2300 book notes

Ability and personality tests o physical ability

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Unformatted text preview: organization's ways - this could be a bad thing o limited pool of applicants - could also be bad • selection process o background tests o resumes o interviews o paper-and-pencil tests • • ! ability and personality tests o physical ability tests o performance tests ! measure actual job tasks o references o importance of reliability and validity ! reliable - measures the same thing ! valid - measures what it purports to measure training and development o training - teaching how to perform current jobs o development - building the knowledge and skills of organizational members so they are prepared to take on new challenges and responsibilities o needs assessment - which employees need training or development and what type of skills or knowledge they need to acquire o training types ! classroom instruction • role playing • simulations ! on-the-job training o development types ! varied work experiences - some in line positions and some in staff positions ! mentoring • mentor mentors the less experienced individuals called a protege ! formal education • reimbursement of tuition o transfer of training and development ! must take learning/development and apply it TO THE JOB performance appraisal and feedback o performance appraisal - evaluation of employees' job performance and contributions to their organization o performance feedback - the process through which managers share performance appraisal information with subordinates, give subordinates an opportunity to reflect on their own performance, and develop, with subordinates, plans for the future o types of performance appraisals ! trait appraisals - skills, abilities, or personality that is relevant to job • disadvantages o possessing the skill doesn't mean it will be used while at work • • o may not give managers ability to give feedback that can be used to improve performance ! behavior appraisals • assess what workers do • more likely to lead to improvement ! results appraisals • what are the results of that person performing the job ! objective and subjective appraisals • objective - based on facts • subjective - based on perception of traits, behaviors, or results o who appraises performance ! self, peers, subordinates, clients, and supervisors ! 360 degree performance appraisal • appraisal by peers, subordinates, superiors, and sometimes clients who are in a position to evaluate a manager's performance • more honest when o anonymous o participants have been trained in it o effective performance feedback ! formal appraisal - set time during the year and based on performance dimensions specified before ! informal appraisal - unscheduled; for ongoing progress and areas for improvement ! ways to provide feedback • be specific and focus on behaviors that can be corrected/improved • don't criticize • express confidence in worker's abilities to improve • formal and informal feedback • praise high performance • treat with respect • agree to a timetable for improvements Pay and benefits o pay level - relative position of an organization's pay incentives in comparison with those of other organizations in the same industry o pay structure - arrangement of jobs into categories reflecting their relative importance to the organization and its goals, levels of skills required, and other characteristics Labor Relations o labor relations - activities managers engage in to ensure that they have effective working relationships with the labor union...
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This document was uploaded on 02/18/2014 for the course BCOR 2300 at Colorado.

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