This PowerPoint presentation summarizes key points from Chapter 6 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding employee testing and selection. The presentation covers the importance of reliable and valid testing, different types of tests including cognitive, personality and work sample tests, legal and ethical considerations of testing, and conducting background investigations and reference checks. The overall goal of the chapter is to explain how to properly utilize testing and other tools to select the right employees for jobs.
This document summarizes key aspects of interviewing candidates for jobs. It discusses the main types of selection interviews, factors that can affect the usefulness of interviews, and guidelines for conducting effective interviews. Specifically, it covers selection, appraisal, and exit interviews. It also outlines structured, unstructured, situational, behavioral, and job-related interview formats. Factors like nonverbal behavior, first impressions, misunderstanding the job, candidate order effects, and interviewer behavior are noted. The document provides tips for structuring an interview, preparing, establishing rapport, asking questions, closing the interview, and reviewing. Key terms are also defined.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
This document summarizes key concepts about performance management and appraisal from Chapter 9. It discusses the differences between performance appraisal, which focuses on assessing and providing feedback to employees, and performance management, which takes a more integrated strategic approach. The chapter covers defining employee goals, potential problems with appraisal methods like the halo effect and bias, who should conduct appraisals, and how to conduct effective appraisal interviews that provide objective feedback to employees.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
The presentation discusses establishing strategic pay plans and compensation trends. It covers determining pay rates by considering factors like skills, effort, and responsibility. Methods to ensure equity include salary surveys, job analysis, and incentive pay. Jobs are evaluated and grouped into pay grades using methods like point-based scoring or ranking. Competency-based pay and broadbanding are presented as current compensation trends. The appendix further explains quantitative job evaluation methods like factor comparison.
Employee Testing and selection /Human Resource ManagementNeveenJamal
This document discusses employee testing and selection. It covers several key points:
1. It explains why employee selection is important for organizational performance, costs of recruiting and hiring, and legal obligations and liability. The goal is to achieve person-job and person-organization fit by matching candidates' skills to the job requirements.
2. It defines reliability as the consistency of test scores over time and validity as whether a test actually measures what it intends to measure.
3. It lists and describes the basic categories of selection tests, including cognitive abilities, physical abilities, personality/interests, and achievement tests, providing examples of each type. It also discusses work samples, simulations, and background checks.
This document summarizes key aspects of interviewing candidates for jobs. It discusses the main types of selection interviews, factors that can affect the usefulness of interviews, and guidelines for conducting effective interviews. Specifically, it covers selection, appraisal, and exit interviews. It also outlines structured, unstructured, situational, behavioral, and job-related interview formats. Factors like nonverbal behavior, first impressions, misunderstanding the job, candidate order effects, and interviewer behavior are noted. The document provides tips for structuring an interview, preparing, establishing rapport, asking questions, closing the interview, and reviewing. Key terms are also defined.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
This document summarizes key concepts about performance management and appraisal from Chapter 9. It discusses the differences between performance appraisal, which focuses on assessing and providing feedback to employees, and performance management, which takes a more integrated strategic approach. The chapter covers defining employee goals, potential problems with appraisal methods like the halo effect and bias, who should conduct appraisals, and how to conduct effective appraisal interviews that provide objective feedback to employees.
The document discusses equal opportunity and anti-discrimination laws in employment. It covers five major laws that prohibit discrimination based on characteristics such as race, sex, religion, disability status and more. It also discusses concepts like adverse impact, reasonable accommodations, and defenses employers can use against discrimination claims. Finally, it examines diversity management programs, affirmative action plans and issues like reverse discrimination.
The presentation discusses establishing strategic pay plans and compensation trends. It covers determining pay rates by considering factors like skills, effort, and responsibility. Methods to ensure equity include salary surveys, job analysis, and incentive pay. Jobs are evaluated and grouped into pay grades using methods like point-based scoring or ranking. Competency-based pay and broadbanding are presented as current compensation trends. The appendix further explains quantitative job evaluation methods like factor comparison.
