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Running Head: FINAL REPORT
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FINAL REPORT
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88 VIRTUAL TEAM SUCCESS
So why don’t leaders deal with performance issues? One of the
most common reasons leaders fail to hold team members
account-
able is that they don’t effectively communicate expectations —
or
for that matter, what ‘‘good’’ behaviors or deliverables even
look like.
In addition, when leading a team of people who are geo-
graphically distributed, timely feedback also poses a challenge.
Time zone differences or infrequent contact can increase the
‘‘lag time’’ between when the problem occurs, when the leader

becomes aware of the problem, and when the opportunity to
provide feedback arises.
Conflict avoidance is another reason. Many leaders would
rather attempt to wait out a problem than risk getting into a
potentially contentious conversation with a team member.
And dealing with poor performers is particularly difficult
when you can’t regularly observe your team members. How can
virtual team leaders regularly monitor team members’ work
when
they have limited or no physical contact? To make matters
worse,
how can a virtual team leader provide timely feedback and/or
hold team members accountable when leading a team whose
members do not report directly to him or her?
Raygen Company Slump: How Would You Handle It?
Before we introduce the factors that separate the best virtual
team
leaders from the rest of the pack and provide some practical tips
for enhancing your effectiveness, take a few minutes to assess
how
you would deal with a virtual team that is having performance
problems.
Read the following case study and think about how you would
handle it. Write down how you would approach each situation.
After you complete that process, use the scoring guidelines to
evaluate how you did. Then when you’ve reviewed the tips and
guidelines for leading from a distance, revisit the case study to
determine what you might do differently.
Lepsinger, R. D. D. (2010). Virtual Team Success. Hoboken:
Center for Creative Leadership. Retrieved from

http://ebookcentral.proquest.com/lib/apus/detail.action?docID=5
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How to Lead Virtual Teams 89
Case Study: Raygen Company
Raygen Company is a global professional services firm that pro-

vides consulting services to its clients. One key to Raygen’s
success is its innovative marketing strategies.
Three years ago, the SVP of marketing formed a cross-
functional virtual team made up of ten geographically dispersed
employees from marketing, sales, consulting, and finance.
Throughout this three-year period, the team was extremely
successful in generating and implementing new marketing
strategies.
However, it appears as though the team has hit a plateau in
terms of its performance. Both the quality and the timeliness of
the team’s deliverables seem to have declined over the past
several
months. While performance isn’t currently below standard, it is
mediocre — something that this team never seemed to tolerate
in
the past.
Ted Jones, the current team leader, has announced that he
will be leaving the organization next month and has asked that
you step in, at least on an interim basis, to fill his role. In
addition
to describing the team’s current performance issues, Ted
explains
that its members are busy with other job responsibilities and do
not seem to be fully engaged with the team.
In order to prepare for your new leadership role, you’ll be
meeting with Ted to review your initial ideas for enhancing the
team’s performance. What ideas do you have?
Evaluating Your Response
Check each of the factors listed below that you considered as
possible solutions:

� Conduct a face-to-face (ideally) or telephone interview with
each team member to solicit their opinions on what factors
are currently supporting or inhibiting teamwork.
� Distribute a brief, anonymous survey to all team members
to collect data on what factors support or inhibit team
work — summarize data and distribute it to team members
to facilitate a discussion around key strengths and areas for
improvement.
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90 VIRTUAL TEAM SUCCESS
� Solicit input from team members about how to measure and
monitor progress against goals (ideally during a face-to-face
meeting).
� Review and prioritize shared goals with the team.
� Clarify performance expectations for each team member.
Ensure individual goals and priorities are aligned with team
goals and supported by all team members.
� Acknowledge the team’s track record for success and ex-
press confidence that performance will improve in the
future.
� Review how team and individual performance are being
recognized and rewarded to ensure alignment with desired
behaviors.
� Proactively manage the change associated with a new team
leader — create forums for team members to express their
concerns, ask questions, and share information.
Use the guidelines in Table 5.1 below to determine how
effectively you evaluated the case.
Table 5.1 Evaluating Your Responses

Number of Interpretation
Items Checked
6 to 8 You have considered the majority of the factors
required to successfully lead a virtual team.
5 You have considered most of the factors
4 You have considered some of the factors
3 You have considered a few of the factors
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Week 2 - Instructor Guidance
Week 2 Guidance
Hello everyone and welcome to week two of the course. It was
indeed a pleasure reading all of your introductions and getting
to know a little bit about each of you. I hope you all enjoyed
reading each other's introductions and finding people with
whom you have much in common and learning new things from
people who you do not. As I stated in my faculty expectations
late assignments will not be accepted due to the quick nature of
this course. Please familiarize yourself with the due dates of the
course and be proactive in your daily planning. Reminder that
Day 1 is always Tuesday and Day 7 is always Monday the
following week.
Last week we looked at the strategic importance of Human
Resource Managements (HRM) activities and how those
activities contribute to the achievement of organizational
objectives. You should also now be able to identify the
functions of HRM within organizations conducting business in a
global economy, and will then be able to interpret the key
principles of the Equal Employment Opportunity (EE) laws and
regulations. I enjoyed reading your interpretations of whether
every manager is an HR Manager. It seems that most of you
agreed with the article in the text that it is in fact true. Some of

