Professional Documents
Culture Documents
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Planning Ahead Chapter 12 Stud !uestions
9iscrimination in emploment
1
.ccurs &hen someone is denied a 6ob or 6ob
assignment $or reasons that are not 6ob rele)ant.
:mploment e(uit
1
An e$$ort to gi)e pre$erence in emploment to
Aboriginals8 &omen8 )isible minorities8 and people
&ith phsical<mental disabilit.
1
0ona $ide occupational re(uirements are emploment
criteria 6usti$ied b the capacit to per$orm a 6ob
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Stud !uestion 2+ "hat is strategic human
resource management%
Recruitment
1
Acti)ities designed to attract a (uali$ied pool o$
6ob applicants to an organi'ation.
1
Steps in the recruitment process+
7
Ad)ertisement o$ a 6ob )acanc.
7
Preliminar contact &ith potential 6ob candidates.
7
4nitial screening to create a pool o$ (uali$ied
applicants.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%
Recruitment methods+
1
:>ternal recruitment candidates are sought $rom
outside the hiring organi'ation.
1
4nternal recruitment candidates are sought $rom
&ithin the organi'ation.
1
?raditional recruitment candidates recei)e
in$ormation onl on most positi)e organi'ational
$eatures.
1
Realistic 6ob pre)ie&s candidates recei)e all
pertinent in$ormation.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%
Selection
1
Choosing $rom a pool o$ applicants the person or
persons &ho o$$er the greatest per$ormance potential.
Selection Steps
1
Completion o$ a $ormal application $orm.
1
4nter)ie&ing.
1
?esting.
1
Re$erence chec#s.
1
Phsical e>amination.
1
Final analsis and decision to hire or re6ect.
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Figure 12.* Steps in the selection
process+ the case o$ a re6ected 6ob applicant.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%
Step 2inter)ie&s
1
:>change o$ in$ormation bet&een 6ob candidate
and #e members o$ the organi'ation.
1
.pportunit $or 6ob candidate and
organi'ational members to learn more about
each other.
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Stud !uestion *+ Ho& do organi'ations
attract a (ualit &or#$orce%
Sociali'ation
1
Process o$ in$luencing the e>pectations8
beha)ior8 and attitudes o$ a ne& emploee in a
&a considered desirable b the organi'ation.
.rientation
1
Set o$ acti)ities designed to $amiliari'e ne&
emploees &ith their 6obs8 co&or#ers8 and #e
aspects o$ the organi'ation.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%
?raining
1
A set o$ acti)ities that
pro)ides the
opportunit to ac(uire
and impro)e 6ob-
related s#ills.
.n-the-6ob training
1
3ob rotation
1
Coaching
1
Mentoring
1
Modeling
.$$-the-6ob training
1
Management
de)elopment
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%
Per$ormance appraisal
1
Formall assessing someone,s &or#
accomplishments and pro)iding $eedbac#.
1
Purposes o$ per$ormance appraisal+
7
:)aluation lets people #no& &here the stand
relati)e to ob6ecti)es and standards.
7
9e)elopment assists in training and continued
personal de)elopment o$ people.
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Figure 12./ Sample beha)iorall anchored rating scale $or
per$ormance appraisal.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%
Critical-incident techni(ues
1
2eeping a running log or in)entor o$ e$$ecti)e
and ine$$ecti)e beha)iors.
1
9ocuments success or $ailure patterns.
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%
Multiperson comparisons
1
Formall compare one person,s per$ormance
&ith that o$ one or more others.
1
?pes o$ multiperson comparisons+
7
Ran# ordering
7
Paired comparisons
7
Forced distributions
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Stud !uestion /+ Ho& do organi'ations
de)elop a (ualit &or#$orce%
Career de)elopment
1
Career a se(uence o$ 6obs that constitute &hat a
person does $or a li)ing.
1
Career path a se(uence o$ 6obs held o)er time during a
career.
1
Career planning matching career goals and indi)idual
capabilities &ith opportunities $or their $ul$illment.
1
Career plateau a position $rom &hich someone is
unli#el to mo)e to a higher le)el o$ responsibilit.
7
Progressi)e emploers see# &as to engage plateaued emploees.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%
"or#-li$e balance
1
Ho& people balance career demands &ith personal and
$amil needs.
1
Progressi)e emploers support a health &or#-li$e
balance.
1
Contemporar &or#-li$e balance issues+
7
Single parent concerns
7
9ual-career couples concerns
7
Famil-$riendliness as screening criterion used b candidates
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%
@abor-management relations
1
@abor unions deal &ith emploers on the &or#ers,
behal$.
1
@abor contracts speci$ the rights and obligations o$
emploees and management regarding &ages8 &or#
hours8 &or# rules8 seniorit8 hiring8 grie)ances8 and
other conditions o$ emploment
1
Collecti)e bargaining is the process o$ negotiating8
administering8 and interpreting a labour contract.
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Figure 12.5 ?he traditional ad)ersarial
)ie& o$ labor-management relations.
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Stud !uestion 5+ Ho& do organi'ations
maintain a (ualit &or#$orce%
Management can
create di$$iculties $or
unions bK
1
Esing loc#outs
1
Hiring stri#e-brea#ers
1
See#ing in6unctions