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Topic 2 Human Resource Policies & Practices (Methods of Performance…
Topic 2 Human Resource Policies & Practices
Selection Process
Substantive
Performance simulation tests
Work samples
hands-on simulations of part or all of the work that workers in the job usually must perform
Assessment centers
evaluate a candidate's managerial potential
eg. play the role of manager & decide how to respond to 10 memos within a 2h period
go through 1 to several days of exercises that simulate real problems they would face on the job
high face validity
Situational judgement tasks
just ask applicants verbally how they would perform in a variety of job situations and then compare their answers to answer of high-performing employees
Interviews
Written tests
Personality tests
Integrity tests
Intelligence/Cognitive ability tests
Contingent
drug tests & background checks
Initial
examples
Application forms
illegal qns
What is your religious affiliation?
Are you married?
Do you have children or plan to?
Do you drink or smoke?
typically not good predictor of performance but good initial screen
background checks
professional &/or personal reference checks
checks on social networking sites
letter of recommendation
However, false or misleading references are common
Goal
used to decide whether an applicant meets the basic qualifications for the job
Types of Training & Training Methods
Types of training
Problem-solving skills
Technical skills
Civility Training
Basic Skills
Ethics Training
Interpersonal skills
Training methods
On-the-job training
job rotations, apprenticeships, understudy assignments, formal mentoring programs
Off-the-job training
live classroom lectures, videotapes, public seminars, self-study, etc.
Formal training
Informal training
Evaluating effectiveness of Training
amount students learn
extent to which they transfer the material from training to their jobs
level of student satisfaction
financial return on investments in training
Methods of Performance Evaluation GF CB Wet
Critical incidents
anecdotes that describe what the employee did that was esp effective or ineffective
Forced comparisons
Group order ranking
Individual ranking
evaluates one's performance against other individuals
Behaviourally anchored rating scales (BARS)
how it's developed
critical incidents that provide specific examples of effective & ineffective behaviours are collected
Those examples are used to create a rating scale on a set of perf dimensions
Appraiser then rates employees based on items along the continuum
has measuring elements from critical incidents & Graphic rating scale approaches
Written essays
narrative describing an employee strengths, weaknesses, past performances, potential and suggestions for improvement
strength
no complex forms or extensive training of evalutor required
Weakness
results often reflect ability of the writer
Graphic rating scales
evaluator give a rating for a set of performance factors eg. depth of knowledge, loyalty, cooperation, initiative etc.