Human Resource Management Exam 3

Human Resource Management / Pittsburgh Institute of Mortuary Science / Exam Date: 8/9/24 *listed to be on exam

*Selection

Process of choosing individuals who have relevant qualifications to fill existing or projected job openings

*Resume + purpose

Brief document that summarizes your education, employment history, and experiences relevant to your qualifications for a particular job

Purpose

• To get an interview, not a job

*Chronological resume

Organized by date and job titles, most recent position listed first

Use if

• Same field 

• Growth

  • Logical next step

• Proud of recent or current position

• NO GAPS in work history

*Functional/skill set/hybrid resume

Employment history highlight skill and accomplishment 

Us if

• Changing careers

• Reentering market

• Emphasis on particular skills in history

• Recent position is unimpressive

• Job titles don't reflect responsibilities

*Focused/targeted resume

Tailored to specific position

Imaginative

• Graphic designers, artists

Curriculum Vitae (CV)

• Educators, researchers, fellowships

*Nondirective interview + examples

Maximum amount of freedom is given to the applicant in determining the course of the discussion

Examples

• In what ways do you think you could contribute to our team?

• Why did you decide to seek a position with our funeral home?

• What is your style of caregiving?

*Structured interviews

Uses a set of standardized questions that have an established set of answers

Ensures that similar information will be gathered from all candidates making it easier to compare responses and qualifications

Suggested answer

• Task/problem

• Action: Explain what, how, and why you did it

• Result: Explain the outcome of your action

*Situational interview + examples

Applicant is given a hypothetical incident and asked how he or she would respond to it

Requires the applicant to make a shift in emphasis from finding the “right” answers to showing the interviewer the right way to come up with answers

Examples

• “What would you do if…”

• “How would you handle”

*Behavioral interview + examples

Focuses on past performance in given scenarios. Differs from situational because applicants are asked how they have behaved in similar actual situations in the past

Example

• “Tell me about a time when you had to serve a family that you could sense they did not get along…”

• “Tell me about a time when you were creative in solving an issue that arose while serving a family…”

*Stress interview

Interviewer takes an aggressive stance to see how well the candidate responds to stressful situations

Try to focus on the situation, not the stress

*Diversity management

Avoid asking questions related to race, color, age, religion, sex, or national origin etc…

Remember

• Questions are acceptable if job-related, and do not discriminate against a protected class

• Questions may be asked if prompted by candidate

*Negligent hiring

Failure of an organization to discover, via due diligence, that an employee it hired had the propensity to do harm to others or property

*Job knowledge tests

Designed to measure people’s level of understanding about a particular job

*Work sample tests

Require the applicant to perform tasks that are actually a part of the work required on the job

*Honesty and integrity tests

Used for predicting job performance and disruptive behaviors of the applicant by asking series of questions

*Physical ability test

Assess a person’s physical abilities for demanding and dangerous jobs

*Medical examinations

Ensure the health of an applicant is adequate to meet the job requirements

*Drug tests

Right of an employer in accordance with Drug-Free Workplace Act of 1988

*Cognitive ability tests

Measure mental capabilities such as a general intelligence, verbal fluency, numerical ability, and reasoning ability

*Ways to be a good trainer

Knowledge of the subject

Enthusiasm

Sincerity

Interest in trainees

Sense of humor

Ability to communicate clearly

Willingness to provide individual assistance

*Behavior modification

Operates on the principle that behavior that is rewarded will be exhibited more frequently

*Reward (definition + characteristics)

Receiving something in return for the individual performances

Mostly tangible, consumed, have economic values, are expected

*Recognition (definition + characteristics)

A token of appreciation given to evaluate an individual performance or an achievement

Intangible, mostly experienced, hold emotional value, a surprise

*On-the-job training (OJT)

Method by which employees are given hands-on experience with instructions from their supervisor or other trainer

*Apprenticeship training

System in which a worker enters a trade/profession and given thorough instruction and experience in the practical and theoretical aspects of the work

*Simulation

Emphasizes realism in equipment and it's operation at minimum cost and maximum safety

Used when it is either impractical to train employees on the actual equipment used on the job

*Seminars and conference

Useful for bringing groups of people together for training and development

*Role playing

Involves playing the roles of others, often a supervisor and a subordinate who are facing a particular problem

*Orientation 

Typically a one-off event that aims to welcome the employee, help them fit in quickly, and navigate their role and the company

*Onboarding

More comprehensive process of systematically socializing new employees to help them assume their role and become a productive member of the team

*Cross training + benefits

Process of training employees to do multiple jobs within an organization

Benefits

• Great return on investment

• Employees are better able to collaborate

• Increase employee motivation

• Increases workforce sustainability

• Increases efficiency

• Makes your company more agile

*Manager and/or supervisor evaluation

Conducted by an employee’s manager and reviewed by a manager one level higher

*Self-evaluation

Conducted by the employee being evaluated on an evaluation form completed by the employee prior to the evaluation meeting

*Central tendency

Appraiser gives everyone average ratings

*Recency bias

Evaluation is based on the employee’s most recent behavior rather than on behavior throughout the evaluation period

*Contrast error 

Evaluation is biased upward or downward because of comparison with another employee just previously evaluated

*Similar-to-me error 

Appraiser inflated the evaluation of an employee because of a mutual personal connection

*Halo/devil effect

Bias due to positive/negative impression of employee

*Fatigue

Appraisals deteriorate as evaluator continues to perform numbers of PEs

*Exempt characteristics

Paid salary rate

Must be paid minimum salary threshold

Not eligible for overtime

Must work certain jobs & perform certain duties

*Non-exempt characteristics

Paid hourly rate

Can be paid any amount over minimum wage

Must be paid overtime

Can work any job

*Compensation strategy

Affordable

Stuctured

Reasonably competitive

*Hourly work

Compensation by hour

*Salaried employees

Compensation computed on the basis of weekly, biweekly, or monthly pay periods