CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Management Chapter 2: Recruitment and Selection and Performance Evaluation

2 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Current Issues  Characteristics of the emerging workforce Concern for work-life balance, diverse, readily change jobs  Issues and challenges Creative scheduling Family friendly work environments Diversity training Employee retention

3 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Human Resources Planning  Assess current capabilities and needs Human resource inventory Job analysis  Assess future needs based on the mission, goals, and strategy Estimates of future demand Projection of future revenues

4 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Recruitment  Process of locating, identifying, and attracting qualified applicants for available positions  Sources may be easy to identify, but candidates may need enticing to apply  A job description lists knowledge, skills, and abilities required  Notify minority groups of openings

5 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Internal/External Recruiting  Recruiting from within is the most common approach; also seek referrals  Increases morale, retains employees, records are known, less training necessary  Lack of new ideas, may settle for less qualified, may lead to violations of EEO rules, ripple effect  Recruiting from the outside may be effective  Attract the most qualified individuals, reduce resentment, brings in new ideas, recruit from minority groups  Need a lot of training, may lose employees to new opportunities, risk of the unknown Most companies use a combined approach to find the best applicants.

6 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ External Recruiting Resources  Newspaper ads  Specialized journals and publications  Professional organizations  Educational institutions  Public employment services  Private employment agencies  Labor unions and trade associations  Walk-ins and mail-ins  The Internet  Job fairs

7 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ The Selection Process  Applications and résumés are used to select qualified applicants  Employment tests must be reliable and valid; used to test job skills, personality, or written performance  Personal interviews are used to compare information on the application, face-to- face discussion  Reference checks provide additional information, legal concerns

8 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Legal Restraints  Equal Pay Act  Civil Rights Act (1964)  Age Discrimination Act (1967)  Vocational Rehabilitation Act (1973)  The Americans with Disabilities Act (1990)  Other acts and executive orders

9 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Performance Appraisal Process  One of the most difficult tasks for a manager  Conducted for employment decisions, training and development decisions, feedback to employees, and human resource management legalities  Performance standards should be outlined for each job for accountability and a source of comparison in the appraisal

10 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Elements in the Appraisal Process  Which employees are to be evaluated  Criteria for evaluation  Timeframe for evaluations  Communication with employees about the system  Training for evaluation should be done on a regular basis for those appraising  Opportunity to correct deficiencies  An appeals process must be established

11 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Types of Appraisal Systems  Graphic rating scales  A checklist  Production standards approach  Essay appraisals  Critical incident approach  Forced-choice ratings  Ranking systems  Management by objectives (MBO)  Behaviorally- anchored rating scales (BARS)  360-degree feedback

12 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Problems in Appraisals  Misunderstanding the purpose  Improper system design  Use of improper methods  Lack of evaluator training  Lack of effective communication  Subjective evaluations lead to problems like central tendency, leniency, recency effect, halo/born effect, discriminatory stereotyping, and the fear of complaints

13 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Performance-based Pay  Some employers tie performance appraisals with salary raises, merit pay, or incentive pay which can be difficult Specifying and measuring job performance accurately and fairly Identifying rewards valued by employees to provide incentives Linking rewards to job performance must be clear to everyone

14 CPS ® and CAP ® Examination Review MANAGEMENT, Fifth Edition By Haney and Mazzola ©2005 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Evaluation Interview  An opportunity for the supervisor and employee to discuss performance and make plans Target areas for improvement, discuss specific activities, allow employee feedback, set goals for the next year  Supervisor should be sure employee understands the entire process and its results Signing the report, disagreeing with the report