HRM Quiz PDF

1 LESSON 3: Human Resource Planning When making the decision to offshore and Recruitment Topic 1: The Human some product or service, organizations Resource Planning Process should consider several critical factors....

1 LESSON 3: Human Resource Planning When making the decision to offshore and Recruitment Topic 1: The Human some product or service, organizations Resource Planning Process should consider several critical factors. Immigration entrance of foreign workers FORECASTING The attempts to into the United States to fill jobs is determine the supply of and demand for federally regulated, so there are limits to various types of human resources to what can be accomplished here. predict areas within the organization Altering Pay and Hours Under some where there will be future labor shortages conditions, these firms may have the or surpluses. option of trying to garner more hours out of the existing labor force. In the face of a Determining Labor Demand Leading labor surplus, organizations can indicator is an objective measure that sometimes avoid layoffs if they can get accurately predicts future labor demand. their employees to take pay cuts. Determining Labor Supply calls for a detailed analysis of how many people are PROGRAM IMPLEMENTATION AND currently in various job categories , EVALUATION The programs developed in statistical procedure Transitional Matrices the strategic-choice stage of the process Determining Labor Surplus or Shortage are put into practice in the figures to ascertain whether there will be a program-implementation stage. The final labor shortage or labor surplus for the step in the planning process is to evaluate respective job categories the results. GOAL SETTING AND STRATEGIC Topic 2: The Human Resource PLANNING The goals should come Recruitment Process directly from the analysis of labor supply Human Resource Recruitment, The and demand and should include a specific practice or activity carried on by the figure This stage is critical because the organization with the primary purpose of many options available to the planner identifying and attracting potential differ widely in their expense, speed, employees. effectiveness, amount of human suffering, and revocability PERSONNEL POLICIES refer to organizational decisions that affect the Downsizing The planned elimination of nature of the vacancies for which people large numbers of personnel designed to are recruited. enhance organizational effectiveness. Internal versus External Recruiting: Job Early Retirement Programs and Security Employment-at-Will Policies Buyouts popular means of reducing a which state that either an employer or an labor surplus is to offer an early retirement employee can terminate the employment program. relationship at any time, regardless of Employing Temporary Workers afforded cause. Companies that do not have firms the flexibility needed to operate employment-at-will provisions typically efficiently in the face of swings in the have extensive Due process policie demand for goods and services. Policies by which a company formally lays out the steps an employee can take to Outsourcing An organization’s use of an appeal a termination decision. outside organization for a broad set of services. Outsourcing is a logical choice Extrinsic and Intrinsic Rewards Pay can when a firm simply does not have certain also make up for a job’s less desirable expertise and is not willing to invest time features and effort into developing it. Offshoring A special case of outsourcing Image Advertising Organizations often where the jobs that move actually leave advertise specific vacancies Image one country and go to another. This kind advertising is particularly important for of job migration has always taken place. companies in highly competitive labor  2 markets that perceive themselves as private employment agencies perform having a bad image much the same service for the white-collar labor market. RECRUITMENT SOURCES The sources Organizations tend to focus especially on from which a company recruits potential colleges that have strong reputations in employees are a critical aspect of its areas for which they have critical needs overall recruitment strategy. RECRUITERS Internal sources offers a company several Recruiter’s Functional Area Most advantages. First, it generates a sample of organizations must choose whether their applicants who are well known to the firm. recruiters are specialists in human Second, these applicants are relatively resources or experts at particular jobs knowledgeable about the company’s Recruiter’s Traits. Two traits stand out vacancies, which minimizes the possibility when applicants’ reactions to recruiters of inflated expectations about the job. are examined. The first, which could be Third, it is generally cheaper and faster to called “warmth,” reflects the degree to fill vacancies internally. Finally, inside hires which the recruiter seems to care about often outperform outsiders, especially the applicant and is enthusiastic about her when it comes to filling jobs at the top end potential to contribute to the company. The of the hierarchy. To recruit externally. second characteristic could be called First, for entry-level positions and perhaps “informativeness.” even for some specialized upper-level Recruiter’s Realism. The