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ch17- human resources policies and practices
Course: HBO 10012, Spring 2012School: Indian Institute of...
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BEHAVIOR S ORGANIZATIONAL T E P H E N P. R O B B I N S WWW.PRENHALL.COM/ROBBINS TENTHEDITION 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook LEARNINGOBJECTIVES AFTER STUDYING THIS CHAPTER, YOU SHOULD BE ABLE TO: 1. Contrast job descriptions with job specifications. 2. List the advantages of performance simulation tests over written tests. 3. Define four skill categories....
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BEHAVIOR
S ORGANIZATIONAL T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS
TENTHEDITION
2003 Prentice Hall Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook
LEARNINGOBJECTIVES
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
1. Contrast job descriptions with job
specifications.
2. List the advantages of performance simulation
tests over written tests.
3. Define four skill categories.
4. Describe how career planning has changed in
the past 20 years.
5. Explain the purposes of performance
evaluation.
2003 Prentice Hall Inc.
All rights reserved.
17
2
LEARNINGOBJECTIVES(contd)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:
6. Describe actions that can improve the
performance-evaluation process.
7. Clarify how the existence of a union affects
employee behavior.
8. Identify the content in a typical diversitytraining program.
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17
3
Selection Practices
Selection Practices
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17
4
Popular Job Analysis Methods
Popular Job Analysis Methods
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EXHIBIT
171
17
5
Selection Practices- Job Analysis (contd)
Selection Practices- Job Analysis (contd)
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6
Selection Devices
Selection Devices
Interviews
Arethemostfrequentlyusedselectiontool.
Carryagreatdealofweightintheselectionprocess.
Canbebiasedtowardthosewhointerviewwell.
Shouldbestructuredtoensureagainstdistortiondue
tointerviewersbiases.
Arebetterforassessingappliedmentalskills,
conscientiousness,interpersonalskills,andperson
organizationfitoftheapplicant.
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7
Selection Devices (contd)
Selection Devices (contd)
Written Tests
Renewedemployerinterestintestingapplicantsfor:
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?
Testsmustbeshowvalidatedconnectiontojobrelated
performancerequirements.
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8
Selection Devices (contd)
Selection Devices (contd)
Performance-Simulation Tests
Basedonjobrelatedperformancerequirements
Yieldvalidities(correlationwithjobperformance)
superiortowrittenaptitudeandpersonalitytests.
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17
9
Training and Development Programs
Training and Development Programs
Basic Literacy
Basic Literacy
Technical Skills
Technical Skills
Types of
Types of
Training
Training
Problem Solving
Problem Solving
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Interpersonal Skills
Interpersonal Skills
17
10
Individualizing Formal Training to Fit the
Individualizing Formal Training to Fit the
Employees Learning Style
Employees Learning Style
Readings
Readings
Lectures
Lectures
Learning
Learning
Methods
Methods
Participation and
Participation and
Experiential
Experiential
Exercises
Exercises
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Visual Aids
Visual Aids
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11
Career Development Responsibilities
Career Development Responsibilities
Organization
Clearlycommunicate
organizationsgoals
andfuturestrategies.
Creategrowth
opportunities.
Offerfinancial
assistance.
Providetimefor
employeestolearn.
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Employees
Knowyourself.
Manageyourreputation.
Buildandmaintain
networkcontacts.
Keepcurrent.
Balanceyourgeneralist
andspecialist
competencies.
Documentyour
achievement.
Keepyouroptionsopen.
17
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Performance Evaluation
Performance Evaluation
Purposes of Performance Evaluation
Makinggeneralhumanresourcedecisions.
Promotions, transfers, and terminations
Identifyingtraininganddevelopmentneeds.
Employee skills and competencies
Validatingselectionanddevelopmentprograms.
Employee performance compared to selection
evaluation and anticipated performance results of
participation in training.
Providingfeedbacktoemployees.
The organizations view of their current performance
Supplyingthebasisforrewardsallocationdecisions.
Merit pay increases and other rewards
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13
Performance Evaluation (contd)
Performance Evaluation (contd)
Performance Evaluation and Motivation
Ifemployeesaretobemotivatedtoperform,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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14
Performance Evaluation (contd)
Performance Evaluation (contd)
What Do We Evaluate?
Individual Task
Individual Task
Outcomes
Outcomes
Behaviors
Behaviors
Performance
Performance
Performance
Performance
Evaluation
Evaluation
Evaluation
Evaluation
Traits
Traits
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15
Performance Evaluation (contd)
Performance Evaluation (contd)
Who Should Do the Evaluating?
Immediate
Supervisor
Peers
Self-Evaluation
Immediate
Subordinates
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360-Degree
360-Degree
Evaluations
Evaluations
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EXHIBIT
173
17
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Methods of Performance Evaluation
Methods of Performance Evaluation
written essay
A narrative describing an
employees strengths,
weaknesses, past
performances, potential, and
suggestions for improvement.
