management

profilejp99241
Mosley_9e_PPT_Ch15.ppt
Home>Engineering homework help>management

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

CHAPTER 15

SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Explain who is responsible for selecting, appraising, and disciplining employees
  • Describe the steps in the employee selection procedure, including the proper orientation of new employees
  • Explain what employee performance appraisal is and who performs it

LEARNING OBJECTIVES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Explain why training and developing employees is important
  • State why performance-appraisal interviews are difficult for both the employee and the supervisor
  • Define discipline and explain why it is necessary
  • Describe how discipline is imposed under due process

LEARNING OBJECTIVES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Top managers
  • Set human resource objectives, establish policies, and do long-range planning and organizing
  • Middle managers
  • Control the operating procedures needed to achieve the objectives and carry out personnel policies
  • Supervisors
  • Interpret policies for employees
  • Carry out the organization’s wishes for selecting and training employees
  • Transmit workers’ interests to higher management

RESPONSIBILITY FOR SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

FLOWCHART OF A SUGGESTED SELECTION PROCEDURE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Requisition - Procedures must conform to:
  • Equal Employment Opportunity Commission’s Uniform Guidelines on Employee Selection Procedures
  • Affirmative Action Program (AAP)
  • National and local laws and customs

REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Preliminary screening
  • Eliminates persons who do not meet the employer’s needs
  • Application form or résumé
  • Provides the information needed about the applicant’s potential performance

REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

TOPICS TO AVOID WHEN INTERVIEWING APPLICANTS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

TYPES OF PREEMPLOYMENT TESTS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Validity: High positive correlation between the applicant’s test scores and an objective measure of job performance
  • Reliability: Probability that test results won’t change if the test is given to the same person by different individuals

VALIDITY AND RELIABILITY OF TESTS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Prepare questions to aid in judging the applicant
  • Provide the applicant with information about the company and the job
  • Determine whether to hold a structured or unstructured interview

PREEMPLOYMENT INTERVIEWING

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Structured interviews: Standardized and controlled with regard to pattern of questions, interpretation of replies, and factors considered in the hiring decision
  • Unstructured interviews - Pattern of questions asked, conditions under which they are asked, and the basis for evaluating results are determined by interviewer

PREEMPLOYMENT INTERVIEWING

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Provide information on a candidate’s performance on previous jobs
  • Help verify information on the application form and other records
  • Fair Credit Reporting Act and the Privacy Act place restrictions on the type of information an employer can verify

CHECKING REFERENCES AND RECORDS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Preliminary selection by the supervisor
  • If there is only one applicant, he/she can be hired on a trial basis
  • If there are more than one qualified candidate, a review of the information collected will reveal the best choice

PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Final selection
  • Human resource officers ensure that all laws, regulations, and company policies are followed
  • Human resource officers determine the salary and employee benefits to be offered to the applicant

PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Physical examination
  • Americans with Disabilities Act (ADA) and the Genetic Information Non-Discrimination Act place limitations on this process
  • Job offer
  • Offered in writing and contain the terms and conditions of employment
  • If it is rejected, an offer may be made to the next most qualified applicant
  • All applicants must be notified that someone else has been selected

PHYSICAL EXAMINATION AND JOB OFFER

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Orientation: Familiarizing a new employee with the company surroundings, policies, and job responsibilities
  • Training and development
  • Training: Process by which employees are educated to improve their capabilities, competencies, productivity and /or performance

ORIENTATION AND TRAINING AND DEVELOPMENT

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • ARCS model - Motivationally centered approach to instruction and training
  • Attention (A), relevance (R), confidence (C), and satisfaction (S)
  • SMART goals - Specific, Measurable, Attainable, Rewarding, and Time defined

ORIENTATION AND TRAINING AND DEVELOPMENT

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Determines to what extent an employee performs a job the way it was intended
  • Also known as merit rating, efficiency rating, service rating, and employee evaluation
  • Purposes
  • Recognizes good performance
  • Identifies areas that need improvement
  • Validates selection techniques to meet EEOC/AAP requirements
  • Provides a basis for administrative actions

PERFORMANCE APPRAISAL

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

EXHIBIT 15.3 - HOW PERFORMANCE APPRAISALS OPERATE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

APPRAISAL INTERVIEW

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

EXHIBIT 15.4 - HINTS FOR THE APPRAISAL INTERVIEW

Source: From Mathis/Jackson. Human Resource Management, 12E, 318. © 2008 South-Western, a part of Cengage Learning, Inc. Reproduced by permissions. www.cengage.com/permissions

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Training that corrects and molds knowledge, attitudes, and behavior
  • Due process: Guarantees the individual accused of violating an established rule a hearing to determine the extent of guilt
  • For disciplinary action to be upheld:
  • The rules must be reasonable
  • The penalty must be related to the severity of the offense
  • The worker must be given a fair hearing

DISCIPLINE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Establishing rules of conduct
  • Determining penalties
  • Progressive discipline: Uses a graduated scale of penalties
  • Graduated scale of penalties: Penalties become progressively more severe each time the violation is repeated
  • Intolerable offenses: Disciplinary problems of a drastic, dangerous, or illegal nature
  • Imposing the penalty only after a fair hearing

STEPS INVOLVED IN THE DISCIPLINARY DUE PROCESS

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Must instill a desire for self-discipline in employees
  • Factors to consider when applying discipline
  • Every job contains a certain margin for error
  • Being overly concerned with avoiding errors stifles initiative and encourages employees to postpone decisions or avoid making them altogether
  • A different way of doing something should not be mistaken for the wrong way of doing it

SUPERVISOR’S DISCIPLINARY ROLE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Disciplinary layoff or suspension: Time off without pay
  • Discharge
  • Termination-at-will rule: Right of an employer to dismiss an employee for any reason
  • Carried out by top management, with the advice and consent of the human resources manager

APPLYING DISCIPLINE

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Performance appraisal or merit rating or efficiency
  • Rating or service rating or employee evaluation
  • Personality tests
  • Progressive discipline
  • Reliability
  • Structured interviews

IMPORTANT TERMS

  • Termination-at-will rule
  • Validity
  • Vocational interest tests
  • Work sampling or work preview
  • Achievement, proficiency, or skill tests

©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

*

  • Appraisal interview
  • Aptitude tests
  • Disciplinary layoff or suspension
  • Discipline
  • Due process

IMPORTANT TERMS

  • Graduated scale of penalties
  • Hot-stove rule
  • Intolerable offenses
  • Orientation
  • IQ tests