Studied by 7 people
Task Analysis
the systematic identification of the fundamental elements of a job, and examination of knowledge and skills required for the job's performance; used for developing institutional objectives, training programs, and evaluation tools
On-The-Job (OTJ) Training
means having a person learn a profession by actually doing it
Computer-Based Training
refers to training methods that use interactive computer-based systems to increase knowledge or skills
Rebranding a Hotel
establishing a new hotel by employing the same staff and management structure but with a new moral code
Job Analysis
the procedure for determining the duties and skill requirements of a particular job and the kind of person who should be hired for it
Job Description
a list of a job's duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities—one product of a job analysis
Job Specifications
a list of a job's "human requirements," i.e. the necessary education, skills, personality, and so on—another product of a job analysis
Go About Something
to continue to do something; to keep busy with something
reactivity BrE /ˌriːækˈtɪvɪti/ ; NAmE /ˌriːækˈtɪvɪti/
the degree to which something reacts or is likely to react
chronological BrE /ˌkrɒnəˈlɒdʒɪkl/ ; NAmE /ˌkrɑːnəˈlɑːdʒɪkl/
(of a number of events) arranged in the order in which they happened
incumbent BrE /ɪnˈkʌmbənt/ ; NAmE /ɪnˈkʌmbənt/
a person who has an official position
Job Summary/Job Description
general nature of the job
major functions/activities
Job Identification/Job Description
job title
FLSA status section
preparation date
preparer
Relationships
reports to:
supervises:
works with:
outside the company:
Responsibilities and Duties
major responsibilities and duties (essential functions)
decision-making authority
direct supervision
budgetary limitations
Writing Job Descriptions
Decide on a Plan
Develop an Organization Chart
Use a Simplified Job Analysis Questionnaire
Obtain List of Job Duties from Occupational Information Network (O*NET)
Compile the Job's Human Requirements from O*NET
Finalize the Job Description
Writing Job Specifications
Analyze the job and decide how to guage job performance.
Select personal traits that you believe should predict successful performance.
Test candidates for these traits.
Measure the candidates' subsequent job performance.
Statistically analyze the relationship between the human traits and job performance.
Finalize the Job Specifications
Off-The-Shelf
(of a product) not designed or made to order but taken from existing stock or supplies.
viable BrE /ˈvaɪəbl/ ; NAmE /ˈvaɪəbl/
that can be done; that will be capable of developing and surviving independently
e.g. viable candidates
Personnel Planning
the process of determining an organization's human resource needs
Succession Planning
the process for identifying and developing new leaders who can replace old leaders when they retire or die
Scatter Plot (also called a scatter graph, scatter chart, scattergram, or scatter diagram)
a graph in which the values of two variables are plotted along two axes, with the pattern of the resulting points revealing any correlation present
initiative BrE /ɪˈnɪʃətɪv/ ; NAmE /ɪˈnɪʃətɪv/
a new plan for dealing with a particular problem or for achieving a particular purpose
institutionalize BrE /ˌɪnstɪˈtjuːʃənəlaɪz/ ; NAmE /ˌɪnstɪˈtuːʃənəlaɪz/
institutionalize somebody : to send somebody who is not capable of living independently to live in a special building (= an institution) especially when it is for a long period of time
institutionalize something: to make something become part of an organized system, society or culture, so that it is considered normal
metrics BrE /ˈmetrɪks/ ; NAmE /ˈmetrɪks/
a set of statistics used for measuring something, especially results that show how well a business, school, computer program, etc. is doing
centralize BrE /ˈsentrəlaɪz/ ; NAmE /ˈsentrəlaɪz/
centralize something to give the control of a country or an organization to a group of people in one particular place
Foreknowledge BrE /fɔːˈnɒlɪdʒ/ ; NAmE /fɔːrˈnɑːlɪdʒ/
knowledge of something before it happens
discontent BrE /ˌdɪskənˈtent/ ; NAmE /ˌdɪskənˈtent/
discontent (at/over/with something) a feeling of being unhappy because you are not satisfied with a particular situation; something that makes you have this feeling
inbreeding BrE /ˈɪnbriːdɪŋ/ ; NAmE /ˈɪnbriːdɪŋ/
breeding between closely related people or animals
The status quo BrE /ˌsteɪtəs ˈkwəʊ/ ; NAmE /ˌsteɪtəs ˈkwoʊ/
the situation as it is now, or as it was before a recent change
Referrals BrE /rɪˈfɜːrəl/ ; NAmE /rɪˈfɜːrəl/
referral (to somebody/something) the act of sending somebody who needs professional help to a person or place that can provide it
Alternative Staffing
In-house contingent (casual, seasonal, or temporary) workers employed by the company, but on an explicit short-term basis.
