...non sales n non executive employees in the entire company. - PMS had to hold employees accountable for their actions n incentive strong employee performance by offering thoughtfully designed compensation packages, including salaries, bonuses n equity opportunities in the form of options. - The PMET studied evaluation n rewards system. Employed internal n external bench-marking, focus groups n employee interviews. PROBLEMS that PMET discovered: - There was problems for 2500 professional staff approx. Which consisted of mostly scientists n engineers in R&D labs. - 113 different rating levels (from A to E including pluses and minuses) - Managers were worried about offending employees so they gave almost everyone a C or a B, provided few D or A ratings n rarely gave Es/ this resulted in homogeneous ratings and failed to distinguish performers from non performers. (exhibit 2 shows it) - Employees felt undervalued financially. - This happened because of the point system that they used to calculate salary n pefr based raises. This was derived from the point factor job evaluation methods such as Hay Guide chart profile. - Pay policy line = base salary +(job evaluation points * Increase per...
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...OBJECTIVES After studying this chapter, students should be able to: 1. Contrast job descriptions with job specifications. 2. List the advantages of performance simulation tests over written tests. 3. Define four general skill categories. 4. Describe how career planning has changed in the last 20 years. 5. Explain the purposes of performance evaluation. 6. Describe actions that can improve the performance-evaluation process. 7. Clarify how the existence of a union affects employee behavior. 8. Identify the content in a typical diversity-training program. CHAPTER OVERVIEW An organization’s human resource policies and practices represent important forces for shaping employee behavior and attitudes. In this chapter, we specifically discussed the influence of selection practices, training and development programs, performance evaluation systems, and the existence of a union. Selection Practices An organization’s selection practices will determine who gets hired. If properly designed, they will identify competent candidates and accurately match them to the job and the organization. The use of the proper selection devices will increase the probability that the right person will be chosen to fill a slot. While employee selection is far from a science, some organizations fail to design their selection systems so as to maximize the likelihood that the right person-job fit will be achieved. When errors are made, the chosen candidate’s performance may be...
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...September 2009 Guidelines and Ethical Considerations for Assessment Center Operations1 International Task Force on Assessment Center Guidelines2 This document is an update of several prior editions of guidelines and ethical considerations for assessment center operations dating back to 1975. Each set of guidelines was developed and endorsed by specialists in the research, development, and implementation of assessment centers. The guidelines are a statement of the considerations believed to be most important for all users of the assessment center method. For instance, the use of job-related simulations is a core concept when using the method. Job simulation exercises allow individuals to demonstrate their abilities in situations that are important on the job. As stressed in these guidelines, a procedure should not be represented as an assessment center unless it includes at least one, and usually several, job-related simulations that require the assessee to demonstrate a constructed behavioral response. Other important areas include assessor selection and training, using ‘competencies’ as dimensions to be assessed, validation, participants’ rights, and the incorporation of technology into assessment center programs. The current guidelines discuss a number of considerations in developing and using assessment centers in diverse cultural settings. 1. Purpose staff of an assessment center; and (4) guidance on the use of technology in assessments. T his document’s intended...
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...The Human Touch Performance Appraisal II Tr a i n i n g L e a d e r ’s G u i d e Coastal Training Technologies Corp 500 Studio Drive Virginia Beach, VA 23452 ©2000 Coastal Training Technologies Corp. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of Coastal Training Technologies Corp. This publication is designed to provide accurate and authoritative information in regard to the subject matter. It is sold with the understanding that Coastal Training Technologies Corp. is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Table of Contents The Human Touch Performance Appraisal II Preparation Materials Introduction....................................................................................................................8 Training Session Checklist...............................................................................................9 Trainer’s Instructions for Using the Book The Human Touch Performance Appraisal.........................................................10 Tips for Transferred Learning ........................................................................................11 Possible Session Agendas ........
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...| | |TEN WAYS TO CREATE A POSITIVE WORK ENVIRONMENT | | |There are several things a leader/manager can do to make your work environment a positive one and to facilitate a feeling of cooperation, teamwork and joy | | |among your staff. Some of these are: | | | | | |1. Build Trust | | |Trust is the basic tenant for all relationships, so building an environment of trust is one of the most important things you can do to create a positive work | | |environment. It's a philosophy that must be demonstrated in everything you and your staff does. Trust is about doing what you say you are going to do and being| | |who you say you are. It's about showing your staff in everything you do that you are reliable, responsible and accountable, and that they can rely on you for | ...
