Human resource project
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I need the following project before December 13
HRM 512
Human Recourse Management
Final Research Paper Outline
Written Evaluation of an Article
Guidelines:
The evaluation of the article promotes a demonstration of using psychological journals and the evaluation of analysis of basic research skills.
Write a 2-3 pages 1.5 spaced essay (12-point font size, that is 350 to 400 words) and include the following criteria:
1. Summarize the Case.
2. Critically analyze the author/s main points.
3. Indicate the pros and cons of the Case/Paper with regard to design, participants, setting, validity and reliability.
4. Make your own recommendations to improve the article.
Each of these criteria should have its own section in your paper.
My evaluation will be on your:
Adequate description of the topic.
The thoughtfulness of your analysis (your ability to apply the content, concepts, knowledge learned in this course.
The expository clarity and coherence of your essay. (How clearly do you explain the topic
And the organization of pattern… the flow of paper… the use of headings and sub-headings.
Parts of the Evaluation
1. Introduction:
Introduce the author/s and the title of the paper.
Provide the author’s main point/s (the entire work or the main section you are evaluating)
State your overall evaluation of the work
Add background information (what the overall topic is related to?
2. abstract:
Write a summary of the entire work or the section objectively (untainted by your opinion):
Author’s overall point/s
Support provided for the overall point
3. Evaluation:
Accuracy of information
Definitions of key terms
Hidden assumptions
Clarity of language
Fairness
Logic and Organization
4. Response:
What do I agree with or disagree?
What does the author get right or wrong?
Would you recommend this work as a research source? You can use sources to back up your opinion.
5. Conclusion:
Remind the reader of overall importance of topic
Combine your rating with personal response to focus on overall strengths and weaknesses.
Use this to state what you believe of ultimate success of the work.
For this specific Case Study, Consider the Following:
Summarize the case and provide your evaluation for what is discussed, then provide your point of view on how the HR practices given in the case are used in the business context in Saudi Arabia (i.e, do you agree or disagree with the Author), then propose the proper managerial implications for the Saudi companies and managers.
2
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34 Escalating Research Volume 5 Issue 2 June, 2016
“Human Resource Management (HRM) Practices:
Saudi Aerospace Engineering Industries Case Study”
Muhammad Nabeel Siddiqui
Arabian Gulf Manufactures LTD
Jeddah- Saudi Arabia
Abstract
Saudi Arabia is known for its immense petroleum reserves and they are the largest and the richest nation in the Middle
East. Becoming a leading member of World Trade Organization (WTO) in 1999, their economic and political efforts
have flourished all the way specifically in the Middle East region. The present research work has considered a case
study approach in which a case of SAEI- Saudi Aerospace Engineering Industries was taken under consideration. The
reason behind carrying out the study, specifically on this sector was the fact that it was going through a process of
privatization that aided in obtaining information from both private and public sector simultaneously. Since the study
examined and found the impact of Arabian culture on the HRM functions, therefore the type of case study chosen was
an exploratory one. According to research conducted, it was found that Gulf countries, including Saudi Arabia consist
of a very young population, which is known for its intense hard work and voice of the country, eventually leading to
the success of a nation. The Kingdom of Saudi Arabia is well equipped and well managed by King Abdullah. He took
initiatives to reform the infrastructure of the country with cooperative management. To make a prominent recognition
in the global economy, Saudis are to be equipped with local contributors whilst reducing the foreign dependency,
hence having self-sufficiency will allow the contributors to become the global citizens. In this era, Saudi Arabia is
under an intense paradox of high unemployment and huge amount of resources and no direction to utilize them. There
are number of key factors that have driven to high unemployment: low motivation, less fringe benefits, lack of
satisfaction and high salary expectations. The question is will this Gulf region be able to regain what it has lost in the
way of progress?
Introduction
Saudi Arabia is a country that is deep rooted with
diversity. This region has a very important
significance due to religion and Islam and has a very
sacred image in the eyes of Muslims. The kingdom of
Saudi Arabia works on the basis of monarchy. The
king is the head of the House, Chief and the Head of
the government. The king is considered to be the most
powerful authority in the state and has the highest
commands. Saudi Arabia was founded in 1932 with an
estimated population of 27 million. Riyadh is the
capital of the cosmopolitan Saudi Arabia with an
estimated population of 4 million people; having a
world-class infrastructure. The concept of
Globalization has spread all over the world and has not
left any nation untouched, including Saudi Arabia.
