1. Human Resource Management: Recruitment, Selection, and Performance Appraisal Stephen W. Nason

2. Recruiting the process of identifying and attracting a pool of qualified candidates

3. HKUST Business School Dr. Stephen Nason Staffing Process RecruitmentRecruitment RetentionRetention SelectionSelection Labor MarketApplicants Hired Employees Long-term Employees

4. HKUST Business School Dr. Stephen Nason Before recruiting begins need know Job Analysis Tasks job requires Behaviors needed Abilities, knowledge, skills needed Manpower planning Demand analysis (employees needed) Supply analysis (employees available)

5. HKUST Business School Dr. Stephen Nason Recruitment Sources Walk-Ins Referrals College Recruiting Other Educational Sources Employment Agencies Professional Associations Advertising Temporary Employees

6. HKUST Business School Dr. Stephen Nason Choosing Recruiters strong interpersonal skills (likable) enthusiastic about company knowledgeable credible

7. Selection gathers and uses info about recruited applicants to choose which of them receives employment offers.

8. Selection Strategy selection practices must fit with org. (strategy, structure, other HR practices)

9. HKUST Business School Dr. Stephen Nason Designing a Selection Strategy 1. Assess overall work environment 2. Determine type of person required 3. Determine selection techniques 4. Reinforce person-org. fit at work

10. HKUST Business School Dr. Stephen Nason Selection Techniques (Part I)

11. HKUST Business School Dr. Stephen Nason 1. Planning Interviews must do a careful job analysis determine major interview objectives write questions -- focusing on past behaviors, intentions, knowledge, hypothetical job situations Research background

12. HKUST Business School Dr. Stephen Nason 2. Conducting Interviews establish rapport ask prepared questions give candidate opportunity to ask interviewer questions

13. HKUST Business School Dr. Stephen Nason 3. Evaluating after the interview evaluate candidate right away rate candidate on all relevant criteria

14. HKUST Business School Dr. Stephen Nason Selection Techniques (Part II)

15. HKUST Business School Dr. Stephen Nason Selecting Expatriates: Predictors of Expatriate Success technical ability managerial skills language ability emotional maturity cultural empathy adaptability spouse/family adjustment

16. Performance Appraisal the process that measures employee performance

17. HKUST Business School Dr. Stephen Nason Why assess performance employees will do whatever they are evaluated on PA determines what tasks the employees will focus on PA is important for all other areas of HRM and organizational functioning

18. HKUST Business School Dr. Stephen Nason Purposes of PA pay promotion firing training & development document feedback subordinate expression

19. HKUST Business School Dr. Stephen Nason Developing A Performance Appraisal System Choices to be made: ¬ The mix of formal and informal appraisals. ­ What factors to evaluate. ® Methods of appraisal ¯ Who appraises performance ° When to assess performance

20. HKUST Business School Dr. Stephen Nason (2) What factors to evaluate Results Behaviors Skills/Abilities/Traits

21. HKUST Business School Dr. Stephen Nason Performance measures should be 1. relevant to goals of the Org 2. controlled by individuals (not org, tech, others) 3. realistically measurable and observable 4. understandable

22. HKUST Business School Dr. Stephen Nason (3) How to measure performance Comparison to Objectives (MBO) Comparison to Job Standards Comparison between individuals

23. HKUST Business School Dr. Stephen Nason Comparison to Job Standards physical observation rating scales essays/diaries

24. HKUST Business School Dr. Stephen Nason Comparison between individuals ranking forced distribution

25. HKUST Business School Dr. Stephen Nason PA Techniques

26. HKUST Business School Dr. Stephen Nason (4) Who should judge performance? superior peers self subordinates independent outside observer customers multiple (360)

27. HKUST Business School Dr. Stephen Nason Problems and Biases in Performance Appraisal Stereotypes Primacy Effect Contrast Effect Halo Effect Similar-to-me Effect Fundamental Attribution error Self Serving Bias Harshness, Leniency, and Average Tendency Biases Knowledge-of- Predictor Bias Selective Perception Projection