Upload
amitsinghbdn
View
218
Download
0
Embed Size (px)
Citation preview
7/29/2019 Working With Employees - Chapter 15
1/56
Chapter 15
WORKING WITH EMPLOYEES
7/29/2019 Working With Employees - Chapter 15
2/56
p
Management Talk
What makes us stand out is our heritage as a
cooperative and commitment to providing agreat work environment. While we work hard to
create a challenging and enjoyable workenvironment, it takes great people to be a best
company.
Wally Smith, REI, President and CEO
7/29/2019 Working With Employees - Chapter 15
3/56
Objectives
Understand the methods that organizations useto select employees
Explain the difference between a transfer,promotion, and separation
Identify different methods of training employees Understand the methods that organizations use
to measure performance Explain the process of Management By
Objectives Understand the importance of rewarding
employees
7/29/2019 Working With Employees - Chapter 15
4/56
Understanding Management
REI (Recreational Equipment Inc.) has repeatedlybeen named to Fortunemagazines list of 100 bestcompanies to work for in America.
The outdoors and sporting goods retailer has earnedthis distinction by offering employees a unique set ofbenefits, including flexible health, life, and disabilityinsurance plans, an employee profit-sharing plan, anda challenge grant program that encourages
employees to test REI products on wildernessadventures.
7/29/2019 Working With Employees - Chapter 15
5/56
Management Skills
Why would employee enthusiasm beimportant to a company like REI?
If you were publishing a list of the 10 bestcompanies to work for in your town, whatthings would you take into consideration?
7/29/2019 Working With Employees - Chapter 15
6/56
Sec. 15.1: Meeting Personnel Needs
What kind of experiences have you hadapplying for jobs?
7/29/2019 Working With Employees - Chapter 15
7/56
What Youll Learn
How companies use methods such asinterviewing and testing to selectemployees
How the human resources departmenthandles employees leaving positions
What training techniques companiesdevelop to teach new concepts
7/29/2019 Working With Employees - Chapter 15
8/56
Why is this important?
A successful manager must develop effectiveprocesses to select, train, and maintain
employees
7/29/2019 Working With Employees - Chapter 15
9/56
How Companies Select Employees
Human Resources (HR)
A department that recruits employees, manages trainingand compensation, and plans for future personnel
HR Functions Advertise positions, select from applicants, fill positions
Develop employee plan in respect to company goals andbusiness environment
Create a Job Description Written statement identifying the type of work and necessary
qualifications for a job
Sets the standards against which applicants can be rated
Online Source: www.workforceinfo.state.il.us (Career Click)
http://www.workforceinfo.state.il.us/http://www.workforceinfo.state.il.us/7/29/2019 Working With Employees - Chapter 15
10/56
How Companies Select Employees
THINGS LISTED ON A
JOB DESCRIPTION:1) Essential job functions2) Knowledge and critical skills3) Physical demands4) Environmental factors5) Any information that may be
necessary to clarify jobduties or responsibilities
SAMPLE:
Title: Receptionist
Duties and responsibilities:Receives and directs phone calls, greetsvisitors, receives and sorts mail andpackages, orders office and kitchensupplies, key documents when required
Qualifications:High school graduate. Needs goodcommunication skills and ability to getalong with people.
Keying speed of 45 wordsper minute.Experience desirable but notnecessary.
