Chapter

EIGHTEEN

Human Resource
Policies and
Practices

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Selection
Selection Devices
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.

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The
The Selection
Selection Process
Process
Initial Selection

Substantive Selection

Contingent Selection

Applicants who dont meet

basic requirements are
rejected.

Applicants who meet basic

requirements, but are less
qualified than others, are rejected.

Applicants who are among best

qualified, but who fail contingent
selection, are rejected.

Applicant receives job

offer.

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E X H I B I T 181
E X H I B I T 181

Selection
Selection Devices
Devices (contd)
(contd)
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 jobrelated performance requirements.

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Selection
Selection Devices
Devices (contd)
(contd)
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
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Halla candidates
designed
to evaluate
managerial
potential.
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reserved.

Training
Training and
and Development
Development Programs
Programs

Basic
BasicLiteracy
Literacy
Skills
Skills

Technical
Technical
Skills
Skills

Types
Typesof
of
Training
Training
Problem
ProblemSolving
Solving
Skills
Skills

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Interpersonal
Interpersonal
Skills
Skills

What
What About
About Ethics
Ethics Training?
Training?
Argument against ethics
training
Personal values and
value systems are
fixed at an early age.

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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.
Training reaffirms the
organizations
expectation that
members will act
ethically.

Training
Training Methods
Methods

Formal
FormalTraining
Training

E-training
E-training

Off-the-Job
Off-the-Job
Training
Training

Individual
Individualand
and
Group
Group
Training
Training
Methods
Methods

On-the-Job
On-the-Job
Training
Training

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Informal
InformalTraining
Training

Individualizing
Individualizing Formal
Formal Training
Training to
to Fit
Fit the
the
Employees
Employees Learning
Learning Style
Style

Readings
Readings

Lectures
Lectures

Learning
Learning
Styles
Styles
Participation
Participationand
and
Experiential
Experiential
Exercises
Exercises

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Visual
VisualAids
Aids

Performance
Performance Evaluation
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 organizations view of their current performance

Supplying the basis for rewards allocation

decisions.
Merit pay Hall
increases and other rewards
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Performance
Performance Evaluation
Evaluation (contd)
(contd)
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.

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Performance
Performance Evaluation
Evaluation (contd)
(contd)
What Do We Evaluate?
Individual
IndividualTask
Task
Outcomes
Outcomes

Behaviors
Behaviors

Performance
Performance
Evaluation
Evaluation

Traits
Traits
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Performance
Performance Evaluation
Evaluation (contd)
(contd)
Who Should Do the Evaluating?
Immediate
Supervisor

Peers

Self-Evaluation

Immediate
Subordinates

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The primary objective of the 360degree performance evaluation is

to pool feedback from all of the
employees customers.

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Source: Adapted from Personnel Journal, November 1994, p. 100.

360-Degree
360-Degree
Evaluations
Evaluations

E X H I B I T 182
E X H I B I T 182

Methods
Methods of
of Performance
Performance Evaluation
Evaluation
Written Essay
A narrative describing an employees
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.
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Methods
Methods of
of Performance
Performance Evaluation
Evaluation (contd)
(contd)
Graphic Rating Scales
An evaluation method in which the evaluator rates
performance factors on an incremental scale.
Keeps up with current
policies and regulations.
1

X
Completely
Unaware

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Fully
Informed

Methods
Methods of
of Performance
Performance Evaluation
Evaluation (contd)
(contd)
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 a given
job rather than general
descriptions or traits.

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Passes next examination

and graduates on time.
Pays close attention and
regularly takes notes.
Alert and takes
occasional notes.
Stays awake in class
but is inattentive.
Gets to class on time,
but nods off immediately.
Oversleeps for class.

Methods
Methods of
of Performance
Performance Evaluation
Evaluation (contd)
(contd)
Forced Comparisons
Evaluating one individuals performance
relative to the performance of another
individual 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
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Hall best to worse.
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Suggestions
Suggestionsfor
for Improving
ImprovingPerformance
PerformanceEvaluations
Evaluations
Use
Usemultiple
multipleevaluators
evaluatorsto
toovercome
overcomerater
raterbiases.
biases.
Evaluate
Evaluateselectively
selectivelybased
basedon
onevaluator
evaluatorcompetence.
competence.
Train
Trainevaluators
evaluatorsto
toimprove
improverater
rateraccuracy.
accuracy.
Provide
Provideemployees
employeeswith
withdue
dueprocess.
process.

