching managers and professionals the skills needed for both present and future jobs.

ethnicity

refers to the ethnic composition of a group or organization.

pay secrecy

refers to the extent to which the compensation of any individual in an organization is secret or the extent to which information on compensation is formally made available to other individuals.

Job embeddedness

refers to the fact that some people stay in their jobs, even when they decide they are unhappy and should leave. Other ties in the community or obligations keep the employee in the job.

education

refers to the formal classroom training an individual has received in public or private schools and in a college, university, or technical school.

organizational learning

refers to the process by which an organization "learns" from past mistakes and adapts to its environment.

Interactional Justice

refers to the quality of the interpersonal treatment people receive when a decision is implemented.

discipline

refers to the system of rules and procedures for how and when punishment is administered and how severe the punishment should be.

critical incident scale

relies on instances of especially good or poor performance on the part of the employee.

weighted application blank

relies on numerical indexes to determine the relative importance of various personal factors for predicting a person's ability to perform a job effectively.

The workers adjustment and retraining notification (WARN) Act

requires at least 60 days' notice for a facility closure or a mass layoff.

skill based pay

rewards employees for acquiring new skills.

punishment

simply refers to following unacceptable behavior with some type of negative consequences.

employment at will

states that an employer can terminate any employee, at any time, for any reason (good or bad), or for no reason at all.

Fair Labor Standards Act (FLSA)

stipulates that hourly workers must be compensated at a rate of 1.5 times their normal hourly rate for work in excess of 40 hours per week.

Types of interviews

structured, semi-structured, unstructured, and situational

goal-based or management-by-objectives (MBO)

system is based largely on the extent to which individuals meet their personal performance objectives.

pay inversion

the external market changes so rapidly that new employees are actually paid more than experienced employees.

structured employee interview

the interviewer either prepares or receives from others a list of standard questions to be asked during the interview. All interviewers ask the same questions of each candidate to achieve consistency across interviews.

unstructured interviews

the interviewer has a general idea of what she wants to ask them, but it's more spontaneous. Interviewers prefer these because they can get richer information about the applicant

word of mouth recruiting

the organization simply informs current employees that positions are available and encourages them to refer friends, family members, or neighbors for those jobs.

recruiting

the process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire for employment. *2 way street*

recommendation letters

there is growing concern about their legal liability

paired comparison method

this method of performance appraisal, each individual employee is compared with every other individual employee, two at a time.

maintenance

this stage involves optimizing talents or capabilities.

establishment

this stage of the traditional career model involves creating a meaningful and relevant role in the organization.

work-based programs

tie training and development activities directly to performance of the tasks.

point manual

used to implement the point system of job evaluation, carefully and specifically defines the degrees of points from first to fifth.

written warnings

—the second step in most progressive disciplinary programs -are more formal warnings. They are given to the employee in writing and become part of the employee's permanent record.

progressive disciplinary plans

are organizational disciplinary programs where the severity of the punishment increases over time or across the problem.

private pension plans

are prearranged plans administered by the organization that provides income to employees at their retirement.

Realistic job previews (RJP's)

are preemployment previews that provide accurate and realistic information to the job applicant. They can also be used with new employees as a means of socializing them in their new job roles, and they are effective in reducing turnover.

Defined contribution plans

are private pension plans in which the size of the benefit depends on how much money is contributed to the plan

Defined benefit plans

are private pension plans in which the size of the benefit is precisely known and is usually based on a simple formula using input such as years of service.

stock options

are rights given to employees to purchase a certain number of shares of stock at a given price.

wellness programs

are special benefits programs that concentrate on keeping employees from becoming sick rather than simply paying expenses when they do become sick.

in basket exercises

are special forms of work simulations for prospective managers. They consist of collections of hypothetical memos, letters, and notes that require responses.

pay surveys

are surveys of compensation paid to employees by other employers in a particular geographic area, industry, or occupational group.

situational interview

ask the applicant about specific situations to see how they would deal with it. Research indicates that situational interviews are better predictors of future job performance. These are more of a job-fit approach rather than a KSA approach

employment application

asks individuals for various bits of information pertaining to their personal background.

integrity tests

attempt to assess an applicant's moral character and honesty.

wages

generally refer to hourly compensation paid to operating employees; the basis for wages is time.

benefits

generally refer to various rewards, incentives, and other things of value that an organization provides to its employees beyond their wages, salaries, and other forms of direct financial compensation.

internal equity

in compensation refers to comparisons made by employees to other employees within the same organization.

external equity

in compensation refers to comparisons made by employees to others employed by different organizations performing similar jobs.

organizational citizenship behaviors (OCB's)

include employee behaviors that are beneficial to the organization but are not formally required as part of an employee's job.

