BUS 51 - Mosley7e ch15

© 2008 Thomson/South-Western© 2008 Thomson/South-Western All rights reserved. All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

Part 6Managing Human Resources and Diversity

Mosley Mosley • Pietri• Pietri

Chapter 15

Selecting, Appraising, and Disciplining Employees

© 2008 Thomson/South-Western. All rights reserved. 15–2

Learning ObjectivesLearning Objectives

1.1. Explain who is responsible for selecting, appraising, Explain who is responsible for selecting, appraising, and disciplining employees.and disciplining employees.

2.2. Describe the steps in the employee selection Describe the steps in the employee selection procedure, including the proper orientation of new procedure, including the proper orientation of new employees.employees.

3.3. Explain what employee performance appraisal is and Explain what employee performance appraisal is and who performs it.who performs it.

4.4. State why performance-appraisal interviews are difficult State why performance-appraisal interviews are difficult for both the employee and the supervisor.for both the employee and the supervisor.

5.5. Define discipline and explain why it is necessary.Define discipline and explain why it is necessary.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Learning Objectives (cont’d)Learning Objectives (cont’d)

6.6. Describe how discipline is imposed under due Describe how discipline is imposed under due process.process.

7.7. Explain the supervisor’s disciplinary role.Explain the supervisor’s disciplinary role.

After reading and studying this chapter, you should After reading and studying this chapter, you should be able to:be able to:


Responsibility for Selecting, Responsibility for Selecting, Appraising,Appraising,and Disciplining Employeesand Disciplining Employees

SupervisorsSupervisors

Top ManagersTop Managers Middle ManagersMiddle Managers

A Shared A Shared ResponsibilityResponsibility


Responsibility Is SharedResponsibility Is Shared

SUPERVISORS SUPERVISORS interpret policies for employees and carry out higher interpret policies for employees and carry out higher

management’s wishes as to selecting and training employees.management’s wishes as to selecting and training employees.

MIDDLE MANAGERSMIDDLE MANAGERS control the operating procedures needed control the operating procedures needed to achieve these objectives and carry out to achieve these objectives and carry out

personnel policies.personnel policies.

TOPTOPMANAGERSMANAGERS

set human resources set human resources objectives, establish objectives, establish

policies, and do long range policies, and do long range planning and organizing.planning and organizing.


Source: Adapted from Figure 9-4, “Techniques for Gathering Information about Potential Employees,” Small Business Management: An Entrepreneur’s Guidebook, 4th ed., p. 228; Leon C. Megginson, Mary Jane Byrd, and William L. Megginson. Copyright © 2003. Reprinted by permission of The McGraw-Hill Companies.

EXHIBIT 15.1 Flowchart of a Suggested Selection Procedure


Equal Employment Opportunity (EEO) Equal Employment Opportunity (EEO) and Affirmative Action (AA) in Hiringand Affirmative Action (AA) in Hiring• Guidelines on Employee Selection ProceduresGuidelines on Employee Selection Procedures

Are issued by the Equal Employment Opportunity Are issued by the Equal Employment Opportunity Commission (EEOC) and cover all selection Commission (EEOC) and cover all selection procedures, not just testing.procedures, not just testing.

Selection procedures must also comply with your Selection procedures must also comply with your affirmative action program (AAP) for hiring people affirmative action program (AAP) for hiring people from various groups.from various groups.

The firm’s human resource officer, in particular, The firm’s human resource officer, in particular, should be certain that the selection procedure should be certain that the selection procedure conforms to national and local laws and customs.conforms to national and local laws and customs.


EXHIBIT 15.2 Topics to Avoid When Interviewing Applicants

Source: Nation’s Business, July 1992. Reprinted by permission, USChamber.com, 1992, Copyright © 1992, U.S. Chamber of Commerce.

1. Children. Do not ask applicants whether they have children, or plan to have children, or have child care.

2. Age. Do not ask an applicant’s age.3. Disabilities. Do not ask whether the candidate has a physical or mental disability that would

interfere with doing the job.4. Physical Characteristics. Do not ask for such identifying characteristics as height or weight

on an application.5. Name. Do not ask a female candidate for her maiden name.6. Citizenship. Do not ask applicants about their citizenship. However, the Immigration Reform

and Control Act does require business operators to determine that their employees have a legal right to work in the United States.

