robbins ob16 ppt_17

Copyright © 2015 Pearson Education, Inc.

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Chapter 17: Human Resource Policies and Practices

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Learning Objectives

After studying this chapter, you should be able to:Identify the most useful initial selection methods.Identify the most useful substantive selection methods.Define contingent selection.Compare the four main types of training.Contrast formal and informal training methods.Contrast on-the-job and off-the-job training.List the methods of performance evaluation.Show how managers can improve performance

evaluations.Describe the leadership role of HR in organizations. 17-3


LO 1

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Identify the Most Useful Substantive Selection Methods



Substantive Selection Written tests Performance simulation tests Interviews

LO 2

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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.

LO 2

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Performance-Simulation Tests 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 centersEvaluate managerial potential.

Situational judgment tests

LO 2

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Interviews The most frequently used selection device.

It carries a great deal of weight. The candidate who performs poorly in the

employment interview is likely to be cut, regardless of his/her experience, test scores, or letters of recommendation, and vice versa.

Unstructured interviews are not as effective as structured ones, particularly behavioral structured interviews.

LO 2

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Define Contingent Selection

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.

LO 3

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International Variation in Selection Processes Selection practices differ by business culture.

Countries emphasize different techniques.Structured interviews are popular in some

countries, but not others.Some countries like interviews and work

sample tests, others prefer personal contacts and integrity tests.

LO 3

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Define Contingent Selection


Compare the Four Main Types of Training

Types of Training There are four general skill categories for training:

Basic skills Technical skills Problem solving skills Interpersonal skills

In addition, we consider: Civility training Ethics training

LO 4

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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.

LO 4

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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.

LO 4

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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.

LO 4

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Interpersonal Skills Can include how to be a better listener, how to

communicate ideas more clearly, and how to be a more effective team player.

Almost all employees belong to a work unit where their work performance depends on their ability to interact with co-workers and bosses.

LO 4

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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.

LO 4

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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.

LO 4

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Contrast Formal and Informal Training Methods

Training MethodsHistorically, training meant “formal training”.

It is planned in advance and has a structured format.

Organizations are increasingly relying on informal training. Unstructured, unplanned, and easily

adapted to situations and individuals.

LO 5

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Contrast On-the-Job and Off-the-Job Training

Training Methods 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 e-training (the fastest growing training delivery mechanism).

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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.

LO 6

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Contrast On-the-Job and Off-the-Job Training


List the Methods of Performance Evaluation

What is Performance? Three major types of behavior to consider:

1. Task performance2. Citizenship3. Counter productivity

Most managers believe good performance means doing well on the first two dimensions and avoiding the third.

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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.

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What Do We Evaluate?1. Individual task outcomes2. Behaviors3. Traits

Who Should Do the Evaluating? Traditionally, the manager, but today that is

changing. Now peers, subordinates, and the employee

can be involved.

LO 7

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LO 7

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Methods of Performance Evaluation Written Essays Critical Incidents Graphic Ratings Scales Behaviorally Anchored Rating Scales (BARS) Forced Comparisons

Group order rankingIndividual ranking

LO 7

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LO 7

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Show How Managers Can Improve Performance Evaluations

Suggestions for Improving Performance Evaluations: Use Multiple Evaluators. Evaluate Selectively. Train Evaluators. Provide Employees with Due Process

Three features of due process.Post appraisals online.

LO 8

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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.

LO 8

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International Variations in Performance Appraisal Global performance evaluation across:

Individualism/collectivismA person’s relationship to the environmentTime orientationFocus of responsibility

LO 8

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Describe the Leadership Role of HR in Organizations

Designing and Administering Benefit Programs HR is responsible for designing and administering

an organization’s benefit program. 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.

LO 9

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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.

LO 9

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LO 9

Managing Work-Life Conflicts Gained momentum in the 1980s as a result of

the increased entry of women in the workforce. Keeping workloads reasonable, reducing work-

related travel, and offering on-site quality childcare are examples of practices that can help manage work-life conflicts.

Different people prefer different solutions.

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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.

LO 9

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Implications for Managers

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. 17-34


Training programs increase an employee’s self-efficacy—that is, a person’s expectation that he or she can successfully execute the behaviors required to produce an outcome. Employees with high self-efficacy have strong expectations about their abilities to perform in new situations and are willing to exert the effort to get tasks done.

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.

Give employees the opportunity to participate in their evaluations so they understand the performance criteria and engage with the improvement process.

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Implications for Managers


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robbins ob16 ppt_17

Business

pearson education

skills interpersonal

job training

intelligence tests

worksample tests

informal training methods

used selection device

work performance