Structured interview

interviewer works from a list of standard questions that are presented to every candidate

Apprenticeships

involve a combination of on-the-job training and classroom instruction.

Semi-structured employee interview

involves advance preparation of major or key questions that all applicants will be asked. However, the interviewer is also given the prerogative to ask additional follow-up questions to probe the interviewee's specific answers.

Employee Leasing

involves an organization paying a fee to a leasing company that provides a pool of employees who are available on a temporary basis. This pool of employees usually constitutes a group or crew intended to handle all or most of the organization's work needs in a particular area.

pay for knowledge

involves compensating employees for learning specific information.

forced distribution method

involves grouping employees into predefined frequencies of performance ratings.

on the job training

involves having employees learn the job while they are actually performing it.

simple ranking method

involves having the manager rank-order each member of a particular work group or department from top to bottom or from best to worst.

career counseling

involves interaction between an individual employee or manager in the organization and either a line manager or an HR manager.

unstructured employment interview

involves relatively little advance preparation. The interviewer may have a general idea about what she or he wants to learn about the job applicant but has few or no advance questions that are formally constructed.

projective technique

involves showing an individual an ambiguous stimulus, such as an inkblot or a fuzzy picture, and then asking what he or she "sees."

employment test

is a device for measuring the characteristics of an individual such as personality, intelligence, and aptitude.

Job posting

is a mechanism for internal recruiting in which vacancies in the organization are publicized through various media such as company newsletters, bulletin boards, internal memos, and the firm's intranet.

job evaluation

is a method for determining the relative value or worth of a job to the organization so that individuals who perform that job can be compensated adequately and appropriately.

self-report inventory

is a paper-and-pencil measure in which an applicant responds to a series of statements that might or might not apply to him or her.

training

is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors.

maturity curve

is a schedule specifying the amount of annual increase a person will receive.

Nonrelevancy

is a type of error that occurs when an interviewer is influenced by information that is not relevant to an individual's ability to perform the job.

situational interview

is a type of interview, growing in popularity, in which the interviewer asks the applicant questions about a specific situation to see how the applicant reacts.

behaviorally anchored rating scale (BARS)

is an appraisal system that represents a combination of the graphic rating scale and the critical incident method.

utility analysis

is an attempt to determine the extent to which a selection system provides real benefit to the organization.

realistic job preview (RJP)

is an effective technique for ensuring that job seekers understand the actual nature of the jobs available to them.

headhunter

is an individual working for an executive search firm who seeks out qualified individuals for higher-level positions.

selection

is concerned with identifying the best candidate or candidates for a job from among the pool of qualified applicants developed during the recruiting process.

Behavioral Observation Scale (BOS)

is developed from critical incidents like a BARS but uses substantially more critical incidents to define specifically all the measures necessary for effective performance.

salary

is income paid to an individual on the basis of performance, not on the basis of time.

multicultural organization

is one that has achieved high levels of diversity, can capitalize fully on the advantages of the diversity, and has few diversity-related problems.

diversity training

is specifically designed to enable members of an organization to function better in a diverse workplace.

Involuntary turnover

is terminating employees whose services are no longer desired.

organizational memory

is the collective, institutional record of past events.

reliability

is the consistency of a particular selection device—that is, it measures whatever it is supposed to measure without random error; this is not the same as accuracy.

organizational commitment

is the degree to which an employee identifies with an organization and is willing to exert effort on behalf of the organization.

criterion-related validity

is the extent to which a selection technique accurately predicts elements of performance. It is most typically demonstrated by establishing a correlation between a test or measured performance in a simulated work environment and measures of actual on-the-job performance.

job dissatisfaction

is the feeling of being unhappy with one's job. It is a major cause of voluntary turnover.

exploration

is the first traditional career stage and involves identifying interests and opportunities.

Performance management

is the general set of activities carried out by the organization to change (improve) employee performance.

wage and salary administration

is the ongoing process of managing a wage and salary structure.

