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©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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Mosley 9e ppt_ch15

Jul 15, 2015

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Page 1: Mosley 9e ppt_ch15

©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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©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. 2

• 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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©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. 3

• 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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©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. 4

• 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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©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. 5

FLOWCHART OF A SUGGESTED SELECTION PROCEDURE

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©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. 6

• 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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©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. 7

• 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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©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. 8

TOPICS TO AVOID WHEN INTERVIEWING APPLICANTS

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©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. 9

TYPES OF PREEMPLOYMENT TESTS

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©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. 10

• 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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©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. 11

• 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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©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. 12

• 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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©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. 13

• 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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©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. 14

• 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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©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. 15

• 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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©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. 16

• 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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©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. 17

• 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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©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. 18

• 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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©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. 19

• 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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©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. 20

EXHIBIT 15.3 - HOW PERFORMANCE APPRAISALS OPERATE

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©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. 21

APPRAISAL INTERVIEW

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©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. 22

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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©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. 23

• 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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©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. 24

• 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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©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. 25

• 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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©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. 26

• 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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©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. 27

• 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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©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. 28

• 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