7. Lawsuits. Do not ask a job candidate whether he or she has ever filed a suit or a claim against a former employer.

8. Arrest Records. Do not ask applicants about their arrest records.9. Smoking. Do not ask whether a candidate smokes. While smokers are not protected under

the Americans with Disabilities Act (ADA), asking applicants whether they smoke might lead to legal difficulties if an applicant is turned down because of fear that smoking would drive up the employer’s health care costs.

10. AIDS and HIV. Never ask job candidates whether they have AIDS or are HIV-positive, because these questions violate the ADA and could violate state and federal civil rights laws

Here is a summary of ten of the most dangerous questions or topics you might raise during an interview.


Preemployment Testing: Types of Preemployment Testing: Types of TestsTestsIQ tests Measure the applicant’s capacity to learn, solve

problems, and understand relationships.

Aptitude tests Predict how a person might perform on a given job.

Vocational interest tests

Determine the applicant’s areas of major work interest.

Personality tests

Measure the applicant’s emotional adjustment and attitude

Achievement, proficiency, or skill tests

Measure the applicant’s knowledge of and ability to do a given job.

Work sampling or work preview

A test in which the prospective employee must perform a task that is representative of the job.


Requirements for Using Tests in Requirements for Using Tests in SelectionSelection• ValidityValidity

A high positive correlation between the applicant’s A high positive correlation between the applicant’s test scores and some objective measure of job test scores and some objective measure of job performance.performance.

• ReliabilityReliability The probability that test results won’t change if the The probability that test results won’t change if the

test is given to the same person by different test is given to the same person by different individuals.individuals.


Preemployment Interview:Preemployment Interview:Questions to AskQuestions to Ask1.1. What did you do on your last job?What did you do on your last job?

2.2. How did you do it?How did you do it?

3.3. Why did you do it?Why did you do it?

4.4. Of the jobs you have had, which did you like best? Of the jobs you have had, which did you like best? Which the least?Which the least?

5.5. Why did you leave your last job?Why did you leave your last job?

6.6. What do you consider your strong and weak points?What do you consider your strong and weak points?

7.7. Why do you want to work for us?Why do you want to work for us?


Types of Preemployment InterviewsTypes of Preemployment Interviews• Structured InterviewsStructured Interviews

Are standardized and controlled with regard to Are standardized and controlled with regard to questions asked, sequence of questions, questions asked, sequence of questions, interpretation of replies, and weight given to factors interpretation of replies, and weight given to factors considered in making the value judgment as to considered in making the value judgment as to whether or not to hire the person.whether or not to hire the person.

• Unstructured InterviewsUnstructured Interviews Do not follow a preset format in that the pattern of Do not follow a preset format in that the pattern of

questions asked, the conditions under which they are questions asked, the conditions under which they are asked, and the basis for evaluating results are asked, and the basis for evaluating results are determined by the interviewer.determined by the interviewer.


Checking References and RecordsChecking References and Records• Why Check References?Why Check References?

To verify applicant’s self-reported information on To verify applicant’s self-reported information on application and during initial interview.application and during initial interview.

To spot omissions and clarify prior employment To spot omissions and clarify prior employment information about the applicant.information about the applicant.

To avoid charges of negligent hiring.To avoid charges of negligent hiring.

• Checking ReferencesChecking References Ask specific questionsAsk specific questions——dates of employment, salary, dates of employment, salary,

rehire statusrehire status——about an applicant’s performance to about an applicant’s performance to avoid invading an applicant’s privacy.avoid invading an applicant’s privacy.


New Employee OrientationNew Employee Orientation• OrientationOrientation

The procedures for familiarizing a new employee with The procedures for familiarizing a new employee with the company surroundings, policies, and job the company surroundings, policies, and job responsibilities.responsibilities.

