Mngt 361 Exam 2

Process of generating a pool of qualified applicants for organizational jobs. Considerations are cost of recruiting and cost of unfilled jobs for the quality of recruited candidates.

Labor Markets, Recruiting Responsibilities and Goals, Business Strategies, Recruiting Sources

- Know the industry and where to successfully recruit

- Identify keys to success in the labor market

- Cultivate relationships with sources of prospective employees

- Promote the company brand

- Use recruiting metrics to measure the effectiveness of recruiting efforts

- Recruiting related activities

- Communication skills

- Diversity and sensitivity skills

- Ethical recruiting behaviors

- Follow-up activities

External supply pool from which employers attract employees.

Labor force population, Applicant population, and Applicant pool.

Component of Labor Market. All individuals who are available for selection if all possible recruitment strategies are used.

Component of Labor Market. Subset of the labor force population that is available for selection using a particular recruiting approach.

Component of Labor Market. All persons who are actually evaluated for selection. Applicant tracking system - makes the recruiting process more effective.

Unemployment rates vary with business cycles. Strict hiring adopted by companies due to recessionary conditions.

- decreased customer spending

- increased business competition

- decreased need for new employees due to developments in technology.

- Recruiting Source Choices: internal vs. external

- Organization based vs. outsourced recruiting

- Recruiting presence and image

- Regular vs. Flexible staffing

- Realistic Job Previews

- Recruiting and EEO: diversity considerations

Image of the organizations that is held by both employees and outsiders. Company brand can help generate more recruits through applicant self selection.

Offers the advantage of keeping the employer in the recruiting market

Vigorous recruiting campaign aimed at hiring a given number of employees in a short period.

- improves the number and quality of recruiting candidates

- Reduces recruiting costs

Employer signs an agreement with the PEO.

- staff is hired by the leasing firm and leased back to the company for a fee

- leasing firm

- writes the paychecks

- pays taxes

- prepares and implements HR policies

- keeps all the required records for the employer

- enables organizations to hire workers without incurring high costs.

- reduces time spent on recruiting efforts, including efforts spent on the screening and initial training of workers

- facilitates a flexible workplace model in some organizations

- companies can avoid litigation associated with the termination of permanent workers

- severance benefits not usually provided to individuals when work ends.

- flexible workers can sometimes exhibit poor job performance in the workplace

- low motivation might occur because of a lack of opportunity for long-term employment and job advancement

- time limits on temporary work contracts prevent significant enhancements in individual skills and knowledge.

- companies might have to offer premium wages to attract individuals working in more advanced fields.

- Organizations must work to reduce external disparate impact and underrepresentation of protected class members.

- Special ways to reduce disparate impact can be identified as goals listed in the affirmative action programs (AAPs)

- EEOC guidelines state that no direct or indirect references implying gender or age are permitted and advertisements should contain wording about being an equal opportunity employer.

- persons with different racial/ethnic backgrounds

- older workers over 40 years of age

- single parents

- workers with disabilities

- welfare-to-work workers

- homeless/substance abuse workers

- Provides a balanced view of advantages, demands, expectations, and challenges in an organization or job

- Help attract employees with more realistic expectations

- Reduce the number of employees who quit a few months after being hired

Promoting from within an organization

Recruiting from outside an organization

- Promote from within if a qualified applicant exists

- Go to external sources if not

- New employees bring new perspectives that can be applied to business opportunities and challenges

- Training new hires may be cheaper and faster because of prior external experience.

- New hires are likely to have fewer internal political issues/challenges in the firm.

- New hires may bring new industry insights and expertise.

- Potentially larger applicant pool generated by search efforts.

- The firm may not select someone who will fit well with the job and the organization

- The process may cause morale problems for internal candidates not selected.

- New employees may require longer adjustment periods and orientation efforts.

- The recruiting process may take more time and resources.

- Recruiters often must evaluate more applications.

- The morale of a promotee is usually high

- The firm can better assess a candidate's abilities on the basis of prior work performance.

- Recruiting costs are lower for some jobs

- The process is a motivator for good performances by employees.

- The process can aid succession planning, future promotions, and career development

- "Inbreeding" of employees may result in a less divers workforce, as well as a lack of new ideas.

- Individuals not promoted may experience morale problems.

- Employees may engage in "political" infighting for promotions.

- A development program often is needed to transfer employees into supervisory and management jobs.

