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This 14 page Study Guide was uploaded by Andrea Faria on Tuesday March 31, 2015. The Study Guide belongs to 302 at a university taught by Professor Hagan in Spring2015. Since its upload, it has received 161 views.
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Better than the professor's notes. I could actually understand what the heck was going on. Will be back for help in this class.
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Date Created: 03/31/15
Human Resources Management MGT 302KY Quiz 2 Spring 2015 Study Guide Chapter 6 Selection Know a working de nition of selection pp 185186 slide 2 and general information about selection discussed in class ie How is performance defined Is the past a good predictor of the future DID 185186 slide 2 0 Selection Process of gathering and assessing information about job candidates in order to make HR decisions Performance P f motivation X ability We don t know unclear Not necessarily it is not a good predictor of the future people can change 0 Know the common methods of assessing applicant backgrounds application blanks resumes WABs biographical info forms BIBS references background checks DD 191196 slide 4 0 Applications and biographical data Alternatives to traditional job application blanks o Weighted application blanks WABs 0 When you get an application you score it 0 College education 10 points 0 Biographical information blanks BIBS 0 Essay questions 0 Personal directed question Legally treated as a quottestquot 0 Reference and background checks 80 companies use Alternative quotconstructed letters of reference Outsourcing reference amp background checks Credit checks and fair credit reporting act FCRA Give the candidate notice in writing that you will give a background check and get approval 0 Give them a summary of their rights 0 Contact a contact investigation everything in compliance with federal law 0 If someone doesn t pass give them a copy of the result Be careful with applicants suing and organizations suing Know cognitive ability tests what they are plus their strengths and weaknesses pp 196201 slide 5 o The most common test it measures mental aptitude or mental capacity to acquire knowledge and used to predict future performance 0 Most valid 0 Strengths Not IQ test but very related Highest coherelation If going to use cognitive ability 3 purposes 0 Prepare your response to an adverse impact Manipulate the cut off point set a cut off point 0 Can do what is called score banding o A 90 till 100 o B 80 89 Ad they are valid Ds adverse impact 0 Weakness Risk they have adverse impact 0 Are interviews treated differently than other selection tools under Title VII adverse or disparate treatment and adverse or disparate impact rules 0 NO subject to adverse impact not a quantitative test score 0 You can measure it in interviews Know personalitv testing what it is different approaches advantages and disadvantages pp 202208 slide 5 o It is an individual physiological make is that accounts your constant personality and behavior 0 Two types Projective tests 0 Interpreted by psychologist and psychiatrist o Rohshack o Ink blot o Sentence completion Advantage o Scoring distinguishes discsed cant know what the right answer is Disadvantage o Expensive intrusive Self report personality inventory Inexpensive easy to correct NEO act or Ocean Big 5 personality test inventory o N neurotic E extroversion vs ntroversion O Openness A Agreeable C contentious purposeful dependable 0 Pros inexpensive and easily administered ok validity o Cons Faking answers 0000 0 Know performance testing what they are and how they work pp 214219 slide 6 0 Work Samples 49 highest validity Applicants demonstrate that they possess sufficient competency of representative tasks 0 Ex traditional typing test Examples that you can do your job They want to see If you can do it 0 Assessment Centers check your critical thinking Combination of performance tests Typically used at managerial eve Time expense of professional assessors Know interviewing what are the major types and why are they used the biases that affect their vaiditv and how their vaiditv can be improved DD 219226 sides 78 0 Major types Structured and unstructured semi structure combination of both 0 Problem unstructured Individual groups panel one candidate multiple interviews Behavioral and or situational interview 0 Subject to rating bias and or discriminatory bias 0 Improving validity of interviewing Limit amount of pre interview information available to interviews Job information 0 Job related questions Plan interview Conduct interviewer training Use formal rating forms Maintain consistency in environment Encourage interviewer note taking Use effective interview types Structured same questions same order to all interviews vs unstructured conversational semi combination of both interviews 0 Multiple interviews 0 Behavioral or situational interviews 0 Bias in interviews Applicant Attributes Gender bias 0 First impression effect Nonverbal communication the way you walk posture eye contact 0 Physical attractiveness how you dress and how you represent yourself Interview Attributes o Similarity effect Likeability 391dealappHcanF Stereotyping Decision time SituationalAttributes Job information 0 Applicant information 0 Interview conditions Chapter 7 Performance Appraisal Know a workable de nition of performance based on your text p 241 slide 2 and the 5 dimensions of appraisal p 246 slide 3 0 Performance the record of outcomes or behaviors produced on a speci c job or activity during a speci c time period Know the choices concerning what is appraised and the primary criteria on which the value of performance may be assessed pp 246248 Fig 74 on p 247 slide 4 0 Measurement Content speci cally what are we appraising 0 Focus of the appraisal Traits NONONO problem highly subjective Should do that Behavior 0 Work on deadline Can you rely 0 Always on time Outcomes The effectiveness of what they produce 0 Types of appraisal criteria big 6 Quality Perfection work approaches perfection Quantity 0 The amount done Timeliness Time from deadline Cost effectiveness 0 Within budget Need for supervision How independently can someone work Interpersonal impact 0 