2. Objectives
At the end of the learning period, the students will be
able to be:
Familiarize and Examine the nature of different
facets of HRD
Actualize the different functional components of
HRD
Analyze the process incorporated in the each facet
of HRD
3. Context and Definition
Human Resource Development (HRD) is the framework for
helping employees develop their personal and
organizational skills, knowledge, and abilities. Human
Resource Development includes such opportunities as
employee training, employee career development,
performance management and development, coaching,
mentoring, succession planning, key employee identification,
tuition assistance, and organization development.
The focus of all aspects of Human Resource Development is
on developing the most superior workforce so that the
organization and individual employees can accomplish their
work goals in service to customers.
http://humanresources.about.com/od/glossaryh/f/hr_development.htm
4. Context and Definition
Organizations have many opportunities for human
resources or employee development, both within
and outside of the workplace.
Human Resource Development can be formal such
as in classroom training, a college course, or an
organizational planned change effort. Or, Human
Resource Development can be informal as in
employee coaching by a manager. Healthy
organizations believe in Human Resource
Development and cover all of these bases.
http://humanresources.about.com/od/glossaryh/f/hr_development.htm
5. Context and Definition
HRD is "organized learning activities arranged within
an organization in order to improve performance
and/or personal growth for the purpose of improving
the job, the individual, and/or the organization" (1).
HRD includes the areas of training and development,
career development, and organization development.
This is related to Human Resource Management -- a
field which includes HR research and information
systems, union/labor relations, employee assistance,
compensation/benefits, selection and staffing,
performance management systems, HR planning, and
organization/job design (2).
http://alumnus.caltech.edu/~rouda/T1_HRD.html
6. Context and Definition
Human Resource Management (HRM) is the function
within an organization that focuses on recruitment of,
management of, and providing direction for the people
who work in the organization. HRM can also be
performed by line managers.
HRM is the organizational function that deals with issues
related to people such as compensation, hiring,
performance management, organization development,
safety, wellness, benefits, employee motivation,
communication, administration, and training.
http://humanresources.about.com/od/glossaryh/f/hr_management.htm
7. Context and Definition
HRM is also a strategic and comprehensive approach to
managing people and the workplace culture and
environment. Effective HRM enables employees to contribute
effectively and productively to the overall company
direction and the accomplishment of the organization's goals
and objectives.
HRM is moving away from traditional personnel,
administration, and transactional roles, which are
increasingly outsourced. HRM is now expected to add value
to the strategic utilization of employees and that employee
programs impact the business in measurable ways. The new
role of HRM involves strategic direction and HRM metrics
and measurements to demonstrate value.
http://humanresources.about.com/od/glossaryh/f/hr_management.htm
9. The Facets of H.R. Department
Recruitment and Selection
Training and Development
Employee Relations
Compensation and Benefits
Organizational Development
11. Definition
Recruitment can be defined as:
all activities directed towards locating potential
employees
the attraction of applications from suitable applicants.
The aim of recruitment is to get the best person suited
to the job based on objective criteria for a particular
job.
Used to attract and hire new employees who have the
abilities, skills, and experiences that will help an
organization achieve its goals.
11
12. Recruitment and Selection
Recruitment:
Attracting qualified candidates to work in an organization.
is the process of generating a pool of capable people to
apply for employment to an organization.
Selection:
Selecting among the applicants.
is the process by which managers and others use specific
instruments to choose from a pool of applicants a person or
persons most likely to succeed in the job(s), given
management goals and legal requirements.