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...Family Health Evaluation A Family Health Evaluation utilizing Marjory Gordon’s Eleven Functional Health Patterns Grand Canyon University May 18, 2014 Family Health Evaluation In 1987, Marjorie Gordon developed a list of Functional Health Patterns that could be used as a guide to assess a family’s health patterns, which could be developed into a data base for that particular family. This data base was projected to help in setting goals for the future health of the family. This paper will discuss the healthy and unhealthy behaviors of the Kessay Family, which are all registered members of the White Mountain Apache Tribe in Whiteriver, Arizona. This family assessment will also discuss what was talked about in trying to develop goals for the improved health for the family. The Kessay family is a traditional Apache family, which includes the mother, dad, and 2 children. The mom is 40 years old, the dad is 45 years old, , and the girls are 14 and 16 years old. The assessment was conducted by asking up to 3 open-ended questions, based on the 11 Functional Health Patterns. Cultural taboos were observed in asking these questions. Some were answered, some were not. Some were answered by very short answers, indicating embarrassment or unwillingness to answer such a rude question. (according to Apache traditions). This writer did the best she could with what was given to her. Health Perception and Health Management: Data collection is focused on the patients current...
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...areas like job evaluation, development and maintenance of wage structures, wage surveys and wage adjustment. Beach (2004) postulates that job evaluation is a formalized system for determining the relative money value of jobs for the purpose of writing job description and specification, rating of these jobs through use of job values to definite wage rates. Job evaluation has rendered a futile exercise by the developments in Zimbabwe towards compensation administration. In Zimbabwe the adoption of job evaluation program by industrial concern increases and become a wide spread in the modern organizations. Factors inducing companies to adopt wage rationalization programs were the rise of the trade unions in Zimbabwe. Labour unions and the recognition by management of the need for orderly logical means for establishment of of wage rates, (Tracy, 2008). Management has learned that it must have some means for explaining how it has arrived at wage rate decision when it is negotiating with unions. In Zimbabwe trade unions wish very well to know how wages of employees are being calculated during their negations with the management of the organization. The management should know how the wage rate is being derived or calculated and should able to explain how they come upwith the wages for their employees inorder to convince the labour unions, (Boone,2008) In Zimbabwe the system of rating the job not the employee have developed by most organizations. This system is now used in job evaluation...
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...leadership, what is good about them and what is bad about them, I will be comparing them with each other and I will be evaluating how effective they are for a leader in the public services. P1: Authoritarian: It is a direct style where the leader tells the team members what they need to do. This is a task orientated style of leadership, it is a good style of leadership because it gets the job done quickly, this is good because it gets the job done quickly and effectively, it allows members of the group to focus on performing specific tasks without worrying about making complex decisions, this allows the team members to become good at a certain role and they can then specialize in that role all the way through their service. The downsides to this style of leadership is that people can abuse this leadership style and become dictatorial and this can lead to dis-agreements within the team and sometimes it can lead to team members resenting the leader and not following his/hers instructions, this is bad because it means that the team wont work efficiently together meaning that they wont get the job done as quickly or at all, another downside is that the leader wont be able to find a very creative or effective way of completing a task, this is bad because the task might require an obscure way of completing it but the leader may not be able to think of a way to complete it. An example of this leadership style in the uniformed public services is if the SAS were trying to obtain an ally...
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...Amy Emerfoll Human Resources Exercise #70 Dr. Stacy Ball WageSim – A Compensation Administration Exercise Item 1: Mary Wallace, I appreciate your request about wanting to promote Susan Anthony to Senior Assistant. I do understand that she has been a loyal employee for five years and recognize her longevity with the company. Due to the fact that Adobe InDesign is a requirement for promotion purposes we will have to decline the request, but I would like to point out that if Susan is willing to enroll in an Adobe InDesign class we would be more than willing to consider her for a promotion. Thank you for your time, Amy In addition to this email I would also attach some materials on taking classes at the local community college or a continuing education type resource. Item 2: Kelly Actor, I thank you for your honesty and coming forth about your employment options. Because we don't want to lose you as a valued employee I will have to do further research into this matter, but ultimately I would like to conduct a performance evaluation. I understand you are on a strict deadline so I will get into contact with your supervisor and set up an immediate evaluation and we can take it from there. Thank you, Amy Item 3: Jane Swenk, I can definitely understand how the situation can be deemed unfair, especially after so many years working for the company. That is why, with an additional evaluation, we would like to consider M.O. Scott for a promotion. We will contact...
