1. STAFFING- CHAPTERS 19, 20, & 21 CHAPTER 19

2. The Staffing Process Identification of job descriptions and job specifications to determine qualifications of job applicants Recruitment of applicants Screening of applicants Selection of the best applicants for available jobs Proper orientation, placement, and training of employees Development of employees Compensation Performance evaluation Reward for good performance or disciplinary actions for poor performance

3. CHAPTER 20 The Selection process involves: Gathering and evaluating information about job applicants so that employers can offer employment to the best applicant Various selection tools are available to obtain the job-related information about a candidate, including application blanks, tests, and employment interviews An employment interview could be: - Directive or structured - Nondirective

4. The Role of the Supervisor in Conducting the interview Prepare for the interview Create a leisurely atmosphere Put the job applicants at ease and build rapport by opening with a broad question Proceed to discuss job related questions Ask questions one at a time and slowly Be mindful of Equal Employment Opportunity Laws that prohibit illegal or discriminatory questions Give an honest job preview Do not oversell the job Take notes on important factors Give the job applicant an opportunity to ask questions Evaluate job candidates fairly Choose the best candidate to fill the vacant job position Document hiring decisions

5. CHAPTER 21 Performance Appraisal: A continuous process that measures the performances of employees. This process is a useful tool to: Identify individuals for promotion and salary increases Coach employees to improve performances Identify training needs Identify work requirements, performance standards, and appraisal and recognition of job-related behaviors Make decisions regarding demotion, transfers, and possible termination of employment Maximize employee motivation and productivity Minimize the chances of litigation

6. Problems in Performance Appraisal Ratings Overly lenient Overly harsh Consistently rating employees as average when they deserve a higher or lower rate Influenced by the halo effect Judging more favorably the employees whose attitudes resemble those of the rater The potential to be lenient when pay raises and promotions depend on appraisal ratings

7. Methods of Performance Appraisals: Comparative standards - Simple ranking - Paired comparison - Forced distribution Absolute standards - Critical incidents - Graphic rating scale - BARS - 360 degree feedback

8. Summary of an effective Performance Appraisal Both the supervisor and employee should prepare for the performance appraisal interview Supervisor should encourage the employee to participate in the performance interview through the following ways: - tell-and sell - tell-and-listen - problem-solving - mixed interview Supervisor should focus on the total performances of the employee, not just the negative Supervisor should base the performance evaluation on the entire appraisal period rather than on the most recent behaviors of the employee Supervisor should focus on the present qualities of the employee’s performance. Past performance ratings should not influence current ratings

9. The supervisor’s Responsibility in Wages, Salaries, and Benefits Ensures that wages paid to employees in the department are properly aligned internally and externally through: - Job evaluation - Collecting accurate wage salary data in the community for similar jobs in similar organizations

10. Promotion It is wise for an organization to promote from within when feasible to do so because it increases job satisfaction and is a powerful incentive for employees to perform better The most important criteria for promotion are merit, ability, and seniority