Organizational learning

is the process by which an organization "learns" from past mistakes and adapts to its environment.

internal recruiting

is the process of looking inside the organization for existing qualified employees who might be promoted to higher-level positions.

external recruiting

is the process of looking to sources outside the organization for prospective employees.

Rightsizing

is the process of monitoring and adjusting the composition of the organization's workforce to its optimal size.

career

is the set of experiences and activities that people engage in related to their job and livelihood over the course of their working life.

compensation

is the set of rewards that organizations provide to individuals in return for their willingness to perform various jobs and tasks within the organization.

performance appraisal

is the specific and formal evaluation of an employee to determine the degree to which the employee is performing his or her job effectively.

Discuss the key Human Resources issues during mergers and acquisitions

it is important that managers understand the role and importance of human resources (HR) during and after a merger or an acquisition. A failure to do so will greatly increase the chances that the merger or acquisition will fail to meet its intended goals or, worse, result in outright failure.

managing the size of a workforce

layoffs or early retirement programs to reduce the size of workforce. Retention programs to maintain the size. Temporary workers work as a bridge between the current state of affairs and either growth or reduction (inbetween)

Semi-structured interview

major or key questions are decided in advance and provided for each interviewer, but the interviewer is also allowed to ask follow up questions

first impression error

make decisions early in the interview process

validity

means that scores on a test are related to performance on a job. This must be determined empirically, and it is critical to defending against charges of discrimination in hiring.

Equal employment opportunity

means treating people fairly and equitably and taking actions that do not discriminate against people in protected classes on the basis of some illegal criterion.

cognitive ability tasks

measure mental skills

Psychomotor ability tests

measure physical abilities such as strength, eye-hand coordination, and manual dexterity.

personality tests

measure traits, or tendencies to act, that are relatively unchanging in a person.

Describe the nature of careers in organizations.

A career is the set of experiences and activities that people engage in related to their job and livelihood over the course of their working life. Traditionally, individuals were seen as progressing through a series of career stages that include exploration, establishment, maintenance, and disengagement. A more recent perspective refocuses career stages on career age and acknowledges the likelihood of multiple careers, and this more recent perspective also recognizes that retirement is a part of the career progression.

Identify and describe mandated benefits.

Additional laws mandate that all employees must have certain benefits such as Social Security, unemployment insurance, and workers' compensation. In addition, many organizations offer optional protection plans such as health and dental insurance coverage and private pension plans. The recent passage of the Affordable Care Act has, in essence, made health insurance a mandated benefit as well. This is complicated by the fact that President Trump campaigned to repeal and replace the Affordable Care Act. But Congress has not been able to do this, and so the president has issued a number of Executive Orders that have eroded the protection of the ACA. Until all of this is sorted out, there is a great deal of uncertainty over exactly what kinds of insurance coverage a firm must provide for its employees, and costs are likely to rise as insurance companies deal with their own uncertainty.

Advantages/Disadvantage of external recruiting

Advantages: Brings new ideas, avoids the ripple effect Disadvantages: Methods include: word of mouth, advertisements, employment agencies, college placement offices, digital recruiting

Advantages/Disadvantages of Internal recruiting

Advantages: Increases motivation, sustaining knowledge and culture. Disadvantages: There is a ripple effect The most common method used for internal recruiting is job posting. Another method is supervisory recommendations

Identify and discuss basic career-development issues and challenges

After an individual completes the first few years of a job successfully, many of the early career problems may have been addressed. However, some problems still loom on the horizon for these individuals after they reach the midcareer stage. The most common midcareer problem faced by most individuals in corporations today is what is generally referred to as the midcareer plateau. In the latter stages of a person's career, it is perhaps even more important for the organization to provide career-management services. Many of these services try to solve the problems people face in the later stages of their careers. Many of these problems revolve around issues associated with retirement. Regardless of the career stage of each employee, many organizations that are sincerely interested in more effective career management for their employees deal with and address various issues and challenges. Career-counseling programs are important to an organization interested in career development for its employees. Such programs usually address a wide variety of career-related issues and are readily accessible to people in the organization. Dual-career and work-family issues are also an important part of today's career-management activities and concerns. The success of career management activities can only be judged according to their success at any one point in time. If an employee is satisfied with his or her career at one point, then career management must be judged successful up to that point.

Discuss how organizations develop a wage and salary structure.