Contract technical employees supplied for long-term projects under contract from outside technical services firms.
On-Demand Recruiting Services
Provide short-term specialized recruiting to support specific projects without the expense of retaining traditional search firms.
explicit BrE /ɪkˈsplɪsɪt/ ; NAmE /ɪkˈsplɪsɪt/
(of a statement or piece of writing) clear and easy to understand
Benefits of Temps
Increased productivity—paid only when working
Allows "trial run" for prospective employees
No recruitment, screening, and payroll administration costs
temp BrE /temp/ ; NAmE /temp/
a temporary employee in an office
prospective BrE /prəˈspektɪv/ ; NAmE /prəˈspektɪv/
expected to do something or to become something
Costs of Temps
Increased labor costs due to fees paid to temp agencies
Temp employees' lack of commitment to the firm
Invoicing
Make sure the agency's invoice fits your firm's needs.
Time sheets.
The time sheet is a verification of hours worked and an agreement to pay the agency's fees.
Temp-to-perm policy
What is the policy if you want to hire a temp as a permanent employee?
Recruitment of and benefits for temp employees.
How does the agency plan to recruit and what sorts of benefits will it pay?
Dress code.
Specify the attire at each of your offices or plants.
Equal employment opportunity statement.
Get a statement from the agency that it does not discriminate when filling temp orders.
Job description information.
Ensure that the agency understands the job to be filled and the sort of person you want to fill it.
discriminate BrE /dɪˈskrɪmɪneɪt/ ; NAmE /dɪˈskrɪmɪneɪt/
to recognize that there is a difference between people or things; to show a difference between people or things
*Dehumanizing, impersonal, and discouraging treatment
by employers.
• Insecurity about employment and pessimism about the
future.
• Worry about the lack of insurance and pension benefits.
• Being misled about job assignments and whether
temporary assignments are likely to become full-time
positions.
• Being "underemployed" while trying to return to the full- time labor market.
• Anger toward the corporate world and its values;
expressed as alienation and disenchantment.
dehumanize verb (British English also -ise) BrE /ˌdiːˈhjuːmənaɪz/ ; NAmE /ˌdiːˈhjuːmənaɪz/
dehumanize somebody to make somebody lose their human qualities such as kindness, pity, etc
impersonal BrE /ɪmˈpɜːsənl/ ; NAmE /ɪmˈpɜːrsənl/
lacking friendly human feelings or atmosphere; making you feel unimportant
alienation BrE /ˌeɪliəˈneɪʃn/ ; NAmE /ˌeɪliəˈneɪʃn/
the act of making somebody less friendly or sympathetic towards you
disenchantment. BrE /ˌdɪsɪnˈtʃɑːntmənt/ ; NAmE /ˌdɪsɪnˈtʃæntmənt/
the state of no longer feeling enthusiasm for somebody/something; a lack of belief that something is good or worth doing
Ten Things Managers Should Avoid When
Supervising Temporary Employees
Train your contingent workers. Ask their staffing agency to handle training.
Negotiate the pay rate of your contingent workers. The agency should set pay.
Coach or counsel a contingent worker on his/her job performance. Instead, call the person's agency and request that it do so.
Negotiate a contingent worker's vacations or personal time off. Direct the worker to his or her agency.
Routinely include contingent workers in your company's employee functions.
Allow contingent workers to utilize facilities intended for employees.
Let managers issue company business cards, nameplates, or employee badges to contingent workers without HR and legal approval.
Let managers discuss harassment or discrimination issues with contingent workers.
Discuss job opportunities and the contingent worker's suitability for them directly. Instead, refer the worker to publicly available job postings.
Terminate a contingent worker directly. Contact the agency to do so.