- Some managers may resist having employees promoted into their departments.

- Adjusting to new recruiting approaches

- Identifying new types of recruiting for specific jobs

- Training for managers and HR recruiters

- Internet Job Boards

- Professional/Career Websites

- Employer Websites

- Allows job seekers to connect with employees of potential employers

- Allows employers to engage in social collaboration by joining and accessing social technology networks to help applicants post resumes and complete applications online

- The use or misuse of screening software

- Collection of required applicant information

- Exclusion of protected classes from the process

- Proper identifications of "real" applicants

- Maintaining confidentiality and privacy

- Cost effective recruiting

- Recruiting less time consuming

- Broader exposure and diverse pool of applicants

- Better targeting of specific audiences

- Recruiters can reach passive job seekers

- More unqualified applicants

- Additional work for HR staff

- Many applicants are not seriously seeking employment

- Access limited or unavailable to some applicants

- Privacy of information and discrimination issues

- Media sources

- Employment agencies

- Job fairs and creative recruiting

- Educational institutions

- Labor unions

- Competitive recruiting sources

- Easy ways to tract responses to ads are different contact names, email addresses, and phone number codes in each ad.

- After hiring, follow up should be done. Shows which sources produced the employees who stay longer and perform better.

Includes professional societies and trade associations that publish newsletters or magazines and have websites containing job ads.

Focus their efforts on executive, managerial, and professional positions. Executive search firms split into contingency firms and retainer firms

Charge a fee after the candidate is hired

Charge a fee whether or not the candidate is successfully hired

Labor pool is available through a union. Workers can be dispatched from the hiring hall to particular jobs to meet the needs of employers.

To help bring employers and potential job candidates together

- Desirable GPA

- Attending elite universities

- Internships

- Extracurricular involvement

- Organizational budget and college graduate pay levels

- Current/anticipated job openings

- Experiences with prior college graduates and interns

- Reputation of firm at college and with previous graduates

- College graduate programs and faculty links

- College placement office reputation, assistance, programs

- Cooperative programs: students work part-time while attending school

- Career encouragement

- Summer internships

- Mentoring programs

- Information on existing employees like knowledge, skills, and abilities are entered into a database

- Employee data sorted by occupational fields, education, areas of career interests, previous work histories, and other variables

- These databases can be linked to HR activites

- System in which employer provides notices of job openings and employees respond to notices of job opening.

- Types are internet/web based and promotions and transfers

- Reliable source as current and former employees are familiar with the employer and will not refer unqualified individuals

- Types are current employee referrals, rerecruiting former employees and applicants, and seeking out former employees and recruiting them again to work for an organization

- Evaluating Recruiting Quality and Quantity

- Evaluating Recruiting Satisfaction

- Evaluating the Cost of Recruiting

- Evaluating the Time Required to Fill Openings

Comparison of the number of applicants at one stage of the recruiting process with the number at the next stage

Percentage hired from a given group of candidates

Percent of applicants hired divided by total number of applicants offered jobs

Longer term measure of recruiting effectiveness is the success rate of applicants

- Target different applicant pools

- Tap broader labor markets

- Change recruiting methods

- Improve internal handling and interviewing of applicants

- Train recruiters and managers

- Choosingindividuals with qualifications needed to fill jobs in an organization

- Finding the right people for right jobs results in “easy” management of employees

Matching the KSAs of individuals with the characteristics of jobs. Mismatch when there is poor pairing of an individual with that of the job characteristics

Congruence between individuals and organizational factors

Job candidates are attracted to and selected by firms where similar types of individuals are employed

Characteristic that a person must possess to successfully perform work

Measurable or visible indicators of selection criteria

- Quantity of work

- Quality of work

- Compatibility with others

- Presence at work

- Length of service

- Flexibility

- Ability

- Motivation

- Intelligence

- Conscientiousness

- Appropriate risk for employer

- Appropriate permanence

- Experience

- Past performance

- Physical skills

- Education

- Interests

- Salary requirements

- Certificates/degrees

- Test Scores

- Personality measures

- Work references

- Previous jobs and tenure

Extent to which the predictor or test repeatedly produces the same results over time

Correlation between a predictor and job performance

Index number that gives the relationship between a predictor variable and a criterion variable

Concurrent Validity and Predictive Validity

Measured when an employer tests current employees and correlates the scores with their performance ratings

Measured when test results of applicants are compared with subsequent job performance

Minimum cutoff is set on each predictor and each minimum level must be passed

Scores from individual predictors are added and combined into and overall score.

