Ch11

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Ch11

  1. 1. StaffingMultiMedia by 2002 South-
  2. 2. Primary Purposes of Staffing Attract Train Develop Hire Retain RewardMultiMedia by 2002 South-
  3. 3. Eight Elements of the Staffing Process Human resource planning — assessing current employees, forecasting future needs, and making plans to add or remove workers. Recruiting — looking for qualified people inside or outside the company. Selection — testing and interviewing candidates and hiring the best available. Orientation — new employees learn about their surroundings. MultiMedia by 2002 South-
  4. 4. Eight Elements of the Staffing Process (cont.) Training and development. Performance appraisal— establish the criteria for evaluating work. Compensation — establishing pay and, in some cases, benefits. Employment decisions — transfers, promotions, demotions, layoffs, and firings. MultiMedia by 2002 South-
  5. 5. Best Defense Against Accusations of Discrimination or Bias in Hiring Practices• It is job related—that is, it is predictive of success or failure on a specific job.• It is a business necessity—the company must do what it does to provide for its continued existence.• It acknowledges a bona fide occupational qualification (BFOQ).• It honors a bona fide seniority system (BFSS).MultiMedia by 2002 South-
  6. 6. Federal Guidelines List Minorities As • Hispanic-surnamed Americans • Hispanic-surnamed Americans • Asians and Pacific Islanders • Asians and Pacific Islanders • African Americans not of Hispanic origin • African Americans not of Hispanic origin • Native Americans • Native Americans • Native Alaskans • Native AlaskansMultiMedia by 2002 South-
  7. 7. Federal Law and the Differently Able• Have a physical or mental impairment that substantially limits one or more major life activities.• Have a record of such impairment.• Are regarded as having such an impairment. MultiMedia by 2002 South-
  8. 8. Two Basic Remedies When Discrimination is Proved 1. Reinstatement 2. Recovery of lost payMultiMedia by 2002 South-
  9. 9. Limits Placed on Punitive Damages Between 15 and 100 employees: $50,000Between 101 and Over 500200 employees: employees: $100,000 $300,000 Between 201 and 500 employees: $200,000 MultiMedia by 2002 South-
  10. 10. Sexual Harassment Includes  Unwelcome sexual advances  Requests for sexual favors  Other verbal or physical conduct of a sexual natureMultiMedia by 2002 South-
  11. 11. Issues for Drug Testing Tests can reveal conditions that an employer has no business knowing about. Drug tests can produce false positive results. MultiMedia by 2002 South-
  12. 12. Human Resource Planning Process Plans for Employee Strategic Growth in History Plans Jobs Prepare Prepare ComparePrepare Human Human Inventory Status Job Resource Resource and QuoAnalysis Inventory Forecast Forecast Plans for Reduction in Jobs MultiMedia by 2002 South-
  13. 13. To Do Their Work Job Analysts  Observe the job holder.  Review questionnaires.  Conduct interviews.  Form a committee to analyze, review, and summarize the results.MultiMedia by 2002 South-
  14. 14. Job Analysts Produce  A job description  A job specificationMultiMedia by 2002 South-
  15. 15. Human Resource Inventory• Provides information about an organization’s present personnel.• Is a catalog of: – Skills – Abilities – Interests – Training – Experience – Qualifications MultiMedia by 2002 South-
  16. 16. Test• Any criterion or performance measure used as a basis for any employment decision.• Measures include: – Interviews – Application forms – Psychological and performance exams – Physical requirements for a job• Tests used for screening should attempt to measure only performance capabilities.MultiMedia by 2002 South-
  17. 17. Reference Checks (Kleiman, “From,” 1992) • 84 percent verify education and past-employment claims. • 60 percent contact persons listed as references. • 63 percent review school transcripts.MultiMedia by 2002 South-
  18. 18. Training Those who design training or development programs must create needs assessments to determine what the content and objectives of the programs should be. The people who execute the programs must know how to teach, how people learn, and what individuals need to be taught. All participants—trainers, developers, and those receiving the training or development—must be willing participants. MultiMedia by 2002 South-
  19. 19. Training Five Major Aims1. Increase1. Increase 2. Increase 2. Increaseknowledgeknowledge motivation motivation and skills and skills 3. Improve to succeed to succeed 3. Improve chances for chances for advancement advancement 5. Increase 5. Increase 4. Improve 4. Improve quality and quality and morale morale productivit productivit y yMultiMedia by 2002 South-
  20. 20. Forms of In-House Training  On-the-job training  Machine-based training  Vestibule training  Job rotation  Internet-based trainingMultiMedia by 2002 South-
  21. 21. Purposes of Performance Appraisals Provide feedback. Develop individuals’ plans for improving. Determine whether rewards are due or whether warning or termination is required. Identify areas for additional growth. Develop and enhance the relationships. Give the employee a clear understanding in relation to expectations.MultiMedia by 2002 South-
  22. 22. Appraisal Systems Three Major Components1. The criteria (factors and standards) against which the employee’s performance is measured.2. The rating that summarizes how well the employee is doing.3. The methods used to determine the ratings. MultiMedia by 2002 South-
  23. 23. Portion of an Objective Performance Appraisal SystemPerformance Aspect Rating 1 2 3 4 51. Self-Improvement Has no Has limited Has Has shown Is very Consider the desire interest in interest in demonstrated extra effort to inquisitive to expand present learning expanding job interest in learn concerning all capabilities in both additional assignments. additional additional phases of job- depth and breadth. duties. Has little assignments. duties. Has related No opportunity interest in Has shown undertaken assignments. to observe. preparing for some interest advancement Has advancement. in and preparation. undertaken preparation advancement for preparation. advancement. MultiMedia by 2002 South-
  24. 24. Portion of an Objective Performance Appraisal System (cont.)Performance Aspect Rating 1 2 3 4 52. Attendance Excessively Frequently Occasionally Rarely Almost never Consider the absent. absent. absent. absent. absent. regularity with which the employee reports to work.3. Punctuality Excessively Frequently Occasionally Rarely tardy. Almost never Consider number tardy. tardy. tardy. tardy. of occasions late. Punctuality is not essential to this job. MultiMedia by 2002 South-
  25. 25. Portion of an Objective Performance Appraisal System (cont.)Performance Aspect Rating 1 2 3 4 54. Work Planning Unsystematic, Fair on Efficient Skillful in Exceptional Consider how the unable to routine but under normal organizing efficiency. work load is organize work unable to conditions. and planning Keeps priority planned and load. organize Gives priority work. Meets items in organized for variations to important emergencies proper maximum effectively. jobs. promptly. perspective. efficiency.  No opportunity to observe. MultiMedia by 2002 South-
  26. 26. Appraisals are Likely to be Illegal if:• The instruments used are invalid.• Standards are not job related and objective.• The results of the process have a disparate impact on women, the disabled, or minorities.• The scoring method is not standardized.• People who are performing similar jobs are evaluated differently, using different forms, factors, or processes.• Evaluative criteria are not developed according to EEOC guidelines.• Employees are not warned of declining or substandard performance.• The evaluation is not based on the employee’s current duties. MultiMedia by 2002 South-

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