Employee Testing and selection /Human Resource ManagementNeveenJamal
This document discusses employee testing and selection. It covers several key points:
1. It explains why employee selection is important for organizational performance, costs of recruiting and hiring, and legal obligations and liability. The goal is to achieve person-job and person-organization fit by matching candidates' skills to the job requirements.
2. It defines reliability as the consistency of test scores over time and validity as whether a test actually measures what it intends to measure.
3. It lists and describes the basic categories of selection tests, including cognitive abilities, physical abilities, personality/interests, and achievement tests, providing examples of each type. It also discusses work samples, simulations, and background checks.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
Dessler ch 05-personnel planning and recruitingShamsil Arefin
This document summarizes a PowerPoint presentation on human resource management. The presentation covers personnel planning, recruitment, and selection. It discusses forecasting personnel needs, identifying internal candidates, and recruiting external candidates. Specific topics include employment planning, succession planning, using computers to forecast staffing, qualifying current employees, advertising job openings, using employment agencies, and measuring recruiting effectiveness. The overall process of recruitment and selection is presented as a series of steps to identify the best candidates for jobs.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
This document provides an overview of employee testing and selection. It discusses the importance of reliable and valid testing to select the right employees. It also covers the types of tests that can be used, including cognitive, personality, and work sample tests. Background investigations and reference checks are also reviewed along with their limitations. Substance abuse screening procedures and ethical issues are examined. The document concludes by looking at how applicant tracking systems can improve productivity through comprehensive applicant screening online.
This document summarizes key topics from Chapter 4 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler, which discusses job analysis. The chapter covers defining job analysis and its uses, methods for collecting job analysis information such as interviews, questionnaires, and observation. It also discusses writing job descriptions and specifications, and analyzing jobs in changing workplace environments, including techniques like job enlargement and reengineering business processes. The overall document provides an overview of the concepts, methods, and processes involved in conducting job analysis for human resource management purposes.
This document summarizes key topics from Chapter 5 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler, including: 1) techniques for employment planning and forecasting such as trend analysis, ratio analysis, and scatter plotting; 2) internal and external sources for recruiting candidates such as job posting, employment agencies, and former employees; 3) developing help wanted ads and recruiting a diverse workforce. The chapter covers measuring recruiting effectiveness, application forms and legal issues related to personal information collection.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
This chapter introduces human resource management (HRM) and its key concepts. HRM involves recruiting, training, rewarding and evaluating employees. Line managers are responsible for directing work and achieving goals, while staff managers assist and advise them. An effective HRM system links pay to performance, provides training, and creates a safe work environment. Measuring HRM's impact through metrics like an HR Scorecard is important for demonstrating how HRM activities contribute to business outcomes. Certification through programs like the SHRM helps ensure HR managers have the necessary proficiencies.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
This presentation provides information on interviewing candidates for jobs. It discusses the different types of interviews, including selection, appraisal, and exit interviews. It also contrasts unstructured versus structured interviews and describes different interview content approaches like situational and behavioral interviews. The presentation outlines best practices for administering interviews, such as one-on-one, sequential, panel, mass, phone/video, and computerized interviews. It identifies factors that can undermine an interview's usefulness and provides tips for designing and conducting effective structured situational interviews.
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document is a PowerPoint presentation on Chapter 10 from the 11th edition of the textbook "Human Resource Management" by Gary Dessler. The chapter discusses managing employee careers, including: 1) comparing traditional and career planning-oriented HR focuses; 2) explaining the roles of employees, managers, and employers in career development; 3) describing issues to consider when making promotions; 4) enhancing diversity through career management; and 5) how career development can foster employee commitment. The presentation provides an overview of key topics in career management including the employer's role, making promotion decisions, enhancing diversity, and attracting older workers.