Salary: $20,000- $25,000, depending onexperience
7/29/2019 Working With Employees - Chapter 15
11/56
Alternatives to Adding
StaffFreelancers
*
Interns
*Temporary Workers
7/29/2019 Working With Employees - Chapter 15
12/56
Freelancers
Provide services to business by hourlybasis or by the job
Used when full time employment is notneeded
Examples: Bookkeepers, accountants,lawyers, graphic designers, windowdisplay artists, advertising copywriters,and photographers
7/29/2019 Working With Employees - Chapter 15
13/56
Interns
Students, who will work for little or no payin order to gain experience in a particularfield
Found in community, local colleges, andhigh schools
7/29/2019 Working With Employees - Chapter 15
14/56
Temporary Workers
Can be used for long periods of time as analternative to full time hiring
Paid a workers salary plus a fee to theagency who supplies the worker
Ex: Seasonal, substitute for injured or sickworkers on leave
7/29/2019 Working With Employees - Chapter 15
15/56
How Companies Recruit Employees
Get the readers attentionStimulate the readers interestPresent a solid specific factEnd ad with a call to action
Find employees for businesses andother institutionsTry to match people with jobs theirlooking for to the right businessCharge a fee when they are successful
Most college and universities havethemCollect info on career and employmentopportunities
Make them available to students orgraduatesNo fee is chargedAsk college to make you businesslisted at their placement center
7/29/2019 Working With Employees - Chapter 15
16/56
How Companies Recruit Employees
Often businesses exceptreferrals from reliablesources on a good
applicant for a job theiroffering
On the world wide web mostly allcompanies use their business websites to post job availability andhave online applications
Also businesses can mention theirlocation for people to apply
Online Job Search Databases
Post Classified Ads and Resumes
www.monster.com
www.careerpath.com
www.careerbuilder.com
http://www.monster.com/http://www.careerpath.com/http://www.careerbuilder.com/http://www.careerbuilder.com/http://www.careerpath.com/http://www.monster.com/7/29/2019 Working With Employees - Chapter 15
17/56
The Selection Process
Standard Selection Procedures
1. Preliminary screening
HR Department will sort out hundreds of letters and resumes inresponse to one classified ad
I.E. Southwest Airlines receives 129,000 resumes and hiresapproximately 3,411 people every two years
Applicant pool is narrowed and input from team members is given
Check applicants references and credentials
Call for an interview
7/29/2019 Working With Employees - Chapter 15
18/56
The Selection Process
Standard Selection Procedures
2. Testing
Used to differentiate applicants with similar credentials
Provides a uniform evaluation of the qualifications of a prospectiveemployee
Predictive Index (PI) 10-minute personality test is used for effectively hiring and working with
employees
Identifies an individuals strengths and weaknesses
Over 3,000 companies use it (IKEA, Budget Rent-A-Car, colleges,professional sports teams)
Validity and Reliability of Test
Factors relevant to the job
Group of people taking test under similar circumstances get similar results
Remove the element of chance
7/29/2019 Working With Employees - Chapter 15
19/56
The Selection ProcessCommon Employment Tests
Aptitude TestMeasures capacity to learn a particular subject or skill
Psychomotor TestMeasures strength, dexterity, and coordination
Job Knowledge Test
Measures knowledge related to a particular job
Proficiency TestMeasures performance on a sample of the work required in the
job
Interest TestCategorizes applicants interests relative to the job
Psychological TestAttempts to define personality traits
Polygraph TestRecords changes in physical response as a person responds toquestions to determine whether responses are truthful
7/29/2019 Working With Employees - Chapter 15
20/56
The Selection Process
Standard Selection Procedures
3. Employment interview
Allow the employer to learn more about the applicant than can beconveyed in a resume or cover letter
Preparing for an Interview
Setting aside space - Privacy
Putting the applicant at ease Small talk, Refreshment, Interviewer shouldbe outgoing trained in interviewing skills
Taking control over the interviewtake notes to record important points,encourage applicant to talk, but control the direction of discussion
7/29/2019 Working With Employees - Chapter 15
21/56
The Selection ProcessStandard Selection Procedures
3. Employment interview
Structured Interview
Prepare a list of questions when interviewing many applications for oneposition
Provides uniform information for each applicant
Remind the applicant to cover each question
Where do you want to be in five years?
What are your strengths in working with others?
Unstructured Interview
A conversation between employer and applicant in a relaxed environment
Ask open-ended questions
Why did you leave your previous job?
Tell me about yourself
Applicant has the opportunity to ask questions about the organization
Not always reliable interviews
Pertinent questions may not be covered and bias is a possibility
7/29/2019 Working With Employees - Chapter 15
22/56
The Selection Process
Standard Selection Procedures3. Employment interview
First Impressions on personal attributes can be taken into consideration
Halo Effect
Single characteristic dominates the interviewers impression of the applicant
(I.E.) - Pleasant Personality dominates the perception of the applicant andother concerns are overlooked
Doesnt indicate if the candidate is qualified
Applicant with a pleasant personality in an interview is common
7/29/2019 Working With Employees - Chapter 15
23/56
The Selection Process
Standard Selection Procedures
4. Personal judgment
Choosing which individual gets the job
Employer must make a value judgment as to which applicant would bemost successful
Follow the selection procedures for effective decision
What if no applicants are qualified?
Offer a higher salary or better benefits to attract more applicants
Re-advertise in a different newspaper or Web site
7/29/2019 Working With Employees - Chapter 15
24/56
Legal Considerations in Selection
The Wrong Questions
Due to federal law, certain questions cannot be asked of job candidates.
