human resource management: recruitment, selection, and performance appraisal stephen w. nason

Human Resource Management:

Recruitment, Selection, and Performance Appraisal

Stephen W. Nason

Recruiting

the process of identifying and attracting a pool of qualified candidates

HKUST Business SchoolDr. Stephen Nason

Staffing Process

Recruit

ment

Retention

Selection

Labor Market Applicants HiredEmployees

Long-termEmployees

HKUST Business SchoolDr. Stephen Nason

Before recruiting begins need know

Job Analysis Tasks job requires Behaviors needed Abilities, knowledge, skills needed

Manpower planning Demand analysis (employees needed) Supply analysis (employees available)

HKUST Business SchoolDr. Stephen Nason

Recruitment Sources

Walk-Ins Referrals College Recruiting Other Educational Sources Employment Agencies Professional Associations Advertising Temporary Employees

HKUST Business SchoolDr. Stephen Nason

Choosing Recruiters

strong interpersonal skills (likable) enthusiastic about company knowledgeable credible

Selection

gathers and uses info about recruited applicants to choose which of them receives employment offers.

Selection Strategy

selection practices must fit with org. (strategy, structure, other HR practices)

HKUST Business SchoolDr. Stephen Nason

Designing a Selection Strategy

1. Assess overall work environment2. Determine type of person

required3. Determine selection techniques4. Reinforce person-org. fit at work

HKUST Business SchoolDr. Stephen Nason

Selection Techniques (Part I)

Method Validity Cost Popularity

Applicationforms

less than .2 low pervasive

Resumes less than .2 low pervasive

Life-History bio = .3-.4train = < .2

moderate tohigh

common

Interview 0 to .6 high pervasive

HKUST Business SchoolDr. Stephen Nason

1. Planning Interviews

must do a careful job analysis determine major interview objectives write questions -- focusing on past

behaviors, intentions, knowledge, hypothetical job situations

Research background

HKUST Business SchoolDr. Stephen Nason

2. Conducting Interviews

establish rapport ask prepared questions give candidate opportunity to ask interviewer

questions

HKUST Business SchoolDr. Stephen Nason

3. Evaluating after the interview

evaluate candidate right away rate candidate on all relevant criteria

HKUST Business SchoolDr. Stephen Nason

Selection Techniques (Part II)

Method Validity Cost Popularity

Ability tests .1 - .6 low moderate

Knowledge testsJob tryouts

.1 - .5 low to high pervasive

Physical requir. .2 - .6 moderate pervasive

Personality tests .1 - .4 low low

HKUST Business SchoolDr. Stephen Nason

Selecting Expatriates:Predictors of Expatriate

Success technical ability managerial skills language ability emotional maturity cultural empathy adaptability spouse/family adjustment

Performance Appraisal

the process that measures employee performance

HKUST Business SchoolDr. Stephen Nason

Why assess performance

employees will do whatever they are evaluated on

PA determines what tasks the employees will focus on

PA is important for all other areas of HRM and organizational functioning

HKUST Business SchoolDr. Stephen Nason

Purposes of PA

pay promotion firing training & development document feedback subordinate expression

HKUST Business SchoolDr. Stephen Nason

Developing A Performance Appraisal System Choices to be made: The mix of formal and informal

appraisals. What factors to evaluate. Methods of appraisal Who appraises performance When to assess performance

HKUST Business SchoolDr. Stephen Nason

(2) What factors to evaluate

Results Behaviors Skills/Abilities/Traits

HKUST Business SchoolDr. Stephen Nason

Performance measures should be

1. relevant to goals of the Org2. controlled by individuals (not org,

tech, others)3. realistically measurable and

observable4. understandable

HKUST Business SchoolDr. Stephen Nason

(3) How to measure performance

Comparison to Objectives (MBO) Comparison to Job Standards Comparison between individuals

HKUST Business SchoolDr. Stephen Nason

Comparison to Job Standards

physical observation rating scales essays/diaries

HKUST Business SchoolDr. Stephen Nason

Comparison between individuals

ranking forced distribution

HKUST Business SchoolDr. Stephen Nason

PA Techniques

Method Feedback Acceptance Costs Avoid Error

MBO excellent excellent high good

Rating Scale avg./good average average average

Essay poor poor avg./high poor

Ranking poor poor low average

HKUST Business SchoolDr. Stephen Nason

(4) Who should judge performance? superior peers self subordinates independent outside observer customers multiple (360)

HKUST Business SchoolDr. Stephen Nason

Problems and Biases in Performance Appraisal

Stereotypes Primacy Effect Contrast Effect Halo Effect Similar-to-me

Effect Fundamental

Attribution error Self Serving Bias

Harshness, Leniency, and Average Tendency Biases

Knowledge-of-Predictor Bias

Selective Perception

Projection