13. Purpose of Recruitment
Determine present and future needs for personnel
Increase the pool of qualified applicants
Increase the fit of the applicants attracted
Increase chances of retention by attracting the right
candidates
Provide realistic job previews
Adhere to legal and social requirements
Analyze the labor pools
13
14. Why is recruitment and selection so important?
Costs of mistakes:
engaging incompetent,
Element of PR
underqualified, unmotivated
strategy
employees; employing
another person requires
repeating the process and
generates costs
14
15. Rules of recrutiment and selection
Commonality
Openess
Competitiveness
Legality
Non-discrimination
Constancy of criteria
Neutrality
Objectivism
Transparency
Personal data security
Acting without delay
15
16. The typical staffing process
Planning and approval for staffing
Recruitment
Position announcement
Selection of recruitment strategies
Selection of “tests”
Selection
Screen, interview, and checks (reference and other)
Final selection / Negotiate and hire
Postselection considerations
16
19. Employer recruitment
Elements influencing effectiveness of recruitment:
The breadth and quality of the process
The size of the labour pool and the location of jobs
Offered pay and benefits
Job quality and requirements of the position
Organizational image
19
20. Position announcement
20
Agency Affiliation
Job Title
Salary range
Description of duties & responsibilities
Minimum qualifications
Application procedures
Time and place of applications
21. Analysis: Candidates
Who is the ideal candidate for the agency?
What has attracted qualified candidates to the agency?
How did those qualified candidates learn about openings?
Why is the pool of qualified candidates shrinking?
What is the value system of the new generation and how can
the agency package itself to show potential candidates that
the agency has what they desire?
21
22. Recruitment strategies
Job posting
Electronic posting
Personal contact recruitment
Recruitment by mail
Head-hunting
Noncompetive recruitment
Develop a recruiting DVD
22
23. Recruitment strategies: Partnerships
University/college/ Student Interns
high school
communications, art
and computer
science programs
Professional
Other city production
departments or companies and
agencies to advertising
advertise
agencies
23
24. Analysis: recruitment strategies
What has worked or not worked in terms of recruitment strategies and
advertising in the past?
Are signing bonuses or other incentives important?
How can current employees be ambassadors for the agency and help recruit
qualified candidates?
What recruitment materials does the agency already have and how current
are they?
Does the agency have a recruitment website and how many hits is it
generating?
Has the agency used paid advertisement in the past and, if so, what value
did it ad to the recruitment process?
What strategies is the agency using to attract the interest of grade school
up to high school students?
24
25. Selection criteria
Selection criteria should be expressed in terms of:
Essential – requirements that are critical to successful
performance in the position without which a person could not
be appointed; and
Desirable – requirements that would enable the person to
perform at a higher level in the position, but without which
the person could still be appointed.
The total number of essential and
desirable criteria shall not exceed
10.
25
26. Selection criteria
Selection criteria shall:
be written in simple and clear language;
be specific and not overlapping or repetitive;
be based on the real requirements of the position;
not be excessive in number (i.e. not more than 10 in total)
not discriminate unlawfully either directly or indirectly against
applicants
not favour either internal or external applicants; and
be consistent with the classification standards of the position.
26
27. Screening
Retention Survey found that nationally small agencies took an
average of 6.84 weeks to conduct the screening processes,
while large agencies took an average of 11.51 weeks (U.S.
Department of Justice, Office of Justice Programs, Hiring and
Keeping Police Officers)
