Digital Learning & Online Textbooks – Cengage



Study Guide to Go

Chapter 9: Human Resource Management

Chapter Outlines

Human Resource Strategy: A People-Centered Approach

The Age of Human Capital

People-Centered Organizations Enjoy a Competitive Advantage

Recruitment and Selection

Recruiting for Diversity

The Selection Process: An Overview

Equal Employment Opportunity

Employment Selection Tests

Effective Interviewing

Performance Appraisal

Making Performance Appraisals Legally Defensible

Alternative Performance Appraisal Techniques

Training

Today’s Training: Content and Delivery

The Ingredients of a Good Training Program

Skill Versus Factual Learning

Needed: Training to Discourage Sexual Harassment

Glossary

human resource management the acquisition, retention, and development of human resources.

human capital the need to develop to their fullest potential all present and future employees.

job analysis identifying task and skill requirements for specific jobs by studying superior performers.

job description document that outlines role expectations and skill requirements for a specific job.

affirmative action program (AAP) making up for past discrimination by actively seeking and employing minorities.

employment selection test any procedure used in the employment decision process.

structured interview a set of job-related questions that have standardized answers.

behavior-based interview  detailed questions about specific behavior in past job-related situations.

performance appraisal evaluating job performance as a basis for personnel decisions.

behaviorally anchored rating scales (BARS) performance appraisal scales with notations about observable behavior.

360-degree review pooled, anonymous evaluation by ones boss, peers, and subordinates.

training using guided experience to change employee behavior/attitudes.

sexual harassment unwanted sexual attention that creates an offensive or intimidating work environment.

Learning Objective Summary

Learning Objective 1: Define the term human capital, and identify at least four of Pfeffer’s people-centered practices.

• A systems approach to human resource strategy views both present and future employees as human capital that needs to be developed to its fullest potential.

• Pfeffer’s seven people-centered practices can serve as a strategic agenda for human resource management. The seven practices are:

- Provision of job security

- Rigorous hiring practices

- Employee empowerment

- Performance-based compensation

- Comprehensive training

- Reduction of status differences

- Sharing of key information

Learning Objective 2: Identify and describe the seven steps in the PROCEED model of employee selection, explain the business case for diversity, and explain how managers can be more effective interviewers.

• The employee selection process can be summed up in the seven-step PROCEED model:

1. Prepare (job analysis, job descriptions, and interview questions)

2. Review (legality and fairness of questions)

3. Organize (assign questions to interview team)

4. Conduct (collect information from the candidate)

5. Evaluate (judge candidate’s qualifications)

6. Exchange (meet and discuss information about candidate)

7. Decide (extend job offer or not)

• Managers need to recruit for diversity to increase their companies’ appeal to job applicants and customers alike.

• Federal equal employment opportunity laws require managers to make hiring and other personnel decisions on the basis of the individual’s ability to perform rather than personal prejudice.

• Affirmative action—making up for past discrimination—is evolving into managing diversity.

• Appreciation of interpersonal differences within a heterogeneous organizational culture is the goal of managing-diversity programs.

• The Americans with Disabilities Act of 1990 (ADA) requires employers to make reasonable accommodations

so that disabled people can succeed in the workforce.

• Because interviews are the most popular employee-screening device, experts recommend structured rather than traditional, informal interviews. Behavioral interviews, with situation-specific questions, are the best structured-interview technique for predicting job performance.

Learning Objective 3: Discuss how performance appraisals can be made legally defensible.

• Legally defensible performance appraisals enable managers to make objective personnel decisions.

• Four key legal criteria are:

- Job analysis

- Behavior-oriented appraisals

- Specific written instructions

- Evaluation of results with rates

• Seven common performance appraisal techniques are:

- Goal setting

- Written essays

- Critical incidents

- Graphic rating scales

- Weighted checklists

- Rankings/comparisons

- 360-degree reviews

Learning Objective 4: Contrast the ingredients of good training programs for both skill and factual learning, and explain the role of training in preventing sexual harassment.

• Training programs should be designed with an eye toward maximizing the retention of learning and its transfer to the job.

• Successful skill learning and factual learning both depend on goal setting, practice, and feedback.

• Factual information should be presented in a logical and meaningful manner.

• A sexual harassment policy needs to define the problem of sexual harassment behaviorally, specify penalties, be disseminated through training, and be enforced.

Test Preppers

Test Prepper 9.1

True or False?

_____ 1. The primary focus of human resource management is hiring people for vacant positions.

_____ 2. One of the current trends in HR is that its functions are being decentralized throughout the enterprise and being outsourced.

_____ 3. The human capital perspective focuses on keeping present employees happy.

_____ 4. According to Jeffrey Pfeffer, only about 12 percent of today’s organizations qualify as being systematically people-centered.

Multiple Choice

_____ 5. In the past, HR was treated as a _____ function. Today, HR is being embedded in organizational strategy.

a. line

b. support-staff

c. top-management

d. training-only

e. technical

_____ 6. A “big picture” approach to managing people and staying competitive is

a. an open perspective.

b. knowledge management.

c. corporate leveraging.

d. human capital.

e. employee profiling.

_____ 7. Which of the following is not one of the seven people-centered practices identified by Pfeffer?

a. Protection of job security

b. Compensation linked to performance

c. Sharing of key information

d. Rigorous hiring process

e. Emphasize status differences

Test Prepper 9.2

True or False?