• Orientation Program and Socialization TopicsOrientation Program and Socialization Topics Job descriptionJob description Company information and facilities tourCompany information and facilities tour Discussion of policies, procedures, rules, benefits, Discussion of policies, procedures, rules, benefits,

and performance expectationsand performance expectations Periodic follow-up interviewsPeriodic follow-up interviews Mentoring by tenured employeeMentoring by tenured employee


What Is a Performance Appraisal?What Is a Performance Appraisal?• Performance Appraisal DefinedPerformance Appraisal Defined

The process used to determine to what extent an The process used to determine to what extent an employee is performing a job in the way it was employee is performing a job in the way it was intended to be done.intended to be done.

• Other Names for AppraisalsOther Names for Appraisals Merit rating, efficiency rating, service rating, and Merit rating, efficiency rating, service rating, and

employee evaluation.employee evaluation.• Appraisal InterviewAppraisal Interview

An interview in which a supervisor communicates the An interview in which a supervisor communicates the results of a performance appraisal to an employee.results of a performance appraisal to an employee.


EXHIBIT 15.3 How Performance Appraisals Operate


Purposes of the Performance Purposes of the Performance AppraisalAppraisal1.1. To recognize “good” performance.To recognize “good” performance.

2.2. To point out areas that need improvement.To point out areas that need improvement.

3.3. To validate selection techniques in order to To validate selection techniques in order to meet EEOC/AAP requirements.meet EEOC/AAP requirements.

4.4. To provide a basis for administrative actions To provide a basis for administrative actions such as promotions.such as promotions.


EXHIBIT 15.4 Hints for the Appraisal Interview

Source: Robert L. Mathis and John H. Jackson, Personnel/Human Resources Management, 7th ed. (Mason, Ohio: South-Western, 1994), p. 318. Reprinted with permission of South-Western, a division of Thomson Learning: www. thomsonrights.com.

Do• Prepare in advance.

• Focus on performance and development.

• Be specific about reasons for ratings.

• Decide about specific steps to be taken for improvement.

• Consider your role in the employee’s performance.

• Reinforce the behavior you want.

• Focus on future performance.

Don’t• Lecture the employee.

• Mix performance appraisal and salary or promotion issues.

• Concentrate only on the negative.

• Do all the talking.

• Be overcritical or “harp on” a failing.

• Feel it is necessary that both of you agree on all areas.

• Compare the employee with others.


The Need for DisciplineThe Need for Discipline• Discipline DefinedDiscipline Defined

Training that corrects and molds knowledge, Training that corrects and molds knowledge, attitudes, and behavior.attitudes, and behavior.

• Effective job performance requires that both Effective job performance requires that both managerial and nonmanagerial employees managerial and nonmanagerial employees maintain discipline.maintain discipline.

• An employer has the right to maintain a well-An employer has the right to maintain a well-disciplined work environment and the right to disciplined work environment and the right to administer discipline when rules are violated.administer discipline when rules are violated.


Discipline as Due ProcessDiscipline as Due Process• Due ProcessDue Process

Guarantees the individual accused of violating an Guarantees the individual accused of violating an established rule a hearing to determine the extent of established rule a hearing to determine the extent of guilt.guilt.

• Conditions Ensuring Due ProcessConditions Ensuring Due Process Rules or laws exist.Rules or laws exist. There are specific, fixed penalties for violating those There are specific, fixed penalties for violating those

rules, with progressive degrees in the severity of rules, with progressive degrees in the severity of penalties.penalties.

Penalties are imposed only after a hearing to Penalties are imposed only after a hearing to determine the extent of guilt has been conducted for determine the extent of guilt has been conducted for the accused.the accused.


Due Process in OrganizationsDue Process in Organizations• Support for Disciplinary Action Requires:Support for Disciplinary Action Requires:

The rules be reasonable.The rules be reasonable. The penalty is related to the severity of the offense.The penalty is related to the severity of the offense. The worker was given a fair hearing.The worker was given a fair hearing.

• Fair Disciplinary Procedure RequirementsFair Disciplinary Procedure Requirements To make definite charges.To make definite charges. To notify the employee (and union), in writing, of the To notify the employee (and union), in writing, of the

offense.offense. To have some provision for the employee to answer To have some provision for the employee to answer

the charges either by protest or by appeal.the charges either by protest or by appeal.


Progressive DisciplineProgressive Discipline1.1. Oral WarningOral Warning

Does not go into the employee’s record.Does not go into the employee’s record.

