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Robbins & JudgeOrganizational Behavior13th EditionChapter 18: Human Resource Policies and Practices

Student Study SlideshowBob StretchSouthwestern College18-* 2009 Prentice-Hall Inc. All rights reserved.

2009 Prentice-Hall Inc. All rights reserved.

Chapter Learning ObjectivesAfter studying this chapter, you should be able to:Define initial selection and identify the most useful methods.Define substantive selection and identify the most useful methods.Define contingent selection and contrast the arguments for and against drug testing.Compare the four main types of training.Contrast formal and informal training methods, and on-the-job and off-the-job training.Support the use of performance evaluation.Show how managers can improve performance evaluations.Explain how diversity can be managed in organizations.Show how a global context affects human resource management.18-* 2009 Prentice-Hall Inc. All rights reserved.


The Selection ProcessInitial SelectionApplicants who dont meet basic requirements are rejected.Substantive SelectionApplicants who meet basic requirements, but are less qualified than others, are rejected.Contingent SelectionApplicants who are among best qualified, but who fail contingent selection, are rejected.Applicant receives job offer.

Exhibit 18-1 2009 Prentice-Hall Inc. All rights reserved.18-*


Stage 1: Initial SelectionInitial selection devices are used to determine if basic qualifications for the job are metDevices include:Application FormsGood initial screenMust be careful about questions asked legal issuesBackground ChecksMost employers want reference information, but few give it out litigation worriesLetters of recommendation are of marginal worthMay use criminal record or credit report checks

2009 Prentice-Hall Inc. All rights reserved.18-*


Stage 2: Substantive SelectionThese devices are the heart of the selection processWritten TestsTesting applicants for: intelligence or cognitive ability, personality, integrity, and interestsIntelligence tests are the best predictor across all jobsPerformance-Simulation TestsBased on job-related performance requirementsWork Sample TestsCreating a miniature replica of a job to evaluate the performance abilities of job candidatesAssessment CentersA set of performance-simulation tests designed to evaluate a candidates managerial potential



Another Substantive Selection DeviceInterviewsAre the most frequently used selection toolCarry a great deal of weight in the selection processCan be biased toward those who interview wellTypes of InterviewsUnstructured (randomly chosen questions) Most common, least predictive, and prone to biasStructured (standardized sets of questions) More predictive of job success; less chance for biasBehavioral structured (asking how specific problems were handled in the past) Past behaviors may be good predictors of future behaviorInterviews most often used to determine organization-individual fit



Stage 3: Contingent SelectionFinal checks before hiringDrug testingControversial: perceived to be unfair or invasiveSupreme Court ruled that this is not an invasion of rightsExpensive but accurateAlcohol not generally tested for



Training and Development ProgramsTypes of TrainingBasic Literacy SkillsOne half of U.S. high school graduates do not have the basic skills necessary for workTechnical SkillsFocus of most training, especially given the pace of technological changeInterpersonal SkillsSkills like effective listening, communication, and teamworkProblem-solving SkillsHelp sharpen logic and reasoning, and provide helpful decision-making techniques 2009 Prentice-Hall Inc. All rights reserved.18-*


What About Ethics Training?Argument againstPersonal values and value systems are fixed at an early ageArgument forValues can be learned and changedTraining helps employees recognize ethical dilemmas and issuesTraining reaffirms the organizations expectation that members will act ethically



Training MethodsFormalPlanned in advance with a structured formatInformalUnstructured, unplanned, and easily adaptable70% of all current training is of this typeOn-the-Job (OJT)Includes job rotation, apprenticeships, understudy assignments, and formal mentoring programsMay be disruptive to the workplaceOff-the-JobClassroom lectures, videotapes, seminars, self-study courses, Internet-based courses, role-plays, and case studies.E-Training (computer-based)Flexible but expensive and not proven to work 2009 Prentice-Hall Inc. All rights reserved.18-*


Individualized Training and Learning StylesLearning styles differ: so should training methodLearning Styles:ReadingGive them books and reading materials to reviewWatchingLet them observe experts modeling the proper behaviorsListeningProvide lectures or audiotapesParticipatingLet these learners try out the new skills in a safe experimental environmentThe styles are not mutually exclusive employees can learn from multiple styles 2009 Prentice-Hall Inc. All rights reserved.18-*


Evaluating Training EffectivenessMany factors determine training effectiveness:Training method usedIndividual motivationTrainee personality: those with internal locus of control, high conscientiousness, high cognitive ability, and high self-efficacy learn bestTraining climate: ability to apply the learning to the job 2009 Prentice-Hall Inc. All rights reserved.18-*