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35 Escalating Research Volume 5 Issue 2 June, 2016
This region of the Gulf countries has an immense
potential to over-take the leading countries in the
world. The discovery of oil wells leads to major
changes in the economic and political structure of the
country. It was a path to a changed lifestyle. This
diversity has led Saudi Arabia in a complex situation
and managing this diversity is a big task. Hence, in
order to understand Saudi Arabia’s economic and
political situation, it is important to have a closer view
of its deep rooted traditions and religion. Saudi
Arabia’s official language and religion is Arabic and
Islam, respectively. The country is looking for ways to
bring advancements of the society into the social and
economic structure. However, this region is found to
be stuck between power struggle, modernization and
preservation of culture.
Literature Review
Ministry of Economy and Planning (2008) clarified
that human resource management structure of Saudi
Arabia is based on the following elements; economic
structure, political stability, the prevailing labor
market, the societal and national culture and the HRD
policies. Human Resource aims at employing
competent, dedicated and flexible workforce who can
join efforts and thrive to accomplishing organization
goals and objectives. The employees fulfilling the
above stated requirements and completes the structure
are recruited in the private and public sector.
The other dimension to be taken under consideration
is the collectivism-individualism strategies. It is
believed that organizations in the eastern region or
Middle East region are more prone towards
collectivism. For example; Chinese organizations,
influenced by collectivism, depends on the
bureaucracy and is run by their founders, whilst the
promotion is very much centralized, rules and
regulations are standardized. On the other hand,
Western organizations such as America follows
individualism, ran by a board of directors and usually
organizations are owned by a group of shareholders.
They belief in employee empowerment, staff
promotions are performance and competency based.
They share a more decentralized hierarchy of an
organization.
Countries across the globe are progressing towards an
economy where greater reliance is on the intellectual
capabilities than on physical inputs or natural
resources. Such economies are also called as
‘Knowledge-Based’ economies. This makes the
economy more strong and acute. For knowledge based
economies it is very important to progress an intensive
utilization of human capital. As stated earlier religion
is deeply embedded in this region of Middle East
(Saudi Arabia), and it plays an integral part as how to
carry out daily routines and obligations, yet most of
the researches seem to neglect this very influencing
part of the management (Randeree, 2012). Mellahi,
and Wilkinson (2014) believed that the reason behind
this negligence is that many organizations have a very
neutral overview for the religion and employees never
make a chaos over their beliefs at the jobs. However,
from the study of the literature of the Middle Eastern
countries, this assumption was proved to be wrong. A
Muslim is required to spend his day in accordance with
the teachings of Islam concerning with their behaviors
in the workplace (Randeree, 2012). The region of
Saudi Arabia is very much caught up in the battle
between modernization and yet maintaining and
preserving the traditional Islamic and culture values.
The societal culture is very much diversified as the
major population is the inhabitant that migrates in the
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36 Escalating Research Volume 5 Issue 2 June, 2016
search of a job. In Saudi Arabia one of the important
elements of societal culture is the Islamic work ethics.
The manager has to adopt the leadership styles
according to the Islamic teachings and this factor
overwhelmingly affects the job description of an
employee as discussed by Mellahi, and Wilkinson
(2014). The dilemma is that not much resistance will
be faced in the Arab as its principles are based on the
Islamic values but the Western philosophies founded
will hinder in the way of complete implementation.
Therefore, Saudi Arabia is required to keep a balance
between the collectivism-individualism in order to
maintain and preserve the diversified workforce
present in different parts of their industry. The
satisfied workforce will strive towards the better
accomplishment of the prescribed objectives of an
organization and on a longer term country’s economic
betterment (Saudi Arabian Monetary Agency, 2007).
Over the past 15 fifteen years Saudi Arabia has
invested immensely in Human Resource functions and
development (HRD). This effort was done in order to
raise an average skill level and to compete with the
recent developments in the labor markets and hence,
satisfying the employees for the better outcomes. The
most basic and essential Human Resource function is
recruitment and the advancements in the market is
forcing the Saudis to look for new ways of managing
HR and the manager-subordinate relationship. The
traditional culture is used to hire-fire the employees
and employ employees who fear the authority (Bhuian
SN & AbdulMuhmin, 1995). The new practices have
altered the organizational climate and is ubiquitously
leading to a new and advanced mindset towards
manager-employee relationship. The approach to
HRM which says ‘one size fits all’ is not valid
anymore in this Gulf Country Council (GCC) region.