recruiter’s job is positions, there may not be any internal to attract candidates, there is some recruits from which to draw. Second, pressure to exaggerate the positive bringing in outsiders may expose the features of the vacancy while downplaying organization to new ideas or new ways of the negative features. Applicants are doing business. particularly effective highly sensitive to negative information. during bad economic times, where “counter cyclical hiring” policies create Topic 3: Recruitment Metrics once-in-a-lifetime opportunities for are measurements used to track hiring acquiring talent. success and optimize the process of hiring candidates for an organization. Direct Applicants are people who apply for a job vacancy without prompting from 17 MOST RELEVANT RECRUITING the organization. METRICS Referrals are people who are prompted to 1. Time to fill - This refers to the time it apply for a job by someone within the takes to find and hire a new candidate, organization, Direct applicants are to often measured by the number of days some extent already “sold” on the between publishing a job opening and organization. Most of them have done hiring the candidate. Time to fill is some homework and concluded that there influenced by supply and demand ratios is enough fit between themselves and the for specific jobs as well as the speed at vacancy to warrant their submitting an which the recruitment department application. This process is called operates. self-selection 2. Time to hire - Time to hire represents the number of days between the moment Electronic Recruiting One of the easiest a candidate is approached and the ways to get into “e-cruiting” is to simply moment the candidate accepts the job. In use the organization’s own web page to other words, it measures the time it takes solicit applications. By using their own web for someone to move through the hiring page, organizations can highly tune their process once they’ve applied. Time to hire recruitment message and focus in on thus provides a solid indication of how the specific people. recruitment team is performing. This Public employment agencies serve metric is also called ‘Time to Accept’. primarily the blue-collar labor market;  3 3. Source of hire - Tracking the sources 9. The selection ratio - refers to the which attract new hires to your number of hired candidates compared to organization is one of the most popular the total number of candidates. This ratio recruiting metrics. This metric also helps is also called the Submittals to Hire Ratio. to keep track of the effectiveness of 10. Cost per hire - The cost per hire different recruiting channels. A few recruitment metric is the total cost examples are job boards, the company’s invested in hiring divided by the number of career page, social media, and sourcing hires. agencies. 11. Candidate experience - When we talk 4 First-year attrition - is a key recruiting about recruiting metrics, candidate metric and also indicates hiring success. experience shouldn’t be overlooked. Candidates who leave in their first year of Candidate experience is the way that job work fail to become fully productive and seekers perceive an employer’s usually cost a lot of money. First-year recruitment and onboarding process, and attrition can be managed and unmanaged. is often measured using a candidate Managed attrition means that the contract experience survey. is terminated by the employer. 12. Offer acceptance rate - The offer Unmanaged attrition means that they acceptance rate compares the number of leave on their own accord. ‘candidate candidates who successfully accepted a retention rate’. job offer with the number of candidates 5. Quality of hire - Quality of hire, often who received an offer. A low rate is measured by someone’s performance indicative of potential compensation rating, gives an indicator of first-year problems. performance of a candidate. Candidates 13. % of open positions - The % of open who receive high-performance ratings are positions compared to the total number of indicative of hiring success while the positions can be applied to specific opposite holds true for candidates with departments or to the entire organization low-performance ratings.Quality of hire is even. A high percentage can be indicative the input for the Success Ratio. The of high demand (for example due to fast success ratio divides the number of hires growth) or low labor market supply. who perform well by the total number of 14. Application completion rate - is candidates hired especially interesting for organizations 6. Hiring Manager - satisfaction In line with with elaborate online recruiting systems. quality of hire, hiring manager satisfaction Many large corporate firms require is another recruiting metric that is candidates to manually input their entire indicative of successful recruiting metrics. CV in their systems before they can apply When the hiring manager is satisfied with for a job. the new candidates in his team, the 15. Recruitment funnel effectiveness candidate is likely to perform well and fit interface. - Recruitment is a funnel which well in the team. In other words, the begins with sourcing and ends with a candidate is more likely to be a successful signed contract. By measuring the hire! effectiveness of all the different steps