This document summarizes key points about employee testing and selection from a chapter in a human resource management textbook. It discusses the importance of reliable and valid selection tests, and how to validate tests through establishing criteria validity and predictive validity. Various types of tests are described, such as cognitive ability, personality, and work sample tests. Guidelines for developing a fair and legal testing program are provided. The document also covers legal and ethical considerations around privacy, defamation, and applicants' rights.
This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.
Introduction : Employee testing and selectionMicha Paramitha
Employee testing and selection involves using various tools and techniques to select the best candidates for jobs. This includes assessing candidates through selection processes, basic testing techniques, background and reference checks, and work samples or simulations. Careful employee selection is important for performance, costs, and legal obligations. Employers must take reasonable steps to investigate candidates' backgrounds through methods like reference checks, databases, and social media to avoid negligent hiring claims. Common tests and techniques include cognitive and physical ability tests, personality tests, work samples, honesty tests, drug screens, and assessing immigration eligibility. The goal is to fairly and legally evaluate candidates' qualifications and suitability for positions.
1. Background investigations and reference checks are important selection methods used by employers to verify applicant information and uncover potentially damaging information.
2. When conducting background checks, employers must be careful of legal issues like defamation and privacy laws. They should obtain authorization from applicants and provide copies of reports.
3. Employers can check backgrounds through sources like former employers, supervisors, written references, social media, commercial companies, and preemployment information services. However, they still need to comply with EEO laws.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
Dessler ch 05-personnel planning and recruitingShamsil Arefin
This document summarizes a PowerPoint presentation on human resource management. The presentation covers personnel planning, recruitment, and selection. It discusses forecasting personnel needs, identifying internal candidates, and recruiting external candidates. Specific topics include employment planning, succession planning, using computers to forecast staffing, qualifying current employees, advertising job openings, using employment agencies, and measuring recruiting effectiveness. The overall process of recruitment and selection is presented as a series of steps to identify the best candidates for jobs.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
HRM chapter no.7 (Interviw of employee)Qamar Farooq
The document discusses different types of interviews used in employment selection. It describes selection interviews, which are used to predict job performance, appraisal interviews for performance reviews, and exit interviews. Structured interviews follow a set sequence of questions, while unstructured interviews allow more flexibility. Common question types include situational, behavioral, and job-related questions. Effective interviews are structured, use objective rating scales, and involve multiple interviewers when possible. The document provides guidelines for an effective interview, such as preparing questions linked to job duties and controlling the discussion.
This PowerPoint presentation summarizes key points from Chapter 7 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding interviewing job candidates. The presentation covers the different types of interviews, such as selection, appraisal and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and impression management. Additionally, it provides suggestions for conducting effective interviews, such as preparing for the interview, structuring questions, establishing rapport, and closing the interview. The overall goal is to help the audience understand the interview process and how to effectively interview candidates.
This document provides an overview of employee testing and selection. It discusses the importance of reliable and valid testing to select the right employees. It also covers the types of tests that can be used, including cognitive, personality, and work sample tests. Background investigations and reference checks are also reviewed along with their limitations. Substance abuse screening procedures and ethical issues are examined. The document concludes by looking at how applicant tracking systems can improve productivity through comprehensive applicant screening online.
This document summarizes key topics from Chapter 4 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler, which discusses job analysis. The chapter covers defining job analysis and its uses, methods for collecting job analysis information such as interviews, questionnaires, and observation. It also discusses writing job descriptions and specifications, and analyzing jobs in changing workplace environments, including techniques like job enlargement and reengineering business processes. The overall document provides an overview of the concepts, methods, and processes involved in conducting job analysis for human resource management purposes.
This document summarizes key topics from Chapter 5 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler, including: 1) techniques for employment planning and forecasting such as trend analysis, ratio analysis, and scatter plotting; 2) internal and external sources for recruiting candidates such as job posting, employment agencies, and former employees; 3) developing help wanted ads and recruiting a diverse workforce. The chapter covers measuring recruiting effectiveness, application forms and legal issues related to personal information collection.