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...My Dream Job J. Ashley Yarngo Professor James Anderson Bus. 310 (Human Resource Management) STRAYER UNIVERSITY December 2, 2013 1. Create a job description and specifications for your dream job. For the past 5 years, I have taken a keen interest in the duties and functions of an Emergency Management Professional. I would certainly like to pursue a career in that area; and my dream position someday is to work in the capacity as Vice President of a major petroleum company, state or local government in charge of emergency management and preparedness. The job description for this position is detailed as follows: Job Title: Vice President for Emergency Preparedness Management Duties: The incumbent will serve as principle head of the entire corporation’s national and international emergency preparedness and management. Responsible for risk and safety operation of the Corporation’s Emergency Management Operation. Manage the efforts of preparation of contingency plans, hazards, and other operations that endanger the lives and properties of employees and community that they are in. Reporting; primarily to the Board of Directors and CEO of the corporation. The responsibility includes: Planning and ensuring safe and secured infrastructure, disaster and safety development, planning and coordinating of all emergency management activities: Oversees development, maintenance, and implementation of emergency management plans and procedures in accordance with national and...
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...candidate to determine the suitability of that individual for job/organization Issues while conducting the interview: Factors that affect the usefulness of interview: i. First impression BIAS (SNAP judgment) The interviewer should consider evaluating a candidate based on its overall behavior and knowledge about the contents of the job instead of making assessment regarding the candidates based on snap judgment or first impression. ii. Non-verbal behavior: (Impressions Management) The interviewer must be vigilant (careful) about the non verbal communication including body language, gestures, eye contents, that may affect its performance in the interview and that may create false impression of the candidate regarding its job performance. iii. Job understanding: The interviewers must be appointed who can be considered as subject matter experts and who are familiar about the requirements of the job, understand the duties and responsibilities and know about the human specifications required to perform the job activities. iv. Contrast Errors/Candidate Order Error: The interviewer should consider the overall performance of a candidate instead of under acting or over acting that person because of the specific order in which the candidate appears in front of the panel and by making comparison of the candidates with each other. v. Personal Characteristics Bias: The interviewer must consider the job related knowledge and other behavioral characteristics of...
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... LESSON: 10 Job Evaluation Learning Objectives: 1. To know basic approach to Job Evaluation. 2. To importance of Job Evaluation and its effectiveness. 3. To know the important methods of Job Evaluation. Now friends we will discuss about how jobs used to be evaluated in an organization; if somebody having any idea about it please start explaining it; this can be explained in the following way. Job evaluation is the process of analyzing and assessing the various jobs systematically to ascertain their relative worth in an organization. Job is evaluated on the basis of their content and is placed in the order of their importance. It should be noted that in a job evaluation programme, the jobs are ranked and not the jobholders. Jobholders are rated through performance appraisal. “Job evaluation is a process of finding out the relative worth of a job as compared to other jobs” Now, who is going to explain the objectives of job evaluation? The following objectives are derived from the analysis of the above-mentioned definitions: 1) To gather data and information relating to job description, job specification and employee specifications for various jobs in an organization. 2) To compare the duties, responsibilities and demands of a job with that of other jobs. 3) To determine the hierarchy and place of various jobs in an organization. 4) To determine the ranks or grades of various jobs. 5) To ensure fair and equitable wages on the basis of relative worth or value of jobs. In other words...
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...reaching beyond their own borders to buy, sell, and produce. This growth poses new challenges and new opportunities for assessment centre methodology. Whether you like it or not, traditional interviews are becoming a thing of the past. Instead, the majority of today's graduates can expect to be exposed to a day or two at an assessment centre. The assessment centre, as an approach to selection, has in recent years become very popular due to the results of better job selection in terms of predicting future job success or job performance. Loathed by most and feared by many, this complex form of appraisal system consists of job simulations, presentations, personality tests, role-playing, one-to- one interview and group discussions. So is the experience really as unpleasant, unfair and nail-biting as it appears? Let’s consider this particular methodology more thoroughly. The nature of assessment centres The assessment centre is not, as its name might imply, a place, nor is it a single unified method of predicting job performance. Essentially, an assessment centre is a structured combination of assessment techniques that are used to provide a wide-ranging, holistic assessment of each participant. However, in practice, each attribute is analysed out of the whole. The assessment centre as it exists today is a lineal descendant of the multiple assessment procedures used by German and British psychologists during the Second World War and adopted by the American Office of Strategic...
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...immediate supervisor. C. peers. D. immediate subordinates. 2. Total quality management differs from traditional performance measurement in that TQM A. focuses on support decisions about work assignments, training, and compensation. B. assesses both individual performance and the system within which the individual works. C. is a top-down review process. D. has an external, rather than an internal, focus. 3. Which of the following is a false statement about the glass ceiling? A. The barrier may be due to a lack of access to training programs, developmental job experiences, and developmental relationships, such as mentoring. B. The barrier may be due to stereotypes that hinder the development of women and minorities. C. Research shows male managers receive more assignments involving high levels of responsibility than do female managers of similar ability and managerial level. D. Research has found gender differences in accessing job experiences involving transitions and creating change. 4. If a performance measure lacks _______ reliability, determining whether an employee's performance has truly...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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