Allows a higher score on one predictor to offset, or compensate for, a lower score on another

- Organizations should meet Equal Employment Opportunity Commission requirements and inherent strategic implications of the staffing function

- Approaches each department screens and hires its own personnel, and initial screening done by HR professionals, and the final selection is made by managers or supervisors

Before having applicants fill out application forms, employers conduct a screening to determine if applicants meet minimum qualifications.

- Electronic assessment screening: software used to review resumes and application forms received

- Disqualification and screening questions to understand individual KSAs

- Record of the the applicant's desire to obtain a position

- Provides the interviewer with an applicant profile

- Basic employee record for applicants who are hired

- Used for research on the effectiveness of the selection process

- Employment-At-Will

- References Contacts

- Employment Testing

- Application Time Limit

- Information Falsification

- Marital Status

- Height/weight

- Number and ages of dependents

- Information on spouse

- Date of high school graduation

- Contact in case of emergency

Require an applicant to perform a simulated task that is a specified part of the target job

Measure a person's judgement in work settings

Measure an individual's thinking, memory, reasoning, verbal, and mathematical abilities

- Most commonly used cognitive ability test on market

- Timed (12 minutes) 50 question test with escalating difficulty

Measure dexterity, hand-eye coordination, arm-hand steadiness, and other factors

Measure an individual's abilities such as strength, endurance, and muscular movement

Exercise composed of a series of evaluative tests used for selection and development

- Minnesota Multiphasic Personality Inventory (MMPI)

- Myers-Briggs Test

- Employers include questions that can be used to detect a lie score

- Fake warning - employers instruct applicants that faking results in negative hiring impression

- Conscientiousness (Best Predictive of Job Performance)

- Openness to Experience

- Extroversion

- Emotional Stability

- Agreeableness

All of these are shared by everybody. Each person has some level of each.

- Achievement Oriented

- Careful

- Hardworking

- Organized

- Responsible

- Flexible in thought

- Open to new ideas

- Broad Minded

- Curious

- Original

- Sociable

- Gregarious

- Talkative

- Neurosis

- Depression

- Anger

- Worry

- Insecurity

- Cooperative

- Good Natured

- Softhearted

- Tolerant

- Trusting

- Reduces the frequency of lying and theft on the job

- Communicates to applicants the intolerance toward dishonesty

- Polygraphs: mechanical device that measures a person's galvanic skin response, heart rate, and breathing rate

Prohibits the use of polygraphs for pre-employment screening

Areas in selection testing that generate controversies and disagreements. Appropriateness of general mental ability testing. Validity of personality testing for selection.

- To obtain additional information

- To clarify information gathered throughout the selection process

- Initial screening interview

- In depth selection interview

Both of these assess the qualifications of the applicants

Interviewers must be able to pick the same qualities consistently.

Consistency within one interviewers

Consistency across different interviewers. Becomes important when each of the several interviewers is selecting employees form a pool of applicants, employer uses team or panel interviews with multiple interviewers, and validity can vary depending on the degree of structure that is utilized in an interview format.

Focuses on a chronological assessment of the candidate's past experiences

Applicants give specific examples of how they have performed a certain task

Questions are designed to provide the interviewer results against which to measure the applicant's response.

- competency profile: list of competencies necessary to do a particular job

Questions about how applicants might handle specific job situations

- Ensures that a given interviewer has similar information on each candidate

- Greater consistency in the subsequent evaluation of applicants

- Individual work performance can be better forecasted

- Describe asituation in which you were able to use persuasion to successfully convincesomeone to see things your way.

- Describe atime when you were faced with a stressful situation that demonstrated yourcoping skills.

- Give me aspecific example of a time when you used good judgment and logic in solving aproblem.

- Give me an exampleof a time when you set a goal and were able to meet or achieve it.

- Describe how you would handle the situation if you metresistance when introducing a new idea or policy to a team or work group.

- What would you do if the work of a subordinate or teammember was not up to expectations?

- You disagree with the way your supervisor says tohandle a problem. What would you do?

Pleasedescribe a situation in your career in which you built a team using membersfrom separate workgroups. Be specificabout the groups with which you worked, your common goal, the specific role youplayed in bringing everything together, and the outcome of the situation.

