Robbins & Judge

Organizational Behavior
13th Edition

Chapter 18: Human Resource Policies and Practices Student Study Slideshow
Bob Stretch
Southwestern College 2009 Prentice-Hall Inc. All rights reserved. 18-0

Chapter Learning Objectives

After studying this chapter, you should be able to:
Define initial selection and identify the most useful methods. Define substantive selection and identify the most useful methods. Define contingent selection and contrast the arguments for and against drug testing. Compare the four main types of training. Contrast formal and informal training methods, and on-the-job and off-the-job training. Support the use of performance evaluation. Show how managers can improve performance evaluations. Explain how diversity can be managed in organizations. Show how a global context affects human resource management.
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The Selection Process

Initial Selection
Applicants who dont meet basic requirements are rejected.

Substantive Selection
Applicants who meet basic requirements, but are less qualified than others, are rejected.

Contingent Selection
Applicants who are among best qualified, but who fail contingent selection, are rejected.

Applicant receives job offer.

Exhibit 18-1
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Stage 1: Initial Selection

Initial selection devices are used to determine if basic qualifications for the job are met Devices include:
Application Forms
Good initial screen Must be careful about questions asked legal issues

Background Checks
Most employers want reference information, but few give it out litigation worries Letters of recommendation are of marginal worth May use criminal record or credit report checks

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Stage 2: Substantive Selection

These devices are the heart of the selection process
Written Tests
Testing applicants for: intelligence or cognitive ability, personality, integrity, and interests Intelligence tests are the best predictor across all jobs

Performance-Simulation Tests
Based on job-related performance requirements Work Sample Tests
Creating a miniature replica of a job to evaluate the performance abilities of job candidates

Assessment Centers
A set of performance-simulation tests designed to evaluate a candidates managerial potential

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Another Substantive Selection Device

Interviews
Are the most frequently used selection tool Carry a great deal of weight in the selection process Can be biased toward those who interview well

Types of Interviews
Unstructured (randomly chosen questions)
Most common, least predictive, and prone to bias

Structured (standardized sets of questions)

More predictive of job success; less chance for bias

Behavioral structured (asking how specific problems were handled in the past)
Past behaviors may be good predictors of future behavior

Interviews most often used to determine organization-individual fit

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Stage 3: Contingent Selection

Final checks before hiring
Drug testing
Controversial: perceived to be unfair or invasive Supreme Court ruled that this is not an invasion of rights Expensive but accurate Alcohol not generally tested for

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Training and Development Programs

Types of Training
Basic Literacy Skills
One half of U.S. high school graduates do not have the basic skills necessary for work

Technical Skills
Focus of most training, especially given the pace of technological change

Interpersonal Skills
Skills like effective listening, communication, and teamwork

Problem-solving Skills
Help sharpen logic and reasoning, and provide helpful decision-making techniques

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What About Ethics Training?

Argument against
Personal values and value systems are fixed at an early age

Argument for
Values can be learned and changed Training helps employees recognize ethical dilemmas and issues Training reaffirms the organizations expectation that members will act ethically

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Training Methods
Formal
Planned in advance with a structured format

Informal
Unstructured, unplanned, and easily adaptable 70% of all current training is of this type

On-the-Job (OJT)
Includes job rotation, apprenticeships, understudy assignments, and formal mentoring programs May be disruptive to the workplace

Off-the-Job
Classroom lectures, videotapes, seminars, self-study courses, Internetbased courses, role-plays, and case studies.

E-Training (computer-based)
Flexible but expensive and not proven to work
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Individualized Training and Learning Styles

Learning styles differ: so should training method Learning Styles:
Reading
Give them books and reading materials to review

Watching
Let them observe experts modeling the proper behaviors

Listening
Provide lectures or audiotapes

Participating
Let these learners try out the new skills in a safe experimental environment

The styles are not mutually exclusive employees can learn from multiple styles
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Evaluating Training Effectiveness

Many factors determine training effectiveness:
Training method used Individual motivation Trainee personality: those with internal locus of control, high conscientiousness, high cognitive ability, and high self-efficacy learn best Training climate: ability to apply the learning to the job