This document discusses strategic human resource management and the HR Scorecard. It begins by outlining the strategic management process and defining key terms like vision, mission, strategy, and strategic plan. It then explains the importance of aligning HR with organizational strategy through a strategy-oriented HR system. The HR Scorecard is introduced as a 7-step approach to creating HR systems that support strategic goals. It involves defining strategy, identifying required outcomes, competencies, policies, and measures to monitor performance.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
Human resource management gerry dessler chapter#1Humza Ali
This document discusses the role of human resource management. It explains that HR involves carrying out the human resource aspects of a management position, such as recruiting, training, and rewarding employees. Both line managers and HR staff managers have responsibilities relating to HR. The HR department helps coordinate personnel activities and advises line managers. The role of HR is changing due to factors such as globalization, technology, and changing workforce demographics. HR professionals now require both business and HR proficiencies.
This chapter introduces human resource management (HRM) and its key concepts. HRM involves recruiting, training, rewarding and evaluating employees. Line managers are responsible for directing work and achieving goals, while staff managers assist and advise them. An effective HRM system links pay to performance, provides training, and creates a safe work environment. Measuring HRM's impact through metrics like an HR Scorecard is important for demonstrating how HRM activities contribute to business outcomes. Certification through programs like the SHRM helps ensure HR managers have the necessary proficiencies.
Employee Testing and Selection ( chapter 6 )Qamar Farooq
After studying this chapter, you should be able to:
1: Explain what is meant by reliability and validity.
2: Explain how you would go about validating a test.
3: Cite and illustrate our testing guidelines.
4: Give examples of some of the ethical and legal considerations in testing.
5: List eight tests you could use for employee selection, and how you would use them.
6:Explain the key points to remember in conducting background investigations.
This presentation provides information on interviewing candidates for jobs. It discusses the different types of interviews, including selection, appraisal, and exit interviews. It also contrasts unstructured versus structured interviews and describes different interview content approaches like situational and behavioral interviews. The presentation outlines best practices for administering interviews, such as one-on-one, sequential, panel, mass, phone/video, and computerized interviews. It identifies factors that can undermine an interview's usefulness and provides tips for designing and conducting effective structured situational interviews.
The document discusses performance management and appraisal. It covers:
1) The difference between performance appraisal and performance management, with appraisal focusing on evaluation and management focusing on goals.
2) Why performance management is used, including alignment with quality management and strategic goals.
3) Components of an effective performance management process, including goal setting, feedback, and assessment.
The document is a PowerPoint presentation on Chapter 10 from the 11th edition of the textbook "Human Resource Management" by Gary Dessler. The chapter discusses managing employee careers, including: 1) comparing traditional and career planning-oriented HR focuses; 2) explaining the roles of employees, managers, and employers in career development; 3) describing issues to consider when making promotions; 4) enhancing diversity through career management; and 5) how career development can foster employee commitment. The presentation provides an overview of key topics in career management including the employer's role, making promotion decisions, enhancing diversity, and attracting older workers.
This document summarizes key points about employee testing and selection from a chapter in a human resource management textbook. It discusses the importance of reliable and valid selection tests, and how to validate tests through establishing criteria validity and predictive validity. Various types of tests are described, such as cognitive ability, personality, and work sample tests. Guidelines for developing a fair and legal testing program are provided. The document also covers legal and ethical considerations around privacy, defamation, and applicants' rights.
This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.
Introduction : Employee testing and selectionMicha Paramitha
Employee testing and selection involves using various tools and techniques to select the best candidates for jobs. This includes assessing candidates through selection processes, basic testing techniques, background and reference checks, and work samples or simulations. Careful employee selection is important for performance, costs, and legal obligations. Employers must take reasonable steps to investigate candidates' backgrounds through methods like reference checks, databases, and social media to avoid negligent hiring claims. Common tests and techniques include cognitive and physical ability tests, personality tests, work samples, honesty tests, drug screens, and assessing immigration eligibility. The goal is to fairly and legally evaluate candidates' qualifications and suitability for positions.
