Human Resource Management: Recruitment, Selection, and Performance Appraisal Stephen W. Nason.

Human Resource Management:

Recruitment, Selection, and Performance Appraisal

Stephen W. Nason

Recruiting

the process of identifying and attracting a pool of qualified candidates

HKUST Business SchoolDr. Stephen Nason

Staffing Process

Recruit

ment

Retention

Selection

Labor Market Applicants HiredEmployees

Long-termEmployees


Before recruiting begins need know

Job Analysis Tasks job requires Behaviors needed Abilities, knowledge, skills needed

Manpower planning Demand analysis (employees needed) Supply analysis (employees available)


Recruitment Sources

Walk-Ins Referrals College Recruiting Other Educational Sources Employment Agencies Professional Associations Advertising Temporary Employees


Choosing Recruiters

strong interpersonal skills (likable) enthusiastic about company knowledgeable credible

Selection

gathers and uses info about recruited applicants to choose which of them receives employment offers.

Selection Strategy

selection practices must fit with org. (strategy, structure, other HR practices)


Designing a Selection Strategy

1. Assess overall work environment2. Determine type of person

required3. Determine selection techniques4. Reinforce person-org. fit at work


Selection Techniques (Part I)

Method Validity Cost Popularity

Applicationforms

less than .2 low pervasive

Resumes less than .2 low pervasive

Life-History bio = .3-.4train = < .2

moderate tohigh

common

Interview 0 to .6 high pervasive


1. Planning Interviews

must do a careful job analysis determine major interview objectives write questions -- focusing on past

behaviors, intentions, knowledge, hypothetical job situations

Research background


2. Conducting Interviews

establish rapport ask prepared questions give candidate opportunity to ask interviewer

questions


3. Evaluating after the interview

evaluate candidate right away rate candidate on all relevant criteria


Selection Techniques (Part II)

Method Validity Cost Popularity

Ability tests .1 - .6 low moderate

Knowledge testsJob tryouts

.1 - .5 low to high pervasive

Physical requir. .2 - .6 moderate pervasive

Personality tests .1 - .4 low low


Selecting Expatriates:Predictors of Expatriate

Success technical ability managerial skills language ability emotional maturity cultural empathy adaptability spouse/family adjustment

Performance Appraisal

the process that measures employee performance


Why assess performance

employees will do whatever they are evaluated on

PA determines what tasks the employees will focus on

PA is important for all other areas of HRM and organizational functioning


Purposes of PA

pay promotion firing training & development document feedback subordinate expression


Developing A Performance Appraisal System Choices to be made: The mix of formal and informal

appraisals. What factors to evaluate. Methods of appraisal Who appraises performance When to assess performance


(2) What factors to evaluate

Results Behaviors Skills/Abilities/Traits


Performance measures should be

1. relevant to goals of the Org2. controlled by individuals (not org,

tech, others)3. realistically measurable and

observable4. understandable


(3) How to measure performance

Comparison to Objectives (MBO) Comparison to Job Standards Comparison between individuals


Comparison to Job Standards

physical observation rating scales essays/diaries


Comparison between individuals

ranking forced distribution


PA Techniques

Method Feedback Acceptance Costs Avoid Error

MBO excellent excellent high good

Rating Scale avg./good average average average

Essay poor poor avg./high poor

Ranking poor poor low average


(4) Who should judge performance? superior peers self subordinates independent outside observer customers multiple (360)


Problems and Biases in Performance Appraisal

Stereotypes Primacy Effect Contrast Effect Halo Effect Similar-to-me

Effect Fundamental

Attribution error Self Serving Bias

Harshness, Leniency, and Average Tendency Biases

Knowledge-of-Predictor Bias

Selective Perception

Projection

Human Resource Management: Recruitment, Selection, and Performance Appraisal Stephen W. Nason.

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