For the time being, provided in the literature, the old
ways for recruiting and managing foreigners coexist
with new ways of adjusting the locals.
Methodology
This section begins with aim of explaining the best and
crucial methodology adopted for this research; to look
for the HRM practices and its impact on the societal,
political and economic culture of the biggest country
of the Gulf region, Saudi Arabia. The chosen
methodology was implemented based on the existing
literature on different sources. This research work has
been carried out through the case study due to
numerous benefits provided by this approach.
One of the benefits is that a case study results in the
ideal medium for examining the not known ideology,
such as Saudi Arabia and its newly adopted techniques
to benefit their employees. In addition, case study
provides a known environment of the investigation
which may not be exactly the same but a similar
surrounding, that is not possible with other
approaches. Moreover, the case study approach
provides an in-depth practical approach rather than
just a theoretical approach, which is one of the crucial
consideration in this research area.
Since this research is based on examining and finding
the impact of Arabian culture on the HRM functions,
therefore, the type of case study chosen was an
exploratory one. The unit of analysis or the sample
people were chosen to be the senior personnel of HR
that is HR managers, as they are people having an
insightful field knowledge and experience. Exploring
the vast subject of the research, it was evident that a
single approach could not be sufficient to satisfy the
research’s aims and questions. Therefore, the research
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37 Escalating Research Volume 5 Issue 2 June, 2016
found a mixed-methods approach to be the most
appropriate one. Each approach has its own pros and
cons that could be confronted through the utilization
of a mixed-method strategy.
After labelling the mixed-methods methodology, the
techniques developed by Miles and Huberman (1994)
were implemented to make the most out of the data
collection process, validating those findings and
testing the credibility and generalizability of the
process. Then, the participants of the unit analysis
were examined and the sample size was incorporated
for the testing of the quantitative part of the process.
An additional information was given regarding the
participants for the accuracy of the generalizability. A
sample size of 200 was selected, as the organization
approved to include majority of employees in the
study. Detailed descriptions of the interview templates
and questionnaires were designed on a large scale
during the data collection process. The interview and
questionnaire designs were completely based on the
literature findings, as this is an exploratory research.
Discussion and Analysis
Once the suitable and appropriate framework and
methodology was finalized for the study, the data
collected from the former process can commence
producing findings. This process is carried out to
facilitate the comparisons between the data collection
findings and the previous findings existing in the
literature. This process began from the distribution of
the questionnaires till conducting the interviews from
the unit analysis samples. This step is crucial from
every aspect as it entails the tools required for the
research to move to the next and final stage that is
conclusion and outcome. Furthermore, this research
has been conducted to investigate the impact and
effect of HRM practices on the multiple sectors of
Saudi Arabia instead of just comparing the sectors
against each other. As mentioned previously, this
research was based on an aim of exploring the
impactof HRM practices on the societal, economic and
political culture of Saudi Arabia. Those five HRM
functions include; recruitment, sources, performance
appraisal, training and development, compensation
and benefits, job desirability. This research is carried
out within the public and private sectors of the industry
through a case study approach. A case study was
chosen on the SAEI- Saudi Aerospace Engineering
Industries. As this sector was going through a process
of privatization, the time the research was conducted,
therefore, it provided information from both of the
sectors.
The research questions were produced in such a way
that it assisted the efforts of the investigation by
answering the desired questions and accomplishing
the set objectives. This study basically had four main
objectives and this research has helped in achieving all
those four objectives. These objectives included
studying the impact of societal culture of Saudi Arabia
on the five HRM functions, having an understanding
of the initiated HRM practices in private and public
sectors from the case study of SAEI, comparing the
currently in place HRM practices and policies in this
particular industry from the existing literature
available. The questions included in the questionnaire
basically targets the main objective and aim of the
study, the other questions augment the Saudi societal
culture and the HRM functions in practice.
This research is carried out with the main target of
objectifying the outcomes of the data collected from
the case study of the Saudi Aerospace Engineering
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38 Escalating Research Volume 5 Issue 2 June, 2016
Industries. Moreover, the findings of this research will
be helpful in utilizing the outcomes and fulfilling the
research aims and answering the questions. This study
will possibly be helpful for the future as it provides a
much generalized framework and contains those
crucial pointers which are essential to be considered
by both the sectors of the industry that is private and
public sector.