1. Background investigations and reference checks are important selection methods used by employers to verify applicant information and uncover potentially damaging information.
2. When conducting background checks, employers must be careful of legal issues like defamation and privacy laws. They should obtain authorization from applicants and provide copies of reports.
3. Employers can check backgrounds through sources like former employers, supervisors, written references, social media, commercial companies, and preemployment information services. However, they still need to comply with EEO laws.
Session6 gary dessler ch06 testing and selection (1)ahmad_mohd
The document discusses employee testing and selection. It covers the importance of selecting the right employees, as organizational performance depends on having employees with the right skills. It also discusses the costs of recruiting and legal implications of negligent hiring. The document provides guidance on screening applicants, including carefully checking references and records. It discusses different types of tests, including reliability, validity, personality tests and work samples. It also discusses conducting background checks, with recommendations such as obtaining written authorization and using open-ended questions.
This document discusses several key aspects of equal employment opportunity laws and avoiding discrimination in the workplace. It covers requirements under the ADA to reasonably accommodate disabled employees. It also discusses defenses against discrimination claims including validating employment tests. Finally, it outlines steps to establish a diversity management program including assessing the situation, providing leadership and training, changing culture and systems, and evaluating the program.
Personnel Planning and Recruiting ( chapter 5 )Qamar Farooq
After studying this chapter, you should be able to:
1. Explain the main techniques used in employment planning and forecasting.
2. List and discuss the main outside sources of candidates.
3. Effectively recruit job candidates.
4. Name and describe the main internal sources of candidates.
5. Develop a help wanted ad.
6. Explain how to recruit a more diverse workforce.
This document discusses the manager's role in strategic human resource management. It provides an overview of strategic planning, including setting objectives, environmental scanning, and aligning HR strategies with business strategies. Key topics covered include the strategic management process, types of corporate and competitive strategies, and tools for strategic HRM like strategy maps, HR scorecards, and developing high-performance work systems. The document emphasizes the importance of linking HR policies and practices to organizational strategies and goals.
This chapter introduces human resource management and its role in organizations. It discusses how HR helps companies achieve their strategic goals by engaging employees and influencing their behaviors. The chapter outlines the responsibilities of line managers, who oversee employees, and staff (HR) managers, who assist and advise line managers. It also describes metrics and measurements that are important for evaluating HR's contribution to organizational outcomes.
The document provides an overview of training and development techniques discussed in Chapter 8. It begins with orienting new employees and describing the basic training process. It then discusses various training methods like on-the-job training, apprenticeships, lectures, and computer-based training. It also covers managing organizational change and developing managers through techniques like job rotation, case studies, and executive coaching. The document aims to help the reader understand how to effectively train employees and lead organizational change.
The document discusses traditional views of newcomer acculturation and socialization in organizations. It presents a model of newcomer sense-making where newcomers enter an organization, experience changes that lead to surprises and contrasts from their expectations. Newcomers then engage in sense-making by attributing meaning to their experiences and selecting behavioral responses while updating expectations and views of the situation. The sense-making process is informed by others' interpretations, personal interpretation schemes, predispositions, past experiences, and inputs from the organization.
This document discusses employee testing and selection. It covers the importance of careful selection, basic testing concepts like reliability and validity, different types of tests including cognitive, personality, and honesty tests. It also discusses test validation methods, legal guidelines regarding equal employment opportunities, and considerations for background checks, reference checks, and substance abuse screening in the selection process. The overall purpose is to provide an overview of how testing and assessment can be used to select the right employees.
Performance management involves evaluating employees based on agreed upon performance standards and goals in order to ensure employees are working towards organizational objectives. It includes defining employee goals and expectations, developing employee capabilities, evaluating performance, and rewarding employees. Effective performance management requires setting measurable goals for employees, evaluating employees based on achieving those goals, and ensuring employee goals align with broader organizational goals. Feedback should be provided to employees on their performance and areas for improvement.
