Human Resource Policies and Practices (Chapter: 17)

Human Resource Policies and Practices (Chapter: 17)
Selection Practices
1: Define initial selection, and identify the most useful methods.

Initial Selection
Initial selection devices are the first information applicants submit and are used for
preliminary rough cuts to decide whether the applicant meets the basic Qualifications for
a job.
1. Application Forms
2. Background Checks
2: Define substantive selection, and identify the most useful methods.

SUBSTANTIVE SELECTION: determine the most qualified applicants from among
those who meet basic qualifications.
1. Written
2. Tests
3. Performance tests
4. Interviews
WORK SAMPLE TEST: a test that is a miniature replica of a job that is used to
evaluate the performance abilities of job candidates.
ASSESSMENT CENTERS: a set of performance-simulation tests designed to evaluate
a candidate's managerial potential.
3: Define contingent selection, and contrast the arguments for and against drug testing.
CONTINGENT SELECTION: make final check before making offer to applicants.
1. Drug tests,
2. Background check
4: Compare the four main types of training.
1. Basic literacy skills: organizations have to teach basic reading and math skills to their
employees because a large number of nowadays workers don't possess the basic work
skills needed.
2. Technical skills: for two reasons--new technology and new structural designs.
3. Interpersonal skills: how to be a better listener, how to communicate ideas more clearly,
and how to be a more effective team player.
4. Problem-Solving Skills: Problem-solving training for managers and other employees
can include activities to sharpen their logic, reasoning, and problem defining skills as
well as their abilities to assess causation, develop and analyze alternatives, and select
solutions.
5: Contrast formal and informal training methods.

 Formal training is planned in advance and has a structured format. Informal training is
unstructured and unplanned but is easily adapted to situations and individuals.
 On-the-job training includes job rotation, apprenticeships, understudy assignments, and
formal mentoring programs. Off-the-job training includes live classroom lectures, public
seminars, self-study programs, internet courses, satellite-beamed television classes, and
group activities that use role-plays and case studies.
6: Contrast on-the-job and off-the-job training.

7: Describe the purposes of performance evaluation, and list the methods by which it can
be done.
Purposes:
1. To help management make general human resource decisions such as promotions,
transfers, and terminations.
2. To identify training and development needs.
3. To provide feedback to employees.
4. To be used as the basis for reward allocations.
Criteria includes:
1. Individual task outcomes,
2. Behaviors,
3. Traits.
Methods of Performance Evaluation:
 Written essays: a narrative describing an employee's strengths, weaknesses, past
performance, potential, and suggestions for improvement.
 Critical incidents: a way of 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.
 Behaviorally 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 the given job rather than general descriptions or traits.
 Forced comparisons: evaluate one individual's performance against the performance of
another or others.
 Group order ranking: an evaluation method that places employees into a particular
classification, such as quartiles.
 Individual ranking: an evaluation method that rank-orders employees from best to
worst.
7: Show how managers can improve performance evaluations.
Use multiple evaluators, evaluate selectively, train evaluators, and provide employees with
due process
8: Show how managers can improve performance evaluations.

 Diversity training programs are generally intended to provide a vehicle for increasing
awareness and examining stereotypes. Participants learn to value individual differences,
increase their cross-cultural understanding, and confront stereotypes.

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Human Resource Policies and Practices (Chapter: 17)

1: Define initial selection, and identify the most useful methods.

2: Define substantive selection, and identify the most useful methods.

4: Compare the four main types of training.

5: Contrast formal and informal training methods.

6: Contrast on-the-job and off-the-job training.

7: Show how managers can improve performance evaluations.

8: Show how managers can improve performance evaluations.

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