OBch17HUMAN RESOURCE POLICIES AND PRACTICES

OBch17HUMAN RESOURCE POLICIES AND PRACTICES - Robbins:...

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Robbins: Organizational Behavior Chapter Seventeen HUMAN RESOURCE POLICIES AND PRACTICES LEARNING OBJECTIVES After studying this chapter, students 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 general skill categories. 4. Describe how career planning has changed in the last 20 years. 5. Explain the purposes of performance evaluation. 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 diversity-training program. CHAPTER OVERVIEW An organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Selection Practices An organization’s selection practices will determine who gets hired. If properly designed, they will identify competent candidates and accurately match them to the job and the organization. The use of the proper selection devices will increase the probability that the right person will be chosen to fill a slot. While employee selection is far from a science, some organizations fail to design their selection systems so as to maximize the likelihood that the right person-job fit will be achieved. When errors are made, the chosen candidate’s performance may be less than satisfactory. Training may be necessary to improve the candidate’s skills. At the worst, the candidate will prove unacceptable and a replacement will need to be found. Similarly, where the selection process results in the hiring of less qualified candidates or individuals who do not fit into the organization, those chosen are likely to feel anxious, tense, and uncomfortable. This, in turn, is likely to increase dissatisfaction with the job. Training and Development Programs Training programs can affect work behavior in two ways. The most obvious is by directly improving the skills necessary for the employee to successfully complete his/her job. An increase in ability improves the employee’s potential to perform at a higher level. Of course, whether that potential becomes realized is largely an issue of motivation. A second benefit from training is that it increases an employee’s self-efficacy. As you will remember from Chapter 6, self-efficacy is a person’s expectation that he/she can successfully execute the behaviors required to produce an outcome. For employees, those behaviors are work tasks and the outcome is effective job performance. Employees with high self-efficacy have strong expectations about their abilities to perform successfully in new
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OBch17HUMAN RESOURCE POLICIES AND PRACTICES - Robbins:...

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