GOAL: reduce this time so that valuable candidates are still
available
27
28. Screening Process
• Discriminating among the qualified and the unqualified
1
• Identifying most highly qualified candidates
2
• Screening particular candidates; results in offering position
3 to the best candidate
• Confirming the qualifications and ability of the chosen
4 candidate; it may include the first period of employment
28
29. Principles of the screening
A fair set of screening criteria
The criteria must be in line with the job content and
appointment as well as advertised requirements
Applicants should be clear on the criteria that apply
The criteria should apply to all applicants in a consistent
manner
Any waivers should be fully motivated and approved
Declarations should be made of whether any candidate is
related to or friends of an official in the component where the
vacancy exists
The various activities of the screening process should be
documented and put on record
29
31. Initial reviewing and testing
Education and experience
evaluations
Letters of recommendation
Self-assessment
General aptitude and
trait test
Performance test for
specific jobs
31
32. Reducing the pool: interview
1. Plan how it should proceed: persons, place, roles
2. Prepare list of written questions asked of all candidates
3. Use a work sample as part of the process
Critique or evaluate sth
Solve a problem
Deliver oral presentation, etc
4. Explain basic facts about the position
5. Use the job description and advertisement guides to ensure
that the focus is on essential job functions
32
33. Reducing the pool: interview
6. Set up interviews in private
job-settings where distractions
are unlikely
7. Concentrate on listening to
applicant‘s answers and take
notes during the interview
8. Be careful that no oral commitments or suggestions about
employment prospects are made
9. Complete your evaluation notes when impressions are fresh
33
34. Reducing the pool: interview
Subjects to Avoid
Marital status
Children and other dependants
Religion
Politics
Ethnic origins
34
35. Final selection
1. Keep a list of all applicants considered for final selection.
2.Identify fair selection criteria for the final selection phase.
3.Ensure that the criteria are in line with the advertised
requirements as well as the job content.
4. Ensure that each selection committee member is provided with
all the relevant information pertaining to each short-listed
applicant.
5. Ensure that the interviews are conducted in a fair and effective
manner and that each candidate is weighed comprehensively
against the requirements as advertised.
6. Ensure that a comprehensive motivation is compiled in respect of
all the applicants interviewed.
7. Ensure that all applicants are informed about the outcome of
the final selection phase.
8. Ensure that all relevant information is put on record.
35
36. Closing selection
• Phone call and further clarification
• Letter of intent
• Completing employment forms
• Protocols may be available for intetested
individuals
• Number of candidates
• Names, surenames and adresses of 5 top
candidates
• Recruitment and selection criteria
• Justification of the decision
36
37. Trends in recruitment and selection
Procedural Changes:
Eliminating arbitrary rules and regulations that restrict the
choices of hiring managers and supervisors
Adopting flexible and appealing hiring procedures.
Screening applicants quickly
Validating entry requirements and examinations.
Instituting worker-friendly personnel policies,
Creating more flexible job descriptions.
37
38. Trends in recruitment and selection
Improvements to the Recruitment and Selection Process:
The decentralization movement — "New Public Management"
is known in many quarters as devolution, often characterized
by the decentralization of HR responsibility.
Aggressive outreach efforts
Current employees as recruiters
38
39. Trends in recruitment and selection
Use of Technology:
Many scholars believe that technology will be the most notable
HRM trend of the next few decades
Many large public organizations use computer bulletin boards
and electronic mail to improve recruitment process
Managers can have online access to applicants' test scores,
qualifications and contact information
Software programs: to administer online examinations, track
applicants, match resumes with skill sets, expedite background
checks, and shepherd job candidates through a paperless
staffing process
39
40. 10 golden rules of recruitment & selection
40
1. Develop a Recruitment Plan
2. Conduct Research
3. Personalize the Recruitment Process
4. Select and Train the Right People as Recruiters
5. Build Strong Partnerships
6. Develop an Employee Referral Program
7. Improve the Selection Process
8. Develop an Advertising Plan
9. Develop an Internet Presence
10. Employ Effective Recruitment Strategies
41. Internal Sources of Candidates:
Hiring from Within
Advantages Disadvantages
Foreknowledge of Failed applicants become
candidates‘ strengths and discontented
weaknesses Time wasted interviewing
More accurate view of inside candidates who will
candidate‘s skills not be considered
Candidates have a Inbreeding of the status
stronger commitment to the quo
company
Increases employee morale
Less training and
orientation required
42. Internal vs External Labor Markets
Germany, Japan, France, and Switserland use more
internal sources for promotions
Britaion, USA, Denmark, Hong Kong use external
sources more
43. Offshoring/Outsourcing White-Collar
and Other Jobs
• Specific issues in outsourcing jobs abroad
– Political and military instability
– Likelihood of cultural misunderstandings
– Customers‘ security and privacy concerns
– Foreign contracts, liability, and legal concerns
– Special training of foreign employees
– Costs associated with companies supplying foreign
workers
44. Selection Techniques
assessment centre
psychometric test
application forms
for management
for management
for management
Interview panel
references for
interviews for
Management
management
management
One-to one
graphology
used for
UK 78.1 51.7 66.7 47.6 26.7 1.1 79.7
France 22.1 92.1 75.7 23.6 12.9 19.3 46.4
Germany 56.8 60.2 13.5 6.1 23.3 2.0 45.8
Turkey 29.2 53.2 47.4 15.8 11.1 1.8 60.8
Australia 77.2 53.3 44.4 37.1 5.8 1.2 77.6
USA 59.6 68.5 59.2 10.0 7.3 0.4 64.6
Tunisia 9.0 65.6 50.8 34.9 5.3 3.7 29.6
63. Best practices
63
National Nuclear Security Administration (NNSA)
Problem:
A review of the hiring practices found that job announcements
were filled with jargon, lots of facts and information, and
extensive list of job duties which made it difficult to identify
major features and selling points of the job.