you struggled with the SWOT analysis portion from chapter 2
and I can't stress enough how important it is to familiarize
yourself with that concept because you will use that technique
in many different fields that you go into, especially if you end
up in a management level position. They may not call it SWOT,
but the concept will still be crucial to the success of any
organization.
This week we are going to learn about the importance of
performance appraisals, because in your career you will most
likely be receiving them and possibly even doing them. You are
going to learn about recruitment/selection and various tools that
are used both nationally and internationally. Lastly, you will
develop a job description that complies with the EEOC
guidelines and results in effective hiring of a candidate.
It is critical that you thoroughly review the text. This will help
inform your discussions in the class and among your peers. This
guidance will 1) review the assignments (weekly deliverables)
for the week, 2) include a brief lecture, 3) serve as an APA
formatting guide, and 4) provide some APA helpful hints. In
general, weekly guidance will follow this format. So let’s get
started. Thanks, Jeffery.
Weekly Student Tasks
Classes with Ashford University run for five weeks and move
quickly. They tend to be very reading intensive, but in the end
will help you submit more developed responses to the
assignments. Please make sure to read and review the following
student tasks for the week, which include readings and
discussions.
Week Two Assignments
Overview
Activity
Due Date
Format

Grading Percent
Performance Management
Day 3
(1st post)
Discussion
4
Employee Selection Methods
Day 3
(1st post)
Discussion
4
Week Two Quiz
Day 6
Quiz
12
Job Description Paper
Day 7
Assignment
10
Readings
Required. In the text Human Resource Management (Youseff,
2012), read:
· Chapter 4: Recruitment: Attracting the Right Talent
· Chapter 5: Selection, Placement, and Job Fit
· Chapter 6: Performance Appraisal: Measurement,
Assessment, and Management
Required Website.
O*NET OnLine. (n.d.). O*NET OnLine. Retrieved
from http://www.onetonline.org/ (http://www.onetonline.org/)
· The website offers a searchable database of job descriptions
and job tasks.
Recommended.
Awkward performance appraisal (n.d.) Vital Smarts Video -
YouTube. Retrieved 1/5/2017 from http://youtu.be/gdp4sPviV74

Holloway, P. (n.d.). The right person for the right job. About
People. Retrieved January 17, 2017 from
http://www.aboutpeople.com/PDFFiles/The%20Right%20Person
%20For%20the%20Job.pdf
Episode 62: Human resource recruitment (n.d.). Alanis Business
Academy. YouTube - Broadcast Yourself. Retrieved
from http://youtu.be/t8-1h09nlw4 (http://youtu.be/t8-1h09nlw4)
This is straight forward discussion of the Recruitment process.
Knightcite - To assist you with writing your references:
· www.knightcite.com
· Select APA formatting
· Select the type of resource you have: (Journal article,
book, website, etc.)
· Enter all the information that you have from your source
then click submit.
· Copy and paste what it gives you into your assignment.
Note - If you capitalize every word in the title, Knightcite will
do same and that's NOT APA standards. Make sure you only
capitalize the first letter of first word, the first letter of first
word following a colon, formal names and acronyms.
Outcomes Week 2 (4 Assignments)
This week students will:
· Assess how Human Resource Information Systems (HRIS)
enhances strategic planning.
· Analyze the purpose of effective performance appraisals.
· Identify a variety of selection tools used both nationally and
internationally.
· Develop a job description that adheres to the EEOC guidelines
and results in effective hiring.
Discussions
To participate in the following Discussion Forums, go to this
week's Discussion link in the left navigation:
DQ1 Performance Management. Performance management is an
important HRM function as it is the processes and actions taken
to align employee performance with organizational objectives.
After reading the article, “Ten Biggest Mistakes Bosses Make In

Performance Reviews,” discuss three mistakes you have
experienced or witnessed in the workplace. What would be your
recommendations to correct these mistakes? Cite at least one
scholarly source to support your ideas. Respond to at least two
of your classmates’ posts by Day 7.
DQ2 Employee Selection Methods. In 200 – 250 words, what
are the goals of employee selection? Compare and contrast two
selection methods and how these selection methods impact the
achievement of organizational objectives? Respond to at least
two of your classmates’ postings. Again, read the instructions
thoroughly answer the entire question in detail. Same as
question 1, your initial post is due by Day 3 and you must
respond to at least 2 classmates post by Day 7, which will give
you a total of 3 posts that are required for question 2.
Assignment
Job Description Paper
The primary function of the job description paper is to increase
students understand of their current or prospective job position.
The paper should be in alignment with the position outlined in
the introduction discussion forum and the position used in the
final paper. The following areas of the job description should
be considered:
· Tasks,
· Tools and Technology,
· Knowledge,
· Skills and Abilities,
· Educational Requirements.
Submit a Job Description paper in which you describe each of
the above mentioned areas of job description from the vantage
point of your chosen position. Likewise, the paper should
include a description of at least two selection methods used to
recruit qualified candidates and why these two selection
methods would be most appropriate.

