PPT On HR Policies And Practices

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HR Policies And Practices Presentation Transcript:
1.HR Policies & Practices

2.Selection DevicesInterviews
Are the most frequently used selection tool.
Carry a great deal of weight in the selection process.
Can be biased toward those who “interview well.”
Should be structured to ensure against distortion due to interviewers’ biases.
Are better for assessing applied mental skills, conscientiousness, interpersonal skills, and person-organization fit of the applicant.

3.Written Tests
Renewed employer interest in testing applicants for:
Intelligence: trainable to do the job?
Aptitude: could do job?
Ability: can do the job?
Interest (attitude): would/will do the job?
Integrity: trust to do the job?
Tests must show a valid connection to job-related performance requirements.

4.Performance-Simulation Tests
Based on job-related performance requirements
Yield validities (correlation with job performance) superior to written aptitude and personality tests.
Work Sample Tests
Creating a miniature replica of a job to evaluate the performance abilities of job candidates.

5.Training and Development Programs

6.What About Ethics Training?
Arguments for ethics training
Values can be learned and changed after early childhood.
Training helps employees recognize ethical dilemmas and become aware of ethical issues related to their actions.
Training reaffirms the organization’s expectation that members will act ethically.

7.Training Methods

8.Individualizing Formal Training to Fit the Employee’s Learning Style

9.Career Development Responsibilities
Employees
Know yourself.
Manage your reputation.
Build and maintain network contacts.
Keep current.
Balance your generalist and specialist competencies.
Document your achievement.
Keep your options open.

10.Purposes of Performance Evaluation
Making general human resource decisions.
Promotions, transfers, and terminations
Identifying training and development needs.
Employee skills and competencies
Validating selection and development programs.
Employee performance compared to selection evaluation and anticipated performance results of participation in training.
Providing feedback to employees.
The organization’s view of their current performance
Supplying the basis for rewards allocation decisions.
Merit pay increases and other rewards

11.Performance Evaluation and Motivation
If employees are to be motivated to perform, then:
Performance objectives must be clear.
Performance criteria must be related to the job.
Performance must be accurately evaluated.
Performance must be properly rewarded.

12.The primary objective of the 360-degree performance evaluation is to pool feedback from all of the employee’s customers.

13.Graphic Rating Scales
An evaluation method in which the evaluator rates performance factors on an incremental scale.

14.Behaviorally Anchored Rating Scales (BARS)
Scales that combine major elements from the critical incident and graphic rating scale approaches: The appraiser rates the employees based on items along a continuum, but the points are examples of actual behavior on a given job rather than general descriptions or traits.

15.Forced Comparisons
Evaluating one individual’s performance relative to the performance of another individual or others.