Term
Why isn't everyone doing HR?
1.) Gap between ____ and _____
2.) Managerial ____ ; ________ and ________
3.) Measurement _________, Determining_____
4.) Need for ___________ and _______
-Alignment with_________,_________, and________ ___________ ___________ |
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Definition
1.) Gap Between Practice and Research
2.) Managerial Barriers (Short Term Managerial Behaviors, Weak Leadership skills)
3.)Measurement Challenges, Determining ROI
4.)Need for Integration and Consistency
- Alignment with External Environment
- Alignment with Business Strategies
- Alignment with other HR practices |
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Term
Biodata: Info spans past experiences, behaviors, or activities in any aspect of life. May tap interests, values. Premise: Past performance -> future.
Best predictor: There is no one best predictor. depends on the criteria/KSAOs of interest. It also depends on definitions of success.
Fidelity: Tool replicates actual job demands.
Standardization: Consistency of implementation, scoring, etc.
Validity: Correlation between predictor score and job performance.
Feedback: Extent to which results provide meaningful data that can be used to facilitate participants' career development.
Acceptability: Tool elicits favorable user reactions.
Utility: Net financial gain achieved by using selection tool.
Bottom Line:Use a combination approach. |
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Definition
Deciding Selection Process Flow: During each early step, use less expensive predictors to reduce the number of applicants to a manageable number.
1.) Resume screen for minimum requirements.
2.) Look at biodata
3.) Assessment center, personality/cognitive test.
4.) Interview with Chief Administrator.
Strategic Importance of Selection:
Increases the probability that applicants are capable of high productivity and implementing company strategy and are motivated to stay with the company. |
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Term
Tips for success in Feeback/Coach:
Ask employees for s__f r___s.
Reframe c____s broadly.
Uncouple e_____n and dev_____nt. Identify what e_______zes your employee.
Focus on maintaining self e____m.
Give employees a v___e.
Focus on b_____rs, not inferences.
Express d______nt tactfully (listen to learn)
Seek to be u_____d.
D______ze (separate people from problems). |
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Definition
Ask employees for self ratings.
Reframe concerns broadly.
Uncouple evaluation and development. Identify what energizes your employee. Focus on maintaining self esteem.
Give employees a voice.
Focus on behaviors, not inferences.
Express disagreement tactfully (listen to learn)
Seek to be understood.
Depersonalize (separate people from problems). |
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Term
Benefit of giving Feedback
1.)Opportunity to change behavior
2.)Develop accurate self image
3.)Satisfy interpersonal needs
4.)Improve info between manager and employee.
5.)Facilitate mutual problem solving
6.)Reinforce Learning culture. |
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Definition
Flaws in Giving Feedback
1.) Employees don't feel that they get valuable feedback.
2.)Managers lack training in giving feedback (i.e. leniency, defensive employees, focusing on traits vs. behaviors, one-way communication, focus on past outcomes, don't demonstrate E.I., fail to establish SMART goals) |
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Term
Factors contributing to biased ratings:
Leniency
Severity
Central Tendency
Contrast Effects (compares employees w/one another)
Halo Horns
Primacy and Recency Effects
Fundamental Attribution Error |
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Definition
What to do
Leniency: Accurate feedback is needed for improvements. Use published guidelines, not personal standards.
Severity: Overly severe feedback and ignores strengths and focuses on weaknesses.
Central Tendency: Mediocre feedback conceals both strengths and weaknesses. Be confident in telling people your observations.
Contrast Effects: Person's performance needs to be assessed on several categories. Don't rely on judgements and inferences.
Primacy and Recency effects: Ratings need to reflect performance for total rating period. |
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Term
Comparative Rating: Techniques that require the rater to compare individual performance to others (Rank order, Paired Comparison, Forced Distribution)
Strengths:Creates differentiation, Prevents Leniency/Severity)
Weaknesses:Often missing explicit link to strategic goals.
Comparisons to standards: Employees compared to absolute standards (Ex: Graphic Rating Scales, Behaviorally Anchored Rating Scales (BARS), Behavior Observation Scales (BOS)
Strengths: Easy to develop, positive user reactions
Weaknesses: Prone to rater errors, Raters may have trouble comparing observed behaviors to behavior examples, ratings can be highly related to trait-like judgements. |
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Definition
Other Approaches:
Narrative: Description of what person did.
Results: Focus on managing the objective, measurable results of a group or work group. 71% of U.S. companies use objective data.
Best Approaches: Behavioral (BARS/BOS), Results/Objective Outcomes |
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Term
Purpose of Performance Management
Research and Evaluation Purposes
Administrative Purposes
Developmental Purposes
Strategic Purposes |
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Definition
Research: appraisal data helps determine if HRM programs are effective
Administrative: Tool ofr copmensation, promotion, retention, termination, layoffs, etc.
Developmental: Help employees improve their weaknesses.
Strategic: Tool to track behaviors necessary to implement strategy |
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Term
Performance Management System: A formal s_______d pr______ss used to m_____e, ev____te, and influence employee's job related attitudes, behaviors, and performance results.
Performance Appraisals: Evaluating performance based on the judgements and opinions of supervisors, peers, and employees themselves. |
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Definition
Performance Management System: A formal structured process used to measure, evaluate, and influence employee's job related attitudes, behaviors, and performance results.
Performance Appraisals: Evaluating performance based on the judgements and opinions of supervisors, peers, and employees themselves. |
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Term
Utility (ROI): Net financial gain produced by a selection system.
Factors Affecting Selection Utility:
Selectivity
Validity
Economic Value of job
Validity of predictor
Tenure in position |
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Definition
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Term
Predictors for Assessing Job applicants
1. F.E.
2. J.E.
3. R.C.
4. I.
5. CA/ST
6. PA
7. IT
8. VBA
9. WS/JS
10.BD
11.Gr |
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Definition
Predictors for Assessing Job Applicants
1.)Formal Education
2.)Job Experiences
3.)Reference Checks
4.)Interviews
5.)Cognitive ability/skill sets
6.)Personality Assessments
7.)Integrity Assessments
8.)Video-bases assessments
9.)Work Samples/Job simulations
10.)Biodata (biographical data)captures past behavior of a person
11.)Graphology |
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Term
Integrity Tests 2 approaches
1.)Clear Purpose (Overt)- Example: Typical thief will steal. Sample Items: "Ever thought about stealing?"
2.) General Purpose (Personality Oriented)- Example: Employee theft is just one element of a larger syndrome.
Sample Items: "You freely admit mistakes?" |
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Definition
Assessment Centers: Individuals participate in a series of situations that simulate the real world.
Behaviorally oriented process
Use of multiple raters and integration.
Effective tools for predicting overall job performance.
Entry-level to executive applications
Popular Simulations
Written: In basket exercise/Case Analysis
Interpersonal: Oral presentation, Group discussion exercise, Interview Simulation |
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Term
Types of Alignment:
Vertical (External): Exists when the HRM system fits with all other elements of the organizational environment (the culture, strategy, structure, etc.)
Horizontal Alignment: In internal environment. Exists when all the HR policies and practices that comprise HRM system are consistent with each other so they present a coherent message. |
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Definition
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Term
Job Analysis: Process of getting detailed information about jobs "What, where, how, when, why under what conditions."
Generates: Job descriptions (duties), and job specifications (KSAOs) |
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Definition
Sources of JA Info: Job incumbent, job supervisor, job analyst, upper level supervisor, customers
2 Methods used to conduct J.A.: 1.) Task oriented focus (work activities) and 2.) Worker oriented focus (KSAOs, personality) |
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