Writing the Job DescriptionPaper:
· Must be three double-spaced pages in length, excluding the
cover page and reference page, and formatted according to APA
style as outlined in your approved style guide.
· Must include a cover page that includes:
· Name of paper
· Student's name
· Course number and name
· Instructor's name
· Date submitted
· Must include an introductory paragraph with a succinct thesis
statement.
· Must address the topic of the paper with critical thought.
· Must conclude with a restatement of the thesis and a
conclusion paragraph.
· Must use APA style as outlined in your approved style guide
to document all sources.
· Must include, on the final page, a Reference List that is
completed according to APA style as outlined in your approved
style guide and has at least one reference in addition to the text.
Quiz
To complete this quiz, go to this week's Quiz link in the left
navigation: This assessment consists of 15 multiple choice and
true/false questions. The amount of time the exam will take to
complete will vary by individual and you MUST complete the
quiz within 1 sitting.
Lecture: Business and Society
Chapter 4 – Recruitment: Attracting the Right Talent
Finding Talent in the External Labor Market
Watch: Episode 62: Human resource recruitment (n.d.). Alanis
Business Academy. YouTube - Broadcast Yourself. Retrieved
As we discussed in chapter 2, it's important to conduct an
external environmental scan to forecast what your hiring needs
might be in order to reach your strategic goals. Once that is
complete, you can begin the grueling process of finding the

right candidates for the job. There are a few different ways to
do this and you must also know whether your first preference is
to obtain the candidates first from within the company or if you
would prefer fresh new blood to the organization and want to
look externally. Should you choose to look externally first,
there are a few different methods you could use for recruiting:
· Advertising - This has changed a lot over the past
decades as the level of importance it plays in recruiting. In my
parent's years, this was one of the main methods that was used
and was quite effective. Newspapers ads, radio, TV, online
websites, etc. In fact, you still see in movies today whenever
someone is hitting the pavement for jobs, they almost always
show them with a newspaper with want ads circling various
positions. However, the effectiveness of this process has
diminished over the years. The two main things you want to
consider if using advertising are:
· Cost - You want to get a return on your investment, so it
should be a viable option to access a lot of people at a lower
cost.
· Reach - You want to consider how far out this ad will
reach. If you are located in a small geographic area, it doesn't
do any good to advertise nationally because the odds of people
moving there for a job are minimal. Also you want to make sure
that the message reaches your target audience too. If you are
looking for someone to work as a designer of video games, and
you advertise on a radio station that plays the golden oldies
whose primary listening audience are in their 60's and up, you
are wasting your money.
· Employment Agencies - These are tricky and you have to
make sure that you are using them accordingly. They can be a
leading resource for job candidates, but are they the right
candidates:
· Public - These are agencies that look to find jobs for
individuals to avoid the state having to pay unemployment aide
to them. The advantage is you know they aren't out to make
money, and the cost is generally free. They can do some of the

pre-screening for you and expedite the recruitment process. A
disadvantage might be that there number one goal is just to
avoid having to pay someone unemployment, so their number
one goal might not be to provide you with the best list of
applicants.
· Private - These are agencies that attempt to find jobs for
individuals with some sort of cost involved. The cost can be
passed on to the applicant, but most generally it's passed on to
the employer. An advantage might be that they have both their
companies and the applicant's best interest in mind so they will
make sure they have a match, but the disadvantage is the cost
that might be associated with that.
· College/University - There are many universities who
offer career placement counseling to their students and
graduates in attempt to match them with a job that matches their
career goals/skills.
· Temp Agencies - Typically they lease employees to other
organizations on a temporary basis. The employer pays them the
salary for the employee (Say $15.00 / hours) and the agency
keeps a portion of that hourly for themselves (Say $4.50 / hour)
and pays the rest to the employee.
· Unsolicited Applications - This is when applicants apply
for a job even when there isn't a specific job vacancy open at
the time. Can save time and money, but doesn't mean you get
the best qualified applicants.
· Soliciting Specific Applicants - Similar to unsolicited
applicants, only the company solicits an individual they want to
recruit who may not have even applied for that position.
Advantages: (Youssef, 2015, p. 98)
· The introduction of new individuals into the organization can
bring fresh ideas and perspectives, all of which promote a
healthy and dynamic organizational culture.
· New individuals usually possess diverse experiences from
their former jobs, enriching the organization's knowledge base
and familiarizing its current employees with competitors'
products and practices.

· New hires normally require less initial training and
supervision, which saves organizations a great deal of time,
money, and effort.
Disadvantages:
· Selection errors can result if good candidates are not
identified—i.e., candidates who have the skill sets required to
fulfill the job duties and responsibilities or have the right
personality, attitude, or organizational cultural background to
fit into the hiring organization.
· Qualified internal candidates within the organization can be
disappointed when they have unsuccessfully sought one of these
openings as a promotion or a desirable lateral move. This
disappointment can lead to perceptions of betrayal and violated
psychological contracts; can compromise loyalty and
commitment to the organization; and can lead to numerous
morale, attitudinal, and behavioral problems.
· It may take some time for new hires to adapt to a new
organizational culture or environment. This time can translate
into additional cost.
Finding Talent Internally
For some companies, this is a very crucial practice. For one,
internal candidates already know the culture of the organization.
If you already know them to be a good fit within the company,
then it's an obvious move to promote them into a new position.
It also gives you a competitive advantage. People generally
want to work somewhere that they know they can be promoted.
If they see preference is given to internal candidates first, this
might encourage them to stay on board with your organization.
· Promoting from Within - Just as it sounds, taking an
internal candidate and promoting them into a higher level
position because you already know their ability to be successful
and how they might fit within the organization.
· Lateral Transfers - We use these a lot in my current
organization. So it's not that someone receives a promotion,
which is vertical on the hierarchy, they simply move into
another position on the same level. We have a process called