Degree in which they nominate things willing and good will Know the various rating formats ie tvpes of rating instruments pp 248255 Figure 75 on p 249 slides 511 0 Measurement process tools techniques used Rating format options 4 types below 0 Types of rating instruments Comparisons among ratee s performances straight ranking paired comparisons forced distribution Compared people on the based of their performance Any kind of ranking system 0 Comparisons among performance level anchors forced choice Multiple choice 4 options choose 2 that people do better 0 Comparisons to Performance Level Anchors PLAs Graphic ratings scales 0 Behaviorally anchored rating scales BARS 0 Management by objectives MBO Appraising people on how well they performed based on previous goals Know the major rater errors Know intentional vs unintentional rating errors and how thev mav be controlled pp 255260 slide 12 Rate errors and biases disforcement ofjudgment o Leniency vs severity super severe Everybody did great 0 Central tendency Tendency to go right to the middle 0 Halo Spill over effect just because someone does something well this person is seen as doing everything else well 0 Horn Opposite of halo 0 Primacy suppose that the same thing occurs looking at the rst month and assume that the last ones are the same and Recency only look at the last two weeks and think that the rest is the same Sampling error rater pends a good amount of time across the periodel time Unintentional errors 0 Need training 0 2 types Don t know how to do it Way to x it by training them Intentional Errors 0 ln ate their performance appraisal scores 0 Multiple errors Purposefully know that the people you hired are bad but you try your best to x their mistake What are the characteristics of a good rater Know what 360dedree performance appraisal is and related issues pp 262263 slide 13 De ning the rater 0 Self appraisal 360 appraisal 0 Supervisor appraisal Other higher level managers 0 Peer Appraisal 0 Customer appraisal Important formation about who is doing what 0 Subordinate appraisal Second oldest manager supervisor Long standing source of information 0 Some combination of the above 0 What is a good rater Understanding the job Opportunity to see you doing it or observe the experience outcome Able and capable accurately Motivated to do a good job Someone that opinion matters Know when to evaluate group vs individual performance pp 263264 slide 13 High group cohesiveness and you don t wont tear it apart You want to pull apart but you cant Focuses the group how they do what they do better Generallv know the legal issues concerning performance appraisal pp 245246 slide 14 Performance Management Legal Issues 0 Appraisal content Is it job related Objective rather than subjective 0 Procedures People should know whats expected from them 0 Documentation of appraisal results If you want a copy you can have it o Raters How valid reliable How well trained PM techniques Know the characteristics of effective performance appraisal programs slide 16 Standard are clear communicated in advance achievable and related to busness effectivess Standards are uniform for identical jobs Results andor behaviors are related Formats used for rating are speci c descriptive observable job related Requires supporting evidence particularly for extreme ratings Situational constraints are speci cally considered Raters have rst hand knowledge of rate behaviors outcomes Raters are trained in effective evaluative techniques Raters are motivated to rate accurately Organizations holds raters accountable for effective appraisal Rates actualy see and sign formal appraisal documents Feedback sessions are planned purposeful and encourage two way communication Process exists to appeal appraisal results Chapter 8 Training and Development Know the differences between training and deve0pment b 275 notes on slide 2 Gap closing process 4 differences 0 Focus T Current job D future job 0 Time Frame T takes shorter D takes longer 0 Gradual change T 1 week or less D long time 0 Investment D lots of it risk T not so much Training 0 Any attempt to improve employee performance on a currently held job or one directly related to it Development 0 Learning opportunities designed to help employees grow What is quothigh impact trainingquot your notes on slide 2 High leverage training Training when its conductive this way should have pay off 0 4 characteristics Training needs to be based on a need assessment what are the problems gather information ask managers what the problem is gather data Basedconsider on the rm strategy direct connection on how you create competitive advantage Bench marking your training against the practice of companies that have the credibility of having the best training Good impact is based adopting on adult learning instead of child learning Know the model for the Training and Development process and what activities occur at each step Please use slide 3 rather than textbook b 278 model slide 3 is the more commonlyused model ADIE OR ADEI ACROMON The IIRD Process Assessment Implmlta lom Emn w generally know what happens in each stage ADICIONAR Know the phases and importance of training needs assessment pp 279282 slide it Gap sharing process between training and development Purpose to identify discrepancies between actual and required performance Organization analysis 0 Where is the training needed 0 What are business goals that are not being achieved etc Job analysis 0 What training is needed 0 What jobs are not performing to their highest level etc Person analysis 0 Who needs training 0 Performance appraisal Know the issues involved in designing the learning environment pp 283286 slide 6 Meaningfulness of the material 0 What would it do to us Original learning 0 Never heard off before then gather the challenge Interference 0 Every time they learn something new here are old things that come back and confuse them Know onthejob vs offsite quotclassroomquot approaches to training advantages amp disadvantages and know what quotexoerientialquot vs informationalquot trainind methods include pp 288300 slide 6 Off site classroom 0 Advantage You can do all kinds of training techniques control of the environment Large numbers of people in the same time o