The document discusses employee selection and testing. It outlines the selection process as matching applicant qualifications to job requirements to identify the most suitable candidate. The selection process involves preliminary interviews, application reviews, selection tests, employment interviews, medical exams, reference checks, and final approval. It also discusses reliability and validity criteria for employee testing, including retest estimates, equivalent form estimates, internal consistency, internal comparison estimates, criterion validity, and content validity. Finally, it lists other types of tests used in employee selection such as intelligence tests, specific cognitive ability tests, motor/physical ability tests, achievement tests, and web-based tests.
The document summarizes key aspects of strategic human resource management and how it differs from traditional human resource management. It discusses how SHRM links HR goals to organizational strategy, focuses on developing employee competencies to support strategic aims, and views people as strategic assets. The document also outlines the 10-step process for creating an HR scorecard to measure how HR policies and activities contribute to business objectives.
This PowerPoint presentation provides an overview of key concepts in human resource management. It defines HRM as policies and practices related to recruiting, screening, training, rewarding and appraising employees. The presentation outlines the responsibilities of line managers in HRM. It also discusses high-performance work systems, measuring HR's contribution, certifications for HR professionals, and the scope of HRM. The overall presentation serves as an introduction to fundamental aspects of human resource management.
The document discusses recruitment strategies and processes. It explains that recruitment involves identifying job openings and attracting qualified applicants. It discusses recruiting internally through job postings and skills inventories, as well as externally through methods like job fairs and advertising. The document also addresses developing employer branding, application forms, diversifying hiring to attract different groups, and strategies for recruiting temporary or contract workers.
This document discusses best practices for conducting job interviews. It covers different types of interviews like selection, appraisal, and exit interviews. It also discusses factors that can undermine an interview's usefulness, such as nonverbal behavior and interviewer bias. The document provides guidelines for effective interviewing, such as preparing questions, structuring the interview, establishing rapport with candidates, and reviewing interviews afterward.
This document summarizes key points from a chapter about establishing strategic pay plans, including:
1. It discusses factors to consider when determining pay rates such as compensation laws, exempt vs. non-exempt classifications, and developing an aligned reward strategy to support a company's competitive strategy.
2. It covers issues to address in compensation policies like pay for performance, overtime, leaves, and addressing salary compression over time.
3. The concept of equity is introduced, including external equity comparing a job's pay across companies, internal equity comparing pay fairness within a company, and individual equity for a person's pay.
The document summarizes key concepts around employee testing and selection, including:
1. It discusses the importance of reliability and validity in employee testing and outlines the process for validating a test.
2. It provides examples of common types of tests used in employee selection such as intelligence tests, personality tests, and skills tests.
3. It addresses legal and ethical considerations for testing, including the need to ensure tests are nondiscriminatory and do not violate equal employment opportunity laws.
Chapter 6, Employee Testing and Selection.pptFaizanGul6
This PowerPoint presentation discusses employee testing and selection. It covers key concepts like reliability, validity, types of tests including cognitive tests and personality tests. It explains how to validate tests and discusses legal and ethical considerations around testing. Specific tests are described like work samples and simulations. Background checks, reference checks, and applicant tracking systems are also summarized. The importance of careful selection to reduce costs and legal liability is emphasized.
The document discusses employee testing and selection. It covers topics such as reliability and validity, how to validate tests, guidelines for testing programs, legal and ethical considerations, examples of common tests used for selection like cognitive abilities tests and personality tests, work sample tests, background checks, substance abuse screening, and how applicant tracking systems can help with recruitment. The overall purpose is to explain key concepts and best practices for using tests and assessments legally and effectively during the employee selection process.
The document provides an overview of employee testing and selection. It discusses the importance of careful selection, concepts of reliability and validity in testing, guidelines for validating tests, common types of tests used in selection like personality and skills tests, the legal and ethical considerations of testing, and how to conduct background investigations and reference checks. The document contains examples, figures, and tables to illustrate key points.