"Request for Reassignment" where employees can submit to be
transferred in the same position to a different department.
· Employee Referrals - From my personal experience, this
is the best method to recruit. The reason is because your current
employees already know the culture of the organization, and
might even know what the position that is vacant requires. They
are less apt to put their name on someone who they don't think
would be a good employee or that they would not want to work
alongside every day. So you can generally assume if they've
been referred they are a candidate worth looking at.
Advantages: (Youssef, 2015, p. 98)
· It raises the morale of promoted individuals as they
develop more security, sense of commitment, and loyalty to the
organization.
· Employees promoted internally become more satisfied,
productive, and efficient, and their performance and work
generally become better.
· It is generally easier to make an accurate judgment about
an internal employee's skills, abilities, performance indicators,
technical experience, and personality characteristics, which
ultimately results in a better determination for job compatibility
and placement.
· Internal recruitment costs are considerably lower
compared to such external sources as job agencies.
Disadvantages:
· It does not introduce new ideas, experiences, or cultures
to the organization.
· It does introduce possible rivalries among employees
who compete for the same job opening, lowering employee
morale and productivity.
· Employees can grow distracted from their main job tasks
and become involved instead in political engagements that
might lead to promotions.
· More training and development are needed for the tasks
and responsibilities associated with the new position for an
internally promoted employee than for an externally hired

recruit with the relevant set of experiences. This disparity is
particularly evident in internal promotions to managerial or
supervisory positions.
Designing an HR Talent Inventory
The text states that the effective design of an HR talent
inventory includes tracking:
· the KSAs and competencies acquired by current
employees
· promotions and lateral movements
· training and development opportunities
· performance appraisals
· changes in assigned tasks, duties, and responsibilities
Linking Recruitment to the HRM Process
The main thing to remember here is that recruitment is essential
to achieving the strategic goals of the organization. The HR
professional is responsible for knowing what those goals are,
knowing what skills and experiences are needed for the jobs
that will help achieve that goal, and then recruiting the right
people to fill those positions.
Opportunities, Challenges, and Recent Development in
Recruiting Talent
These include recruiting in a competitive environment, legal
and economic issues, an employer's ability to attract candidates,
the rise of social networking, alternative work arrangements,
globalization, an organization's internal challenges, labor
relations, and the expectations of both employers and employees
in the recruiting process. With the current state of the economy
and grim prospects of the job market, there are a lot of people
who are out there looking for jobs. Making sure you get to the
most qualified applicants means that you may have to sift
through a lot of unqualified applicants to find them. Lazy HR
managers settle before they get the right person in the interest
of time or money in trying to fill a position. How do you think
social networking has an impact on recruiting talent?
Chapter 5 - Selection, Placement, and Job Fit
What Should You Select For?

Before reading this chapter, read The Right Person for the Right
Job article by Pamela Holloway. She talks about the importance
of selecting the right candidate for the job. This article will help
provide valuable insight to what you are going to read in the
upcoming chapter.
What should you select for:
· Individual differences - An organization needs to know
what traits are important within their culture and also within the
position that they are hiring for. This also would require
knowing if the applicant possesses those traits which would
help make them more successful.
· Human Capital: Knowledge, Skills, and Abilities - This
doesn't have anything to do with the individual's personality,
but it solely based on what skills, knowledge, and abilities the
person is bringing to the organization. This can be determined
by their past achievements.
· Social Capital - Those who are skilled at working with
interpersonal relationships, networking, etc.
· Positive Psychological Capital - Unlike traits, these can
change over time and be influenced by the environment in
which one works. Confidence, optimism, etc. are all part of
positive psychological capital.
· Attitudes - This one is one of the most important to me.
An employee's poor attitude can ruin the entire morale of an
organization. Can you think of a time where you worked
somewhere that employed someone in your area who had a
negative toxic attitude? How did they make you feel? Did it
affect your desire to go into work daily? Did it even affect your
productivity?
Job Fit
• Person-Organization Fit - Simply put, this is when the
organization looks at their own values, attitude, and beliefs to
ensure that the potential candidate matches those same values
and ideas. If you were a company who thrived on taking risks
and being spontaneous, you wouldn't want to hire an individual
in your company who liked to play things safe and follow

tradition. I once worked for a supervisor in a company that
promoted open door policy, respect for all employees, and
always treating its employees as if they were the #1 asset in
your company. This supervisor was never available; he yelled at
employees, he had a huge ego etc. The company eventually
realized they had hired someone who didn't fit within their
organization's values.
• Person - Job Fit - This is matching the skills, knowledge
and abilities of the person to the job you are hiring them for.
For example, in one of my roles in HR, we had a department
that sold trendy, young, relatively inexpensive clothing to
young girls, similar to what they might wear on a fun night out
with the girls or to a local night club. A department was
desperate to hire this woman who was extremely professional,
well groomed, sophisticated, and spoke very eloquently. Against
HR's advice, they hired her for the position. It wasn't that she
wasn't a fit for the organization, but she wasn't a fit for that
particular job. She never made her sales goals, she got
complaint after complaint that she was rude and snobby, and
customers simply did not like her. Shortly after, an opening
came up in the Couture department. This was a department that
sold designer clothes that marketed to an older, more
established customer. She ended up being a top salesperson in
that department, because she knew exactly how to connect with
those clients.
Selection Methods
• Resumes/Applications - This is when companies screen
either resumes or applications to match the skills/experience of
the applicant with the job they are applying for. My personal
opinion is that I do not like resumes. They are controlled by the
applicant, meaning every applicant can design their differently.
Imagine having to skim 100 resumes a day and everything is in
different places with a different lay out. Not to mention,

