Professional Documents
Culture Documents
EIGHTEEN
Selection 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 personorganization fit of the applicant.
Substantive Selection
Applicants who meet basic requirements, but are less qualified than others, are rejected.
Contingent Selection
Applicants who are among best qualified, but who fail contingent selection, are rejected.
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.
2007 Prentice Hall Inc. All rights reserved.
Technical Skills
Types of Training
Interpersonal Skills
Training Methods
E-training
Formal Training
Off-theOff-the-Job Training
Informal Training
On-theOn-the-Job Training
Readings
Lectures
Learning Styles
Participation and Experiential Exercises Visual Aids
Performance Evaluation
Purposes of Performance Evaluation
Making general human resource decisions.
Promotions, transfers, and terminations
Performance Evaluation
Traits
2007 Prentice Hall Inc. All rights reserved.
Peers
SelfSelf-Evaluation
Immediate Subordinates
The primary objective of the 360degree performance evaluation is to pool feedback from all of the employees customers.
360-Degree Evaluations
E X H I B I T 182
Source: Adapted from Personnel Journal, November 1994, p. 100.
Critical Incidents Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.
X
Completely Unaware Fully Informed
Use multiple evaluators to overcome rater biases. Evaluate selectively based on evaluator competence. Train evaluators to improve rater accuracy. Provide employees with due process.
Performance Evaluation
Not emphasized or considered appropriate in many cultures due to differences in:
Individualism versus collectivism. A persons relationship to the environment. Time orientation (long- or short-term). Focus on responsibility.
Personal Life
Work/Life Initiatives
Strategy
Time-based strategies
Program or Policy
Flextime Job sharing Part-time work Leave for new parents Telecommuting Closing plants/offices for special occasions Intranet work/life Web site Relocation assistance Eldercare resources Vouchers for child care Flexible benefits Adoption assistance Discounts for child care tuition Leave with pay
E X H I B I T 184
Information-based strategies
Money-based strategies
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. Moskowitz, The Best in the Worst of Times, Fortune, February 4, 2002, pp. 6090.
Work/Life Initiatives
Strategy
Direct services
Program or Policy
On-site child care Emergency back-up care On-site health/beauty Concierge services Take-out dinners
services
Training for managers to deal with work/life Tie manager pay to Focus on employees
E X H I B I T 184 (contd)
Employees
Know yourself. Manage your reputation. Build and maintain network contacts. Keep current. Balance your generalist and specialist competencies. Document your achievement. Keep your options open.
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.
2007 Prentice Hall Inc. All rights reserved.