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HND – 14. Human Resource Policies and Practices

HND – 14. Human Resource Policies and Practices. Lim Sei Kee @ cK. The Selection Process . Applicants who don’t meet basic requirements are rejected. Initial Selection. Applicants who meet basic requirements, but are less qualified than others, are rejected. Substantive Selection.

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HND – 14. Human Resource Policies and Practices

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  1. HND – 14. Human Resource Policies and Practices Lim SeiKee @ cK

  2. The Selection Process Applicants who don’t meet basic requirements are rejected. Initial Selection Applicants who meet basic requirements, but are less qualified than others, are rejected. Substantive Selection Contingent Selection Applicants who are among best qualified, but who fail contingent selection, are rejected. Applicant receives job offer.

  3. Selection practices • Interviews • Written tests • Performance-Simulation tests • Work sample tests • Assessment centers

  4. Selection Devices • 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.” • Are better for assessing applied mental skills, conscientiousness, interpersonal skills, and person-organization fit of the applicant.

  5. Selection Devices (cont’d) • Written Tests • Renewed employer interest in testing applicants for: • Intelligence: trainable to do the job? • Aptitude: could do job? • Ability: can do the job? • Interest (attitude): would/will do the job? • Integrity: trust to do the job?

  6. Selection Devices (cont’d) • Performance-Simulation Tests • Based on job-related performance requirements • Yield validities (correlation with job performance) superior to written aptitude and personality tests. 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 candidate’s managerial potential.

  7. Types of training • Basic literacy skills • Technical skills • Interpersonal skills • Problem-solving skills

  8. Training Methods FormalTraining E-training Individual and Group TrainingMethods Off-the-JobTraining Informal Training On-the-JobTraining

  9. Training Methods • Formal • Planned in advance with a structured format • Informal • Unstructured, unplanned, and easily adaptable • On-the-Job (OJT) • Includes job rotation, apprenticeships, understudy assignments, and formal mentoring programs • Off-the-Job • Classroom lectures, videotapes, seminars, self-study courses, Internet-based courses, role-plays, and case studies. • E-Training (computer-based) • Flexible but expensive and not proven to work

  10. Performance Evaluation • 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

  11. Performance Evaluation (cont’d) • Performance Evaluation and Motivation • If employees are to be motivated to perform, then: • Performance objectives must be clear. • Performance criteria must be related to the job. • Performance must be accurately evaluated. • Performance must be properly rewarded.

  12. What Do Organization 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 do not reflect productivity; often used these include attitudes, confidence, and looking busy

  13. Performance Evaluation (cont’d) • Who Should Do the Evaluating? ImmediateSupervisor Peers Self-Evaluation ImmediateSubordinates

  14. 360-Degree Evaluations The primary objective of the 360-degree performance evaluation is to pool feedback from all of the employee’s customers. Source: Adapted from Personnel Journal, November 1994, p. 100.

  15. Managing Diversity in Organizations • Diversity Training • Participants learn to value individual differences, increase cross-cultural understanding, and confront stereotypes. • A typical diversity training program: • Lasts for half a day to three days. • Includes role-playing exercises, lectures, discussions, and sharing experiences.

  16. Discussion Q • Do you think performance evaluations should be abolished? Why or why not?

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