Organizational Behavior Seventeenth Edition Chapter 17 Human Resource
Organizational Behavior Seventeenth Edition Chapter 17 Human Resource Policies and Practices Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Learning Objectives 17. 1 Describe the value of recruitment methods. 17. 2 Specify initial selection methods. 17. 3 Identify the most useful substantive selection methods. 17. 4 Compare the main types of training. 17. 5 List the methods of performance evaluation. 17. 6 Describe the leadership role of HR in organizations. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Value of Recruitment Methods • Strategic recruiting has become a cornerstone for many companies, in which recruiting practices are developed in alignment with long-term strategic goals. • The most effective recruiters—internal or external—are well informed about the job, are efficient in communicating with potential recruits, and treat recruits with consideration and respect. They also use a variety of online tools, including job boards and social media. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Specify Initial Selection Methods Exhibit 17 -1 Model of Selection Process in Organizations Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Identify the Most Useful Substantive Selection Methods (1 of 5) • Substantive Selection – Written tests – Performance simulation tests – Interviews Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Identify the Most Useful Substantive Selection Methods (2 of 5) • Written Tests – Typically tests of intelligence, aptitude, ability, interest, and integrity. – Intelligence tests are particularly good predictors for jobs that require cognitive complexity. – Evidence shows that these tests are good predictors, but care should be taken to use the “right” test. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Identify the Most Useful Substantive Selection Methods (3 of 5) • Performance-Simulation Tests – Have higher face validity and their popularity has increased. – Work sample tests: hands-on simulations of part or all of the job that must be performed by applicants. – Assessment centers: evaluate managerial potential. – Situational judgment tests – Realistic Job Previews Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Identify the Most Useful Substantive Selection Methods (4 of 5) • Interviews – The most frequently used selection device. § It carries a great deal of weight. – Unstructured interviews are not as effective as structured ones, particularly behavioral structured interviews. – Panel interviews minimize the influence of individual biases and have higher validity. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Identify the Most Useful Substantive Selection Methods (5 of 5) • Contingent Selection – Applicants that pass the substantive selection process are ready to be hired, contingent on final checks. § A common contingent method is a drug test. – Drug testing is controversial. § Under the Americans with Disabilities Act, firms may not require employees to pass a medical exam before a job offer is made. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Main Types of Training (1 of 3) • Types of Training – Basic skills – Technical skills – Problem-solving skills – Interpersonal skills • In addition, we consider: – Civility training – Ethics training Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Main Types of Training (2 of 3) • Basic Skills – Many employers believe that high school graduates lack basic skills in reading comprehension, writing, and math. § As work has become more sophisticated, the need for these basic skills has grown significantly. – It’s a worldwide problem, from the most developed countries to the least. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Main Types of Training (3 of 3) • Technical Skills – Technical training is important for: § New technology § New structural designs – As organizations flatten their structures, expand their use of teams, and break down traditional departmental barriers, employees need mastery of a wider variety of tasks and increased knowledge of how their organization operates. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Four Main Types of Training (1 of 4) • Problem-Solving Skills – Problem-solving training for managers and other employees can include: § Activities to sharpen their logic, reasoning, and problem defining skills. § Activities to improve their abilities to assess causation, develop and analyze alternatives, and select solutions. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Four Main Types of Training (2 of 4) • Interpersonal Skills – Almost all employees belong to a work unit where their work performance depends on their ability to interact with coworkers and bosses. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Four Main Types of Training (3 of 4) • Civility Training – As HR managers have become more aware of the effects of social behavior in the workplace, they have paid more attention to incivility, bullying, and abusive supervision in organizations. – To minimize incivility, use training targeted to building civility. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Compare the Four Main Types of Training (4 of 4) • Ethics Training – Many U. S. workers receive ethics training. – Can ethics be taught? § Critics argue that ethics are based on values, and value systems are fixed at an early age. – Ethics cannot be formally “taught” but must be learned by example. § Supporters say values can be learned, and that training is helpful for recognizing ethical dilemmas and ethical issues. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Contrast Formal and Informal Training Methods (1 of 3) • Training Methods – Historically, training meant “formal training”. – Organizations are increasingly relying on informal training. § Unstructured, unplanned, and easily adapted to situations and individuals. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Contrast Formal and Informal Training Methods (2 of 3) • Job Training – On-the-job training includes job rotation, apprenticeships, understudy assignments, and formal mentoring programs. – Off-the-job training includes live classroom lectures, videotapes, public seminars, self-study, Internet and satellite television courses, group activities, and etraining. • Computer-Based Training Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Contrast Formal and Informal Training Methods (3 of 3) • Evaluating Effectiveness – The effectiveness of a training program can refer to the level of student satisfaction, the amount students learn, the extent to which they transfer the material from training to their jobs, or the financial return on investments in training. – An effective training program requires not just teaching the skills, but also changing the work environment to support the trainees. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (1 of 9) • What is Performance? – Three major types of behavior to consider: § Task performance § Citizenship § Counter productivity – Most managers believe good performance means doing well on the first two dimensions and avoiding the third. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (2 of 9) • Purposes of Performance Evaluation – Make general human resource decisions. – Identify training and development needs. § Pinpoint employee skills and competencies needing development. – Provide feedback to employees. § Can be the basis for reward allocations. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (3 of 9) • What Do We Evaluate? – Individual task outcomes – Behaviors – Traits • Who Should Do the Evaluating? – Traditionally, the manager, but today that is changing. § Now peers, subordinates, and the employee can be involved. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (4 of 9) Exhibit 17 -2 360 -Degree Evaluations Source: Adapted from Personnal Journal, November 1994, 100. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (5 of 9) • Methods of Performance Evaluation – Written Essays – Critical Incidents – Graphic Ratings Scales – Behaviorally Anchored Rating Scales (BARS) – Forced Comparisons § Group order ranking § Individual ranking Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (6 of 9) Exhibit 17 -3 Median Grade Point Average (GPA ) by Academic Year and Degree Level Note: Study of GPA from 1, 683 courses, 28 departments, and 3, 176 instructors at a large public university. Source: R. Todd Jewell, M. A. Mc. Pherson, and M. A. Tieslau, “Whose Fault Is It? Assigning Blame for Grade Inflation in Higher Education, ” Applied Economics 45 (2013): 1185– 200. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (7 of 9) • Improving Performance Evaluations: – Use multiple evaluators. – Evaluate selectively. – Train evaluators. – Provide employees with due process. § Three features of due process. § Post appraisals online. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (8 of 9) • Providing Performance Feedback – Managers are often uncomfortable discussing weaknesses with employees. § In fact, unless pressured by organizational policies and controls, managers are likely to ignore this responsibility. – The solution to the problem is not to ignore it but to train managers to conduct constructive feedback sessions. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
List the Methods of Performance Evaluation (9 of 9) • International Variations in Performance Appraisal – Individual-oriented cultures emphasize formal performance evaluation systems more than informal systems. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Leadership Role of HR in Organizations (1 of 5) • Communicating HR Practices – Leadership by HR begins with informing employees about HR practices and explaining the implications of decisions that might be made around these practices. – It is not enough to simply have a practice in place; HR needs to let employees know about it. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Leadership Role of HR in Organizations (2 of 5) • Designing and Administering Benefit Programs – A benefit program should: § Be suited to the organizational culture. § Reflect the values of the organization. § Demonstrate economic feasibility. § Be sustainable in the long term. – Benefits will likely improve employees’ psychological well-being and therefore increase organizational performance. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Leadership Role of HR in Organizations (3 of 5) • Drafting and Enforcing Employment Policies – Employment policies that are informed by current laws but go beyond minimum requirements will help define a positive organizational culture and set high standards for performance. § Policies differ from benefits in that they provide the guidelines for behavior, not just the working conditions. – Any policy must have enforcement to be effective. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Leadership Role of HR in Organizations (4 of 5) • Managing Work-Life Conflicts – Gained momentum in the 1980 s as a result of the increased entry of women in the workforce. – Keeping workloads reasonable, reducing workrelated travel, and offering on-site quality childcare examples of practices that can help manage work-life conflicts. – Different people prefer different solutions. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Describe the Leadership Role of HR in Organizations (5 of 5) • Mediations, Terminations, and Layoffs – Human resource departments often take center stage when unpleasant events such as disputes, substandard performance, and downsizing occur. – Employees need to be able to trust their human resource professionals to maintain appropriate confidentiality and a balanced perspective. – Managers need to be able to trust HR, too, to know the laws and represent the company’s perspective. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Implications for Managers (1 of 3) • An organization’s selection practices can identify competent candidates and accurately match them to the job and the organization. Consider assessment methods that are most likely to evaluate the skills directly needed for jobs you are looking to fill. • Use training programs for your employees to achieve direct improvement in the skills necessary to successfully complete the job. Employees who are motivated will use those skills for their greater productivity. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Implications for Managers (2 of 3) • Training and development programs offer ways to achieve new skill levels and thus add value to your organization. Successful training and development programs include an ethical component. • Use performance evaluations to assess an individual’s performance accurately and as a basis for allocating rewards. Make sure the performance evaluations are as fair as possible. Evaluations perceived as unfair can result in reduced effort, increases in absenteeism, or a search for another job. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
Implications for Managers (3 of 3) • Give employees the opportunity to participate in their evaluations so they understand the performance criteria and engage with the improvement process. Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved.
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