resumes are not signed legal documents, and so you can't legally
hold an applicant to honesty if they lie about something they
include on a resume. A signed application for your company,
you can. I much prefer reviewing applications hands down.
• Testing -There are a multitude of tests that an
organization can give in order to screen their applicants. Once
they have their list of applicants narrowed down they can put
them through either aptitude, knowledge/skills, or cognitive
tests to see if they are a good fit. The two main type that are
used are aptitude and achievement. I mentioned in week 1, my
current organization requires every applicant to take a
knowledge/skills test that is designed specifically for that
position. Their scores places them competitively in line for that
position.
• Interviews - In my years in HR I have conducted a
variety of interviews, unstructured, structured, situational,
behavioral, and in panel or group interviews. Group can mean
multiple people interviewing or multiple candidates being
interviewed at the same time. They all have their advantages
and disadvantages, but my personal opinion is that structured
interviews are probably the best one to follow. Namely because
you can assure that EVERY candidate has consistently been
interviewed the same and had the opportunity to answer the
same questions. The last thing you want is a lawsuit because
one candidate feels they were discriminated against by
questions you did or didn't ask during an interview that you did
ask someone else.
• Reference checks -This is probably my least favorite
method of selection. The reasons are that with the current state
of laws that have been passed, the majority of employers are
adamant that they not give references on former employees
under any circumstance. It's pretty much just good to verify that
someone did work there when they said they did, what title they
said they have, and some companies might say if they are
eligible for rehire or not, but that's about it. If you ask the
individual to provide you references, you know that they are

95% selecting references they know will give them an excellent
reference.
• Honesty tests, medical exams, drug testing - These are
generally more rare but can happen. If the job entails some
harder physical aspects, such as police officer, they may require
you to undergo a medical exam prior to employment. Some
companies require drug testing to ensure that you are not
someone who might put them at risk.
Foundational Concepts in Designing and Evaluating Selection
Methods
Validity is "the extent to which a selection tool or procedure
can accurately predict subsequent performance. Validity is an
extremely important factor to consider when designing or
evaluating selection methods" (Youssef, 2012, p. ) Five
validity dimensions are multiple facets of the same concept and
should be considered in conjunction, rather than individually:
· Criterion-related validity
· Content-related validity
· Construct validity
· Face validity
· External validity
Reliability is "the extent to which it is possible to replicate the
results from a predictor such as a selection tool, method, or
procedure. For example, a reliable interview protocol should
yield the same conclusion about the same applicant" (Youssef,
2012, p. ).
Increasing the Validity and Reliability of the Selection Process
· Better by design: Creating and using more valid and
reliable methods - Finding that balance between validity and
reliability. For example I mentioned I didn't like resumes
because they were created by the applicant. However they are
more valid because they allow the applicant to more freely
expand on the skills and abilities. However they are less reliable

than the application. So some companies require both resumes
and applications to check for validity and reliability. The same
can be said between structured interviews (reliable) and
unstructured (validity). A good balance might be following a
structured format, but allowing the interviewee to go off topic
and elaborate and follow up with questions accordingly.
· Better by implementation: Training those who select and
overcoming personal biases - You want to make sure you have
the right team of people trained and developed to conduct the
right kind of interviews for your organization. In my last HR
role, we all had to be "Talent Plus Certified" which means we
were trained on a specific structured interview style and
coached on what verbal and nonverbal cues to look for. In my
current role, we are trained to only look at those things that
have specific relevance to the knowledge, skills, and abilities to
do the job.
· Better by integration: Linking selection to the HRM
process - as every chapter has said, it's a crucial component to
reaching the strategic goals of the organization.
Legal Issues in Selection
· Equal Employment Opportunity - Title VII of the Civil
Rights Act protects those classes related to sex, religion, race,
color, or national origin. The EEO Act of enforces the Title VII
act to make sure those classes are protected and adds the class
of age and disability.
· Age Discrimination - The Age Discrimination Act of
1967 protects those individuals 40 and over from being
discriminated against on the basis of hiring, terminating,
promoting, or pay. It should be noted that those under 40 are
NOT protected by this law and therefore could be discriminated
against for being too young.
· Discrimination Based on Disability - We discussed this
in Chapter 3, but the Americans with Disabilities Act prohibits
discrimination against those with disabilities who could
otherwise do the job with reasonable accommodation. This does
not only include physical disability or anything obvious to the