Recruitment was passive… NNSA waited for applicants to
apply.
64. 64
Makeover:
A new look to convey the importance and excitement of their positions, as well
as why they were a great place to work
Added photos to depict the unique work environment at NNSA.
Implemented an internet-based targeted recruitment strategy to identify
potential candidates from job boards and other locations
They sent recruiters to fifteen universities in the South and West to recruit
interns with an emphasis on diversity
The results produced 28 qualified candidates, up from three unqualified
candidates in the previous recruitment process
+ 30 highly qualified interns
65. Best practices
65
U.S. Department of Education
Problem:
The hiring process took too long and did not always deliver qualified
candidates.
Upon mapping out the hiring process, it was discovered that there were
discrete steps with over 45 handoffs between different managers,
administrative officers and HR specialists.
Managers were disengaged from the hiring process. Job descriptions were
problematic. When managers could not find good candidates they had a
tendency to sit on the list, until ultimately it was re-posted.
66. 66
Makeover:
The hiring process was streamlined by eliminating redundancies and
unnecessary steps resulting in a reduction of more than half of the
steps…down to 53.
The automated process for assessing applicants has been overhauled
and questions are more closely aligned with skills needed to be
successful on the job.
The process of change has not been easy and has taken a
commitment of time and effort on the part of leaders, HR, managers
and others involved in the hiring process.
67. Best practices
67
Centers for Medicare & Medicaid Services
Problem:
Federal law changed requiring the agency to add 500 new
positions. The length of time to complete the hiring process was long
and the quality of candidates was lacking.
The automated staffing system in place was believed to be
inadequate to meet the demands of the hiring needs. The agency
wanted top talent and a faster process.
68. 68
Makeover:
The agency started with an ―end-to-end‖ mapping of the hiring process and
identified both short and long term fixes. They used focus groups to document
the process, identify roles and responsibilities, and assess obstacles.
Through the process the agency eventually reduced the number of steps in
the hiring process by more than twenty percent.
Other key things they did included better marketing positions using visually
appealing, plain-English announcements, proactively targeting qualified
candidates via internet, resume databases and built tools to effectively
screen applicants to ensure they were a good fit for the position.
They eventually assigned responsibility for the process to one person at the
executive level.
71. Figure 12.3 Steps in the selection process: the
case of a rejected job applicant.
71
Management - Chapter 12
72. How do organizations attract a quality workforce?
72
Step 1—application forms
Declares individual to be a job candidate.
Documents applicant‘s personal history and
qualifications.
Personal résumés may be included.
Applicants lacking appropriate credentials are rejected
at this step.
Management - Chapter 12
73. How do organizations attract a quality workforce?
73
Step 2—interviews
Exchange of information between job candidate and
key members of the organization.
Opportunity for job candidate and organizational
members to learn more about each other.
Management - Chapter 12
74. How do organizations attract a quality workforce?
74
Step 3 — employment tests
Used to further screen applicants by gathering
additional job-relevant information.