2.2. Oral WarningOral WarningGoes into the employee’s record.Goes into the employee’s record.

3.3. Written reprimandWritten reprimandComes from higher-level management.Comes from higher-level management.

4.4. SuspensionSuspensionIs an involuntary layoff from work.Is an involuntary layoff from work.

5.5. DischargeDischargeIs the ultimate penalty which removes the Is the ultimate penalty which removes the employee from the organization.employee from the organization.


Disciplining EmployeesDisciplining Employees• Graduated Scale of PenaltiesGraduated Scale of Penalties

Penalties become progressively Penalties become progressively more severe each time the more severe each time the violation is repeated.violation is repeated.

• Intolerable OffensesIntolerable Offenses Disciplinary problems of a Disciplinary problems of a

drastic, dangerous, or illegal drastic, dangerous, or illegal nature (e.g., theft) that result in nature (e.g., theft) that result in the immediate discharge of the the immediate discharge of the employee.employee.


The Supervisor’s Disciplinary RoleThe Supervisor’s Disciplinary Role

1.1. Every job should carry with it a certain margin for Every job should carry with it a certain margin for error.error.

2.2. Being overly concerned with avoiding errors stifles Being overly concerned with avoiding errors stifles initiative and encourages employees to postpone initiative and encourages employees to postpone decisions or avoid making them altogether.decisions or avoid making them altogether.

3.3. A different way of doing something should not be A different way of doing something should not be mistaken for the wrong way of doing it.mistaken for the wrong way of doing it.

When applying discipline, a supervisor must When applying discipline, a supervisor must consider these points:consider these points:


The Supervisor and Effective The Supervisor and Effective DisciplineDiscipline• Effective DisciplineEffective Discipline

Carries a clear advance warning.Carries a clear advance warning. Is immediate.Is immediate. Is consistent.Is consistent. Is impersonal.Is impersonal.


EXHIBIT 15.5 The Hot-Stove Rule

Source: Based on concepts in Theo Haimann and Raymond L. Hilgert, Instructor’s Manual—Supervision: Concepts and Practices of Management, 6th ed. (Mason, Ohio: South-Western, 1995). Reproduced with permission of South-Western, a division of Thomson Learning: www.thomsonrights.com.

Advance Warning

Consistency

Immediacy

Impersonality


Applying DisciplineApplying Discipline• Disciplinary Layoff Disciplinary Layoff or or SuspensionSuspension

Involuntary time off without pay.Involuntary time off without pay.

• Termination-At-Will (Discharge) RuleTermination-At-Will (Discharge) Rule An employer can dismiss an employee for any reason—or even An employer can dismiss an employee for any reason—or even

for no reason at all—unless there was an explicit contractual for no reason at all—unless there was an explicit contractual provision preventing such action.provision preventing such action.

• Grounds for DischargeGrounds for Discharge Incompetent performance that does not respond to training or Incompetent performance that does not respond to training or

accommodation, gross or repeated insubordination, excessive accommodation, gross or repeated insubordination, excessive unexcused absences, repeated and unexcused tardiness, verbal unexcused absences, repeated and unexcused tardiness, verbal abuse of others, physical violence, falsification of records, abuse of others, physical violence, falsification of records, drunkenness or drug abuse on the job, and theft.drunkenness or drug abuse on the job, and theft.


Important TermsImportant Terms

• achievement, proficiency, or achievement, proficiency, or skill testsskill tests

• appraisal interviewappraisal interview• aptitude testsaptitude tests• disciplinary layoff or disciplinary layoff or

suspensionsuspension• disciplinediscipline• due processdue process• graduated scale of penaltiesgraduated scale of penalties• hot-stove rulehot-stove rule• intolerable offensesintolerable offenses• orientationorientation• IQ testsIQ tests

• performance appraisal or merit performance appraisal or merit rating or efficiencyrating or efficiency

• rating or service rating or rating or service rating or employee evaluationemployee evaluation

• personality testspersonality tests• progressive disciplineprogressive discipline• reliabilityreliability• structured interviewsstructured interviews• termination-at-will ruletermination-at-will rule• validityvalidity• vocational interest testsvocational interest tests• work sampling or work previewwork sampling or work preview