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Providing
Providing Performance
Performance Feedback
Feedback
Why Managers Are Reluctant to Give
Feedback
Uncomfortable discussing performance
weaknesses directly with employees.
Employees tend to become defensive
when their weaknesses are discussed.
Employees tend to have an inflated
assessment of their own performance.

Solutions to Improving Feedback

Train managers in giving effective
feedback.
Use performance review as counseling
activity than as a judgment process.

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International
International HR
HR Practices:
Practices: Selected
Selected Issues
Issues
Selection
Few common procedures, differ by nation.

Performance Evaluation
Not emphasized or considered appropriate in
many cultures due to differences in:
Individualism versus collectivism.
A persons relationship to the environment.
Time orientation (long- or short-term).
Focus on responsibility.

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Managing
Managing Diversity
Diversity in
in Organizations
Organizations

Work
Work -- Life
Life Conflicts
Conflicts
Work

Integration or
Segmentation

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Personal
Life

Work/Life
Work/Life Initiatives
Initiatives
Strategy

Program or Policy

Time-based
strategies

Flextime
Job sharing
Part-time work
Leave for new parents
Telecommuting
Closing plants/offices for special occasions

Information-based
strategies

Intranet work/life Web site

Relocation assistance
Eldercare resources

Money-based
strategies

Vouchers for child care

Flexible benefits
Adoption assistance
Discounts for child care tuition
Leave with pay

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Source: Based on C. A. Thompson, Managing the Work-Life Balancing Act: An Introductory

Exercise, Journal of Management Education, April 2002, p. 210; and R. Levering and M.
Moskowitz, The Best in the Worst of Times, Fortune, February 4, 2002, pp. 6090.

E X H I B I T 184
E X H I B I T 184

Work/Life
Work/Life Initiatives
Initiatives
Strategy

Program or Policy

Direct services

On-site child care

Emergency back-up care
On-site health/beauty

services
Concierge services
Take-out dinners
Culture-change
help employees
strategies
conflicts

Training for managers to

deal with work/life
Tie manager pay to

employee satisfaction
Focus on employees
actual performance,
not face time

2007 Prentice Hall

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Source: Based on C. A. Thompson, Managing the Work-Life Balancing Act: An Introductory

Exercise, Journal of Management Education, April 2002, p. 210; and R. Levering and M.
Moskowitz, The Best in the Worst of Times, Fortune, February 4, 2002, pp. 6090.

E X H I B I T 184 (contd)
E X H I B I T 184 (contd)

Managing
Managing Diversity
Diversity in
in Organizations
Organizations (contd)
(contd)
Diversity Training
Participants learn to value individual differences,
increase cross-cultural understanding, and
confront stereotypes.

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Career
Career Development
Development Responsibilities
Responsibilities
Organization

Employees

Clearly
communicate
organizations goals
and future
strategies.

Know yourself.

Create growth
opportunities.

Balance your generalist

and specialist
competencies.

Offer financial
assistance.
Provide time for
employees to learn.

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Manage your reputation.

Build and maintain
network contacts.
Keep current.

Document your
achievement.
Keep your options open.

Chapter Check-Up: HR Policies

What are your views on worklife initiatives? What pros and
cons can you see for an
organization considering
implementing programs of this
sort?

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Chapter Check-Up: HR Policies

Marie just finished her first job interview for a
position as a call center representative for a
book distributor. In her interview, she was asked
if shes ever been in prison. She wonders if this
is a usual and legal question. Your thoughts?

A question about a criminal record can only be asked if it is directly

related to the position; in this case, it is not obvious why this
position would require that information.

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Chapter Check-Up: HR Policies

At which stage of the
selection process do you
think a companys culture
becomes clear to an
employee? Discuss with a
classmate.

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