After an overall strategy has been chosen, human resource (HR) managers must determine what any given job should be paid. The starting point in this effort is job evaluation, which is a method for determining the relative value or worth of a job to the organization so that individuals who perform that job can be compensated adequately and appropriately. Several job evaluation techniques and methods have been established, although alternative approaches to compensation such as pay for knowledge and skill-based pay are increasingly popular.

Describe the selection decision, including potential selection errors and reliability and validity.

After subjecting the pool of qualified applicants to the organization's selection process, it is then necessary to make a final selection decision. Most organizations choose to rely on several selection techniques and, in fact, may use all or most of the selection techniques discussed in this chapter. Managers also strive to avoid various selection errors. The organization needs to understand the legal context in which it can recruit and select new employees and evaluate its selection and placement activities periodically.

Discuss how organizations train and develop new employees to better enable them to perform effectively.

After the new employees are hired, it is common for organizations to submit them to training and development activities, deigned to improve their performance on the job. Training is more concerned with short-term and specific job skills, while development activities focus on less specific and long-term managerial skills. Organizational development is aimed at improving the functioning of the entire organization, so we can discuss organizational learning as a process where these developmental activities become part of the entire organization.

Realistic job previews

An effective technique for ensuring that job seekers understand the actual nature of the jobs available to them. In the past, recruiters made the job seem so great and then the reality is that it is not. This leads to high turnover and dissatisfaction. After the recruiting process has identified a pool of qualified applicants, the selection process begins. Selection is concerned with identifying the best candidate for a job among the pool.

suspension

As part of a progressive disciplinary program, a suspension is a temporary layoff, usually with pay, when there is an ongoing investigation.

termination

As part of a progressive disciplinary program, terminationis an act by the organization to end the employment relationship.

dealing with increased demand for employees

If demand is not expected to last and don't need permanent employees, here are the options: 1) over time 2) temporary employees 3) employee leasing 4) part time workers

Discuss the basic considerations in understanding benefit programs.

Benefits take up an ever-larger portion of employers' total compensation costs. Organizations sustain these costs because they believe that competitive benefits packages attract better applicants and help the company retain the employees they have already hired. Although benefits costs are high in the United States, levels of mandated benefits are much higher in Europe and elsewhere. The kinds of benefits that are attractive or appropriate to employees around the world differ considerably. Several laws provide guidelines for how benefits plans should be administered.

Describe the basic issues involved in developing a compensation strategy.

Compensation and benefit programs have several fundamental purposes and objectives. One fundamental purpose is to provide an adequate and appropriate reward system for employees so that they feel valued and worthwhile as organizational members and representatives. Firms, however, can adopt one of three basic strategies when it comes to compensation: pay above-market compensation rates, pay at-market compensation rates, or pay below-market compensation rates. Several different factors contribute to the compensation strategy that a firm develops. The critical source of information that many organizations use in developing compensation strategies is pay surveys.

Identify and describe the basic issues involved in wage and salary administration.

Continued administration of the wage and salary structure in an organization requires consideration of how to deal with such things as pay secrecy and general market conditions, including those resulting in pay compression.

Discuss the primary impact of diversity on organizations

Diversity affects organizations in many different ways. It also serves as a force for social change. Many organizations are realizing that diversity can be a major force for competitive advantage. Finally, diversity can also be a significant source of conflict. More recent views of this potential trade-off seem to suggest that further increases in diversity might lead to more positive outcomes and fewer problems with conflict.

Identify and discuss popular selection techniques that organizations use to hire new employees.

Organizations use various techniques for gathering information about job candidates. The most common are employment applications and background checks, employment tests, work simulations, and employment interviews. Each technique has its unique strengths and weaknesses but also can play an important role in selection.

Big Five Personality Traits

neuroticism, extraversion, openness to experience, agreeableness, and conscientiousness—tend to be more behavioral than cognitive or emotional and are likely to be more important for job performance than more traditional personality traits.

Discuss the nature of diversity and distinguish among diversity management, equal employment opportunity, and affirmative action.

Diversity exists in a group or organization when its members differ from one another along one or more important dimensions. Diversity is increasing in organizations today due to changing demographics, the desire by organizations to improve their workforces, legal pressures, and increased globalization. Diversity management and equal employment opportunity may appear to be the same, but they are actually quite different. Equal employment opportunity is intended to eliminate discrimination in the workplace; management diversity focuses on recognizing and accommodating differences among people. Affirmative action simply refers to positive steps an organization takes to attract qualified applicants from underrepresented groups. Its ultimate goal is to increase the diversity of the workforce.