in 7.Candidate job - satisfaction is an the funnel, you can specify a yield ratio excellent way to track whether the per step. expectations set during the recruiting 16. Sourcing channel effectiveness - helps procedure match reality. A low candidate to measure the conversions per channel. job satisfaction highlights mismanagement By comparing the percentage of of expectations or incomplete job applications with the percentage of descriptions. impressions of the positions, you can 8. Applicants per opening - or applicants quickly judge the effectiveness of different per hire gauges the job’s popularity. A channels. large number of applicants could indicate 17. Sourcing channel - cost You can also a high demand for jobs in that particular calculate the cost efficiency of your area or a job description that’s too broad. different sourcing channels by including ad spend, the amount of money spent on  4 advertisement, on those platforms. By Content Validation When sample sizes are dividing the ad spend with the number of small, an alternative test validation visitors who successfully applied through strategy, content validation, can be used. the job opening you measure the sourcing Content validation is performed by channel cost per hire. demonstrating that the items, questions, or 18. Cost of getting to Optimum problems posed by a test are a Productivity Level (OPL) - The cost of representative sample of the kinds of getting to Optimum Productivity Level situations or problems that occur on the (OPL) is the total cost involved in getting job. someone up to speed. This includes GENERALIZABILITY Generalizability is things like onboarding cost, training cost, defined as the degree to which the validity the cost of supervisors and co-workers of a selection method established in one involved in on-the-job training, and more. context extends to other contexts. Validity Usually, a percentage of the employee’s Generalization stands as an alternative for salary is also included in this calculation, validating selection methods for until they hit 100% OPL. companies that cannot employ 19. Time to productivity - or time to criterion-related or content validation. Optimum Productivity Level, measures UTILITY the degree to which the how long it takes to get people up to information provided by selection methods speed and productive. It is the time enhances the bottom-line effectiveness of between the first day of hiring and the the organization. In general, the more point where the employee fully contributes reliable, valid, and generalizable the to the organization. selection method is, the more utility it will have. LESSON 4: Selection and Placement LEGALITY The final standard that any Topic 1: SELECTION METHOD selection method should adhere to is STANDARDS legality. All selection methods should conform to existing laws and existing legal RELIABILITY The consistency of a precedents. performance measure; the degree to which a performance measure is free from Topic 2: TYPES OF SELECTION random error. Much of the work in METHODS personnel selection involves measuring characteristics of people to determine who INTERVIEWS A selection interview has will be accepted for job openings. No been defined as “a dialogue initiated by specific value of reliability is always one or more persons to gather information acceptable, all else being equal, the more and evaluate the qualifications of an reliable a measure is, the better. applicant for process. Situational interview VALIDITY We define validity as the extent Experience-based and Future Oriented : to which performance on the measure is Motivating Employees , Resolving Conflict related to performance on the job. A , Overcoming Resistance to change measure must be reliable if it is to have REFERENCES, APPLICATION BLANKS, any validity AND BACKGROUND CHECKS Just as Criterion-related validity studies come in few employers would think of hiring two varieties. Predictive validation seeks someone without an interview, nearly all to establish an empirical relationship employers also use some method for between test scores taken prior to being getting background information on hired and eventual performance on the applicants before an interview. job. Concurrent validation assesses the PHYSICAL ABILITY TESTS validity of a test by administering it to COGNITIVE ABILITY TESTS Verbal people already on the job and then comprehension refers to a person’s correlating test scores with existing capacity to understand and use written measures of each person’s performance. and spoken language. Quantitative ability concerns the speed and accuracy with  5 which one can solve arithmetic problems ORGANIZATIONAL ANALYSIS involves of all kinds. Reasoning ability, a broader determining the business appropriateness concept, refers to a person’s capacity to of training, given the company’s business invent solutions to many diverse problems. strategy, its resources available for training, and support by managers and WORK SAMPLES Work-sample tests peers for training activities. attempt to simulate the job in a pre-hiring Training Resources It is necessary to context to observe how the applicant identify whether the company has the performs in the simulated job. The degree budget, time, and expertise for training. of fidelity in work samples can vary greatly. PERSON