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17
Human Resource
Policies
and Practices
17-3
Copyright © 2017 Pearson Education, Ltd.
LO 1 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.
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Copyright © 2017 Pearson Education, Ltd.
LO 2 Specify Initial
Selection Methods
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Copyright © 2017 Pearson Education, Ltd.
LO 3 Identify the Most Useful
Substantive Selection Methods
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 4 Compare the Four
Main Types of Training
Interpersonal Skills
Almost all employees belong to a work unit
where their work performance depends on
their ability to interact with coworkers and
bosses.
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LO 4 Contrast Formal and
Informal Training Methods
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 e-training.
Computer-Based Training
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Copyright © 2017 Pearson Education, Ltd.
LO 4 Contrast Formal and
Informal Training Methods
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. 17-20
Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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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Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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. 17-23
Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
Methods of Performance Evaluation
Written Essays
Critical Incidents
Graphic Ratings Scales
Behaviorally Anchored Rating Scales
(BARS)
Forced Comparisons
Group order ranking
Individual ranking 17-25
Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
Improving Performance Evaluations:
Use multiple evaluators.
Evaluate selectively.
Train evaluators.
Provide employees with due process.
Three features of due process.
Post appraisals online.
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Copyright © 2017 Pearson Education, Ltd.
LO 5 List the Methods
of Performance Evaluation
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 6 Describe the Leadership Role
of HR in Organizations
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 6 Describe the Leadership Role
of HR in Organizations
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 6 Describe the Leadership Role
of HR in Organizations
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.
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Copyright © 2017 Pearson Education, Ltd.
LO 6 Describe the Leadership Role
of HR in Organizations
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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Copyright © 2017 Pearson Education, Ltd.
LO 6 Describe the Leadership Role
of HR in Organizations
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. 17-34
Copyright © 2017 Pearson Education, Ltd.
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.
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Copyright © 2017 Pearson Education, Ltd.
Implications for Managers
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.
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