Identify and describe the major dimensions of diversity in organizations.

Diversity involves several key dimensions. Four of the more common are age, gender, ethnicity, and disability. The overall age of the workforce is increasing. More women are also entering the workplace, although a glass ceiling still exists in many settings. In the United States, more Hispanics are entering the workplace as the percentage of whites in the general population gradually declines.

Discuss the role of ethics in human resource decision making

Ethics are formed by the social context in which people and organizations function. Managers from every part of the organization must take steps to ensure that their behavior is both ethical and legal. Some organizations develop codes of conduct or ethical statements in an attempt to communicate publicly their stance on ethics and ethical conduct.

elements of voluntary turnover

Even as organizations seek to eliminate some employees, they must also strive to retain valued employees. This process involves reducing voluntary turnover and requires an understanding of the causes of voluntary turnover. The major determinant of voluntary turnover is usually job dissatisfaction, or being unhappy in one's job. Several models of the voluntary turnover process exist, but these models usually focus on helping us understand how job dissatisfaction results in turnover. One model, however, focuses on job embeddedness and helps us understand why some dissatisfied employees choose to remain on their jobs. In addition to relating to turnover, job satisfaction can lead to other outcomes, and it is therefore a major concern for organizations that seek to monitor levels of employee satisfaction and dissatisfaction. For example, higher levels of employee satisfaction are related to higher levels of employee commitment and a greater frequency of behaviors known as organizational citizenship behaviors (OCBs). OCBs are behaviors that are not required of an employee but are important for the functioning of the organization.

Relate human resource management to social issues

Human resource management (HRM) is also becoming increasingly linked to social issues. Key examples include prison labor, a living wage, immigration, and social responsibility and social entrepreneurship

non-relevance

Interviewer is influenced by information that is irrelevant to the job (appearance, posture, etc)

recruiting

Is the process of developing a pool of qualified applicants who are interested in working for the organization and from which the organization might reasonably select the best individual or individuals to hire.

Discuss the basic issues in managing knowledge workers

Managers increasingly recognize that they need to address the knowledge function in their organizations in order to be successful. The knowledge function starts with an understanding of both organizational learning and organizational memory. Human resource (HR) managers may play an especially important role in managing knowledge workers.

Describe the concept of rightsizing, and identify organizational strategies for rightsizing

Organizations strive to maintain the right number of employees. Options for such rightsizing include hiring new employees when there is a long-term need for more employees (discussed in the next chapter), responding to temporary demands for additional employees using various methods, and reducing the size of the organization's workforce. When organizations have temporary or short-term needs for additional employees, managers can generally use overtime, temporary workers, leased employees, or part-time employees instead of hiring permanent workers

Describe how to manage termination and retention

Organizations that need to reduce the number of employees can achieve these reductions through early retirement and plans to encourage early retirement or through layoffs. Layoffs can bring legal problems (especially concerning potential age discrimination), and the survivors of layoffs often experience guilt. Furthermore, evidence suggests that downsizing is not an effective strategy. A final way to reduce the size of the labor force is through termination—that is, some people can be fired. Although employment at will is the law, there are enough exceptions to this doctrine that organizations are often sued for wrongful termination.

Identify and describe nonmandated benefits.

Paid time off is another important benefit. The most common forms of paid time off are vacation time, holidays, religious days, sick leave, and personal time. This benefit, in particular, varies widely from country to country. Organizations are also becoming more likely to offer benefits in areas such as wellness programs, child care, elder care, and employee assistance programs (EAPs). Finally, some benefits provided by organizations are services and perks that the employee would otherwise have to pay for.

Describe the purposes of performance appraisal in organizations

Performance appraisal and career management are two tools used by organizations to begin the process of performance improvement. Performance appraisal is the specific and formal evaluation of an employee conducted to determine the degree to which the employee is performing his or her job effectively. Careers are the set of experiences that one has through his or her work life. The management of that career is critical for employee development. Performance appraisals are important because they ensure that recruiting and selection processes are adequate, they play an important role in training, they can help link performance with rewards, they demonstrate that important employment-related decisions are based on performance, and they can promote employee motivation and development. They also provide valuable and useful information to the organization's human resources (HR) planning process. The ultimate goal for any organization using performance appraisals is to improve performance on the job.