ANALYSIS helps the manager HONESTY TESTS AND DRUG TESTS identify whether training is appropriate and Many problems that confront society also which employees need training. In certain exist within organizations, which has led to situations, such as the introduction of a two new kinds of tests: honesty tests and new technology or service, all employees drug-use tests. may need training. Paper-and-pencil honesty tests come in a TASK ANALYSIS which we defined earlier number of different forms. Some directly in the chapter, identifies the conditions in emphasize questions dealing with past which tasks are performed. The conditions theft admissions or associations with include identifying equipment and the people who stole from employers. environment the employee works in, time constraints (deadlines), safety considerations, or performance standards, LESSON 5: Training A job is a specific position requiring the TOPIC 1: Designing Effective Formal completion of specific tasks. A task is a Training Activities Training design process statement of an employee’s work activity refers to a systematic approach for in a specific job. developing training programs. Instructional System Design (ISD) and the ADDIE ENSURING EMPLOYEES’ READINESS model (analysis, design, development, FOR TRAINING The second step in the implementation, and evaluation) training design process is to evaluate whether employees are ready for training. Stage 1 is to assess needs to determine if Readiness for Training refers to training is needed. Stage 2 involves employee characteristics that provide ensuring employees have the readiness employees with the desire, energy, and for training, and they have the motivation focus necessary to learn from training. and basic skills to master training content. The desire of the trainee to learn the Stage 3 addresses whether the training content of a training program is referred as session (or the learning environment) has motivation to learn. the factors necessary for learning to occur. Stage 4 is to ensure that trainees 58 apply the content of training to their jobs. This CREATING A LEARNING requires support from managers and ENVIRONMENT Learning permanently peers for the use of training content on the changes behavior. For employees to job as well as getting the employee to acquire knowledge and skills in the understand how to take personal training program and apply this responsibility for skill improvement. Stage information in their jobs, the training 5 involves choosing a training method. program must include specific learning principles. Educational and industrial TRAINING DESIGN PROCESS psychologists and instructional design NEEDS ASSESSMENT The first step in specialists have identified several the instructional design process, needs conditions under which employees learn assessment, refers to the process used to best. determine if training is necessary  6 ENSURING TRANSFER OF TRAINING Webcasting,= which involves face-to-face Transfer of training refers to on-the-job instruction provided online through live use of knowledge, skills, and behaviors broadcasts. learned in training. If no learning occurs in Audiovisual Training. = includes the training program, transfer is unlikely. overheads, slides, and video. It has been used for improving communications skills, Manager Support - refers to the degree to interviewing skills, and customer service which trainees’ managers (1) emphasize skills and for illustrating how procedures the importance of attending training (such as welding) should be followed programs and (2) stress the application of Hands-On Methods = are training training content to the job. methods that require the trainee to be Peer Support - Transfer of training can actively involved in learning. also be enhanced by creating a support network among the trainees. A support ON-THE-JOB TRAINING (OJT) Peers or network is a group of two or more trainees managers training new or inexperienced who agree to meet and discuss their employees who learn the job by progress in using learned capabilities on observation, understanding, and imitation. the job. Apprenticeship = is a work-study training Opportunity to use learned capabilities method with both on-the-job training and (opportunity to perform) refers to the classroom training. Apprenticeships can extent to which the trainee is provided with be sponsored by individual companies or or actively seeks experience with newly by groups of companies cooperating with learned knowledge, skill, and behaviors a union. from the training program. An Internship = is on-the-job learning Technological Support: Performance sponsored by an educational institution or Support and Knowledge Management is part of an academic program. Systems - Performance support systems Simulations = a training method that are computer applications that can represents a real-life situation, with provide, as requested, skills training, trainees’ decisions resulting in outcomes information access, and expert advice. that mirror what would happen if the Knowledge management systems often trainee were on the job. include Communities of Practice Avatars = refer to computer depictions of Self-Management - Skills Training humans that are being used as imaginary programs should prepare employees to coaches, co workers, and