Human Resourses

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Human Resource Policies, Practices, Diversity and Ethics 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 person-organization fit of the applicant. Written Tests – Renewed employer interest in testing applicants for: Intelligence: trainable to do the job? Aptitude: could do job? Ability: can do the job? Interest (attitude): would/will do the job? Integrity: trust to do the job? – Tests must show a valid connection to job-related performance requirements. Performance-Simulation Tests – 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 What about Ethics Training? Argument against ethics training – Personal values and value systems are fixed at an early age. Arguments for ethics training – Values can be learned and changed after early childhood. – Training helps employees recognize ethical dilemmas and become aware of ethical issues related to their actions. Individualizing Formal Training to Fit the Employee’s Learning Style Career Development Responsibilities Organization – Clearly communicate organization’s goals and future strategies. – Create growth opportunities. – Offer financial assistance. – Provide time for employees to learn 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 Performance Evaluation Purposes of Performance Evaluation – Making general human resource decisions. Promotions, transfers, and terminations – Identifying training and development needs. Employee skills and competencies – Validating selection and development programs. Employee performance compared to selection evaluation and anticipated performance results of participation in training. – Providing feedback to employees. The organization’s view of their current performance – Supplying the basis for rewards allocation decisions. Merit pay increases and other rewards Performance Evaluation and Motivation – If employees are to be motivated to perform, then: Performance objectives must be clear. Performance criteria must be related to the job. Performance must be accurately evaluated. Performance must be properly rewarded. Methods of Performance Evaluation Written Essay A narrative describing an employee’s strengths, weaknesses, past performances, potential, and suggestions for improvement Critical Incidents Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively Graphic Rating Scales An evaluation method in which the evaluator rates performance factors on an incremental scale. Keeps up with current policies and regulations Behaviorally Anchored Rating Scales (BARS) Scales

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