Performance EvaluationEvaluation affects performance levelPurposes of Performance EvaluationProvides input to general human resource decisionsPromotions, transfers, and terminationsIdentifies skill training and development needsProvides performance feedback to employeesSupplies the basis for reward allocation decisionsMerit pay increases and other rewardsFor OB specialists: the key purposes of performance evaluation are the last two - a mechanism for feedback and reward allocation 2009 Prentice-Hall Inc. All rights reserved.18-*


What Do We Evaluate?Individual Task OutcomesThese are the metrics that directly result from employee effort such as sales, turnover, or qualityBehaviorsWhen direct results are difficult to determine, may be evaluated on behavior and documented actions such as sales calls made, promptness in submitting reports, or non-productive activities like volunteering for charity drivesTraitsWeak because they dont reflect productivity; often used these include attitudes, confidence, and looking busy 2009 Prentice-Hall Inc. All rights reserved.18-*


Who Should Do the Evaluating?Immediate SupervisorPeersSubordinatesCustomersThe person being evaluated360o feedback: all these and more



Methods of Performance EvaluationWritten EssayA narrative describing an employees strengths, weaknesses, past performances, potential, and suggestions for improvementCritical IncidentsEvaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively 2009 Prentice-Hall Inc. All rights reserved.18-*


More Methods of Performance EvaluationGraphic Rating ScalesAn evaluation method in which the evaluator rates performance factors on an incremental scale 2009 Prentice-Hall Inc. All rights reserved.18-*


Another Performance Evaluation MethodBehaviorally Anchored Rating Scales (BARS)Scales that combine major elements from the critical incident and graphic rating scale approaches: The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on a given job rather than general descriptions or traits.

2009 Prentice-Hall Inc. All rights reserved.18-*Punctuality1: Never late for work2: Late 1-2 times per month3: Late 3 or more times per month


Even More Evaluation MethodsForced ComparisonsEvaluating one individuals performance relative to the performance of another individual or othersWho is better, A or B?Group Order RankingAn evaluation method that places employees into a particular classification, such as quartiles10 % are As, 20 % Bs, 40 % Cs, 20 % Ds, and 10 % FsIndividual RankingAn evaluation method that rank-orders employees from best to worstMary is #1, Juan is #2, Liu is #3



Suggestions for Improving EvaluationsUse multiple evaluators to overcome rater biasesHalo and leniency errorsEvaluate selectively based on evaluator competenceTrain evaluators to improve rater accuracyProvide employees with due processIndividuals are provided with adequate notice of performance expectationsAll relevant evidence of a violation is aired in a fair hearing, with the individual given an opportunity to respondFinal decision is based on the evidence and is free of bias 2009 Prentice-Hall Inc. All rights reserved.18-*


Providing Performance FeedbackWhy Managers Are Reluctant to Give FeedbackThey are uncomfortable discussing performance weaknesses directly with employeesEmployees tend to become defensiveEmployees tend to have an inflated assessment of their own performanceSolutions to Improving FeedbackTrain managers how to give effective feedbackUse performance review as a counseling activity rather than as a judgment process 2009 Prentice-Hall Inc. All rights reserved.18-*


Managing Diversity: Work-Life ConflictsSince the 1980s the line between work and personal life has begun to blurSolutions include:Flexible scheduling and benefitsOn-site personal services (like dry cleaning or a gym)Time-, information- or money-based strategies availableStress is caused not by time constraints but the psychological incursion of work into the family domain and vice versaSome like greater integration of work and family; others need greater separation

Exhibit 18-4



Diversity TrainingUsed to increase awareness and to examine stereotypesParticipants learn to value individual differences, increase cross-cultural understanding, and confront stereotypes 2009 Prentice-Hall Inc. All rights reserved.18-*


Global ImplicationsSelectionPractices differ by nation: global policies need to be modified to fit within local customsUse of educational qualifications may be universalPerformance EvaluationNot emphasized or considered appropriate in many cultures due to differences in:Individualism versus collectivismA persons relationship to the environmentTime orientation (long- or short-term)Focus on responsibility



Summary and Managerial ImplicationsSelection PracticesProper selection devices increase likelihood of hiring the right person for the positionTraining and Development ProgramsCan be used to improve employee skills Increase employee self-efficacy Performance EvaluationA major goal is to assess an individuals performance accurately as a basis for reward allocation decisionsShould be based on behavioral, results-oriented criteria, take a long-term view and allow employees input into the process



All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Copyright 2009 Pearson Education, Inc. Publishing as Prentice Hall

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