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Chapter EIGHTEEN

Human Resource
Policies and
Practices

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Selection
Selection Devices
Devices
 Interviews
– Are the most frequently used selection tool.
– Carry a great deal of weight in the selection process.
– Can be biased toward those who “interview well.”
– Should be structured to ensure against distortion due
to interviewers’ biases.
– Are better for assessing applied mental skills,
conscientiousness, interpersonal skills, and person-
organization fit of the applicant.

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The
The Selection
Selection Process
Process

Initial Selection Applicants who don’t meet


basic requirements are
rejected.

Applicants who meet basic


requirements, but are less
Substantive Selection qualified than others, are rejected.

Applicants who are among best


Contingent Selection qualified, but who fail contingent
selection, are rejected.

Applicant receives job


offer.

E X H I B I T 18–1
E X H I B I T 18–1

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Selection
Selection Devices
Devices (cont’d)
(cont’d)
 Written Tests
– Renewed employer interest in testing applicants for:
• Intelligence: trainable to do the job?
• Aptitude: could do job?
• Ability: can do the job?
• Interest (attitude): would/will do the job?
• Integrity: trust to do the job?
– Tests must show a valid connection to job-related
performance requirements.

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Selection
Selection Devices
Devices (cont’d)
(cont’d)
 Performance-Simulation Tests
– Based on job-related performance requirements.
– Yield validities (correlation with job performance)
superior to written aptitude and personality tests.

Work Sample Tests


Creating a miniature replica of a job to evaluate
the performance abilities of job candidates.

Assessment Centers
A set of performance-simulation tests designed
to evaluate a candidate’s managerial potential.
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Training
Training and
and Development
Development Programs
Programs

Basic
BasicLiteracy
Literacy Technical
Technical
Skills
Skills Skills
Skills

Types
Typesof of
Training
Training

Problem
ProblemSolving
Solving Interpersonal
Interpersonal
Skills
Skills Skills
Skills

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What
What About
About Ethics
Ethics Training?
Training?
 Argument against ethics  Arguments for ethics
training training
– Personal values and – Values can be learned
value systems are fixed and changed after early
at an early age. childhood.
– Training helps employees
recognize ethical
dilemmas and become
aware of ethical issues
related to their actions.
– Training reaffirms the
organization’s
expectation that
members will act
ethically.

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Training
Training Methods
Methods

E-training
E-training Formal
FormalTraining
Training

Individual
Individualand
and
Off-the-Job
Off-the-Job
Training Group
GroupTraining
Training Informal
InformalTraining
Training
Training
Methods
Methods

On-the-Job
On-the-Job
Training
Training

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Individualizing
Individualizing Formal
Formal Training
Training to
to Fit
Fit the
the
Employee’s
Employee’s Learning
Learning Style
Style

Readings
Readings Lectures
Lectures

Learning
Learning
Styles
Styles
Participation
Participationand
and
Experiential
Experiential Visual
VisualAids
Aids
Exercises
Exercises

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Performance
Performance Evaluation
Evaluation
 Purposes of Performance Evaluation
– Making general human resource decisions.
• Promotions, transfers, and terminations
– Identifying training and development needs.
• Employee skills and competencies
– Validating selection and development programs.
• Employee performance compared to selection evaluation
and anticipated performance results of participation in
training
– Providing feedback to employees.
• The organization’s view of their current performance
– Supplying the basis for rewards allocation decisions.
• Merit pay increases and other rewards

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Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)
 Performance Evaluation and Motivation
– If employees are to be motivated to perform, then:
• Performance objectives must be clear.
• Performance criteria must be related to the job.
• Performance must be accurately evaluated.
• Performance must be properly rewarded.

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Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)
 What Do We Evaluate?

Individual
IndividualTask
Task Behaviors
Behaviors
Outcomes
Outcomes

Performance
Performance
Evaluation
Evaluation

Traits
Traits

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Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)
 Who Should Do the Evaluating?

Immediate
Supervisor

Peers

Self-Evaluation

Immediate
Subordinates

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The primary objective of the 360- 360-Degree
360-Degree
degree performance evaluation is
to pool feedback from all of the Evaluations
Evaluations
employee’s customers.

E X H I B I T 18–2
E X H I B I T 18–2
Source: Adapted from Personnel Journal, November 1994, p. 100.
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Methods
Methods of
of Performance
Performance Evaluation
Evaluation

Written Essay
A narrative describing an employee’s strengths,
weaknesses, past performances, potential, and
suggestions for improvement.

Critical Incidents
Evaluating the behaviors that are key in making the
difference between executing a job effectively and
executing it ineffectively.

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Methods
Methods of
of Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)

Graphic Rating Scales


An evaluation method in which the evaluator rates
performance factors on an incremental scale.

