Ch. 17

Selection Practices (3)

Substantive Selection (3 Tests)

 1. Written Tests.

2. Performance – Simulation Tests

a. work sample tests "simulations"

b. assessment centers - situational judgment tests

3. Interviews

New Way to Do Interviews

“behavioral structured interviews” that reduce interview biases

Types of Training/Development (4 Programs)

1. Basic Literacy Skills (40% of US needs it)

2. Technical Skills

3. Interpersonal Skills
4. Problem-solving skills (e.g. logic)

(5. ethics training)

Training Methods

Formal vs. Informal

formal training – traditional structured way
informal training – (70% of learning) unstructured, unplanned and easily adapted

 formal off-the-job training

– live classroom lectures, courses, and group activities ( popular - $51 billion largely spent on this)

Effectiveness of Training Depends on....

Individual

“internal locus of control, high conscientiousness, and high self-efficacy” + chance to practice new skills 

What is Performance? (3 Types of Behavior)

1.    Task Performance. Doing yo job

2. Citizenship. Being nice.

3. Counterproductivity. Damaging organization by being a bitch

Three Traits Evaluated by Performance Evals

   a.  Individual Task Outcomes, e.g. sales

b.    Behaviors, better e.g. leadership, promptness, etc

c. Traits. Weak!

Five Methods of Performance Evaluations

1. Written Essays.

2. Critical Incidents

3. Graphic Rating Scales

4. Behaviorally Anchored Rating Scales (combo of 2 & 3)

5. Forced Comparisons, i.e. rankings

Four Ways to Improve Performance Evaluations

1. Use more evaluators

2. Train evaluators

3. Evaluate selectively (only what evaluator is familiar with)

4. Provide Employees with Due process

Managing Work-Life Conflicts

Five Initiatives

ch. 17

1. Time-based, e.g. flextime, telecommuting

2. Information-based, e.g. counseling

3. Money-based, e.g. insurance, scholarships

4. Direct services, e.g. child care, fitness center

5. Culture-change strategies, establishing balanced life

When it comes to selection...

High Power distance ->

organization reputation more important than job choice

Individualistic vs. Collectivistic Cultures:

Performance evals

Important in individualistic cultures

Less important in collectivistic cultures (changing in Korea though)

Effect of Training and Development Programs

Ch. 17

Forces for Change (6)

1. workforce demographics 2. economy

3. technology

4. politics

5. competition

6. social trends

 change agents

“people who see a future .. and are able to motivate and implement this vision” e.g. Lawrence Summers

Two Major Sources of Resistance to Change

1. Individual Sources: habit, security, economic factors

2. Organizational Sources: stuructural inertia, power relationships

Overcoming Resistance to Change (8 Ways)

1. Education and Communication

2. Participation

3. Building Support/Coalitions

4. Develop Positive Relationships

5. Implementing Changes Fairly

6. Manipulation, Cooptation

7. Selecting Change-minded People

8. Coercion

Lewin’s Three-Step Model

1.    Unfreeze the status quo
2.    Move toward a desired end state
3.    Refreeze the new change

Kotter’s Eight Step Plan

Just like Lewin's but longer

p. 598

Action Research (5 Steps)

1. Diagnosis of problem

2. Analysis of problem and ideas

3. Feedback from employees

4. Action

5. Evaluation of effectivness

Organizational Development (OD) (5 Values)

Six Methods for Organizational Development

S, S, PC, T, Int, AI

1. Sensitivity Training (talk about feelings... outdated)

2.  Survey Feedback.

  3. Process Consultation (PC) = 1+2 clients participate in diagnosis and solutions

4. Team Building

 5. Intergroup Development, e.g. between departments

6. Appreciative Inquiry (AI) - identify organization's strengths

Appreciative Inquiry (AI)

4 D's

Ch. 18

Discovery.  Organization’s strengths

Dreaming. Possible futures
Design. Common vision
Destiny. How to achieve their dream

Culture of Innovation's

Three Categories

structural

cultural

human resource categories

Structural source of innovation

e.g. organic structures “positively influence innovation”

or

more committees and cross-functional teams

Cultural and HR Sources of Innovation

Cultural: encourages experimentation and rewards success/failure both

Huam resources: promotes training and development

idea champion

person who encourages individuals to support an idea and its implementation

TERM

learning organization

has continuous capacity to adapt and change

single-loop learning

vs

double-loop learning

single-loop - only responds to errors with old ways

double-loop - modifies objectives and challenges the past

Three (3) Fundamental Problems of Trad. Orgs:

FCR

fragmentation - from specialization

competition

reactiveness vs. creation

Managing Learning (3 suggestions)

S, S, C

 Establish a strategy

Redesign organization’s structure. - more cross-functional teams

Reshape org’s culture. - reward risk-taking and functional conflict

Two Types of Stressors

1. challenge stressors - pressure to get things done

2. hindrance stressors - stuff that stops you from getting things done

Potential Sources of Stress (3)

1. Environment

2. Organizational

3. Personal

Environmental Factors of Stress

  a. economic
    b. political
   c. technological

Organizational Factors of Stress (3 Demands)

T, R, I

task demand - design of job, variety, conditions

role demand - people's expectations of you

interpersonal demands - pressure from employes, lack of social support, etc.

Individual Differences and Stress (Four variables)

PESP

Consequences of Stress

PPB

+ that graph

1. Physiological

2. Psychological

3. Behavioral -> productivity .

 "inverted-U relationship"

Stress Management: Individuals (3-4)

 time management,

exercise,

relaxation,

having a social support network

Stress Management: Organizational (4-5)

 improved selection and placement

better training

realistic goals

better communciation

redesigned jobs

Organizational Change: Japan vs. U.S.

Japan is more mellow

U.S. wants it NOW!

Change is implemented autocratically in _____ power distance.

high

“the real world is turbulent, requiring organizations to undergo dynamic change if they are to remain competitive”

yeah