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Definition
Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past. Helps discover applicant’s suitability for current jobs based on past behaviors.
Pro – makes them describe an actual experience they’ve had, past behavior predicts future behavior
Cons - Assumes that applicants have had experience related to the problem. |
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The interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation
Pros – anyone can answer, may indicate their natural propensities absent any policy information
Cons – less likely to be indicative of future performance, high fakability |
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| Interviews - Instructional |
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Term
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Lie detector
Employee Polygraph Protection Act
Polygraph testing is only legal for use by the federal, state, and local gov’ts, security companies, and for pharmaceutical drivers if they are transporting controlled substances. Private employers can use them on existing employees as part of internal investigations of theft or losses but it’s voluntary on the part of the employee and can be stopped at any time. |
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Tests that assess how well a person can learn or acquire skills and abilities
Examples- SAT, GATB |
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Test designed to measure such mental abilities as verbal skills, quantitative skills, and reasoning ability.
Cognitive ability turns out to be the single best predictor of job performance for all types of jobs. (But also have the most disparate impact on protected groups). |
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| Training - Needs Assessment |
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Definition
the process of evaluating the organization, individual employee, and employee’s tasks to determine what kinds of training, if any, are necessary.
A variety of conditions may prompt an organization to conduct a needs assessment:
Management observes that some employees lack basic skills or are performing poorly
The organization has decided to produce new products, apply new technology, or design new jobs
Outside forces such as customer requests or legal requirements
The outcome of the needs assessment is a set of decisions about how to address the issues that prompted the needs assessment.
This is a critical first step! |
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Definition
Train with a purpose
Reduce residual from actual/potential
Employee will know what he/she will learn
Organization can measure if training met its objectives
The planned training program should directly relate to the needs identified by the needs assessment.
Planning begins with establishing objectives for the training program.
Formally establishing objectives for the training program offers several benefits.
Effective training objectives have three components:
What the employee is expected to do – What will the end result or performance look like.
The quality or level of performance that is acceptable – how fast, what standard of quality (#of defects, satisfied customers)
The conditions under which the trainee is expected to apply what is learned – physical conditions, mental stresses, resources needed |
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| Performance Management/Evaluation |
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Definition
Three broad purposes include:
Strategic purposes: helps the organization achieve its business objectives
Administrative purposes: the ways in which the organization uses the system to provide information for day-to-day decisions about salary, benefits, and recognition programs
Developmental purposes: serves as a basis for developing employees’ knowledge and skills |
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| Performance Management - Validity |
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Definition
| Does the system accurately measure what it is intended to measure – in this case performance. That is, it needs to be comprehensive and not omit important aspects of the job (criterion deficiency) but it also should measure aspects that are not relevant or that important (criterion contamination). |
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| Performance Management - Acceptability |
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Definition
| The measure has to be usable, easy to understand, not too time-consuming, and perceived as fair |
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| Evaluation - Behavioral Anchor |
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Definition
Similar-to-me error: Rating error of giving a higher evaluation to people who seem similar to oneself.
An unfortunate result of this type of error is possible discrimination |
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Attribute rating scale.
lists traits and provides a rating scale for each trait; the employer uses the scale to indicate the extent to which an employee displays each trait. |
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Halo Error: occurs when the rater reacts to one positive performance aspect by rating the employee postiviely in all areas of performance
Horn Error: Rating error that occurs when the rater responds to one negative aspect by rating an employee low in other aspects. |
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Definition
Refers to the invisible barrier that keeps women and minorities from reaching the top jobs
Less than 2% of Fortune 500 CEO’s are females and roughly 16 percent of corporate officers are female.
What causes the glass ceiling?
Male managers tend to receive more assignments that involve greater responsibility (high stakes, managing business diversity, handling external pressure) than female managers of similar ability and managerial level. Women and minorities also have trouble finding mentors because of an “old boys’ network”.