customers in self-manage their use of new skills and simulations. behaviors on the job. Virtual Reality = is a computer-based technology that provides trainees with a SELECTING TRAINING METHODS three-dimensional learning experience. Presentation Methods = refer to methods Business Games and Case Studies= in which trainees are passive recipients of Situations that trainees study and discuss information. Presentation methods include (case studies) and business games in traditional classroom instruction, distance which trainees must gather information, learning, and audiovisual training. analyze it, and make decisions are used Instructor-Led Classroom Instruction. = primarily for management skill instruction typically involves having the development. trainer lecture a group. In many cases the Behavior Modeling = Research suggests lecture is supplemented with question that behavior modeling is one of the most and-answer periods, discussion, or case effective techniques for teaching studies. interpersonal skills. Teleconferencing =refers to synchronous E-Learning = computer-based training exchange of audio, video, and/or text (CBT), online learning, and web-based between two or more individuals or groups training refer to instruction and delivery of at two or more locations. training by computer through the Internet or the web.  7 Repurposing = refers to directly In Action Learning = teams or work translating an instructor-led, face-to-face groups get an actual business problem, training program online. work on solving it and commit to an action Massive Open Online Courses plan, and are accountable for carrying out (MOOCs) =is online learning designed to the plan. enroll large numbers of learners who have Kaizen = the Japanese word for access to the Internet, and composed of improvement, Practices participated in by interactive coursework including video employees from all levels of the company lectures, discussion groups, wikis, and that focus on continuous improvement of assessment quizzes. business processes. Social Media. = refer to online and mobile technology used to create interactive communications allowing the creation and TOPIC 2: Advice for Choosing a exchange of user-generated content. Training Method Blended Learning = Because of the The first step in choosing a method is to limitations of e-learning related to identify the type of learning outcome that technology, because of trainee preference you want training to influence for face-to-face contact with instructors Second, comparing the presentation and other learners. methods to the hands-on methods Learning Management System (LMS) A final but important consideration is the refers to a Technology platform that training budget. automates the administration, development, and delivery of a company’s training program. EVALUATING TRAINING PROGRAMS Group- or Team Building Methods Training Outcomes can be categorized as Training are techniques that help trainees cognitive outcomes, skill-based outcomes, share ideas and experiences, build group affective outcomes, results, and return on identity, understand the dynamics of investment. interpersonal relationships, and get to Evaluation Designs designs can be know their own strengths and weaknesses applied to training programs. In general, and those of their co-workers. designs that use pre-training and Experiential programs = are training post-training measures of outcomes and programs in which trainees gain include a comparison group reduce the knowledge and theory, participate in risk that factors other than training itself behavioral simulations, analyze the are responsible for the evaluation results. activity, and connect the theory and Return on Investment (ROI) activity with on-the-job situations. Adventure learning = a type of TOPIC 3: Special Training Issues experiential program, develops teamwork and leadership skills using structured CROSS-CULTURAL PREPARATION outdoor activities. An Expatriate works in a country other Team training = coordinates the than his or her country of origin. The most performance of individuals who work frequently selected locations for expatriate together to achieve a common goal. assignments include the United States, Cross-Training = team members China, Africa, and India. Cross-Cultural understand and practice each other’s Preparation is the process of educating skills. employees (and their families) who are Coordination Training = trains the team given an assignment in a foreign country in how to share information and decisions. Predeparture Phase - Before departure, Team leader training = refers to training employees need to receive language the team manager or facilitator. This may training and an orientation to the new involve training the manager how to country’s culture and customs. resolve conflict within the team or help the Cross-cultural training methods - include team coordinate activities or other team presentational techniques, such as skills. lectures that expatriates and their families  8 attend on the customs and culture of the Feedback sessions so they can adjust host country, immersion experiences, or their performance to the organization’s actual experiences in the home country in goals. culturally diverse communities. On-Site Phase - On-site training involves TOPIC 1: The Practice of Performance