This document discusses employee testing and selection procedures. It defines employment testing as administering written, oral, or other tests to determine job applicant suitability. Employee selection is evaluating candidates for a specific job and choosing someone based on criteria. The document outlines various types of tests, including cognitive, motor, physical, and personality tests. It emphasizes the importance of validating tests and carefully screening applicants to hire the right employees, avoid performance issues, reduce costs, meet legal obligations, and ensure person-job fit.
This document summarizes key points from Chapter 6 of the 11th edition of the textbook "Human Resource Management" by Gary Dessler regarding employee testing and selection. It discusses the importance of careful selection, types of test validity, common types of tests used in selection, the "Big Five" personality traits, examples of work samples and simulations, background investigations and reference checks, substance abuse screening considerations, and how applicant tracking systems can improve productivity. The chapter objectives are also listed, such as explaining reliability and validity and giving examples of selection tests and their uses.
This document discusses tools and methods for assessing and selecting job candidates, including application blanks, biodata, tests, interviews, physical testing, and reference checks. It provides details on each method, including benefits and limitations. The goal is to choose valid, legal, and cost-effective selection devices to improve hiring and support business strategy and goals. Careful selection can reduce training needs and improve performance, while matching candidates' skills and traits to the job and organization.
This document discusses employee selection and testing. It covers the importance of careful selection, avoiding negligent hiring claims, basic testing concepts like reliability and validity, different types of tests including cognitive abilities tests and personality tests, work simulations, background investigations, and honesty testing. The key points are that careful selection is important for performance, legal reasons, and costs; tests must be validated and meet guidelines; and background checks can verify information but also raise legal issues.
The document discusses employee testing and selection. It emphasizes the importance of selecting the right employees, as organizational performance depends on having subordinates with the right skills. Careful selection is important to avoid legal issues from negligent hiring. There are many types of tests that can be used in selection, including cognitive, personality, and work sample tests. It is important to validate any tests used to ensure they accurately measure the skills needed for the job. Background checks and reference checks should also be conducted carefully and legally.
Employee Testing & Selection- Function of HRMSivaKumar808637
This document discusses employee testing and selection methods used by employers. It covers the importance of careful selection to ensure organizational performance and avoid legal issues. Employers use various tests and investigations to evaluate applicants, including cognitive tests, personality tests, skills tests, background checks, and reference checks. The goal is to select the most qualified candidates by validating tests, measuring job-relevant criteria, and verifying applicant information. Tests must balance reliability, validity, and legal privacy obligations.
Employee testing and selection is important for several reasons: performance, cost, legal obligations, person-job fit, and matching skills to the job. Proper testing and validation helps avoid negligent hiring claims. Tests must be reliable, valid, and avoid discrimination. Employers use cognitive tests, personality tests, work samples, simulations, background checks, and references to evaluate candidates. However, polygraphs are largely prohibited for hiring. Proper testing and validation is required by law to ensure fair and non-discriminatory hiring.
The document discusses the personnel selection process. It covers the objectives of selection which are to choose qualified individuals for jobs based on person-job and person-organization fit. The goal of selection is to maximize accurate predictions of job performance. The key steps in selection are application, interviews, testing, background checks, medical exams, and hiring decision. Reliability and validity are important for selection methods to provide consistent and meaningful information. Common sources of information used in selection include application forms, interviews, employment tests, background investigations, and references.
HR selection involves choosing the right employees through valid and reliable testing. It is important to validate tests by relating scores to job performance. Reference checks and background investigations verify applicant information and identify risks. Placement involves matching selected candidates to appropriate jobs through assessments of skills, interests and personality.
This document summarizes key topics in human resource management including the strategic HR process, legal environment, employment planning, recruitment and selection, training, performance management, compensation and benefits, workforce diversity, and labor relations. Specific techniques are discussed such as job analysis, selection devices, orientation, common training methods, performance appraisal methods, and addressing issues like sexual harassment and workplace violence. Government regulations that influence HR decisions and global considerations are also addressed.