Development programs can help break this ceiling. |
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| Expanded Views - How to work in other countries |
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Definition
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| Scientific Management - Ford/Taylor |
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Term
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| The lack of needed skills for businesses in a country by the citizens of the country |
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Term
| Qualified Applicants - Bias |
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Definition
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Term
| Qualified Applicants - Error in selection |
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Definition
| Reliability, Validity, Generalizable, High-utility, Legal standards |
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Term
| Qualified Applicants - True positive/negative |
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Definition
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| Qualified Applicants - Managing Diversity, Diversity Training |
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Definition
| training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce. |
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Definition
The process by which an employee is indoctrinated to understand and accept the organization’s culture – its norms, values, and ways of doing things.
3 stages - Entry Stage, Socialization Stage, Mutual Acceptance Stage |
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| Training - Assess Residual |
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Definition
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Term
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Definition
Part of psychological contract.
Used to keep good employees.
Strategy for aging workforce.
Part of Fleishman Job Analysis System. |
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| Moving away from Attributes to Results |
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Definition
Attributes - rather than comparing individuals, another approach is to evaluate each individual’s performance against a set of predetermined standards. The ratings can be based on attributes or behaviors.
Results - Systems that measure results may focus on the objective, measurable results of a job or work group such as sales, costs, productivity, etc. |
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| Mid Career, trying to achieve/prove self |
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Term
| Surplus/Shortage of Labor - Ways to fill vacancies |
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Definition
Downsizing: planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.
Early-retirement programs: programs that encourage older workers to leave voluntarily.
Phased retirement programs
What are the pros and cons of these strategies:
Downsizing – short term profits often turn into longer term losses because people with important knowledge and skills leave. Often companies end up rehiring employees sometimes at a higher pay rate. Survivors have low morale and don’t see a future with the company. Society suffers when families suffer due to downsizing.
Early retirement programs:
Early retirement can be effective, especially if lower performing older workers retire. However sometimes the plan works so well that too many people retire leaving a need for talented experienced workers.
Organizations have moved to a phased retirement program so that they can ease employees into retirement and still have their experience to draw from. |
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| Surplus/Shortage of Labor - Retraining |
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Definition
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Term
| Surplus/Shortage of Labor - Overtime |
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Definition
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| Surplus/Shortage of Labor - Reduce Turnover |
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Definition
Training may reduce turnover.
Knowledge workers can often find jobs even in slower economies. Therefore, organizations have to be concerned with compensation, career development and benefits to keep their talented knowledge workers.
Transitional Matrix can tell you what is likely to happen with each position in terms of turnover. |
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| Surplus/Shortage of Labor - Recruit Inside vs. Outside |
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Definition
Transitional Matrix tells you where your sources of new recruits tend to be (either internal or external).
Internal sources of Recruitment
Advantages:
Improved morale
Better assessment of skills and abilities
Lower cost to recruit
Motivates good performance
Causes of succession of promotions
Have to hire primarily only at the entry level
Disadvantages:
Inbreeding
Possible morale problems of those not promoted
“Political” infighting for promotions
Need for management development program |
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| Recruitment - Pool of Qualified Applicants |
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Definition
| Recruitment generates a pool of candidates; selection identifies the people who are right for the jobs. |
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| Recruitment - Use of Image/Media |
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Definition
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| Recruitment - Yield Strategy, Assess Recruitment Strategy |
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Definition
Yield ratio is a ratio that expresses the percentage of applicants who successfully move from one stage of the recruitment and selection process to the next.
Balancing this information against the cost of each source is important way to strategically spend the company’s resources on recruiting. |
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| Shifting Role of HR Management |
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Definition
| The combination of Scientific Management and the Human Relations Movement into a new HR Model |
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Term
| Outperforming Competitors - Sustainable Competitive Advantage |
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Definition
Distinguish Product/Service from
Competitors
Provide Positive Economic Value
Not Easily Duplicated
Part of Strategic HRM |
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| Outperforming Competitors - Idiosyncratic Path |
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Definition
| System to disallow duplication (?) |
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