human eye.
· Other Employment Laws
· National Labor Relations Act - Legalized Unions and
Collective Bargaining
· Equal Pay Act - Prohibits pay differentials between
genders across similar jobs.
· Pregnancy Discrimination Act - Prohibits dismissal of an
employee due to pregnancy and secures their job to return to
work.
· Immigration Reform Act - Prohibits hiring illegal aliens.
· Worker Adjustment and Retraining Notification Act -
Requires a 60 day notice to close down or massive layoffs.
· Employee Polygraph Protection Act - Limits the scope of
lie detectors and prohibits them as the sole use in making hiring
or firing decisions.
· Family Medical Leave Act - Organizations with 50 or
more employees who have worked for 1 year are granted up to
12 weeks unpaid leave to care for an immediate family member.
· Foundational Concept
· Disparate Treatment - Cannot institute policies that may
have a discriminatory impact on a protected class. For instance,
if you set height and weight limits, this might prevent women
and some ethnic minorities that tend to be shorter or heavier
from employment.
· Disparate Impact - This is when the procedure actually
has a discriminatory effect on the individual and deems the
practice illegal.
· Quid Pro Quo - I'll do this for you if you do this for me.
Exchange of sexual favors to get something at work.
· Hostile Work Environment - Preventing someone from
being able to do their job through harassing or offending
remarks, sexual, racial, or otherwise.
· Reverse Discrimination - Hiring a less qualified female
over a more qualified white male is reverse discrimination. The
affirmative action means that if the female is equally or more
qualified, she should be hired over the white male, not less

qualified.
Opportunities, Challenges, and Recent developments in
Employee Selection and Job Fit
· Legal and regulatory opportunities and challenges in emp
loyee selection- New legislation changes every year, managerial
and executive orders, and court decisions, all of which impact
the world of HR.
· Sociocultural developments- Changing societal
expectations or norms in the workforce that have an impact on
the labor market as a whole. For example, more millennials are
entering the workforce now and baby boomers are retiring.
Their needs and wants from a job/company are completely
different.
· Global and competitive factors- Global recruiting is
extremely challenging and can be more costly.
· Impact of selection and job fit on employee motivation,
morale, productivity, and retention-
"Individuals approach organizations with many needs, desires, a
nd expectations. Those individuals also come from a variety of
backgrounds with different skills, experiences, capabilities, and
personal perceptions. " (Youssef, 2012, p. ).
· Selection, unions, and labor relations - All the activities
of unions have a direct effect on HR managers.
Chapter 6 - Performance Appraisal: Measurement, Assessment,
and Management
What is Performance?
Employee Productivity - is
"defined as the ratio of the actual employee production to the pl
anned or anticipated production for the core set of functions, du
ties, and responsibilities of the job performed" (Youssef, 2012,
p. ). Very often there are minimum standards imposed on
employees that they must achieve within a job. Can you think of
one you have had in a current or past job? For me, when I

finished high school, I worked for a company that processed
Medicare claims and we were required to enter a certain amount
of claims each hour with a certain percentage of accuracy (or
quality).
Employee Attitudes - can be
" defined as cognitive and emotional appraisals that shape subse
quent behavioral tendencies. Employees' attitudes have a direct
influence on their productivity, as well as on the organizational
culture as a whole" (Youssef, 2012, p. ). Positive attitudes can
be job satisfaction, employee engagement, and work
commitment. Negative attitudes can be cynicism or
disengagement.
Work Behaviors - Performance is often visualized in terms of
productivity and efficiency. However, the following elements of
performance should also be considered in evaluations of
employee performance:
· Coaching, mentoring, or supporting new coworkers
· Sharing skills and experience
· Promoting a friendly work environment and a healthy
team spirit
· Abiding by and encouraging others to follow
organizational norms, regulations, and procedures
· Assisting employees with their emotional and personal
problems
Team Performance - A good company is more of the sum of its
individual's performance but rather as the unit as a whole. Some
companies measure the individual's performance against that of
its' unit, while other companies measure the unit's performance
against that of the company's.
What is Performance Appraisal and Why is it Important?
Watch this video: Awkward performance appraisal (n.d.) Vital
Smarts Video - YouTube. Retrieved 1/5/2014
from http://youtu.be/gdp4sPviV74
When you need to assess the performance an individual has
achieved in a certain position, it is crucial that you conduct a
performance appraisal. There shouldn't be any surprises in the

employee's performance appraisal, unlike in the video, because
a good manager makes sure that the employee knows and
understands their strengths and weaknesses throughout the time
frame they are being reviewed. Times frames for performance
appraisals can vary between 30 day, 60 day, 90 day, 6 months,
and annual. You should communicate up front to the employees
when they are being reviewed so they also know that too.
Organizations use performance appraisals for many purposes
such as
· managing salaries, wages, and pay adjustments
· providing performance feedback for employees and
communicating points of strength and weakness
Performance appraisals are also used by management
· To determine job placement decisions such as
promotions, demotions, and transfers
· To justify employee disciplinary actions such as
termination or dismissal
Common Performance Appraisal Methods
· Narrative Technique - I don't care for this method as
much. It's simply the evaluator providing a written essay on
how they feel about the employees' performance being
reviewed. It's very subjective in nature.
· Critical Incident Method - This is one of my favorites,
but it requires a lot more work from the manager throughout the
performance time. Each time a critical incident occurs (positive
or negative) the manager records it. Then when it comes time to
write the review they have everything right in front of them,
instead of having to remember back in time and not only
remember negative or positive depending on their bias or
prejudice against the employee.
· Management by Objective - This is fairly common. The
manager and the employee set pre-determined goals and
objectives that should be achieved. Then during the review they
are measured against those objectives and a new action plan is
put into place.