Questions to avoid when interviewing candidates include:
1. Age (may ask if they are older than a certain age if it is a requirement to ofthe job [i.e.-school bus driver, forklift operator]
2. Date of birth
3. Religion or church affiliation
4. Father's surname or mother's maiden name
5. Marital status
6. What languages they speak (unless it is a job requirement)
7. How many children they have, their children's ages and who will care for thechildren while applicant is working
8. Financial information not related to compensation
9. If they served in the military of any foreign country10. If they have ever been arrested? (may ask if they have been convicted of a
felony/misdemeanor)
7/29/2019 Working With Employees - Chapter 15
25/56
Legal Considerations in Selection
Griggs v. Duke Power Company African American employees at a power-generating plan
objected to the requirement of a high-school diploma orpassing an intelligence test as conditions of employment in ortransfer to jobs at the plant
Court decided if a test negatively impacts female or minoritygroup applicants, then company must prove validity andprevalence to job requirements
Even if a company does not mean to discriminate, if may
unintentionally select an unfair test
Findlaw.com source: GRIGGS v. DUKE POWER CO., 401 U.S. 424 (1971)
http://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21c7/29/2019 Working With Employees - Chapter 15
26/56
Legal Considerations in Selection
Albemarle Paper Company v. Moody North Carolina paper mill was seeking the reversal of a Court of Appeals
decision that eliminated its testing program and awarded back pay to a groupof African American employees
Managers argued that in addition to creating diversity programs, they hadstatistical proof that their testing was job-related
Lower court noted that they had made efforts to deal with segregation
Supreme Court agreed with Court of Appeals that the intentions of thecompany were not the main issue
It held that it was not enough to show that the best workers did well on thetests, or that a testing program improved the overall quality of the work force.
Any tests had to be specifically related to performing the job in question.
Findlaw.com source: ALBEMARLE PAPER CO. v. MOODY, 422 U.S. 405 (1975)
T f P i d
http://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21c7/29/2019 Working With Employees - Chapter 15
27/56
Transfers, Promotions, and
Separations
HR Department must account for employees leavingpositions, as well as new employees being hired
Transfers
Moves an employee into another position within thecompany
Generally maintains the same level of responsibility andpay
Employee can learn different functions withinorganization
T f P ti d
7/29/2019 Working With Employees - Chapter 15
28/56
Transfers, Promotions, and
Separations
Promotions Moving to a position of greater responsibility with higher
status and pay
Merit-based and encourage performance
Considerations: Merit, seniority, or length of service
Performance in current job
How they will adapt to new job (aptitudes and interest)
Peter Principle possible for employees to be promoted untilthey reach a level at which they can no longer perform
Employee has risen to her level of incompetence
Will gain a mediocre employee and lose a competent one throughinappropriate promotion
T f P ti d
7/29/2019 Working With Employees - Chapter 15
29/56
Transfers, Promotions, and
Separations
Separations - Final way in which an employee leaves a position
Voluntary employee resignso Exit Interview pinpoints reasons why an employee is leaving
Involuntary employee is laid-off or terminatedo Layoffs there is not enough work for all employees
o Result of downsizing to increase efficiency
o Employee can be called back
o Termination employee is asked to leave because of poorperformance or failure to follow company ruleso Failures from previous actions of training, counseling, and/or disciplinary
action
o Last result
o Possible reassignment to a less stressful job will eliminate the waste of
company resources and time invested in hiring and training that individual
7/29/2019 Working With Employees - Chapter 15
30/56
Training Employees
A way for employees to learn new concepts, gain newskills, or update existing ones
Training can be to entire organization if a new way ofoperating a business function is implemented (I.E. - District211 Online Gradebook)
Provide meaningful training
Positive reinforcement
Feedback regarding progress
Encourage learning by setting standards and measuring performance
Outback Steakhouse, the Australian-themed franchise
Monthly video conference meetings to all kitchen staff
Forum to discuss cooking and menus
Serving techniques to food handling
7/29/2019 Working With Employees - Chapter 15
31/56
Training Employees
On-the-Job Training Employee works and trains under close supervision until he or she
understands the task and performs it correctly
Job Rotation Cross-Training: a form of on-the-job training that exposes employees to
several jobs within an organization
Perform each job for a fixed period
Allows employee to master many skills
7/29/2019 Working With Employees - Chapter 15
32/56
Training Employees
Vestibule Training
Training area is set up with equipment similar to thatused in the actual job
Employees learn and practice in a simulated workenvironment Used to train cashiers, bank tellers, clerks, and
technicians
Creating training area can be expensive
Can the employee adapt to working in the realenvironment, with all its pressures, when training end?
