Please enable JavaScript.
Coggle requires JavaScript to display documents.
Chapter 10: Managing Human Resources (Selection Test (specific ability…
Chapter 10: Managing Human Resources
HRM
The process of finding, developing, and keeping the right people to form a qualified workforce
Adverse Impact and Employment Discrimination
disparate treatment
adverse impact
the four-fifths rule
Sexual Harassment
form of discrimination in which unwelcome sexual advances, requests for sexual favors, or other verbal or physical conduct of sexual nature occur.
Quid pro quo
Hostile work environment
Mistakes Managers Make
assuming that victim and harasser are opposite sex
Assuming that harassment only occurs between supervisors and subordinates
Assuming that only people who have been harassed can file complaints
What Should Managers Do?
Respond immediately
Write a clear sexual harassment policy
Establish clear reporting procedures
Be aware of local and state laws and enforcement agencies
Recruiting and Job Analysis
Recruiting: process of developing a pool of qualified job applicants
Job analysis: purposeful, systematic process for collecting info on the important work-related aspects of a job.
work activites
context in which the job is performed
tools and equipment used to do to the job
the personnel requirements for performing the job
Internal Recruiting
process of developing a pool of qualified job applicants from people who already work within the company
job postings
Career path
External Recruiting
process of developing a pool of qualified job applicants from outside the company
walk-ins
outside organizations
employee referrals
employment services
Advertising
special events
internet job sites
Selection
once recruitment has produced a pool of qualified applicants, the selection process is used to determine the best applicant.
references and background checks
selection test
application form and resumes
interviews
Application Forms and Resumes
application forms may only ask for valid, job related info.
Resumes pose a problem because of false data
References and Background Checks
Employment References: contacting previous employers or coworkers to learn more about the candidate
Background Check: Used to verify accuracy of info that applicants provide about themselves
Selection Test
specific ability test
cognitive ability
biographical data
personality test
work sample test
Interviews
Unstructured interviews
Structured interviews
behavioral questions
background questions
job-knowledge questions
Situational Qustions
Sharing Performance Feedback
Subordinates
Peers and Coworkers
The boss
Employees themselves
Improving Feedback
base performance appraisal feedback sessions on employee self appraisals
Note what people do with the performance feedback
spate developmental feedback from admin feedback
Compensation Decisions
pay level decisions
job evaluations
pay variability decisions
pay structure decisions
common pay structure
compressed pay
Hierarchical pay
Employment Benefits
Benefits include virtually any kind of compensation other than direct wages
Terminating Employees
employees should be fired only for a good reason
employees should always be fired in private
in most situations, firing should not be the first option
Employee Turnover
Functional turnover
Dysfunctional turnover