Keeps up with current


policies and regulations.
1 2 3 4 5

X
Completely Fully
Unaware Informed

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Methods
Methods of
of Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)

Behaviorally Anchored
Rating Scales (BARS) Passes next examination
and graduates on time.
Scales that combine major
elements from the critical Pays close attention and
incident and graphic rating regularly takes notes.
scale approaches: The
appraiser rates the employees Alert and takes
based on items along a occasional notes.
continuum, but the points are Stays awake in class
examples of actual behavior on but is inattentive.
a given job rather than general
descriptions or traits. Gets to class on time,
but nods off immediately.

Oversleeps for class.

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Methods
Methods of
of Performance
Performance Evaluation
Evaluation (cont’d)
(cont’d)
 Forced Comparisons
– Evaluating one individual’s performance relative
to the performance of another individual or
others.

Group Order Ranking


An evaluation method that places employees into a
particular classification, such as quartiles.

Individual Ranking
An evaluation method that rank-orders employees
from best to worse.
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Suggestions
Suggestionsfor
for Improving
ImprovingPerformance
PerformanceEvaluations
Evaluations

Use
Usemultiple
multipleevaluators
evaluatorsto
toovercome
overcomerater
raterbiases.
biases.

Evaluate
Evaluateselectively
selectivelybased
basedon
onevaluator
evaluatorcompetence.
competence.

Train
Trainevaluators
evaluatorsto
toimprove
improverater
rateraccuracy.
accuracy.

Provide
Provideemployees
employeeswith
withdue
dueprocess.
process.

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Providing
Providing Performance
Performance Feedback
Feedback
 Why Managers Are Reluctant to Give
Feedback
– Uncomfortable discussing performance
weaknesses directly with employees.
– Employees tend to become defensive when
their weaknesses are discussed.
– Employees tend to have an inflated
assessment of their own performance.
 Solutions to Improving Feedback
– Train managers in giving effective feedback.
– Use performance review as counseling activity
than as a judgment process.

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International
International HR
HR Practices:
Practices: Selected
Selected Issues
Issues
 Selection
– Few common procedures, differ by nation.
 Performance Evaluation
– Not emphasized or considered appropriate in many
cultures due to differences in:
• Individualism versus collectivism.
• A person’s relationship to the environment.
• Time orientation (long- or short-term).
• Focus on responsibility.

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Managing
Managing Diversity
Diversity in
in Organizations
Organizations

Work
Work -- Life
Life Conflicts
Conflicts

Work Integration or Personal


Segmentation Life

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Work/Life
Work/Life Initiatives
Initiatives
Strategy Program or Policy

Time-based Flextime
strategies Job sharing
Part-time work
Leave for new parents
Telecommuting
Closing plants/offices for special occasions

Information-based Intranet work/life Web site


strategies Relocation assistance
Eldercare resources

Money-based Vouchers for child care


strategies Flexible benefits
Adoption assistance
Discounts for child care tuition
Leave with pay
Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory
Exercise,” Journal of Management Education, April 2002, p. 210; and R. Levering and M. E X H I B I T 18–4
E X H I B I T 18–4
Moskowitz, “The Best in the Worst of Times,” Fortune, February 4, 2002, pp. 60–90.
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Work/Life
Work/Life Initiatives
Initiatives
Strategy Program or Policy
Direct services On-site child care
Emergency back-up care
On-site health/beauty
services
Concierge services
Take-out dinners

Culture-change Training for managers to


help employees
strategies deal with work/life
conflicts
Tie manager pay to
employee satisfaction
Focus on employees’
actual performance,
not “face time”

Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory


Exercise,” Journal of Management Education, April 2002, p. 210; and R. Levering and M. E X H I B I T 18–4 (cont’d)
E X H I B I T 18–4 (cont’d)
Moskowitz, “The Best in the Worst of Times,” Fortune, February 4, 2002, pp. 60–90.
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Managing
Managing Diversity
Diversity in
in Organizations
Organizations (cont’d)
(cont’d)
 Diversity Training
– Participants learn to value individual differences,
increase cross-cultural understanding, and confront
stereotypes.

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Career
Career Development
Development Responsibilities
Responsibilities
 Organization  Employees
– Clearly communicate – Know yourself.
organization’s goals – Manage your reputation.
and future strategies.
– Build and maintain
– Create growth network contacts.
opportunities.
– Keep current.
– Offer financial
assistance. – Balance your generalist
and specialist
– Provide time for competencies.
employees to learn.
– Document your
achievement.
– Keep your options open.

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Chapter Check-Up: HR Policies

What are your views on work-


life initiatives? What pros and
cons can you see for an
organization considering
implementing programs of this
sort?

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Chapter Check-Up: HR Policies
Marie just finished her first job interview for a
position as a call center representative for a
book distributor. In her interview, she was asked
if she’s ever been in prison. She wonders if this
is a usual and legal question. Your thoughts?

A question about a criminal record can only be asked if it is directly


related to the position; in this case, it is not obvious why this
position would require that information.

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Chapter Check-Up: HR Policies

At which stage of the


selection process do you
think a company’s culture
becomes clear to an
employee? Discuss with a
classmate.

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