So, basically this study was carried out with involving
the participants through the interactive interview and
by identifying how those participants were qualified
for the investigation. The first practice of HRM that
was explored was the job desirability. The department
which requires to fill out the vacant position advertise
the desired skills in an applicant. These set of desired
skills were forwarded to the HR department to look
into the applicant’s database and match the ideal
candidate. Furthermore, the HR managers revealed the
factors that increase the job desirability; high and
competent salaries, free travelling allowances and job
security. Moreover, the element of collectivism
increases the chances of filling the job vacancy sooner
as revealed by the Saudi applicants. This means that
team work is more preferred over the individualism.
This aspect matches with the ideology of the higher
management of the SAEI, which strives towards the
promotion of team work and unity among the
employees to achieve organizations’ objectives.
The second element is the recruiting sources, the
interview process identified the most strong source is
the direct online application which the candidates fill
out by going through the requirements. This source is
considered to be quick and easy moreover, the cost is
minimum as it is online. However, the local applicants
have shown preference over recommendation and
reference friends and family members. HR mangers
stated that the recruitment sources could be figured out
by the organization if they find a suitable candidate for
the vacant positon. The recommendation source has
shown a strong relation between Saudi culture and
recruitment sources (Saudi Arabian Monetary
Agency, 2007). One HR practice that did not show any
affect upon it by the Saudi culture was the
performance appraisal process, revealed by the
findings. The HR management stated that appraisal
process has a standardized stance throughout the
organization with minor amendments depending on
the department conducting the performance appraisal.
Providing feedback is also non-related to the societal
culture of the Saudi Arabia. Managers stated that
feedback is provided through the e-mail as it is the
most practical and convenient way, thus confirming
the weak relation between the two aspects of the study.
The compensation and benefits’ element illustrated a
strong relation with the Saudi culture. The HR
managers revealed that the available choice of rewards
and benefits are given to the employees. The
employees form a preferred type of rewards and they
choose freely. These rewards combine the both types
that is; financial and non-financial benefits. However,
the studied, that on the long run, employees prefer
financial benefits over the non-financial ones.
Another theme exhibited the same relation with the
societal culture, training programs. HR managers
noted that societal culture plays a crucial part in every
aspect of training programs. One of the commonly
practiced training program is the linguistic skills
training. As Arabic is the native and local language in
Arabia so employees are given training to have an
expertise on the English language to perform more
efficiently and effectively.
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39 Escalating Research Volume 5 Issue 2 June, 2016
Moving forward to the questionnaires,this was filled
out and involved 200 engineers from the SAEI. The
first element that was taken under consideration was
the job desirability. In this element various aspects
were considered which included the most important
aspects candidates consider when looking for a job.
The highest priority was given to the compensation
and benefits offered by the organization, with job title
having a second priority. The second aspect was how
employees preferred to accomplish a task. More than
half that is 65% employees preferred working in
teams. Now the focus is on the second element that is
recruitment sources. In this element two themes were
considered that is whether the employees prefer
personal sources or impersonal sources. Personal
sources were over-powered by 88% of the employees
hence, leaving behind the impersonal sources with
12%. The second theme which was focused was the
sources the unit analysis personnel look for when
looking for a job. 33% of the applicants preferred
direct online application and the second source
appealing was the recommendation by friends and
family members, having 23% votes (Ministry of
Economy and Planning 2008).
The third element studied was the performance
appraisal methods. The first aspect studied under this
element was the selection of the performance appraisal
methods. Majority of the engineers chose direct
method based on the performance and objectives,
having a 66% preference, while 34% chose an indirect
or informal approach. The second aspect focused was
whether engineers prefer to be appraised individually
or in a group. The investigation revealed that majority
prefer to be appraised individually, that is 54% while
the rest 46% voted for group appraisals.
The fourth element of questionnaire was the most
important aspect in the eyes of an employee,
compensation and benefits. The theme was the type of
compensation system to be adopted in an organization.
Majority preferred equality in the system 81% and the
rest of 19% preferred equity. The second aspect of
compensation and benefits was the type of rewards
engineers preferred. 74% of the unit analysis sample
voted for the financial rewards over the long run, while
26% chose non-financial rewards (Ministry Of
Economy and Planning 2008). According to the
findings of this particular study, that is based on the
three basic questions of the investigation and in an
effort of answering the second two questions, the
investigation has successfully been able to find out the
relation between the impact of the societal culture of
Saudi Arabia and HRM practices. As for the third
question, this study has explored the preferred HRM
policies and practices within Saudi Arabia culture.