Occurs when the interviewer improvises by asking questions that are not predetermined

Guided conversation in which broad questions are asked and new questions arise as a result of the discussion

Designed to create anxiety and put pressure on applicants to see how they respond.

- What’s yourgreatest weakness?

- Where do yousee yourself in 5 years?

- If you were on anisland and could only bring three things, what would you bring?

- If you were ananimal, which animal would you be?

- Individuals

- Individuals Sequentially

- Panel Interview: several interviewers meet with the candidate at the same time

- Team Interview: Applicants are interviewed by the team members

- Snap Judgements

- Negative Emphasis

- Halo Effect

- Blases and Stereotyping

- Cultural Noise

Occurs when an employer fails to check an employee's background and the employee injures someone on the job

Occurs when and employer becomes aware that an employee may be unfit for work but continues to employ the person, and the person injures someone

- Obtain a signed release from the applicant giving the employer permission to conduct the investigation

- Ensure that background investigations are a part of business necessity

Firms That Check Applicants' Credit Records Must Comply with this.

- Require disclosing that a credit check is being made

- Obtain a written consent from the person being checked

- Furnish the applicant with a copy of the report

- Used to determine the physical and mental capabilities of applicants for performing jobs.

- ADA prohibits: use of pre employment medical exams except for dug tests until a job has been conditionally offered, company from rejecting an individual because of a disability, and asking job applicants any question related to current or past medical history until a conditional job offer has been made.

Accuracy of tests varies according to the type of drug test used and the quality of the laboratory where the test samples are sent

- Expatriates

- Host-Country Nationals

- Third-Country Nationals

- Cultural Adjustment (cultural awareness, cultural adaptability, diversity acceptance, global experiences)

- Organizational Requirements (organizational knowledge, technical abilities, job-related skills)

- Personal Characteristics (emotional stability, ambiguity tolerance, flexibility and risk taking, physical/stress coping)

- Communication Skills (language capabilities, nonverbal awareness, coaching and listening skills, conflict resolution abilities)

- Personal/Family Concerns (personal life demands, family considerations, financial/economic concerns, career development)

Process whereby people acquire capabilities to perform jobs

- Provides employees with specific, identifiable knowledge and skills

- Greater ability to adapt and innovate

- Better self-management

- Performance improvement

- Required and Regular (safety compliance, driving skills, wage and hour rules, employee orientation, benefits enrollment, sexual harassment prevention)

- Interpersonal and Problem Solving (communications, writing skills, team relationships, coaching skills, problem analyses, conflict resolution)

- Job and Technical (customer service, equipment operations, recordkeeping needs, telecommunications, IT systems, product detail)

- Developmental and Career (business trends, strategic thinking, leadership, change management, career planning, performance management)

- Criteria and practices used to select individuals

- Employees working overtime must be compensated

- Requiring signing of training contracts

The way an organization identifies and leverages knowledge to be competitve

- Improves organizational competitiveness

- Covers a wide variety of skills and strategy development

- Increase sales

- Expand into overseas market

- Develop new product line

- Acquire competitor company

- Identify key sales elements and train sales force

- Assign key people and provide necessary global training

- Train production and sales on new products

- Assimilate employees from new company and provide orientation and training

- Performance consulting, design training

- Intercultural competence, language training

- New product training, production practice, sales simulations

- Onboarding, corporate culture training

- Is therereally a need for the training?

- Who needs tobe trained?

- Who will dothe training?

- What form willthe training take?

- How willknowledge be transferred to the job?

- How will thetraining be evaluated?

- Training Needs Assessment (analyze training needs, identify training objectives and criteria)

- Training Design (pretest trainees, select training methods, plan training content)

- Training Delivery (schedule training, conduct training, monitor training)

- Evaluation of Training (measure training outcomes, compare outcome to training objectives and criteria)

- Organizational Analysis

- Job/Task Analysis

- Individual Analysis

- Learner Characteristics (ability to learn, motivation to learn, self-efficacy, perceived utility/value, learning styles)

- Training Transfer (strategic link, supervisor support, opportunity, accountability)

- Instructional Strategies (practice/feedback, overlearning, behavioral modeling, error-based examples, reinforcement/immediate confirmation)

people's belief that they can successfully learn the training program content

Ways in which adults learn differently than younger people.