7/29/2019 Working With Employees - Chapter 15
33/56
Training Employees
Apprenticeship Training
Time-tested form of on-the-job training
Experienced worker (mentor) passes on skills to an
assistant Skilled occupations
Carpentry
Mechanics
Physicians
7/29/2019 Working With Employees - Chapter 15
34/56
Training Employees
Classroom Training
Presents general information about the organization,rules, safety, and job concepts in a classroom setting
Lectures, Q & R, Open Discussion
Allows for information to be shared with large groupsat low cost 2-hour Bus Driving Re-fresher Courses (Mandatory)
7/29/2019 Working With Employees - Chapter 15
35/56
Training Employees
Computer-based Training
Internet Training in the classroom or on an individualbasis, contributes to employee development at a lowcost
View material at computer workstations and answerquestions at their own pace
Electronic learning will grow to approx. $23.7 billionby this year(Source: International Data Corporation)
Percentage of Organizations Using
7/29/2019 Working With Employees - Chapter 15
36/56
Percentage of Organizations Using
Various Methods for Employee Training
92% 90%
79%
62%
54%
51%
46%43%
41%
27%17%
11%
10%3%
0%
10%
20%
30%
40%
50%60%
70%
80%
90%
100%
Percentage
Video
Lectures
One-on-One Instruction
Role Plays
Simulations/Games
Audio
Slides
Films
Case Studies
Self Assessment
Self-Study Programs
Multimedia
Teleconferencing
Video Teleconferencing
Computer Conferencing
Source: Adapted by B. Filipczak, What Employers Teach, Training 29, no. 10 (1992) p. 46.
1992 Lakewood Publications, Minneapolis, MN.
7/29/2019 Working With Employees - Chapter 15
37/56
Extension Activity!!!
Have students interview personneldirectors (at the school or in a business)
about what types of interviews theyconduct and what general traits they lookfor in new hires.
Have students use the Internet to research
and compare career tests
7/29/2019 Working With Employees - Chapter 15
38/56
15. 1: Chapter Summary
The employee selection procedure includesscreening, testing, and interviewing
Employees may leave a position through
transfers, promotions, or separationsMethods of employee training include on-the-job
training, vestibule training, apprenticeship,classroom training, and computer-based training
7/29/2019 Working With Employees - Chapter 15
39/56
Sec. 15.2: Rewarding Performance
What types of rewards will you work forand why?
Predict what are the most effectiverewards and what their importance is inthe business world.
7/29/2019 Working With Employees - Chapter 15
40/56
What Youll Learn
Four different methods of evaluation employeeperformance
Why is it important to provide feedback toemployees
How to connect a reward system toperformance evaluation
Why is this Important?
Reward systems are developed to maintain employee motivation. It is
necessary to evaluate performance and provide feedback to produce positiveresults.
7/29/2019 Working With Employees - Chapter 15
41/56
How is Performance Measured?
Rewarding employees motivates them to do theirbest
Employers must show appreciation to retainqualified employees
America West Airlines Offers employees a $50 bonus for every month in which
the company ranks in the top three major airlines ineither on-time performance or lack of customer
complaints Performance Assessments
Identify problem areas and guides employees future
efforts
7/29/2019 Working With Employees - Chapter 15
42/56
How is Performance Measured?
Performance measures:
An employees degree of accomplishment and results in
job-related tasks
Effort that an employee exerts on the job
Role perception: Employee must understand his or her part in an
organization
7/29/2019 Working With Employees - Chapter 15
43/56
How is Performance Measured?
Management By Objectives (MBO) Process often used in quality improvement and
goal setting for the whole organization as wellas performance appraisal
Empowers employees by involving them in
personal goal setting Establishes well-defined job objectives Develops an action plan Allows employees to implement the action plan
Evaluates achieved performance-based objectives Takes necessary corrective action Establishes new objectives for the future
7/29/2019 Working With Employees - Chapter 15
44/56
How is Performance Measured?
Management By Objectives (MBO)
Should be clear and straightforward
Challenging and incentives for improvement
Manager and employee should agree on objectives thatare fair and realistic
Sample Objectives To answer all customer complaints in writing within three days of
receipt of complaint
To reduce order-processing time by two days within the next six
months To implement the new computerized accounts receivable system by
August 1
How do these sample objectives meet that standard?
7/29/2019 Working With Employees - Chapter 15
45/56
How is Performance Measured?
Production Standards
Used when something can be counted ormeasured
Set an expected level of output
Employees compare their production with thisstandard
7/29/2019 Working With Employees - Chapter 15
46/56
How is Performance Measured?