Terminate BrE /ˈtɜːmɪneɪt/ ; NAmE /ˈtɜːrmɪneɪt/
to end; to make something end
harassment BrE /ˈhærəsmənt/ ; NAmE /ˈhærəsmənt/ ; BrE /həˈræsmənt/ ; NAmE /həˈræsmənt/ [uncountable]
the act of annoying or worrying somebody by putting pressure on them or saying or doing unpleasant things to them
resentment BrE /rɪˈzentmənt/ ; NAmE /rɪˈzentmənt/
a feeling of anger or unhappiness about something that you think is unfair
Executive Recruitment Executive Recruiters (Headhunters)
Contingent-based recruiters
Retained executive searchers
Internet technology and specialization trends
Guidelines for Choosing a Recruiter
Make sure the firm is capable of conducting a thorough
search.
Meet individual who will handle your assignment.
Ask how much the search firm charges.
Make sure the recruiter and you agree on what sort of person
you need for the position.
Never rely solely on the recruiter to do reference checking.
On-campus recruiting goals
To determine if the candidate is worthy of further consideration
To attract good candidates
On-site visits
Invitation letters
Assigned hosts
Information packages
Planned interviews
Timely employment offer
Follow-up
Employee Referrals
Referring employees become stakeholders.
Referral is a cost-effective recruitment program.
Referral can speed up diversifying the workforce.
Relying on referrals may be discriminatory.
Walk-ins
Seek employment through a personal direct approach to the employer.
Courteous treatment of any applicant is a good business
practice.
Reliability of Testing Are test results stable over time?
Describes the consistency of scores obtained by the same
person when retested with the identical or alternate forms of the same test.
Validity Does the test actually measure what it is intended to measure?
Indicates whether a test is measuring what it is supposed to be measuring.
Criterion validity Content validity
Criterion BrE /kraɪˈtɪəriən/ ; NAmE /kraɪˈtɪriən/
a standard or principle by which something is judged, or with the help of which a decision is made
Steps in Test Validation
Steps in Test Validation
Analyze the Job: predictors and criteria
Administer the Test: concurrent or predictive validation
Relate Your Test Scores and Criteria: scores versus actual performance
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample
concurrent BrE /kənˈkʌrənt/ ; NAmE /kənˈkɜːrənt/
concurrent (with something) existing or happening at the same time
Testing Program Guidelines
Use tests as supplements.
Validate the tests.
Monitor your testing/selection program.
Keep accurate records.
Use a certified psychologist.
Manage test conditions.
Revalidate periodically.
Test Takers' Individual Rights
The right to the confidentiality of test results.
The right to informed consent regarding use of these results.
The right to expect that only people qualified to interpret the scores will have access to them, or that sufficient information will accompany the scores to ensure their appropriate interpretation.
The right to expect the test is fair to all. For example, no one taking it should have prior access to the questions or answers.
Defamation
Libeling or slandering of employees or former employees
by an employer.
defamation noun BrE /ˌdefəˈmeɪʃn/ ; NAmE /ˌdefəˈmeɪʃn/
the act of damaging somebody's reputation by saying or writing bad or false things about them
Libeling BrE /ˈlaɪbl/ ; NAmE /ˈlaɪbl/
the act of printing a statement about somebody that is not true and that gives people a bad opinion of them
slandering BrE /ˈslɑːndə(r)/ ; NAmE /ˈslændər/
a false spoken statement intended to damage the good opinion people have of somebody; the legal offence of making this kind of statement
Avoiding Employee Defamation Suits
Train supervisors regarding the importance of employee
confidentiality.
Adopt a "need to know" policy.
Disclose procedures impacting confidentially of information to employees.
Major Types of Tests
Basic skills tests
Job skills tests
Psychological tests
Why Use Testing?