Common types of employment tests:
Intelligence
Aptitude
Personality
Interests
Management - Chapter 12
75. How do organizations attract a quality workforce?
75
Criteria for selection devices:
Reliability
The selection device is consistent in measurement.
Validity
There is a demonstrable relationship between a person‘s
score or rating on a selection device and his/her eventual
job performance.
Management - Chapter 12
76. How do organizations attract a quality workforce?
76
Behaviorally-oriented employment tests:
Assessment center
Evaluates a person‘s performance in simulated work
situations.
Work sampling
Evaluates a person‘s performance on actual job tasks.
Management - Chapter 12
77. How do organizations attract a quality workforce?
77
Step 4 — reference and background checks
Inquiries to previous employers, academic advisors,
coworkers and/or acquaintances regarding applicant‘s:
Qualifications.
Experience.
Past work records.
Can better inform potential employer.
Can enhance candidate‘s credibility.
Management - Chapter 12
78. How do organizations attract a quality workforce?
78
Step 5 — physical examinations
Ensure applicant‘s physical capability to fulfill job
requirements.
Basis for enrolling applicant in life, health, and
disability insurance programs.
Drug testing is done at this step.
Management - Chapter 12
79. How do organizations attract a quality workforce?
79
Step 6 — final decision to hire or reject
Best selection decisions will involve extensive
consultation among multiple parties.
Selection decision should focus on all aspects of the
candidate‘s capacity to perform the designated job.
Management - Chapter 12
81. Training and Development
Training and Development
Ensures that organizational members develop the skills
and abilities that will enable them to perform their jobs
effectively in the present and the future
Changes in technology and the environment require that
organizational members learn new techniques and
ways of working
82. Study Question 4: How do organizations develop a
quality workforce?
82
Socialization
Process of influencing the expectations, behavior, and
attitudes of a new employee in a way considered
desirable by the organization.
Orientation
Set of activities designed to familiarize new employees
with their jobs, coworkers, and key aspects of the
organization.
Management - Chapter 12
83. Study Question 4: How do organizations develop a
quality workforce?
Training On-the-job training
A set of activities that Job rotation
provides the Coaching
opportunity to acquire Mentoring
and improve job-
Modeling
related skills.
Off-the-job training
Management
development
Management - Chapter 12 83
84. Training and Development
12-84
Training
Teaching organizational members how to perform
current jobs and helping them to acquire the
knowledge and skills they need to be effective
performers.
85. Training and Development
12-85
Development
Buildingthe knowledge and skills of organizational
members to enable them to take on new responsibilities
and challenges.
86. Training and Development
12-86
Needs Assessment
Anassessment of which employees need training or
development
and what type of skills
or knowledge they need
to acquire.
88. Types of Training
12-88
Classroom Instruction
Employees acquire skills in a classroom setting.
Includes use of videos, role-playing, and simulations.
On-the-Job Training
Employee learning occurs in the work setting as new
worker does the job.
Trainingis given by co-workers and can be done
continuously to update the skills of current employees.
89. Types of Development
12-89
Varied Work Experiences
Top managers have need to and must build expertise
in many areas.
Employees identified as possible top managers are
assigned different tasks and a variety of positions in an
organization.
Formal Education
Tuitionreimbursement is common for managers taking
classes for MBA or job-related degrees.
Long-distancelearning can also be used to reduce travel
and other expenses for managerial training.
90. HUMAN RESOURCE PRACTICES
Orientation And Training
Orientation
the process of formally introducing new employees to their jobs and
socializing them with performance expectations.
Training
keeping workers‘ skills up to date and job relevant; important training
approaches include coaching and mentoring.
Coaching
An experienced person offers performance advice to a less experienced person
Mentoring
Assigns early career employees as protégés to more senior ones
92. Employee Relations
Labor relations
Stepsthat managers take to develop and maintain
good working relationships with the labor unions that
may represent their employees‘ interests
93. Study Question 5: How do organizations maintain a
quality workforce?
