tailieunhanh - Lecture Human resource management: Gaining a competitive advantage (9/e) – Chapter 6

Chapter 6 - Selection and placement. After reading this chapter, you should be able to: Establish the basic scientific properties of personnel selection methods, including reliability, validity, and generalizability; discuss how the particular characteristics of a job, organization, or applicant affect the utility of any test; describe the government's role in personnel selection decisions, particularly in the areas of constitutional law, federal laws, executive orders, and judicial precedent. | Chapter 6 Selection and Placement Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5 Evaluation Selection Method Standards Reliability Validity Generalizability Utility Legality 6- Legality All selection methods must conform to existing laws and legal precedents. Three acts form the basis for a majority of suits filed by job applicants: Civil Rights Act of 1991 and 1964 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 6- Types of Selection Methods JOBS 6- Interviews Selection interviews-a dialogue initiated by one or more persons to gather information and evaluate the applicant’s qualifications for employment. To increase an interview’s utility: Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. Interviewers should be able to quantitatively rate each interview. Interviewers should have a structured note-taking system that will aid recall to satisfying ratings. 6- Experience-Based Situational Interview Items Table Experience Based Motivating employees: “Think about an instance when you had to motivate an employee to perform a task that he or she disliked but that you needed to have done. How did you handle that situation?” Resolving conflict: “What was the biggest difference of opinion you ever had with a co-worker? How did you resolve that situation?” Overcoming resistance to change: “What was the hardest change you ever had to bring about in a past job, and what did you do to get the people around you to change their thoughts or behaviors?” Future Oriented Situational Interview Items Table Future Oriented Motivating employees: Suppose you were working with an employee who you knew greatly disliked performing a particular task. You needed to get this task completed, however, and this person was the only one available to do it. What . | Chapter 6 Selection and Placement Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. 5 Evaluation Selection Method Standards Reliability Validity Generalizability Utility Legality 6- Legality All selection methods must conform to existing laws and legal precedents. Three acts form the basis for a majority of suits filed by job applicants: Civil Rights Act of 1991 and 1964 Age Discrimination in Employment Act of 1967 Americans with Disabilities Act of 1991 6- Types of Selection Methods JOBS 6- Interviews Selection interviews-a dialogue initiated by one or more persons to gather information and evaluate the applicant’s qualifications for employment. To increase an interview’s utility: Interviews should be structured, standardized, and focused on goals oriented to skills and observable behaviors. Interviewers should be able to quantitatively rate each interview. .

• Quản trị kinh doanh
• Human resource management
• Human resource
• Quản trị nhân sự
• Human resource environment
• HR’s strategic role
• Ethical companies
• Lecture Essential human resource management
• Bài giảng Quản trị nguồn nhân lực
• Essential human resource management
• Organization human resource
• Human resource management theory
• Lecture Human resource management
• Strategic human resource management
• Strategy implementation
• Personnel management
• Human resource systems
• Human resource strategies
• Human resource planning
• Company's strategic direction
• Human resource recruitment
• Employee separation
• Organizational strategy of human resource
• Recruitment human resource
• Training and development human resource
• Compensation system
• Organizational strategy
• Human resources
• Quản trị nguồn nhân lực
• Human relations era
• Industrial psychology era
• Legal environment
• Retirement programs
• Managing human resource globally
• Collective bargaining
• Labor relationship
• HR planning process
• Manpower requirement
• Skills inventory
• Human resource training
• Training needs assessment
• Evaluate training programs
• Developing employees
• Compensating human resources
• Electronic human resource management
• Labor force
• Managing human resources
• Define human resource management
• Explain how HRM contributes
• Identify the responsibilities
• Ebook Human resource management
• Strategic HR management
• Equal employment opportunity
• Selecting human resources
• Equal opportunity
• Human resource management strategy
• Job analysis
• Performance management
• Managing human resources globally
• Human capital
• Summary of PhD thesis
• Human resource development
• Human resources for order management
• Vietnam garment enterprises
• International markets
• The global context
• Workforce planning
• Organisation design
• Human resource management in organizations
• Recruiting and labor markets