- have need to know why they are learning something

- have need to be self-directed

- bring more work-related experiences into the process

- employ a problem-solving approach to learning

- are motivated by both extrinsic and intrinsic factors

- Active Practice

- Spaced Practice

- Massed Practice

Performance of job-related tasks and duties by trainees during training

Practice performed in several sessions spaced over a period of hours or days

Practice performed all at once

Repeated practice even after a learner has mastered the performance

Copying someone else's behavior

Sharing with learners what can go wrong when they do not use the training properly

Occurs when trainees actually use on the job what they learned and when trainees maintain use of the learned material over time

-Offer trainees anoverview of training content and process and how it links to the strategy ofthe organization

-Ensure thatthe training mirrors the job context -Support newtrainees to use their new skills when they return to the job

- Supervisorsupport and involvement in the training

- Feedback fromthe supervisor

- Opportunity touse the training

- Accountability: Extent to which someone expects thelearner to use the new skills on the job and holds them responsible for doingso

- Traditional classes

- On-the-job training

- Self-guided training at company portal

- Mentoring/coaching

- Job shadowing

- Developing teachers internally

- Cross training

- Training projects

- Group-based classroom

- Third-party delivered training

- Web conferences

- Training at outside location

- Podcasts

- Educational leave

- Blended Training

- Teleconferencing

Occurs through interactions and feedback among employees

Based on a guided form of training known as job instruction training

- Poorly-qualified or indifferent trainers

- Disruption of regular work

- Bad or incorrect habits passed on

- Prepare the Trainees (put them at ease, find out what they know, get them interested)

- Present the Information (tell show question, present one point at a time, make sure the trainees know)

- Provide the Trainees with Practice (have the trainees perform the tasks, ask questions, observe and correct, evaluate mastery)

- Do Follow-Up (put the trainees on their own, check frequently, reduce follow-up performance improves)

Training people to do more than one job. Increases flexibility and development

- Is not favored by employees

- Threatens unions with loss of job jurisdiction and broadening of jobs

- Requires scheduling work differently: may cause temporary decrease in productivity

- Less expensiveto outsource training

- Insufficienttime to develop training

- Lack ofexpertise

- Advantages ofinteracting with outsiders

- School-to-Work Transition

- Apprentice Training

- Internship

Use of the internet or an organizational intranet to conduct training online

- Distance training/learning

- Simulations: reproduce parts of the ral world so they can be experienced, manipulated, and learning can occur

- Games: exercises that entertain and engage

- Mobile Learning

Combinesmethods, such as short, fast-paced, interactive computer based lessons andteleconferencing with traditional classroom instruction and simulation

- Is self-paced; trainees can proceed on their own time

- Is interactive, tapping multiple trainee senses

- Enables scoring of exercises/assessments and the appropriate feedback

- Incorporates built-in guidance and help for trainees to use when needed

- Allows trainers to update content relatively easily

- Can enhance instructor-led training

- Is good for presenting simple facts and concepts

- Can be paired with simulation

- May cause trainee anxiety

- Some trainees may not be interested in how it is used

- Requires easy and uninterrupted access to computers

- Is not appropriate for some training (leadership, cultural change, etc.)

- Requires significant upfront investment both in time and costs

- Requires significant support from top management to be successful

- Some choose not to do it even if it is available

- Reaction

- Learning

- Behaviors

- Results

Evaluated by conducting interviews or administering questionnaires

Measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes

Measuring the effect of training on job performance through observing job performance

Measuring the effect of training on the achievement of organizational objectives

- Cost-benefit analysis

- Return on Investment (ROI) Analysis

- Benchmarking

A comparison of costs and benefits associated with organizational training efforts

- Post-Measure

- Pre/Post-Measure

- Pre/Post-measure with control group

Planned introduction of new employees.

Achieves several key purposes:

- establishes a favorable impression of organizations

- provides organization an job information

- enhances interpersonal acceptance by coworkers

- accelerates socialization and integration of the new employee into the organization

- ensures that employee performance and productivity begin more quickly

- Tenure turnover rate

- new hires failure factor

- Employee upgrade rate

- Development program participation

- Cognitive

- Emotional

- Behavioral

- Culture-specific training (traditions, history, cultural customs, etc.)