Increased work demands = more testing
Screen out bad or dishonest employees
Reduce turnover by personality profiling
Online tests
Telephone prescreening
Offline computer tests
Virtual "inbox" tests
Online problem-solving tests
Types of Tests Computerized and Online Testing
Specialized work sample tests
Numerical ability tests
Reading comprehension tests
Clerical comparing and checking tests
What Different Tests Measure
Cognitive abilities *Motor and physical abilities
Personality and interests *Current achievement
The "Big Five"
Extraversion Conscientiousness Agreeableness Openness to experience Emotional stability/ Neuroticism
Extraversion extroversion noun (also extraversion) BrE /ˌekstrəˈvɜːʃn/ ; NAmE /ˌekstrəˈvɜːrʃn/
the quality of a being lively and confident person who enjoys being with other people
Conscientiousness BrE /ˌkɒnʃiˈenʃəsnəs/ ; NAmE /ˌkɑːnʃiˈenʃəsnəs/
the quality of doing things carefully and correctly
agreeable adjective BrE /əˈɡriːəbl/ ; NAmE /əˈɡriːəbl/
agreeable (to something) willing to do something or allow something
Neuroticism
neurotic adjective /nʊˈrɑt̮ɪk/
caused by or suffering from neurosis not behaving in a reasonable, calm way, because you are worried about something
Work Samples and Simulations Measuring Work Performance Directly
Work samples Management assessment centers Video-based situational testing Miniature job training and evaluation
Miniature BrE /ˈmɪnətʃə(r)/ ; NAmE /ˈmɪnətʃər/ , also /ˈmɪnətʃʊr/
very small; much smaller than usual
/Other Selection Methods -> Investigations and Checks
Reference checks
Background employment checks
Criminal records
Driving records
Credit checks
Why Investigations and Checks?
To verify factual information provided by applicants
To uncover damaging information
Background Investigations and Reference Checks -> Sources of Information
Former Employers Current Supervisors Commercial Credit Rating Companies Written References Social Networking Sites
Limitations on Background Investigations
and Reference Checks
Legal Issues: Defamation Legal Issues: Privacy Supervisor Reluctance Employer Guidelines
Making Background Checks More Useful
Include on the application form a statement for
applicants to sign explicitly authorizing a background
check.
Use telephone references if possible.
Be persistent in obtaining information.
Compare the submitted résumé to the application.
Ask open-ended questions to elicit more information
from references.
Use references provided by the candidate as a source
for other references.
elicit BrE /iˈlɪsɪt/ ; NAmE /iˈlɪsɪt/
elicit something (from somebody) (formal) to get information or a reaction from somebody, often with difficulty
Using Preemployment Information Services -> Acquisition and Use of Background Information
Disclosure to and authorization by applicant/employee
Employer certification to reporting agency
Providing copies of reports to applicant/employee
Notice of adverse action to applicant/employee
The Polygraph and Honesty Testing
Generally prohibits polygraph examinations by all private
employers unless:
The employer has suffered an economic loss or injury.
The employee in question had access to the property.
There is a reasonable prior suspicion.
The employee is told the details of the investigation, as well as questions to be asked on the polygraph test itself. Private business exceptions:
Private security employees
Employees with access to drugs
Ongoing economic loss or injury investigations
polygraph noun BrE /ˈpɒliɡræf/ , also /ˈpɒliɡrɑːf/ ; NAmE /ˈpɑːliɡræf/
= lie detector
Honesty Testing Programs:
What Employers Can Do
Antitheft Screening Procedure:
Ask blunt questions.
Listen, rather than talk.
Do a credit check.
Check all employment and personal references.
Use paper-and-pencil honesty tests and psychological tests.
Test for drugs.
Establish a search-and-seizure policy and conduct searches.
Physical Examinations
Reasons for preemployment medical examinations:
To verify that the applicant meets the physical requirements of the position.
To discover any medical limitations to be taken into account in placing the applicant.
To establish a record and baseline of the applicant's health for future insurance or compensation claims.
To reduce absenteeism and accidents.
To detect communicable diseases that may be unknown to the applicant.
absenteeism BrE /ˌæbsənˈtiːɪzəm/ ; NAmE /ˌæbsənˈtiːɪzəm/
the fact of being frequently away from work or school, especially without good reasons compare presenteeism
Substance Abuse Screening
Types of Screening
Before formal hiring
After a work accident
Presence of obvious behavioral symptoms
Random or periodic basis
Transfer or promotion to new position Types of Tests
Urinalysis
Hair follicle testing
Urinalysis urinal noun /ˈyʊrənl/ , /ˈyərənl/
a type of toilet for men that is attached to the wall
Note 
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