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Human Resources Policies and Practices (Performance Evaluation (Who is…
Human Resources Policies and Practices
Recruitment Practices
best system attracts candidates that are highly knowledgeable about the job and the organisation
include internal referrals, internship opportunities
most effective recruiters
well informed about job
efficient in communicating with potential recruits
treat recruits with consideration and respect
use job boards, social media etc.
masking recruitment - e.g coding games
Selection Process
Initial Selection
Application Forms
initial screen
no questions on race/gender/nationality/marital status/family obligations
facial scans - for criminal record/affiliations etc :check::red_cross:
often screened automatically
Background cheks
how employee did in past jobs - whether previous employers would recommend them
2/3 of cases - former employers do not want to give info for fear of being sued for saying something bad about employee
letters of recommendations - applicants will only select references that will write good things about them
targeted search on social network sites e.g incriminating photo
criminal background checks
candidate cannot be denied employment based only on background checks
some companies take people that wouldn't pass background checks e.g criminal records - 'second chance' values
Substantive Selection
Written tests
Intelligence/Cognitive ability tests
good predictors for jobs that include cognitively complex tasks
better to differentiate between mathematical, verbal and technical abilities than to lump as one score
Personality tests
inexpensive and simple to use
issue of faking responses
employers can add messages about not faking responses
Integrity tests
measure factors like dependability, carefulness, responsibility, and honesty
good predictors of behaviour e.g theft, discipline problems
Performance Simulation tests
Work sample tests
hands-on simulations of part or all of the work that applicants for the job must perform
e.g welders/machinists/electricians
Assessment Centres
off-site places where candidates are given a set of performance-simulation tests designed to evaluate their managerial potential
Situational Judgement tests
ask what a candidate would do in a variety of job situations
answers compared to responses of high performing employees
low cost, but credibility??
Realistic Job previews
substantive selection tests that are job tryouts to assess talent versus experience
Interviews
prone to heuristic biases :red_cross:
can over-rely heavily on interviews - over test scores/experience etc :red_cross:
either
structured
or
unstructured
Structured
limit subjectivity through specific set of questions with open ended responses
can be a panel interview
standardised ratings of reviewing applicants
Unstructured
short and casual
random questions
not effective, data is typically biased
order of applicants influences choices
asses person-organisation fit
can also be used to 'sell' company to candidates - tight labour market
Contingent Selection
finals checks before hiring
drug test
medical examination e.g firefighter
Training And Development
Types of Training
Basic Skills
reading/comprehension/writing/maths
especially difficult in underdeveloped countries
Technical Skills
important for introduction of new technology and new structural designs in the organisation
e.g engineers
Problem solving skills
sharpen logic, reasoning and problem defining skils
better ability to assess causation, develop and analyse alternatives and select solutions
Interpersonal skils
performance depends on ability of employees to interact with one another
improve listening, communication and team building skills
research suggests development of these skills does not directly transfer back into the workplace
Civility training
work on incivility/bullying and abusive supervision
e.g being blamed for others' mistakes
incivility in workplace decreases satisfaction, reduces job performance, increase perceptions of unfair treatment and lead to psychological withdrawal from workplace
deliberate interventions to improve workplace climate and foster positive behaviour
Ethics training
ethics and values guidance
premise that values
can
be learned and changed after early childhood
helps employees recognise ethical dilemmas and become more aware of ethical issues underpinning their actions
Training Methods
Job Training
On-the-job
job rotation, apprenticeships, understudy assignments and formal mentoring programmes
disruptive but effective
Off-the-job
classroom lectures, public seminars, self study programmes, podcasts, internet courses, role play workshops
Computer Based Training
emphasises learner control over pace and content of instruction
can liaise through online communities
effective if goals set for learning, study strategies used and progress is measured towards goals
Evaluating Effectiveness
Methods
the amount learnt
extent to which the content is transferred to their job
return on investments from training
level of student satisfaction
Depends on individual
unmotivated - learn little
personality - openness to experience, internal locus of control, conscientiousness, high self efficacy
Depends on climate
people need to see how training translates over to their role in organisation
after training support from supervisors has influence on transferring learning into new behaviour
Performance Evaluation
'Performance'
Citizenship
actions that contribute to the psychological environment of the organisation
e.g helping others when not required
Counter-productivity
actions that actively damage the organisation
e.g stealing, lateness, aggressiveness to coworkers
Task Performance
combination of effectiveness and efficiency at doing your core job tasks
Purpose
help management make general human resources decisions about promotions, transfers and terminations
identify training and development needs
provides feedback for employees on how organisation views their performance - can be basis for reward allocations
Evaluation Criteria
Behaviours
if it's hard to identify the contribution of each team member to group work
e.g helpfulness of salesperson
helping others, making suggestions for improvements, volunteering for extra duties
Traits
good attitude, confidence, dependability, staying busy
may not be correlated with good task outcomes
Individual Task Outcomes
'ends count rather than means'
uses statistics
e.g cost per unit production for plant manager
Who is evaluating?