93
Career development
Career — a sequence of jobs that constitute what a person
does for a living.
Career path — a sequence of jobs held over time during a
career.
Career planning —matching career goals and individual
capabilities with opportunities for their fulfillment.
Career plateau — a position from which someone is unlikely
to move to a higher level of responsibility.
Progressive employers seek ways to engage plateaued employees.
Management - Chapter 12
94. Study Question 5: How do organizations maintain a
quality workforce?
94
Work-life balance
How people balance career demands with personal and
family needs.
Progressive employers support a healthy work-life balance.
Contemporary work-life balance issues:
Single parent concerns
Dual-career couples concerns
Family-friendliness as screening criterion used by candidates
Management - Chapter 12
95. Study Question 5: How do organizations maintain a
quality workforce?
95
Retention and turnover
Replacement is the management of promotions,
transfers, terminations, layoffs, and retirements.
Replacement decisions relate to:
Shifting people between positions within the organization.
Retirement.
Termination.
Management - Chapter 12
96. Study Question 5: How do organizations maintain a
quality workforce?
96
Labor-management relations
Labor unions deal with employers on the workers‘ behalf.
Labor contracts specify the rights and obligations of
employees and management regarding wages, work hours,
work rules, seniority, hiring, grievances, and other conditions
of employment
Collective bargaining is the process of negotiating,
administering, and interpreting a labour contract.
Management - Chapter 12
97. Figure 12.5 The traditional adversarial view of
labor-management relations.
97
Management - Chapter 12
98. Study Question 5: How do organizations maintain a
quality workforce?
Unions can create Management can
difficulties for create difficulties for
management by… unions by…
Striking Using lockouts
Boycotting Hiring strike-breakers
Picketing Seeking injunctions
Management - Chapter 12 98
99. The Legal Environment of HRM
12-99
Equal Employment Opportunity (EEO)
The equal right of all citizens to the opportunity to
obtain employment regardless of their gender, age,
race, country of origin, religion, or disabilities.
Equal Employment Opportunity Commission (EEOC)
enforces employment laws.
100. The Legal Environment of HRM
12-100
Contemporary challenges for managers
How to eliminate sexual harassment
How to make accommodations for employees with
disabilities
How to deal with employees who have substance abuse
problems
How to manage HIV-positive employees and employees
with AIDs
101. Question?
12-101
What are the activities managers engage in to ensure
they have effective working relationships with
unions?
A. Collective bargaining
B. Labor relations
C. Employee negotiations
D. Labor deal
102. Labor Relations
12-102
Labor Relations
The activities managers engage in to ensure they have
effective working relationships with the labor unions
that represent their employees interests.
103. Labor Relations
12-103
Laws regulating areas of employment.
Fair Labor Standards Act (1938) prohibits child labor,
sets a minimum wage and maximum working hours.
Equal Pay Act (1963) men and women doing equal
work will get equal pay.
Work Place Safety (1970) OSHA mandates procedures
for safe working conditions.
104. Unions
12-104
Unions
Represent worker‘s interests to management in
organizations.
The power that a manager has over an individual worker
causes workers to join together in unions to try to prevent
this.
105. Unions
12-105
Collective bargaining
Negotiation between labor and management to
resolve conflicts and disputes about issues such as
working hours, wages, benefits, working conditions,
and job security.
106. Movie Example: The Firm
Were any or the
partners‘ questions
inappropriate? How
should Mitch have
responded to these
questions?
12-106
108. Compensation and Benrfits
Pay and Benefits
Rewarding high performing organizational members
with raises, bonuses and recognition.
Increased pay provides additional incentive.
Benefits, such as health insurance, reward membership in
firm.
109. Study Question 5: How do organizations maintain a
quality workforce?
109
Compensation and benefits
Base compensation
Salary or hourly wages
Fringe benefits
Additionalnon-wage or non-salary forms of
compensation
Flexible benefits
Employees can select a set of benefits within a certain
dollar amount
Management - Chapter 12
110. Study Question 5: How do organizations maintain a
quality workforce?