- Language course

- Uneasiness: social skills training focusing on new, unclear, and intercultural situations

- Prejudices: coaching may be clarifying

- Sensitivity: communication skills course (active listening, verbal/nonverbal cues, empathy)

- Culture Assimilator method

- International projects

- Social skill training focusing on intercultural situations

- Managing for the future

- Strategic Talent Management

- Development

Identifying the most important jobs in a company that provide a long-term competitive advantage

Efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job

- Creation of talent pools and broad competencies in employees that reduce uncertainty in the need for personnel

- Utilization of more short-term talent forecasts that are likely more reliable

- Establishing a balance of ownership over career development between companies and workers

- Employees want career development opportunities

- Acquisition and Staffing (recruiting, selection, placement)

- Talent Management Components (training, development, appraisals, compensation, performance management, career planning, succession planning)

- Results and Work Outcomes (build management talent, create important job talent, positive work attitudes, retention)

- Focus is to understand concepts; develop judgment and capabilities.

- Time frame is long term

- Effectiveness Measures the availability of talent; promoting from within; competitive advantage

- Focus is to learn specific behaviors; demonstrate capabilities

- Time frame is short term

- Effectiveness Measure the performance reviews; cost-benefit analysis; test/certification success

- Target Jobs

- High-potential individuals (High-pos)

- Competency Models

Identify the right jobs that will be the focus of talent management efforts

Show high promise for advancement in the organization.

- Recognize their talents

- Include them in the development process

- Provide substantive and flexible opportunities to gain visibility in the firm

- Provide good mentors

Show the KSAs for various jobs. Ensure efficient talent planning

Avoid creation of a narrow specialized job, but create a pool of talented people

Series of steps that an individual follows to become ready to scale-up

Predict a person's potential for a job

Companies encourage talented employees to volunteer for development training. Reduces the risk of developing talent of an employee who would choose to leave the organization with the skills gained.

- An action orientation

- Quality decision-making skills

- Ethical values

- Technical skills

- Team building

- Developing subordinates

- Direct others

- Dealing with uncertainty

- Ability to work under pressure

- Ability to work independently

- To solve problems quickly

- To use past knowledge in a new situation

Collections of instruments and exercises designed to diagnose individual's development needs

Determines employee's developmental potential and needs

Source of development information: productivity, employee relations, job knowledge

Assessments that target the proper skills needed to perform work. Can be used to identify content that should be included in development programs

- Modeling

- Management Mentoring

- Executive Education

- Coaching

- Failing to conduct adequate needs analysis

- Trying out fad programs or training methods

- Substituting training for selecting qualified individuals

- Encapsulated development: when an individual learns new methods and ideas, but returns to a work unit that still follows old methods

- Composure

- Dealing with paradox and ambiguity

- Problem Solving

- Priority Setting

- Self-Knowledge

- Time Management

- Action-Orientation

- Interpersonal Savvy

- Comfort with higher management

- Intellectual ability

- Learning on the fly

- Drive for results

- Perseverance

- Perspective

- Organizing

- Directing Others

- Building effective teams

- Conflict Management

- Creativity

- Strategic agility

- Decision quality

- Organizing

- Managing vision and purpose

- Political savvy

- Building effective teams

Preparing for the inevitable movements of personnel that creates holes in the hierarchy that need to be filled by other qualified individuals. Should include a well-designed development system for employees to reach its full potential. Right people should be placed in the right positions to obtain organizational goals

- Results in identification of potential emergency replacements for critical positions and other successors who will be ready with some additional development

- Succession in small and closely held organizations. Few formalize succession plans. Lack of succession planning is one of the biggest threats: address development needs of the successor to avoid potential problems

Develop competitive human resources or hire individuals who are already developed from somewhere else

Via intranet systems, employees can access and update their databases, review job and career opportunities, and complete skill and career interest self-surveys and numerous other items.

- Focusing only on CEO and top management succession

- Starting too late, when openings are occurring

- Not linking well to strategic plans

- Allowing the CEO to direct the planning and make all succession decisions

- Looking only internally for succession candidates

Series of work-related positions a person occupies through life

- Old Model: person worked up the ladder in one organization is becoming more rare.