This document discusses employee testing and selection. It covers the importance of reliability and validity in testing, different types of tests including cognitive, personality, and work samples, considerations for background checks and reference checks, and limitations on substance abuse screening. It also mentions how applicant tracking systems can help screening and improve productivity.
The document discusses employee testing and selection. It covers reliability and validity in testing, how to validate a test, guidelines for testing, and ethical and legal considerations. Specific tests discussed for employee selection include cognitive abilities tests, personality tests, work sample tests, and situational judgment assessments. The document also addresses background checks, reference checks, substance abuse screening, and other pre-employment screening methods.
What the Department of Labor Says About the Assessments You Usesceb
The document summarizes key points from a Department of Labor publication on best practices for using assessments in employment decisions. The DOL recommends using assessments purposefully, taking a whole person approach, using only valid and reliable tools appropriate for the target population, maintaining proper documentation and conditions, and correctly interpreting results. The DOL provides guidance on common assessment methods and ensuring legal compliance regarding disabilities, security, and confidentiality.
Reliability refers to consistency of test scores, while validity refers to a test measuring what it intends to measure. To validate a test, one would analyze job criteria, administer the test concurrently or predictively, relate test scores to actual job performance, and revalidate periodically with new samples. Some ethical and legal considerations in testing include maintaining test security and confidentiality of results, obtaining informed consent, and avoiding defamation of employees. Common types of tests used in employee selection are basic skills tests, job skills tests, and psychological tests.
The document discusses various aspects of staffing and selecting employees, including:
1) The typical selection process involves limiting applicants, screening, testing, interviewing, checking backgrounds, and making job offers.
2) Legal concerns around equal employment opportunity, testing, interviews, and background checks must be considered.
3) Selection methods aim to evaluate person-job fit and person-organization fit through tools like structured interviews, references, and assessing skills, abilities, and personalities.
The Selection Processinitial screening.docxssusera34210
The Selection Process
initial screening
completed application
employment test
comprehensive interview
conditional
job offer
medical/physical examination
(conditional job offer made)
permanent
job offer
reject applicant
background examination
if required
Passed
Passed
Able to perform essential elements of the job
Passed
Passed
Passed
Problems encountered
Failed to impress interviewer and/or
meet job expectations
Failed test
Failed to complete application or
failed job specifications
Failed to meet minimum qualifications
Unfit to do essential
elements of job
The selection process typically consists of eight steps.
The Selection Process
initial screening
interview
weeding out of applicants who don’t meet general job requirements
screening interviews help candidates decide if position is suitable
Job description information is shared
along with a salary range.
The Selection Process
completing
the application
Gives a job-performance-related synopsis of what applicants have been doing, their skills and accomplishments.
Legal considerations
1. omit items that are not job-related; e.g., sex, religion
2. includes statement giving employer the right to
dismiss an employee for falsifying information
3. asks for permission to check work references
4. typically includes “employment-at-will” statement
The Selection Process
Weighted application forms
individual pieces of information are validated against performance and turnover measures and given appropriate weights
data must be collected for each job to determine how well a particular item (e.g., years of schooling, tenure on last job) predicts success on target job
completing
the application
The Selection Process
information collected on application forms can be highly predictive of successful job performance
forms must be validated and continuously reviewed and updated
data should be verified through background investigations
completing
the application
The Selection Process
performance simulation tests require applicants to engage in job behaviors necessary for doing the job successfully
work sampling uses job analysis to develop a miniature replica of the job so the applicant can demonstrate his/her skills
assessment centers give tests and exercises, (individual and group), to assess managerial potential or other complex skills
Selection practices must be adapted to cultures
and regulations of the host country.
pre-employment testing
The Selection Process
assesses motivation, values, ability to work under pressure, attitude, ability to fit in
can be traditional, panel, or situational
especially useful for high-turnover jobs and less routine ones
comprehensive
interviews
The interview is only as effective as those conducting it.
The Selection Process
impression management, (applicant’s desire to project the “right” image), may skew interview results
Interviewer bias, created by reviewing materials such as the resume, application, or te ...
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