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Performance Evaluation
Evaluation affects performance level Purposes of Performance Evaluation
Provides input to general human resource decisions
Promotions, transfers, and terminations

Identifies skill training and development needs Provides performance feedback to employees Supplies the basis for reward allocation decisions
Merit pay increases and other rewards

For OB specialists: the key purposes of performance evaluation are the last two - a mechanism for feedback and reward allocation
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What Do We Evaluate?
Individual Task Outcomes
These are the metrics that directly result from employee effort such as sales, turnover, or quality

Behaviors
When direct results are difficult to determine, may be evaluated on behavior and documented actions such as sales calls made, promptness in submitting reports, or non-productive activities like volunteering for charity drives

Traits
Weak because they dont reflect productivity; often used these include attitudes, confidence, and looking busy

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Who Should Do the Evaluating?

Immediate Supervisor Peers Subordinates Customers The person being evaluated 360o feedback: all these and more
Exhibit 18-2
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Methods of Performance Evaluation

Written Essay
A narrative describing an employees strengths, weaknesses, past performances, potential, and suggestions for improvement

Critical Incidents
Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively

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More Methods of Performance Evaluation

Graphic Rating Scales
An evaluation method in which the evaluator rates performance factors on an incremental scale
Keeps up with current policies and regulations.
1

X
Completely Unaware Fully Informed

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Another Performance Evaluation Method

Punctuality
1: Never late for work 2: Late 1-2 times per month 3: Late 3 or more times per month
Behaviorally Anchored Rating Scales (BARS)
Scales that combine major elements from the critical incident and graphic rating scale approaches: The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on a given job rather than general descriptions or traits.

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Even More Evaluation Methods

Forced Comparisons
Evaluating one individuals performance relative to the performance of another individual or others Who is better, A or B? Group Order Ranking
An evaluation method that places employees into a particular classification, such as quartiles 10 % are As, 20 % Bs, 40 % Cs, 20 % Ds, and 10 % Fs

Individual Ranking
An evaluation method that rank-orders employees from best to worst Mary is #1, Juan is #2, Liu is #3
Exhibit 18-3
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Suggestions for Improving Evaluations

Use multiple evaluators to overcome rater biases
Halo and leniency errors

Evaluate selectively based on evaluator competence Train evaluators to improve rater accuracy Provide employees with due process
Individuals are provided with adequate notice of performance expectations All relevant evidence of a violation is aired in a fair hearing, with the individual given an opportunity to respond Final decision is based on the evidence and is free of bias

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Providing Performance Feedback

Why Managers Are Reluctant to Give Feedback
They are uncomfortable discussing performance weaknesses directly with employees Employees tend to become defensive Employees tend to have an inflated assessment of their own performance

Solutions to Improving Feedback

Train managers how to give effective feedback Use performance review as a counseling activity rather than as a judgment process
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Managing Diversity: Work-Life Conflicts

Since the 1980s the line between work and personal life has begun to blur Solutions include:
Flexible scheduling and benefits On-site personal services (like dry cleaning or a gym) Time-, information- or money-based strategies available

Stress is caused not by time constraints but the psychological incursion of work into the family domain and vice versa
Some like greater integration of work and family; others need greater separation
Exhibit 18-4
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Diversity Training
Used to increase awareness and to examine stereotypes Participants learn to value individual differences, increase cross-cultural understanding, and confront stereotypes

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Global Implications
Selection
Practices differ by nation: global policies need to be modified to fit within local customs Use of educational qualifications may be universal

Performance Evaluation
Not emphasized or considered appropriate in many cultures due to differences in:
Individualism versus collectivism A persons relationship to the environment

Time orientation (long- or short-term)

Focus on responsibility

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Summary and Managerial Implications

Selection Practices
Proper selection devices increase likelihood of hiring the right person for the position

Training and Development Programs

Can be used to improve employee skills Increase employee self-efficacy

Performance Evaluation
A major goal is to assess an individuals performance accurately as a basis for reward allocation decisions Should be based on behavioral, results-oriented criteria, take a long-term view and allow employees input into the process
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