- New Model: changing jobs and companies every few years

Individuals adapt to career demands by shaping their own KSAs

Careers can span many companies or industries

Individual builds a career working in smaller businesses or starting entrepreneurial ventures

Building a career by focusing on important employment factors

Defined by both protean and career without boundaries viewpoints

- Identify future staffing needs

- Plan career ladders

- Assess individual potential and needs

- Match organizational needs to individual KSAs

- Develop/audit career system for success

- Identify personal KSAs and interests

- Plan life/career goals

- Assess alternative career paths inside and outside organization

- Note personal changes through life/career progressions

- Technical and professional workers dual career ladders

- Women and careers sequencing glass ceiling

- Dual-career couples family-career issues relocation

- Global career concerns repatriation global development

Series of activities designed to ensure that the organization gets the performance it needs from its employees

Process of determining how well employees do their jobs relative to a standard and communicating that information to them

- Make clear what the organization expects

- Provide performance information to employees

- Document performance for personnel records

- Identify areas of success and needed development

- Clear expectations, goals, and deadlines

- Detailed appraisal of employee performance

- Clear feedback on performance

- Manager and employee training as needed

- Consequences for performance

- Administrative Actions (dismissal from work, disciplinary procedures, compensation adjustments, promotions/demotions, transfers)

- Developmental Actions (career progression, training opportunities, coaching, mentoring, identifying strengths/weaknesses)

- Define the expected levels of employee performance

- Should be realistic, measurable, and clearly understood: benefit both organizations and employees

- Ensure that everyone involved knows the levels of accomplishment expected

- Can be both numerical and non-numerical: assessing non numerical standards can be difficult

- Appraisal Responsibilities

- Informal vs. Systematic Processes

- Timing of Appraisals

- Supervisors rating their employees

- Employees rating their supervisors

- Team members rating each other

- Employees rating themselves

- Outside sources rating employees

- Multisource or 360 degree feedback

- Trait-Based Information: Less Useful (attitude, teamwork, initiative, creativity, values, dispositions)

- Behavior-Based Information (customer satisfaction, verbal persuasion, timeliness of response, citizenship/ethics, effective communication)

- Results-Based Information: Most Useful (sales volume, cost reduction, units produced, improved quality)

Allows the rater to mark an employee's performance on a continuum indicating low to high levels of a particular characteristic. Usually on a scale ranging from "does not meet expectations" to "exceeds expectations"

- Restrictions on the range and type of rater responses

- Differences in rater interpretations of scale item meanings and scale ranges

- Poorly designed scales that encourage rater errors

- Rating form deficiencies limit effectiveness of the appraisal

Composed of job dimensions (specific descriptions of important job behaviors) that anchor performance levels on the scale.

- outstanding, satisfactory, or unsatisfactory

- Identify important job dimensions

- Write short statements of job behaviors

- Assign statements (anchors) to job dimensions

- Set scales for anchors

Listing of all employees from highest to lowest in performance.

Drawbacks: - does not show size of differences in performance between employees. - Implies that lowest ranked employees are unsatisfactory performers.

Causes ratings of employees to be distributed along a bell-shaped curve

- Helps deal with "rater inflation"

- Makes managers identify high, average, and low performers

- Ensures that compensation increases reflect performance differences among individuals

- Managers resist placing people in the lowest or highest groups

- Explanation for placement can be difficult

- Performance may not follow normal distribution

- Managers may make false distinctions between employees

Manager keeps a written record of highly favorable and unfavorable employee actions.

Drawbacks: - Variations in how managers define a critical incident. - Time involved in documenting employee actions. - Most employee actions are not observed and may become different if observed. - Employee concerns about manager's black books

Performance appraisal method that specifies the performance goals that an individual and manager identify together

- Job review and agreement

- Development of performance standards

- Setting of objectives

- Continuing performance discussions

- No single appraisal method is best for all situations

- Performance measurement system that uses a combination of methods may be sensible

- Varying Standards

- Recency and primacy effects

- Central tendency, leniency, and strictness errors

- Rater bias

- Halo and horns effects

- Contrast error

- Similar-to-me/different-from-me errors

- Prepare befor interview

- Focus on objective performance

- Be specific about ratings and feedback

- Develop a future improvement plan

- Reinforce employee successes

- Talk too much

- Berate or lecture the employee

- Focus entirely on negative job performance

- Think that the employee always has to agree

- Compare the employee with others

- Consistent with the strategic mission

- Beneficial as a development tool

- Useful as an administrative tool

- Is legal and job related

- Viewed as fair by employees

- Effectively documents performance