· Graphic Rating Scale -A manager lists all the criteria
associated with that job, and then rates the employee on each
criteria on a scale, say from 1-10. Not as commonly used.
· Behaviorally Anchored Rating Scale -Similar to the
graphic rating scale, except for that each measurement is
associated with a behavior to demonstrate it so employee knows
what that looks like.
· Forced-Distribution Method -If used correctly, can be
good, but I don't think most managers are as skilled in using
this the right way. Basically the manager takes their entire staff
and then allocates that the top 25% will get excellent, the next
25% will get above average and so on. I don't care for it
because it forces someone into a category they may not fall into
or pushes them out of one they should have been in.
· Paired Comparison Method - Comparing two or more
employees against each other doing the same job. Not used very
often in my experience.
Performance Measurement
The main thing to consider here is that you want a healthy
balance of subjective and objective measurement for each
employee. You need measurements that are clear cut and easy
for the employee to understand. For example, stating that the
employee fails to arrive to work on time is objective because it
can be measured by time clock punch ins or punch outs.
However stating the employee doesn't appear to be committed to
his/her job is very subjective. What things are you using to
measure that by?
Validity and Reliability: (from the text)
· For a performance appraisal system to be deemed valid,
its results should correlate to objective performance standards.
For example, an appraisal system that yields similar evaluations
across the board, regardless of actual performance, has low
validity.
· A reliable performance appraisal system should yield
consistent results. For instance, an effective performance
appraisal system must result in the same conclusions about an

employee's performance, regardless of such variations in input
factors as the manager conducting the appraisal, the time of
day, or the location of the evaluation.
Linking Performance Appraisal to the HRM Process
I think succession planning is one of the most critical ways to
link performance appraisals to the HRM process. If you aren't
telling your employees where they are versus where they need
to be, then how can you expect them to help you reach the
overall goals and objectives of the organization? I once worked
at a job that didn't conduct any type of review process at all. We
had 18 people doing the same thing every day and not once did
anyone of us know if we were doing things appropriately or not.
It was all our own self-managed opinions of if we were or not. I
could look at certain coworkers and think "wow, they are really
slacking!" and then I'd hear them say "wow, I'm really
overworked". When the department started failing to meet any
of their goals and enrollment started to drop immensely over
time, they caught on quick that they needed to be more involved
with the development of their employees.
Opportunities, Challenges, and Recent Developments in
Performance Management (From text 6.6)
1. Stereotyping can yield inaccurate results against
employees who belong to particular groups, which can be both
unfair and discriminatory. For example, a manager who
perceives younger employees to be naïve, lazy, or spoiled may
give them lower evaluations regardless of their performance.
2. The halo effect can trigger erroneous judgments about an
employee based on a limited number of performance
dimensions. For example, a well-groomed employee may also
receive favorable but undeserved evaluations on other
performance dimensions such as being organized and having
exceptional social skills.
3. Availability is another source of bias that influences
evaluators in their performance assessments. Many individuals
cannot clearly differentiate between the importance of a factor
and its frequency of occurrence. Rather than focusing on major

factors, evaluators tend to subconsciously remember and give
more weight in their performance evaluation to recurring
factors, no matter how minor they are.
4. Self-fulfilling prophecies can also interfere with
performance appraisals. We tend to see what we expect to see.
Research shows that when other things are equal, if managers
poorly judge employees to be failures and expect these
employees to fail, then the employees are likely to fail. On the
other hand, if a manager believes in an employee and expects
him or her to succeed, then he or she will be likely to succeed.
This different outcome is probably due to the manager's
intentionally or unintentionally investing more effort, resources,
and support in the second kind of employee—making the
manager's unsubstantiated prophecies come true.
5. The fundamental attribution error is that people have the
tendency to attribute their own successes to internal causes and
their own failures to external factors, while doing the opposite
when they assess others' successes and failures. They blame
others for their failures but do not give them enough credit for
their successes. If left unchecked, this common attributional
bias can be detrimental to performance appraisal. It can
contribute toward employee perceptions of evaluator unfairness,
which in turn can adversely affect employee performance and
morale. Attributional bias can also lead to managers' feeling
resentment and hostility toward their employees, whom they
perceive to be lazy and irresponsible rather than constrained by
situational factors. Finally, attributional bias can result in
erroneous action plans, such as disciplining or terminating.
APA Helpful Hints
As I have mentioned in several places throughout the course
materials, APA is a required component of all of your courses
within Ashford University. When you are writing formal
assignments it will require you to use running heads on your
paper, you will also need to use headers and sub headers like I
have demonstrated here to better organize your work. When

using direct quotes you need to cite the author, the year, and the
page or paragraph number you obtained the quote from (one “p”
if it is from one page, two “pp” if the quote was from multiple
pages). You should always use Times New Roman with a 12 pt.
font. Look up how to appropriately use block quotes for those
quotes that are 40 words or longer (these should be used
sparingly). As mentioned earlier I included some APA hints in
this guidance. All subsequent guidance will not have this so it
will be up to you to get it accurate on your own. Please
visit http://www.apastyle.org/ for additional APA information.
References
Awkward performance appraisal (n.d.) Vital Smarts Video -
YouTube. Retrieved 1/5/2017 from http://youtu.be/gdp4sPviV74
Episode 62: Human resource recruitment (n.d.). Alanis Business
Academy. YouTube - Broadcast Yourself. Retrieved
Holloway, P. (n.d.). The right person for the right job. About
People. Retrieved January 17, 2017 from
http://www.aboutpeople.com/PDFFiles/The%20Right%20Person
%20For%20the%20Job.pdf
Youssef, C. (2015). Human resource management. San Diego,
CA: Bridgepoint Education.
Summary Report for:
11-1021.00 - General and Operations Managers
Plan, direct, or coordinate the operations of public or private
sector organizations. Duties and responsibilities include
formulating policies, managing daily operations, and planning
the use of materials and human resources, but are too diverse
and general in nature to be classified in any one functional area
of management or administration, such as personnel,
purchasing, or administrative services.
Tasks
All 16 displayed