110
Compensation and benefits (cont.)
Family-friendly benefits
Help in balancing work and nonwork responsibilities
Employee assistance programs
Help employees deal with troublesome personal
problems.
Management - Chapter 12
111. Pay and Benefits
12-111
Pay
Includes employees‘ base salaries, pay raises, and
bonuses
Determined by characteristics of the organization and
the job and levels of performance
Benefits are based on membership in an organization
112. Pay and Benefits
12-112
Pay level
The relative position of an organization‘s incentives in
comparison with those of other firms in the same
industry employing similar kinds of workers
Managers can decide to offer low, average or high
relative wages.
High wages attract and retain high performers but raise
costs; low wages can cause turnover and lack of
motivation but provide lower costs.
113. Pay and Benefits
Pay Structure CEO
The arrangement of jobs
into categories based on VP VP VP
their relative importance
to the organization and
Director Director
its goals, level of skills,
and other characteristics. Dept
Manager
12-113
114. Pay and Benefits
12-114
Benefits
Legally required: social security, workers‘
compensation
Voluntary: health insurance, retirement, day care
Cafeteria-style benefits plans allow employees to
choose the best mix of benefits for them; can be hard
to manage.
116. Organizational Development
Performance Appraisal and Feedback
Provides managers with the information they need to
make good human resources decisions about how to
train, motivate, and reward organizational members
Feedback from performance appraisal serves a
developmental purpose for members of an
organization
117. HUMAN RESOURCE PRACTICES
Performance Appraisals
Performance Appraisal
The process of formally evaluating performance and
feedback to an employee
Two Purposes of Performance Appraisal
1. Evaluation—document and let people know how well they are
doing; judgmental role.
2. Development—identify how training and support can improve
performance; counseling role.
118. HUMAN RESOURCE PRACTICES
Performance Appraisals
Critical Incident Technique
Keeps a log of a person‘s effective and ineffective job
behavior
360 Degree feedback
Includes superiors, subordinates, peers and even customers in
the appraisal process
Multi-person Comparison
Rates employees against each other
Graphic Rating Scale
Uses a checklist of characteristics or traits to evaluate
performance
119. HUMAN RESOURCE PRACTICES
Performance Appraisals
Behaviorally Anchored Rating Scale
Uses specific descriptions of actual behaviors to rate various levels of actual performance
120. Study Question 4: How do organizations develop a
quality workforce?
120
Performance management systems ensure that—
Performance standards and objectives are set.
Performance results are assessed regularly.
Actions are taken to improve future performance
potential.
Management - Chapter 12
121. Study Question 4: How do organizations develop a
quality workforce?
121
Performance appraisal
Formallyassessing someone‘s work accomplishments
and providing feedback.
Purposes of performance appraisal:
Evaluation— lets people know where they stand relative to
objectives and standards.
Development— assists in training and continued personal
development of people.
Management - Chapter 12
123. Study Question 4: How do organizations develop a
quality workforce?
123
Graphic rating scales
Uses checklists of traits or characteristics to evaluate
performance.
Relatively quick and easy to use.
Questionable reliability and validity.
Management - Chapter 12
124. Study Question 4: How do organizations develop a
quality workforce?
124
Behaviorally anchored rating scales (BARS)
Describes actual behaviors that exemplify various levels
of performance achievement in a job.
More reliable and valid than graphic rating scales.
Helpful in training people to master important job skills.
Management - Chapter 12
125. Study Question 4: How do organizations develop a
quality workforce?
125
Critical-incident techniques
Keeping a running log or inventory of effective and
ineffective behaviors.
Documents success or failure patterns.
Management - Chapter 12
126. Study Question 4: How do organizations develop a
quality workforce?
126
Multiperson comparisons
Formally compare one person‘s performance with that
of one or more others.
Types of multiperson comparisons:
Rank ordering
Paired comparisons
Forced distributions
Management - Chapter 12
127. Study Question 4: How do organizations develop a
quality workforce?