continued orientation to the host country Management Several recent surveys of and its customs and cultures through human resource professionals suggest formal programs or through a mentoring that most companies’ performance relationship. management practices require annual Repatriation Phase - prepares expatriates paper-driven reviews that include both for return to the parent company and behaviors and business goals. country from the foreign assignment. TOPIC 2: The Process of Performance MANAGING WORKFORCE DIVERSITY Management AND INCLUSION The first step in the performance Inclusion refers to creating an management process starts with environment in which employees share a understanding and identifying important sense of belonging, mutual respect, and performance outcomes or results. commitment from others Typically, these outcomes or results Diversity Training refers to learning benefit customers, the employees’ peers efforts that are designed to change or team, and the organization itself. The employee attitudes about diversity and second step of the process involves or/develop skills needed to work with a understanding the process (or how) to diverse workforce. Managing Diversity achieve the goals established in the first And Inclusion involves creating an step. This includes identifying measurable environment that allows all employees to goals, behaviors, and activities that will contribute to organizational goals and help the employee achieve the experience personal growth. performance results. Step three in the process, organizational support, involves TOPIC 4: Onboarding and Socialization providing employees with training, necessary resources and tools, and Onboarding, or socialization, refers to the frequent feedback. Step four involves process of helping new hires adjust to performance evaluation The final steps of social and performance aspects of their the performance management cycle new jobs. involve the employee and manager identifying what the employee LESSON 6: Performance Management as the process through which managers TOPIC 3: Purposes of Performance ensure that employees’ activities and Management outputs are congruent with the STRATEGIC PURPOSE One of the organization’s goals. primary ways strategies are implemented is through defining the results, behaviors, Our performance management system ADMINISTRATIVE PURPOSE has three parts: defining performance, Organizations use performance measuring performance, and feeding back management information (performance performance information. First, a appraisals) in many administrative performance management system decisions: specifies which aspects of performance DEVELOPMENTAL PURPOSE A third are relevant to the organization, primarily purpose of performance management is to through job analysis. Second, it measures develop employees. those aspects of performance through Performance Appraisal, which is only one TOPIC 4: Performance Measures method for managing employee Criteria performance. Third, it provides feedback Validity is concerned with maximizing the to employees through Performance overlap between actual job performance  9 and the measure of job performance (the (characteristics or traits) believed green portion in the figure). desirable for the company’s success. Reliability refers to the consistency of a Graphic Rating Scales The most performance measure. One important type common form that the attribute approach of reliability is interrater reliability: the to performance management takes is the consistency among the individuals who graphic rating scale. Graphic rating scales evaluate the employee’s performance. can provide a number of different points (a Acceptability refers to whether the people discrete scale) or a continuum along which who use a performance measure accept it. the rater simply places a check mark (a Many elaborate performance measures continuous scale). are extremely valid and reliable, but they Mixed-standard scales were developed consume so much of managers’ time that to get around some of the problems with they refuse to use it. graphic rating scales. To create a Specificity is the extent to which a mixed-standard scale, we define the performance measure tells employees relevant performance dimensions and what is expected of them and how they then develop statements representing can meet these expectations. good, average, and poor performance along each dimension TOPIC 5: Approaches to Measuring The behavioral approach to performance Performance management attempts to define the The comparative approach to behaviors an employee must exhibit to be performance measurement requires the effective in the job. The various rater to compare an individual’s techniques define those behaviors and performance with that of others. This then require managers to assess the approach usually uses some overall extent to which employees exhibit them. assessment of an individual’s performance behaviorally anchored rating scale or worth and seeks to develop some (BARS) is designed to specifically define ranking of the individuals within a work performance dimensions by developing group behavioral anchors associated with Simple Ranking requires managers to different levels of performance. rank employees within their departments behavioral observation scale (BOS) is a