Essay Appraisal
Manager describes the employees
performance in a written narrative
A form which includes questions such as: Describe, in your own words, this employees performance What are his or her strengths and weaknesses?
Writing Skills are necessary
May be subjective and difficult to defend against
accusations of unfairness
7/29/2019 Working With Employees - Chapter 15
47/56
How is Performance Measured?
Critical-Incident Appraisal
Manager records specific situations that reflectthe employees performance, behavior, and
attitudes on the job
Used as a basis for appraisal and feedback Produces large volume of material and recording is time-
consuming
Problems of subjectivity based on the likeability of theemployee by the supervisor
7/29/2019 Working With Employees - Chapter 15
48/56
Providing Feedback
Managers must explain results to employees,especially if there is negative feedback
The Successful Appraisal InterviewThe following factors contribute to the success of the appraisal interview:
Employee involvement Recognition and praise
Manager and employee work together to set improvement goals
Discussion of problems
Avoidance of heavy criticism
Encourage the employee to voice opinions
Opportunity for employee to prepare for interview
Perception that good performance will be rewarded
How could these factors help to achieve the goal of motivating an employee
to improve?
Legal Considerations
7/29/2019 Working With Employees - Chapter 15
49/56
Legal Considerations
Title VII of the Civil Rights Act
Requires that an organizations performance appraisalsystem be bona fide.
System cant have disproportionately negative effects uponminorities, women, or older employees
An appraisal system that is fair and legal should:
Be based on Job Descriptions
Emphasize performance rather than personal traits
Communicate appraisal results to employees
Allow employee response
Train mangers in conducting proper evaluation
Ensure that appraisals are written and documentation is retained
Be consistent
7/29/2019 Working With Employees - Chapter 15
50/56
Organizational Reward System
Intrinsic Rewards
Intangible and internal to the individual
Extrinsic Rewards
Controlled and distributed by the organization
Child Day Care
Basketball Courts
Weekly softball games
Fitness Center
Intrinsic Rewards Extrinsic Rewards
Sense of achievement
Feelings of accomplishment Informal recognition
Job Satisfaction
Personal Growth
Status
Formal Recognition
Fringe Benefits Incentive Programs
Base Wages
Promotion
Social Relationships
Relating Rewards to Performance
7/29/2019 Working With Employees - Chapter 15
51/56
Relating Rewards to Performance
Free Enterprise System
o Rewards should be related to performanceMerit-pay salary increases are based on performanceappraisals
Other rewards not based on performanceo Across-the-board pay salary increases of a fixed percentage
o Insurance plans
o Paid leave
o Sick leaveo Personal Leave
o Emergency Leave
o Paid Vacation Leave
o Discounts
O li S 1998 I f W ld C ti S
http://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21c7/29/2019 Working With Employees - Chapter 15
52/56
Online Source: 1998 InfoWorld Compensation Survey
http://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21chttp://mail.d211.org:8000/mail/amiller.nsf/iNotes/Mail/?OpenDocument&PresetFields=s_ViewLabel;Inbox,s_ViewName;($Inbox)&KIC&UNH=p5t8nit9qsvd0gl8jimc2tio21c7/29/2019 Working With Employees - Chapter 15
53/56
15. 2: Chapter Summary
Performance is the degree of accomplishment incompleting job-related tasks measured by results
Performance can be evaluated by MBO, productionstandards, essay appraisal, and critical-incident
appraisal
Supervisors should provide feedback to employees
The organizational rewards system includes intrinsic andextrinsic rewards
Rewards should be based on performance
7/29/2019 Working With Employees - Chapter 15
54/56
Writing Skills
How would you use the Management
By Objectives process to form an
achievement plan for the rest of your
school year?
7/29/2019 Working With Employees - Chapter 15
55/56
Assessing Team Skills
You are the head of human resources at a monthly teenmagazine. The Midwest region needs a new fashionwriter for its magazine. You posted an ad in localnewspapers and have received resumes and writingsamples from many qualified applicants. Still, the
interviewing editor has turned down every potentialemployee that she has interviewed. Her interviewingstyle is informal, and you believe that his is the problem.
With your team, explain the potential dangers of theinformal interview, including sample interview questions.
Then, propose the alternative of a more formal interviewincluding sample interview questions. Finally, explainwhy you think this method may provide positive results inthe search.
7/29/2019 Working With Employees - Chapter 15
56/56
Internet Skills
Using the Internet, read 10 to 15 joblistings in an industry and career thatinterests you. Then make a list of the top
10 traits you find from the advertisements.