127
Alternatives to supervisory appraisal:
Peer appraisal
Occurs when people who work regularly and directly with a
jobholder are involved in the appraisal.
Upward appraisal
Occurs when subordinates reporting to the jobholder are involved in
the appraisal.
360° feedback
Occurs when superiors, subordinates, peers, and even internal and
external customers are involved in the appraisal of a jobholder‘s
performance.
Management - Chapter 12
128. Performance Appraisal and Feedback
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Performance Appraisal
Theevaluation of employees‘ job performance and
contributions to their organization.
Performance Feedback
Theprocess through which managers share
performance appraisal information, give subordinates
an opportunity to reflect on their own performance,
and develop with subordinates, plans for the future.
129. Types of Performance Appraisal
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Trait Appraisals
Assessing subordinates on personal characteristics that
are relevant to job performance.
Disadvantages of trait appraisals
Employees with a particular trait may choose not to use
that particular trait on the job.
Traits and performance are not always obviously linked
It is difficult to give feedback on traits.
130. Performance Appraisal and Feedback
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Behavior Appraisals
Assesses how workers perform their jobs—the actual
actions and behaviors that exhibit on the job.
Focuses on what a worker does right and wrong and
provides good feedback for employees to change
their behaviors.
Results appraisals
Managers appraise performance by the results or the
actual outcomes of work behaviors
131. Performance Appraisal and Feedback
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Objective appraisals
Assesses performance based on facts (e.g., sales
figures).
Subjective appraisals
Assessments based on a manager‘s perceptions of
traits, behavior, or results.
Graphic rating scales
Behaviorally anchored rating scales (BARS)
Behavior observation scales (BOS)
Forced ranking systems
132. Question?
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Which is the most effective type of performance
appraisal?
A. Trait appraisal
B. Behavior appraisal
C. Results appraisal
D. Objective appraisal
137. Who Appraises Performance?
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137
Self
Self appraisals can supplement manager view.
Peer appraisal
Coworkers provide appraisal; common in team
settings.
360 Degree
A performance appraisal by peers, subordinates,
superiors, and clients who are in a position to evaluate
a manager‘s performance
138. Effective Performance Feedback
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Formal appraisals
An appraisal conducted at a set time during the year
and based on performance dimensions that were
specified in advance
Informal appraisals
An unscheduled appraisal of ongoing progress and
areas for improvement
139. Effective Feedback Tips
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Be specific and focus on behaviors or outcomes that
are correctable and within a worker‘s ability to
improve.
Approach performance appraisal as an exercise in
problem solving and solution finding, not criticizing.
Express confidence in a subordinate ability to
improve.
Provide performance feedback both formally and
informally.
140. Effective Feedback Tips
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Praise instances of high performance and areas of
a job in which a worker excels.
Avoid personal criticisms and treat subordinates
with respect.
Agree to a timetable for performance
improvements.
141. HUMAN RESOURCE PRACTICES
Retention And Career Development
Career Development
Manages how a person grows and progresses in their
career
Career Planning
The process of managing career goals and individual
capabilities with opportunities for their fulfillment
142. Human Resource Planning
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Human Resource Planning (HRP)
Activities
that managers engage in to forecast their
current and future needs for human resources.
143. Human Resource Planning
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Demand forecasts
Estimates the qualifications and numbers of employees
the firm will need given its goals strategies.
Supply forecasts
Estimates the availability and qualifications of current
employees now and in the future, as well as the supply
of qualified workers in the external labor market.
144. Human Resource Planning
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Outsourcing
Using outside suppliers and manufacturers to produce
goods and services
Using contract workers rather than hiring them.
More flexible for the firm.
Provides human capital at a lower cost.
145. Human Resource Planning
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Problems with Outsourcing
Loss of control over output; outsource contractors are
not committed to the firm.
Unions are against outsourcing that has potential to
eliminate member‘s jobs.