from highest performer to poorest variation of a BARS. Like a BARS, a BOS performer (or best to worst). is developed from critical incidents Alternation Ranking, on the other hand, A Competency Model identifies and consists of a manager looking at a list of provides descriptions of competencies that employees, deciding who the best are common for an entire occupation, employee is, and crossing that person’s organization, job family, or a specific job. name off the list. The forced distribution method also uses a The results approach focuses on ranking format, but employees are ranked managing the objective, measurable in groups. This technique requires the results of a job or work group. This manager to put certain percentages of approach assumes that subjectivity can be employees into predetermined categories. eliminated from the measurement process The paired comparison method requires and that results are the closest indicator of managers to compare every employee one’s contribution to organizational with every other employee in the work effectiveness. group, giving an employee a score of 1 The Use of Objectives The most effective every time he or she is considered the goals are SMART goals higher performer. Balanced Scorecard includes four perspectives of performance including The attribute approach to performance financial, customer, internal or operations, management focuses on the extent to and learning and growth. which individuals have certain attributes  10 The competency model includes These systems help companies ensure leadership and managerial, functional, and that performance goals across all levels of foundational competencies. the organization are aligned Social Performance Management , Gamification Kaizen refers to practices participated in means that game-based strategies , by employees from all levels of the electronic tracking and monitoring systems company that focus on continuous REDUCING RATER ERRORS, POLITICS, improvement of business processes. AND INCREASING RELIABILITY AND Process-flow analysis identifies each VALIDITY OF RATINGS action and decision necessary to complete Similar to me error is based on work, such as waiting on a customer or stereotypes the rater has about how assembling a television set. individuals with certain characteristics are Cause-and-effect diagrams, events or expected to perform. causes that result in undesirable Appraisal politics refer to evaluators outcomes are identified. Employees try to purposefully distorting a rating to achieve identify all possible causes of a problem. personal or company goals. Pareto chart highlights the most important Rater error training attempts to make cause of a problem. managers aware of rating errors and helps Control charts involve collecting data at them develop strategies for minimizing multiple points in time. those errors. Histograms display distributions of large Rater accuracy training, also called sets of data. frame-of-reference training, attempts to Scattergrams show the relationship emphasize the multidimensional nature of between two variables, events, or different performance and to get raters to pieces of data. understand and use the same idea of high, medium, and low performance when making evaluations. Calibration Meetings are meetings TOPIC 6: Choosing a Source for attended by managers in which employee Performance Information performance ratings are discussed and evidence supporting the ratings is Managers are the most frequently used provided. source of performance information. Peers Another source of performance TOPIC 8: Performance Feedback information is the employee’s co-workers. Subordinates are an especially valuable THE MANAGER’S ROLE IN AN source of performance information when EFFECTIVE PERFORMANCE managers are evaluated. FEEDBACK PROCESS Upward feedback refers to appraisals that Feedback Should Be Given involve collecting subordinates’ Frequently, Not Once a Year. evaluations of manager’s behavior or Create the Right Context for the skills. Discussion. Self Although self-ratings are not often Ask the Employee to Rate His or used as the sole source of performance Her Performance before the information, they can still be valuable. Session. Customers. Many companies are involving Encourage the Employee to customers in their evaluation systems. Participate in the Session. 360-Degree Appraisal. This technique Recognize Effective Performance consists of having multiple raters (boss, through Praise. peers, subordinates, customers) provide Focus on Solving Problems. input into a manager’s evaluation. Focus Feedback on Behavior or Results, Not on the Person. TOPIC 7: Use of Technology in Minimize Criticism. Performance Management Agree to Specific Goals and Set a Date to Review Progress  11 What Managers Can Do to to be successful in specific managerial Diagnose Performance Problems jobs or jobs involving international and Manage Employees’ assignments ( MBTI , DiSC ) Performance Assessment centers are primarily used to identify if employees have the personality characteristics, administrative skills, and LESSON 7: Employee Development interpersonal skills needed for managerial Topic 1: The Relationship among jobs. Development, Training, and Careers Performance appraisal is the process of DEVELOPMENT AND CAREERS Today’s measuring employees’ performance. careers are known as protean careers. A Performance appraisal information can be protean career is based on self-direction useful for employee development under with the goal of psychological success in certain conditions.36 The appraisal one’s work. Employees take major system must tell employees specifically responsibility for managing their careers. about their performance problems and how they can improve their performance Topic 2: Development Planning Systems JOB EXPERIENCES A system to retain and motivate Stretch assignments refer to assignments employees by identifying and meeting in which there is a mismatch between the their development needs (also called employee’s skills and past experiences career management systems). and the skills required for success on the Self-assessment - refers to the use of job. information by employees to determine their career interests, values, aptitudes, and behavioral tendencies. LESSON 8: Employee Separation and Reality check - refers to the information Retention employees receive about how the company evaluates their skills and Topic 1: Managing Involuntary knowledge and where they fit into the Turnover and Managing Voluntary company’s plans (potential promotion Turnover opportunities, lateral moves) Involuntary Turnover- Turnover initiated by Goal setting - refers to the process of the organization (often among people who employees developing short- and would prefer to stay). long-term development objectives. These Voluntary Turnover- Turnover initiated by goals usually relate to desired positions employees (often whom the company An action plan - is a written strategy that would prefer to keep). employees use to determine how they will some employees will occasionally fail to achieve their short- and long-term career meet performance requirements or will goals. violate company policies while on the job When events like this happen Topic 3: Approaches to Employee organizations need to invoke a discipline Development program that could ultimately lead to the individual’s discharge. Formal education programs include off-site and on-site programs designed PRINCIPLES OF JUSTICE specifically for the company’s employees, PROGRESSIVE DISCIPLINE AND Assessment involves collecting ALTERNATIVE DISPUTE RESOLUTION information and providing feedback to Stage 1: Open-door policy The two people employees about their behavior, in conflict (e.g., supervisor and communication style, or skills. subordinate) attempt to arrive at a Personality Tests and Inventories Tests settlement together. If none can be are used to determine if employees have reached, they proceed to Stage the personality characteristics necessary  12 2: Peer review A panel composed of JOB SATISFACTION AND JOB representatives from the organization that WITHDRAWAL are at the same level of those people in the dispute hears the case and attempts SOURCES OF JOB DISSATISFACTION to help the parties arrive at a settlement. If Unsafe Working Conditions - if none can be reached, they proceed to applicants or job incumbents conclude Stage that their health or lives are at risk 3: Mediation A neutral third party from because of the job, attracting and outside the organization hears the case retaining workers will be impossible. and, via a nonbinding process, tries to Personal Dispositions - Negative help the disputants arrive at a settlement. affectivity is a term used to describe a If none can be reached, the parties dispositional dimension that reflects proceed to Stage pervasive individual differences in 4: Arbitration A professional arbitrator from satisfaction with any and all aspects of life. outside the organization hears the case Tasks and Roles - he complexity of the and resolves it unilaterally by rendering a task, the amount of flexibility in where and specific decision or award. Most when the work is done, and, finally, the arbitrators are experienced employment value the employee puts on the task. attorneys or retired judges. Supervisors and Co-workers - two primary sets of people in an organization EMPLOYEE ASSISTANCE AND who affect job satisfaction WELLNESS PROGRAMS Pay and Benefits - pay satisfaction takes An employee assistance program (EAP) is on critical significance when it comes to a referral service that supervisors or retention. employees can use to seek professional treatment for various problems. EAPs vary widely, but most share some basic elements. Behavior Change One might expect that an employee’s first response to dissatisfaction would be to try to change the conditions that generate the dissatisfaction. This can lead to supervisor–subordinate confrontation, perhaps even conflict, as dissatisfied workers try to bring about changes in policy or upper-level personnel. Physical Job Withdrawal If the job conditions cannot be changed, a dissatisfied worker may be able to solve the problem by leaving the job. This could take the form of an internal transfer if the dissatisfaction is job specific (the result of an unfair supervisor or unpleasant working conditions). Psychological Withdrawal When dissatisfied employees are unable to change their situation or remove themselves physically from their jobs, they may psychologically disengage themselves from their jobs. Although they are physically on the job, their minds may be somewhere else.