typically - managers that are responsible for the employees
common structures involve self managed/virtual teams - direct supervisor not so obvious
self evaluation - over-inflated assessment
average across different raters - e.g peers and subordinates
says as much about rater as it does about person being evaluated
360 degree evaluation
reviews from all the people the employee would come into contact with
high variety of contexts e.g managers and peers :check:
most people not trained in giving constructive criticism :red_cross:
risk of giving too much weight to people that don't know much about their performance :red_cross:
employee choosing own reviewers :red_cross:
Methods
Written Essays
narrative description of employees strengths, weaknesses, past performance, potential
cheap, no complex training :check:
no standardised scoring :red_cross: - difficult to compare
Critical Incidents
focused attention on the difference between executing job effectively and ineffectively
cite examples of incident and what the employee did that was effective and ineffective
Graphic Rating Scales
evaluates performance parameters on an incremental scale
standardised :check:
e.g quantity/quality of work, depth of knowledge, cooperation, attendance
less depth of information :red_cross:
Behaviourally Anchored Rating Scales (BARS)
combination of critical incident and graphical rating scales
appraiser rates the individual based on items on continuum, but the points are examples of actual behaviour on given job
Forced Comparisons
Group Order Ranking
place individuals into particular classification
e.g top 1/5th or bottom 1/5th
Individual Ranking
rank orders employees from best to worst
difference between 1st and 2nd assumed to be same as between 20th and 21st
employee performance is evaluated in direct comparison to others - relative rather than absolute
Improving Evaluation
Multiple Evaluators
more evaluators, more accurate information
employee will see feedback as more valid
e.g sports - diving
Evaluate Selectively
appraisers should evaluate the areas for which they have working knowledge
Train Evaluators
everyone in organisation views good performance in same way - standardised
can tailor results to organisational purposes
Provide employees with due process
individuals are provided with adequate notice of what is expected of them
all information relevant to a proposed violation is aired in a fair hearing such that the employee is able to respond
Problems :warning:
positive/negative leniency
halo error
similarity error
personal interests
Providing Performance Feedback
Managers often ignore this responsibility
managers fear confrontation about negative issues
employees get defensive about negative feedback - redirect back to manager or someone else
employees have inflated assessment of own performance
construct feedback sessions
manager is sincere
employee perceives feedback as fair
climate is constructive
as specific as possible
International Variations
Individual Oriented Cultures
e.g US
formal appraisals rather than informal
done at regular intervals - results shared with employees and used to determine rewards
Collectivist Cultures
e.g Asia/Latin America
informal feedback
detachments of rewards from performance evaluations
Assertive Cultures
performance is individuals responsibility
formal performance appraisals
HR Leadership Role
Communicating HR Practices
explaining implications of decisions that might be made around these practices
if done well, employees feel they can control and manage what they get out of work
depends on employee attitudes
e.g leads to positive outcomes if employees felt motivated
need to show that practices are actually attempts to make the company more successful and help employees achieve better outcomes
Drafting and enforcing Employment Policies
employees need to know what the organisation expects from them
e.g benefit is providing special break room for mothers of young children
policy is dictating the expectation of conduct
policies provide guidelines for behaviour
benefits provide guidelines for working conditions
set up organisational consequences of infractions and enforcing policies
Designing and Administering Benefit Programs
e.g health, child care, education, workplace conditions
should be uniquely suited to organisational culture
demonstrate economic feasability
sustainable in long term
improve employees psychological well being so improve employee performance
Managing Work Life Conflicts
Work-Life Initiatives
Time based strategies
job sharing
leave for new parents
flextime
paid time off
Information based strategies
work life support
relocation assistance
counselling services
elder care assistance
Money based strategies
direct financial assistance
adoption assistance
discounts for child care tuition
flexible benefits
Direct services
fitness centre
free/discounted company products
on site child care
summer child care
Culture change strategies
tie manager pay to employee satisfaction
focus on employee actual performance - not 'face-time'
training managers to deal with employee work-life conflicts
promotional tools for recruitment
reduce work based travel
keep workloads reasonable
Individual Preferences
Segmentation of work and personal lives
e.g flextime, pat time hours
Integration of work and personal lives
e.g fitness facilities
Mediations, Terminations and Layoffs
Termination processes are subject to union labour contracts and laws
Upon termination - HR must leave favourable impression with employee and seek helpful input from exit interview
rely on company policies to seek positive resolutions
e.g downsizing while demonstrating fairness
HR professional must maintain confidentiality and balanced perspective