Ch07 international human resource management cengage

20 226 0
Ch07 international human resource management cengage

Đang tải... (xem toàn văn)

Tài liệu hạn chế xem trước, để xem đầy đủ mời bạn chọn Tải xuống

Thông tin tài liệu

Selection and Placement • Selection  The process of choosing individuals with qualifications needed to fill jobs in an organization  Organizations need qualified employees to succeed  “Hire hard, manage easy.”  “Good training will not make up for bad selection.” • Placement  Fitting a person to the right job © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–1 Applicant Knowledge, Skills, and Abilities • Person-Job Fit  Matching the knowledge, skills and abilities (KSAs) of people to the characteristics of jobs (tasks, duties and responsibilities–TDRs)  Benefits of person-job fit:  Higher employee performance  Lower turnover and absenteeism • Person-Organization Fit  The congruence between individuals and organizational factors KSAs = TDRs = Job Success? © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–2 Person/Job Fit Mismatches Skills/job qualifications Geography/ job location Mismatch Situations Earnings/ expectation s Time/amoun t of work Work/family © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–3 Criteria, Predictors, and Job Performance • Selection Criterion  A characteristic that a person must have to successfully perform work • Predictors of Selection Criteria  Measurable or visible indicators of selection criteria • Validity  The correlation between a predictor and job performance • Reliability  The extent to which a predictor repeatedly produces the same results over time © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–4 Validity • Correlation Coefficient  Is an index number that gives the relationship between a predictor variable and a criterion variable • Concurrent Validity  Is measured when an employer tests current employees and correlates the scores with their performance ratings • Predictive Validity  Measured when test results of applicants are compared with subsequent job performance © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–5 Combining Predictors • Multiple Hurdles  Establishing a minimum cutoff (level of performance) for each predictor, and requiring that each applicant must score at least the minimum on each predictor to be considered for hiring • Compensatory Approach  Scores on all predictors are added together, allowing a higher score on one predictor to offset a lower score on another predictor © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–6 FIGURE 7–4 Selection Process Flowchart © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–7 Applicant Job Interest • Realistic Job Preview The process through which a job applicant receives an accurate picture of the job  Prevents the development of unrealistic job expectations in new employees  Helps avoid truth-in-hiring lawsuits © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–8 EEO Considerations and Application Forms • Applications should not contain illegal (nonjobrelated) questions concerning:  Marital status  Height/weight  Number and ages of dependents  Information on spouse  Date of high school graduation  Contact in case of emergency © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–9 FIGURE 7–6 Big Five Personality Characteristics © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–10 Selection Interviewing Issues Face Validity Interview Reliability and Validity Intra-rater Reliability © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Inter-rater Reliability 7–11 Structured Interviews Structured Interviews Biographical Interview Behavioral Interview © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Competency Interview Situational Interview 7–12 Structured Interviews (cont’d) Benefits of Structured Interviews Obtain consistent information needed for a selection decision Are more reliable and valid than other interview formats © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Meet federal EEO guidelines for the selection process 7–13 Less Structured Interviews • Nondirective Interview  Questions are developed from the answers to previous questions  Possibility of not obtaining needed information  Information obtained may not be not job-related or comparable to that obtained from other applicants • Stress Interviews  An interview designed to create anxiety and put pressure on an applicant to see how the person responds © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–14 Other Interview Formats • Panel Interview  Interview in which several interviewers meet with candidate at the same time • Team Interview  Interview in which applicants are interviewed by the team members with whom they will work © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–15 Who Conducts Interviews? Interviewers Individuals Individuals Sequentially © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Panel Interview Team Interview 7–16 Effective Interviewing • Conducting an Effective Interview Plan the Interview Control the Interview Use Effective Questioning Techniques • Questions to Avoid:  Yes/No questions  Obvious questions  Questions that rarely produce a true answer  Leading questions  Illegal questions  Questions that are not job related © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–17 FIGURE 7–8 Questions Commonly Asked in Selection Interviews © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–18 References • Questions to Ask:  Dates of employment  Position held  What were the job duties?  What strengths/weaknesses did you observe?  Were there any problems?  Would you rehire? © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–19 Making the Job Offer • Offer Guidelines  Formalize the offer with a letter to the applicant clearly stating the terms and conditions of employment  Avoid vague, general statements and promises  Require return of a signed acceptance of the offer © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–20 [...]... Interview Reliability and Validity Intra-rater Reliability © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Inter-rater Reliability 7–11 Structured Interviews Structured Interviews Biographical Interview Behavioral Interview © 2011 Cengage Learning All rights reserved May not be scanned, copied or... © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–14 Other Interview Formats • Panel Interview  Interview in which several interviewers meet with candidate at the same time • Team Interview  Interview in which applicants are interviewed by the team members with whom they will work © 2011 Cengage. .. true answer  Leading questions  Illegal questions  Questions that are not job related © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–17 FIGURE 7–8 Questions Commonly Asked in Selection Interviews © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a... reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–15 Who Conducts Interviews? Interviewers Individuals Individuals Sequentially © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Panel Interview Team Interview 7–16 Effective Interviewing... Interview 7–12 Structured Interviews (cont’d) Benefits of Structured Interviews Obtain consistent information needed for a selection decision Are more reliable and valid than other interview formats © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part Meet federal EEO guidelines for the selection process 7–13... 7–18 References • Questions to Ask:  Dates of employment  Position held  What were the job duties?  What strengths/weaknesses did you observe?  Were there any problems?  Would you rehire? © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–19 Making the Job Offer • Offer Guidelines  Formalize... the offer with a letter to the applicant clearly stating the terms and conditions of employment  Avoid vague, general statements and promises  Require return of a signed acceptance of the offer © 2011 Cengage Learning All rights reserved May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in part 7–20

Ngày đăng: 14/11/2016, 15:43

Mục lục

  • Selection and Placement

  • Applicant Knowledge, Skills, and Abilities

  • Person/Job Fit Mismatches

  • Criteria, Predictors, and Job Performance

  • Validity

  • Combining Predictors

  • PowerPoint Presentation

  • Applicant Job Interest

  • EEO Considerations and Application Forms

  • Slide 10

  • Selection Interviewing Issues

  • Structured Interviews

  • Structured Interviews (cont’d)

  • Less Structured Interviews

  • Other Interview Formats

  • Who Conducts Interviews?

  • Effective Interviewing

  • Slide 18

  • References

  • Making the Job Offer

Tài liệu cùng người dùng

  • Đang cập nhật ...

Tài liệu liên quan