1. Human Resource Policies and Practices Chapter EIGHTEEN

3. The Selection Process Initial Selection Substantive Selection Contingent Selection Applicants who don’t meet basic requirements are rejected. Applicants who meet basic requirements, but are less qualified than others, are rejected. Applicants who are among best qualified, but who fail contingent selection, are rejected. Applicant receives job offer. E X H I B I T 18 –1

6. Training and Development Programs Types of Training Basic Literacy Skills Technical Skills Interpersonal Skills Problem Solving Skills

8. Training Methods Individual and Group Training Methods Formal Training Informal Training On-the-Job Training Off-the-Job Training E-training

9. Individualizing Formal Training to Fit the Employee’s Learning Style Participation and Experiential Exercises Readings Lectures Visual Aids Learning Styles

14. 360-Degree Evaluations E X H I B I T 18 –2 The primary objective of the 360-degree performance evaluation is to pool feedback from all of the employee’s customers. Source: Adapted from Personnel Journal , November 1994, p. 100.

15. Methods of Performance Evaluation Written Essay A narrative describing an employee’s strengths, weaknesses, past performances, potential, and suggestions for improvement. Critical Incidents Evaluating the behaviors that are key in making the difference between executing a job effectively and executing it ineffectively.

16. Methods of Performance Evaluation (cont’d) Graphic Rating Scales An evaluation method in which the evaluator rates performance factors on an incremental scale. Keeps up with current policies and regulations. 1 2 3 4 5 Completely Unaware Fully Informed

17. Methods of Performance Evaluation (cont’d) Oversleeps for class. Gets to class on time, but nods off immediately. Stays awake in class but is inattentive. Alert and takes occasional notes. Pays close attention and regularly takes notes. Passes next examination and graduates on time. Behaviorally Anchored Rating Scales (BARS) Scales that combine major elements from the critical incident and graphic rating scale approaches: The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on a given job rather than general descriptions or traits.

19. Suggestions for Improving Performance Evaluations Use multiple evaluators to overcome rater biases. Evaluate selectively based on evaluator competence. Train evaluators to improve rater accuracy. Provide employees with due process.

22. Managing Diversity in Organizations Work Personal Life Integration or Segmentation Work - Life Conflicts

23. Work/Life Initiatives E X H I B I T 18 –4 Strategy Program or Policy Time-based Flextime strategies Job sharing Part-time work Leave for new parents Telecommuting Closing plants/offices for special occasions Information-based Intranet work/life Web site strategies Relocation assistance Eldercare resources Money-based Vouchers for child care strategies Flexible benefits Adoption assistance Discounts for child care tuition Leave with pay Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory Exercise,” Journal of Management Education , April 2002, p. 210; and R. Levering and M. Moskowitz, “The Best in the Worst of Times,” Fortune , February 4, 2002, pp. 60–90.

24. Work/Life Initiatives E X H I B I T 18 –4 (cont’d) Strategy Program or Policy Direct services On-site child care Emergency back-up care On-site health/beauty services Concierge services Take-out dinners Culture-change Training for managers to help employees strategies deal with work/life conflicts Tie manager pay to employee satisfaction Focus on employees’ actual performance, not “face time” Source: Based on C. A. Thompson, “Managing the Work-Life Balancing Act: An Introductory Exercise,” Journal of Management Education , April 2002, p. 210; and R. Levering and M. Moskowitz, “The Best in the Worst of Times,” Fortune , February 4, 2002, pp. 60–90.

28. © 2007 Prentice Hall Inc. All rights reserved. Chapter Check-Up: HR Policies Marie just finished her first job interview for a position as a call center representative for a book distributor. In her interview, she was asked if she’s ever been in prison. She wonders if this is a usual and legal question. Your thoughts? A question about a criminal record can only be asked if it is directly related to the position; in this case, it is not obvious why this position would require that information.

29. At which stage of the selection process do you think a company’s culture becomes clear to an employee? Discuss with a classmate. Chapter Check-Up: HR Policies