Disadvantages High cost Training costs Transfer of training to actual job training On the job 0 Most common scenario 0 You do the real job for a little bit and then you train You work with someone that will show you how to do it o Disadvantage Physical constrains about what you can and cant do If a trainee was not properly trained can break equipment s Costumer issues Safety 0 Advantage Learn and shadow the person Learn from experience Low cost CBT 0 Computer based training 0 Very expensive Experiential 0 Better for adults Case studies given a theoretical situation and they see what will you do Simulations computer based program that you actually make decision and you are competing again another group of people who are doing the same case Role playing give you a scenario and they have to act it out Behavior modeling role playing on steroids having a subject expert involved What is transfer of training and why is it important Know the principles relating to transfer of training pp 287288 but mostlv vour notes on slide 7 Is the process of progress regarding the training 0 Positive Before and change it after 0 Negative You don t improve after training 0 Zero No difference after the training 0 Near Things that you learned in the training and you see a lot and do it very often 0 Far Things that you don t do often Transfer principles 0 Identical elements Telephone example 0 Transfer through principles 45 models mix and match routine Cognitive transfer 0 Explain how the system works Support in the work environment 0 New behaviors are rewarded and they want to see change 0 Relatively comfort that the environment that the trainee will return is a welcoming place Selfmanagement strategies 0 We acknowledge the transfer problem during the training and expose it to the trainee problems that they might run in to o What can we do in order for you to do it better how can we help you overcome this issue Psychological o If someone is trained to work in the silence they should work in a silence place If they are going to work In a noisy place they should be trained in a noisy place Physical 0 Must have exactly what the trainee was trained with 0 Don t put something in front of someone unless you are certain that they will be doing it Know the principles related to training evaluation and the levels of evaluation pp 300305 slides 89 make sure vou include ROI as the 5th level Training evaluation collection of information of weather trainees were satis ed learned the materials etc data gathering process 0 What did we achieve and at what cost Did we respond to assessed needs Did we respond to real needs Was it the training that created the change Should there be a next time 0000 o If so what should we do differently o How can we apply what we learned here too the other programs Levels of evaluation 0 Reaction Did the trainees feel that the program was effective useful well conducted Survey them 79 0 Learning Did the trainees learn what they were supposed to learn Test them 38 0 Behavior Does the trainee transfer the information skills knowledge learned behavior Outcomes of the job Subject expert 15 0 Results Has the training improved organizational effectiveness 9 o ROI return on investment Relationship of cost of training to value of training outcomes Chapter 10 Compensation Know the basic provision of the Fair Labor Standards Act pp 370371 slide 3 0 Fair Labor Standards Act 1938 amended 2004 0 Minimum wage 0 Hours of work Overtime provisions 0 Were supposed to be a penalty for not organization it well enough to know that the job needed more time to be done Calculation of overtime Exemptions from overtime provisions 0 Child Labor Know the 3 main goals of pay systems and the tools and techniques relating to each goal slide 4 plus chapter 10 in general 0 Internal consistency also called internal equity o If you get promoted you will get more money but will have more work load 0 How the program hangs together 0 Are the right people getting high paid or low paid 0 Tools and Techniques Work analysis 0 What does the job do Workskill description KASOCs Job evaluation 0 To make sense out of the relative value 0 Market competitiveness o Is about going externally to the market place supply and demand tends to rule 0 Tools and Techniques Market decision 0 Understand and make good decisions in the market place Market surveys Get from the government Policy Lines 0 Large organization way of summarizing the statistics policy lines Recognizing contribution 0 Larger donations are more cognizable than small ones Know the methods for evaluating iobs and achieving internal eduitv within the traditional approach to compensation pp 362364 Figure 104 on p 362 slide 5 0 Job evaluation 0 Systematic rational assessment ofjobs within an organization to determine their relative worth 0 Goal 0 Internal equity 0 Which method 0 Ranking Simple alternate paired comparison 0 Classi cation 0 Point factor plan Know general information regarding external competitiveness or eduitv Know what quotbenchmark jobsquot and quotthe relevant marketplacequot are pp 365366 notes on slide 6 0 Conducting a wage survey 0 Do it yourself or it has been already done 0 Choosing a pay policy 0 How are you going to pay 0 The leading option search the market and pay more 0 Pay at market average 0 Hybrid policy pay differently for different types of job Different approaches 0 Basis for market comparison 0 Analyzing market data 0 All kinds of different ways Each company decides one way 0 Reconciling internal with external considerations Know the 5 categories of employee bene t plans and which tvpes of prodrams t within each category pp 378388 slide 11 0 Government mandated programs 0 Social security 0 Unemployment 0 Workers comp o FMLA o COBRA Protection programs 0 Health care 0 Survivor plans life accident etc 0 Disability plans short and long term 0 Long term capital accumulation programs 0 Pension 0 Pro t sharing 0 Thrift and savings 0 Pay for time off 0 Holidays vacation 0 Sick pay 0 Personal leave 0 PTO banks 0 Employee services and allowances Employee assistance programs 0 Counseling support Tuition reimbursement Housingrelocation plans Childfamily care plans Employee recognition programs 0 0000
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