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17
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Methods of Performance Evaluation (contd)
Methods of Performance Evaluation (contd)
Keeps up with current
policies and regulations.
1
2
3
4
5
X
Completely
Unaware
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Fully
Informed
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Methods of Performance Evaluation (contd)
Methods of Performance Evaluation (contd)
Passes next examination
and graduates on time.
Pays close attention and
regularly takes notes.
Alert and takes
occasional notes.
Stays awake but is
inattentive.
Get to class on time,
but nods off immediately.
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Oversleeps for class.
17
20
Methods of Performance Evaluation (contd)
Methods of Performance Evaluation (contd)
Forced Comparisons
Evaluatingoneindividualsperformancerelativetothe
performanceofanotherindividualorothers.
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21
Methods of Performance Evaluation (contd)
Methods of Performance Evaluation (contd)
Forced Comparisons (contd)
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22
Suggestions for Improving Performance Evaluations
Suggestions for Improving Performance Evaluations
Emphasize behaviors rather than traits.
Emphasize behaviors rather than traits.
Document performance behaviors in a diary.
Document performance behaviors in a diary.
Use multiple evaluators to overcome rater biases.
Use multiple evaluators to overcome rater biases.
Evaluate selectively based on evaluator competence.
Evaluate selectively based on evaluator competence.
Train evaluators to improve rater accuracy.
Train evaluators to improve rater accuracy.
Provide employees with due process.
Provide employees with due process.
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17
23
Providing Performance Feedback
Providing Performance Feedback
Why Managers Are Reluctant to Give Feedback
Uncomfortablediscussingperformanceweaknesses
directlywithemployees.
Employeestendtobecomedefensivewhentheir
weaknessesarediscussed.
Employeestendtohaveaninflatedassessmentof
theirownperformance.
Solutions to Improving Feedback
Trainmanagersingivingeffectivefeedback.
Useperformancereviewascounselingactivityrather
thanasajudgmentprocess.
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17
24
Providing Performance Feedback (contd)
Providing Performance Feedback (contd)
What About Team Performance Evaluations?
1. Tietheteamsresultstotheorganizationsgoals.
2. Beginwiththeteamscustomersandthework
processtheteamfollowstosatisfycustomerneeds.
3. Measurebothteamandindividualperformance.
4. Traintheteamtocreateitsownmeasures.
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17
25
The Union-Management Interface
The Union-Management Interface
Keep
Keep
J obs
Here
H ere
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No More Layof f s
More Wages
Bet t er Working
Bet
Condit ions
Condit
17
26
The Unions Impact on Employee Performance
The Unions Impact on Employee Performance
and Job Satisfaction
and Job Satisfaction
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EXHIBIT
174
17
27
International HR Practices: Selected Issues
International HR Practices: Selected Issues
Selection
Fewcommonprocedures,differbynation.
Performance Evaluation
Notemphasizedorconsideredappropriateinmany
culturesduetodifferencesin:
Individualism versus collectivism.
A persons relationship to the environment.
Time orientation (long- or short-term).
Focus of responsibility.
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17
28
Managing Diversity in Organizations
Managing Diversity in Organizations
Work -Life Conflicts
Work -Life Conflicts
Work
Integration or
Segmentation
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Personal
Life
17
29
Work/Life Initiatives
Work/Life Initiatives
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EXHIBIT
175a
17
30
Work/Life Initiatives (contd)
Work/Life Initiatives (contd)
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EXHIBIT
175b
17
31
Work/Life Initiatives (contd)
Work/Life Initiatives (contd)
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EXHIBIT
175c
17
32
Managing Diversity in Organizations (cont)
Managing Diversity in Organizations (cont)
Diversity Training
Participantslearntovalueindividualdifferences,
increasecrossculturalunderstanding,andconfront
stereotypes.
Atypicaldiversitytrainingprogram:
Lasts for half a day to three days.
Includes role-playing exercises, lectures,
discussions, and sharing experiences.
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33
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York University - ADMS - 3541
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York University - ADMS - 3541
CHAPTER 6: THE LIFE CYCLE AND FINANCIALINTERMEDIATIONThe Financial Life Cycle - The lifetime pattern of differing financial position andearning power stages.Family Life Cycle Categories:CategoryDescription1Younger, single2Younger couple, no chil
York University - ADMS - 3541
CHAPTER 7: PERSONAL INCOME TAX RETURNGENERAL CONCEPTS OF INCOME TAXATIONCanadian income taxation is based on self-assessment. With few exceptions, everyresident is required to complete an income tax return on prescribed forms. The finalentry on the fo