Progressive Discipline

Program to convince the employee to stop the ineffective or undesired behavior. Three steps: 1)Verbal warning 2) Written warning 3) Suspension 4) Termination

Discuss other general issues involving performance appraisal in organizations.

Regardless of the approach used, after the appraisal is completed, the next major activity is the provision of feedback to the employee with the goal of improving performance and guiding the employee's self-development. Part of that self-development must be focused on career management.

Identify and describe the most common methods that managers use for performance appraisal.

Several methods can be used to assess performance, ranging from ranking systems to rating systems employing behaviorally anchored rating scales (BARS), behavioral observation scales (BOS), and goal-based or management-by-objectives systems. All of these methods are subject to one or more weaknesses or deficiencies, and no system is ideal for all settings.

Discuss human resource management and career manage

Successful careers don't just happen; they must be planned and managed by both the organization and the individual employee. Career planning requires careful coordination between individual employees and the organization itself. Even though career planning is important and beneficial to both organizations and individuals, everyone should also recognize that career planning has limitations and potential pitfalls. In many ways, the early career stages are the most tumultuous. Regardless of whether they are taking their first jobs or moving into one job after a long period of employment elsewhere, new entrants into an organization always feel a certain degree of uncertainty and apprehension about their new employer. Thus, an important starting point for HR managers interested in managing the careers of their employees more effectively is understanding some of the early career problems that such employees often encounter.

disengagement

The fourth traditional career stage involves the individual gradually beginning to pull away from work in the organization. Priorities change, and work may become less important.

glass ceiling

The glass ceiling describes a barrier that keeps many females from advancing to top management positions in many organizations.

Summarize the performance-appraisal process in organizations

The organization, primarily through the work of its HR function, develops the general performance-appraisal process, including issues of timing, for its managers and employees to use. The organization is also responsible for ensuring that clear and specific performance standards are available to managers and employees. Both the rater and the ratee have specific responsibilities. Raters can include the supervisor, peers, colleagues, coworkers, subordinates of the individual being appraised, the individual himself or herself, and customers and clients. When all of these raters are used, the appraisal is called 360-degree feedback.

Discuss the steps in the selection process and the basic selection criteria used by most organizations

The selection process involves three clear, distinct steps: gathering information about the members of the pool of qualified recruits, evaluating the qualifications of each applicant from among the recruiting pool, and making the actual decision about which candidate or candidates will be offered employment with the organization. The basic selection criteria that most organizations use in deciding whom to hire are education and experience, skills and abilities, and personal characteristics. Firms must also decide whether to focus on fit or skills.

similarity errors

When the interviewer and interviewee have something incommon and a bias is formed

contrast error

When the interviewer is unduly influenced by other people who have been interviewed

unemployment insurance

a mandated protection plan, is intended to provide a basic subsistence payment to employees who are between jobs.

supervisory recommendations

a mechanism for internal recruiting, a manager solicits nominations or recommendations for a position that needs to be filled from supervisors in the organization.

cafeteria-style employee benefits

allow employees to choose those benefits they really want.

workers compensation

another mandated protection program, is insurance that covers individuals who suffer a job-related illness or accident.

false positives

are applicants who are predicted to be successful and are hired but who ultimately fail.

false negatives

are applicants who are predicted to fail and are not hired, but if they had been hired would have been successful.

knowledge workers

are employees who add value simply because of what they know.

vesting rights

are guaranteed rights to receive pension benefits.

graphic rating scale

consists of a statement or question about some aspect of an individual's job performance.

diversity

exists in a group or organization when its members differ from one another along one or more important dimensions.

interview errors

first-impression error, contrast error, similarity error, and non-relevance

Biodata application blanks

focus on the same type of information that is found in a regular application but go into more complex and detailed assessments about that background.

factor-comparison method

for job evaluation assesses jobs, on a factor-by-factor basis, using a factor-comparison scale as a benchmark.

classification system

for job evaluation attempts to group sets of jobs together into clusters, which are often called grades.

point system

for job evaluation requires managers to quantify, in objective terms, the value of the various elements of specific jobs.

assessment centers

for selection of managers only. Not a physical location, but an approach to selecting managers based on measuring and evaluating their ability to perform critical work behaviors. Individuals are brought together (hotel or conference facility) for 2-3 days and they undergo a series of tasks, exercises, or feedback sessions. Current managers oversee this and serve as evaluators