· Review financial statements, sales or activity reports, or other
performance data to measure productivity or goal achievement
or to identify areas needing cost reduction or program
improvement.
· Direct and coordinate activities of businesses or departments
concerned with the production, pricing, sales, or distribution of
products.
· Direct administrative activities directly related to making
products or providing services.
· Prepare staff work schedules and assign specific duties.
· Monitor suppliers to ensure that they efficiently and
effectively provide needed goods or services within budgetary
limits.
· Direct or coordinate financial or budget activities to fund
operations, maximize investments, or increase efficiency.
· Establish or implement departmental policies, goals,
objectives, or procedures in conjunction with board members,
organization officials, or staff members.
· Perform personnel functions such as selection, training, or
evaluation.
· Plan or direct activities such as sales promotions that require
coordination with other department managers.
· Set prices or credit terms for goods or services based on
forecasts of customer demand.
· Manage the movement of goods into and out of production
facilities to ensure efficiency, effectiveness, or sustainability of
operations.
· Perform sales floor work, such as greeting or assisting
customers, stocking shelves, or taking inventory.
· Develop or implement product-marketing strategies, including
advertising campaigns or sales promotions.
· Recommend locations for new facilities or oversee the
remodeling or renovating of current facilities.
· Implement or oversee environmental management or
sustainability programs addressing issues such as recycling,
conservation, or waste management.

· Direct non-merchandising departments of businesses, such as
advertising or purchasing.
Reference
O*NET OnLine. (n.d.).O*NET OnLine. Retrieved
from http://www.onetonline.org/
Paper Instructions
PLEASE DO NOT SUBMIT A BID FOR THIS ASSIGNMENT
IF YOU DO NOT UNDERSTAND EDUCATION TERMS AND
CONCEPTS. ALL DIRECTIONS MUST BE FOLLOWED AND
NO PLAGARIASM. MY SCHOOL USES SOFTWARE TO
DETECT COPIED MATERIAL.
Please read these assignment instructions before writing your
paper, and re-read them often during and after the writing
process to make sure that you are fulfilling all of the
instructions. Please also utilize the assignment guidance and
the template provided.
Week 2's assignment asks you to write an essay paper on a job
description that you would do for the position you mentioned in
your initial introduction post on the first day in class. For
example, if I wrote that my future career goal was to be a
Human Resource Manager, I would write this paper on the basis
of the tasks, tools, technology, knowledge, skills, abilities, and
educational requirements that I would need to be a human
resource manager. You have to pick something, so if you
weren't clear in the introduction or were indecisive, now is the
time to make that decision.
For this assignment, you should be using and citing O*Net to
assist you with finding those relative tasks and duties. Once you
go to this website, you just enter the career field or industry
closest to what you want to do and pull from there. I do not

expect to see you copy and paste from this website. This is a
formally written academic assignment, so you should have a
narrative throughout the entire paper, not writing it like an
actual job description. If you want to attach an appendix of the
job description you can, but that is not required. Only that you
address each and every part of the assignment instructions (and
there are 2 areas where there are instructions). Use bullet points
only sparingly and there should still be a narrative that further
describes your bullet points.
I will be running your papers through Turnitin.com to check for
plagiarism per the university expectations (to check against
websites, other authors, and previous student’s submissions), so
all work must be original to you or cited according to APA
citation / reference guidelines.
Your paper should be a formal written narrative paper complete
with a title page, introduction, headings and subheadings for
each section, written conclusion, and a reference page. Make
sure that you are including specific headings for each section as
listed below:
1. Heading: Primary Functions of "x" Position. (For this
assignment, the primary function of the job description paper is
to increase understanding of your current, or a prospective,
position. The following areas of the job description should be
considered. You should include a heading section for each of
the below listed areas so I know which part of the question you
are addressing in which part of the written paper):
· Tasks (Subheading)
· Tools and Technology (Subheading)
· Knowledge (Subheading)
· Skills and Abilities (Subheading)
· Educational Requirements (Subheading)
Heading 2: Ways to Advertise or Recruit - After you have listed
the above mentioned areas of the job description from the
vantage point of your chosen position in a narrative format (not
bullet points), provide two or more ways that you would

advertise or recruit someone for that position (see chapter 4 of
the textbook).
2. Heading: Assessment Methods - In a separate section, include
a description of at least two methods of assessment used when
recruiting qualified candidates
4. Heading - Appropriateness of Assessment Methods - In a
separate section, discuss why these two assessment methods
would be most appropriate.
If you have any questions or need clarification, please do so
BEFORE the assignment is due. I work during the day on the
day this assignment is due and won't be responding to emails in
time to help you get the clarification you need.
You should be following the APA 6th Edition Guidelines for
this written assignment as I have stated in the course
expectations and syllabus.
NOTES:
The instructor guidance and general manager job summary will
provide information needed for the paper.

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