©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. CHAPTER 15 SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES
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CHAPTER 15
SELECTING, APPRAISING, AND
DISCIPLINING EMPLOYEES
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• Explain who is responsible for selecting, appraising, and disciplining employees• Describe the steps in the employee selection
procedure, including the proper orientation of new employees• Explain what employee performance appraisal
is and who performs it
LEARNING OBJECTIVES
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• Explain why training and developing employees is important• State why performance-appraisal interviews are
difficult for both the employee and the supervisor• Define discipline and explain why it is necessary• Describe how discipline is imposed under due
process
LEARNING OBJECTIVES
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• Top managers • Set human resource objectives, establish policies,
and do long-range planning and organizing• Middle managers • Control the operating procedures needed to
achieve the objectives and carry out personnel policies
• Supervisors • Interpret policies for employees • Carry out the organization’s wishes for selecting
and training employees• Transmit workers’ interests to higher management
RESPONSIBILITY FOR SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES
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FLOWCHART OF A SUGGESTED SELECTION PROCEDURE
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• Requisition - Procedures must conform to: • Equal Employment Opportunity Commission’s
Uniform Guidelines on Employee Selection Procedures
• Affirmative Action Program (AAP)• National and local laws and customs
REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM
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• Preliminary screening • Eliminates persons who do not meet the
employer’s needs• Application form or résumé • Provides the information needed about the
applicant’s potential performance
REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM
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TOPICS TO AVOID WHEN INTERVIEWING APPLICANTS
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TYPES OF PREEMPLOYMENT TESTS
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• Validity: High positive correlation between the applicant’s test scores and an objective measure of job performance• Reliability: Probability that test results won’t
change if the test is given to the same person by different individuals
VALIDITY AND RELIABILITY OF TESTS
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• Prepare questions to aid in judging the applicant• Provide the applicant with information about
the company and the job• Determine whether to hold a structured or
unstructured interview
PREEMPLOYMENT INTERVIEWING
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• Structured interviews: Standardized and controlled with regard to pattern of questions, interpretation of replies, and factors considered in the hiring decision
• Unstructured interviews - Pattern of questions asked, conditions under which they are asked, and the basis for evaluating results are determined by interviewer
PREEMPLOYMENT INTERVIEWING
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• Provide information on a candidate’s performance on previous jobs• Help verify information on the application form
and other records• Fair Credit Reporting Act and the Privacy Act
place restrictions on the type of information an employer can verify
CHECKING REFERENCES AND RECORDS
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• Preliminary selection by the supervisor• If there is only one applicant, he/she can be
hired on a trial basis• If there are more than one qualified candidate,
a review of the information collected will reveal the best choice
PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION
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• Final selection• Human resource officers ensure that all laws,
regulations, and company policies are followed• Human resource officers determine the salary
and employee benefits to be offered to the applicant
PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION
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• Physical examination• Americans with Disabilities Act (ADA) and the
Genetic Information Non-Discrimination Act place limitations on this process
• Job offer• Offered in writing and contain the terms and
conditions of employment• If it is rejected, an offer may be made to the
next most qualified applicant• All applicants must be notified that someone
else has been selected
PHYSICAL EXAMINATION AND JOB OFFER
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• Orientation: Familiarizing a new employee with the company surroundings, policies, and job responsibilities• Training and development• Training: Process by which employees are
educated to improve their capabilities, competencies, productivity and /or performance
ORIENTATION AND TRAINING AND DEVELOPMENT
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• ARCS model - Motivationally centered approach to instruction and training• Attention (A), relevance (R), confidence (C), and
satisfaction (S)• SMART goals - Specific, Measurable, Attainable,
Rewarding, and Time defined
ORIENTATION AND TRAINING AND DEVELOPMENT
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• Determines to what extent an employee performs a job the way it was intended• Also known as merit rating, efficiency rating,
service rating, and employee evaluation• Purposes• Recognizes good performance• Identifies areas that need improvement• Validates selection techniques to meet
EEOC/AAP requirements• Provides a basis for administrative actions
PERFORMANCE APPRAISAL
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EXHIBIT 15.3 - HOW PERFORMANCE APPRAISALS OPERATE
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APPRAISAL INTERVIEW
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EXHIBIT 15.4 - HINTS FOR THE APPRAISAL INTERVIEW
Source: From Mathis/Jackson. Human Resource Management, 12E, 318. © 2008 South-Western, a part of Cengage Learning, Inc. Reproduced by permissions. www.cengage.com/permissions
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• Training that corrects and molds knowledge, attitudes, and behavior• Due process: Guarantees the individual accused
of violating an established rule a hearing to determine the extent of guilt• For disciplinary action to be upheld: • The rules must be reasonable• The penalty must be related to the severity of
the offense• The worker must be given a fair hearing
DISCIPLINE
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• Establishing rules of conduct• Determining penalties• Progressive discipline: Uses a graduated scale
of penalties• Graduated scale of penalties: Penalties become
progressively more severe each time the violation is repeated
• Intolerable offenses: Disciplinary problems of a drastic, dangerous, or illegal nature
• Imposing the penalty only after a fair hearing
STEPS INVOLVED IN THE DISCIPLINARY DUE PROCESS
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• Must instill a desire for self-discipline in employees• Factors to consider when applying discipline• Every job contains a certain margin for error• Being overly concerned with avoiding errors
stifles initiative and encourages employees to postpone decisions or avoid making them altogether
• A different way of doing something should not be mistaken for the wrong way of doing it
SUPERVISOR’S DISCIPLINARY ROLE
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• Disciplinary layoff or suspension: Time off without pay• Discharge• Termination-at-will rule: Right of an employer
to dismiss an employee for any reason• Carried out by top management, with the
advice and consent of the human resources manager
APPLYING DISCIPLINE
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• Performance appraisal or merit rating or efficiency• Rating or service
rating or employee evaluation• Personality tests• Progressive discipline• Reliability• Structured interviews
IMPORTANT TERMS
• Termination-at-will rule• Validity• Vocational interest
tests• Work sampling or
work preview• Achievement,
proficiency, or skill tests
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• Appraisal interview• Aptitude tests• Disciplinary layoff or
suspension• Discipline• Due process
IMPORTANT TERMS
• Graduated scale of penalties• Hot-stove rule• Intolerable offenses• Orientation• IQ tests