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Chapter 7 notes

by: Kimberly Scott

Chapter 7 notes MGT 361

Marketplace > Business, management > MGT 361 > Chapter 7 notes
Kimberly Scott

GPA 3.8

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About this Document

These notes cover chapter 7
Management 361
Mr. Pendel
Class Notes
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This 2 page Class Notes was uploaded by Kimberly Scott on Tuesday March 1, 2016. The Class Notes belongs to MGT 361 at a university taught by Mr. Pendel in Spring 2016. Since its upload, it has received 40 views.

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Date Created: 03/01/16
Chapter 7 notes Selecting employees to fit the job and the organization Selection: The process of obtaining and using information about job applicants to determine who should be hired Objective is to predict the future performance of applicants Firm assesses job requirements and needs Applicants are assessed to determine their competencies, preferences, etc. Obtaining a capable workforce: Strategic importance of selection Selection practices endure hired employees are:  Capable of high productivity  Motivated to stay with the organization for as long as the organization wants  Able to engage in behaviors that result in customer satisfaction  Capable of implementing the company strategy Economic utility: The net monetary value associated with using a selection procedure. Cost of Decision:  Time and resources  More expensive procedure will be justified when o Tenure will be long o Increases in performance have large impact o There are many applicants Other HR activities:  Fairness and legal compliance  Job anal and competency modeling  Training and development  Recruiting and retaining External and organizational environments:  Laws and regulations  Labor markets  Company culture Predictors: Pieces of information used to make a selection decision Assessment techniques: Choosing how to measure predictors of interest Valid predictors: Affirming the usefulness of gathered information for predicting applicant’s outcomes **Using job anal will help us Negligent hiring: Employers have a legal duty to not hire unfit persons. Behavioral job interviews:  Ask interviewee to describe instances of past behavior o Past behavior is the best predictor of future behavior  Ask interviewee to respond to hypothetical job situations  It is illegal to inquire about disabilities before a job offer is made  General health exams can only be given after job offer has been made Drug and alcohol testing: Preemployment testing is permissible and may be mandatory Disparate treatment Adverse impact Discrimination against an entire group


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