_____ 1. Networking is critical to job finding, especially in a tough economy.

_____ 2. Job analysis is the process of identifying basic task and skill requirements for specific jobs by studying superior performers.

_____ 3. Determining the match between the candidate and the job involves the “organize” step in the PROCEED model.

_____ 4. The aim of affirmative action programs is preventing future discrimination.

_____ 5. The ultimate goal of managing diversity programs is appreciation of interpersonal differences.

_____ 6. The ADA’s impact on employment of the disabled has been negative, according to a Census Bureau survey.

_____ 7. Only pencil-and-paper tests legally qualify as employment selection tests.

_____ 8. Unstructured interviews are preferable because they give the interviewer room for adjusting to the interviewee’s personality.

Multiple Choice

_____ 9. In the PROCEED model of the employee selection process, the P and C stand for

a. Preliminary interview and Credit check.

b. Plan and Contract.

c. Preview of job and Candidate selection.

d. Prepare and Conduct.

e. Preparation and Commitment.

_____ 10. The landmark equal employment opportunity (EEO) law in the United States is the

a. Americans with Disabilities Act of 1990.

b. Civil Rights Act of 1964.

c. Bell Act of 1949.

d. Sherman Act of 1895.

e. Fair Employment Act of 1982.

_____ 11. _____ is aimed at preventing future discrimination, while _____ amounts to a concerted effort

to make up for past discrimination.

a. ADA; affirmative action

b. Affirmative action; EEO

c. EEO; reverse discrimination

d. Reverse discrimination; ADA

e. EEO; affirmative action

_____ 12. According to the Americans with Disabilities Act (ADA) of 1990, for people with physical and mental disabilities, what is required of employers?

a. To provide on-the-job therapists

b. To eliminate unemployment among the disabled

c. To make reasonable accommodations

d. To offer guaranteed employment

e. To pay all medical benefits

_____ 13. What type of structured interview question has been used if a Walgreens drug store manager asks a job applicant to demonstrate his or her ability to run a cash register?

a. Job sample simulation

b. Skill set

c. Situational

d. Job knowledge

e. Worker requirements

Test Prepper 9.3

True or False?

_____ 1. General dissatisfaction with performance appraisals is expressed by both appraisers and subjects.

_____ 2. Trait-oriented performance appraisals, from a legal viewpoint, are more defensible than behavior-oriented ones.

_____ 3. Behaviorally anchored rating scales (BARS) are a strong performance appraisal technique.

_____ 4. Only the immediate supervisor should perform 360-degree appraisals if they are to be successful.

Multiple Choice

_____ 5. Which of the following is not a criterion for legally defensible performance appraisals in the United States?

a. Results linked with compensation decisions

b. Results reviewed with rates

c. Based on job analysis

d. Specific written instructions for evaluators

e. Behavior-oriented

_____ 6. If Abdula writes down specific examples of his employees’ good and bad performance as they occur, and later he uses that evidence during performance appraisals, he is relying on which performance appraisal technique?

a. Rankings/comparisons

b. Weighted checklists

c. Graphic rating scales

d. Critical incidents

e. Checklists

_____ 7. Which performance appraisal technique involves input from one’s boss, peers, and subordinates?

a. Ranking/comparisons

b. An inverted appraisal

c. A 360-degree review

d. Goal setting

e. A sunset review

Test Prepper 9.4

True or False?

_____ 1. The U.S. labor force faces a shortage of skilled workers in the next 10 to 20 years.

_____ 2. The vast bulk of today’s training is remarkably low-tech, despite what is published about computer-based training and e-learning via the Internet.

_____ 3. For both skill and factual learning, the ingredients of a good training program are identical.

_____ 4. Verbal misconduct cannot be considered sexual harassment.

Multiple Choice

_____ 5. According to Training magazine’s recent survey of training practices in the United States, _____ is (are) the most common instructional method.

a. traditional classroom programs

b. virtual reality

c. internships

d. e-learning

e. role-playing

_____ 6. What advice should you give to a hotel manager who wants to create a good training program for service trainees?

a. Don’t waste your time with training; simply hire qualified people.

b. Make the training situation as realistic as possible.

c. Don’t distract trainees with questions.

d. Minimize examples to avoid confusion.

e. Have the trainees themselves act as instructors.

_____ 7. _____ is not an essential ingredient of an effective skill-learning program.

a. Showing trainees how to do it with modeling

b. Letting trainees practice

c. Setting goals

d. Using lecture/discussion to present the materials

e. Giving feedback

_____ 8. Individuals who believe they are being sexually harassed at work and would like to file a lawsuit should follow which advice?

a. Find witnesses

b. Threaten the harasser with dire consequences

c. Wait until you’re physically assaulted

d. Just ignore it

e. Make sure a manager is the aggressor

Test Prepper Answer Key

9.1

1. F 2. F 3. F 4. T 5. b 6. d 7. e

9.2

1. T 2. T 3. F 4. F 5. T 6. T 7. F 8. F 9. d 10. b 11. e

12. c 13.a

9.3

1. T 2. F 3. T 4. F 5. a 6. d 7. c

9.4

1. T 2. T 3. F 4. F 5.a 6. b 7. d 8. a

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