Moreover, the research objectives were covered with
consistent efforts throughout the research. The core of
this research was to have a know-how about the major
impact on HRM practices of Saudi Arabia societal
culture.
Furthermore, this research consisted the investigation
of the HRM practices within the public and private
sector of the Saudi industry, based on a single case
study of the SAEI, through the assistance of semi-
constructed interviews and questionnaires. As for the
third aspect of this study, it consisted of the currently
used and deployed HRM practices and policies,
particularly the five targeted HRM practices, which
would be useful in the further process of this study.
The final and the last aspect or objective of this study
can be utilized to compare with the existing literature
in order to improve the current HRM practices.
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40 Escalating Research Volume 5 Issue 2 June, 2016
Constructive conclusion could be derived out with the
help of this study and it could prove to be very helpful
in the near future in case to compare the study with the
existing literature. This study contributes to the
investigation carried out to study the impact and effect
of HRM practices on the GCC; Saudi Arabia. This
research covered the core and basic elements of HRM,
which includes; HRM functions, the employee
relations with the management, the level of
satisfaction employees get while working in a
particular organization, the structure of rewards and
benefits and how contented an employee as well as the
client is from the practices of HR. Moreover, most
importantly the role of HR in the biggest country of
Middle East; Saudi Arabia is studied significantly
throughout the investigation (Forstenlechner,2010).
Conclusion and Recommendation
This study was initiated with the aim of investigating
the impact of Saudi Arabian societal, political and
economic culture on five basic HRM practices that is,
Job desirability, recruitment sources, performance
appraisal, compensation and benefits, and training
programs. This aim was achieving through the set of
questions and interviews which were semi-
constructed, and covered the research objectives. The
questions of this research started with investigating
and studying the effect of the Saudi Arabian culture on
the five HRM practices within the public and private
sectors of the industry, which are consistently
highlighted in the comprehensive literature. In a
summarized context, three questions were put up in
this research, the second and third question played a
part of sub-questions in order to have a clear-cut
answer to the first question. The second sub-question
was constructed in such a way to find out the relation
between the societal culture of Saudi Arabia and the
basic five HRM practices within the organization in a
public and private sector. As for the third question, it
enquired about the preferred HRM practices with both
the sectors.
Several objectives were constructed in order to answer
the various research questions. The research objectives
were comprised of four main factors. The first
objective was to investigate the impact of Saudi
Arabian societal culture on the five HRM practices
based on the single case study of SAEI. Second, look
into the practiced HRM functions in both public and
private sectors, which was explored in one
organization, as SAEI was in the phase of transition-
from public to private- it was made possible to have an
overview of both the sectors under one roof. Third, to
complement the analysis conducted in the second
objective, that is to review the practiced HRM
practices and used it against the findings of the
existing literature. Fourth, to utilize the findings and
the analysis from the case study, develop
recommendations for future improvement of the HRM
practices within both the sectors of the economy that
is public and private.
This research comprised of a set of questions that were
asked through the semi-constructed questionnaire
from the individuals selected from the SAEI, basically
engineers. Initiating the research from the introduction
which comprises the HRM functions and the Saudi
Arabia society, that is quite diverse and is difficult to
follow ‘one size fits all’ approach throughout the
organization. It consisted the societal culture of this
particular Gulf country, within the public and private
sectors of the industry. The introduction also clarified
the main aim of the research. Looking at the research
questions and objectives closely the second dimension
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41 Escalating Research Volume 5 Issue 2 June, 2016
was to review the existing literature which was studied
after highlighting the research boundaries. This area
included the investigation of the impact of religion on
the work ethics and the impact of Saudi Arabian
societal culture on the HRM practices and covering the
collectivism-individualism dimension. This study
covered the five basic HRM practices; job desirability,
recruitment sources, performance appraisal, training
programs, and compensation and benefits. The third
aspect included the methodology adopted for this
investigation. A combination of mixed-method
approach and single case study was adopted. The best
organization to have a case study was considered to be
the SAEI. This organization was going through the
transition phase-public to private sector. Therefore, it
was easy to have and overview of both the sectors from
one organization. Mixed-method approach consisted
of three aspects; semi-constructed interviews, having
the employees fill out the questionnaires and visiting
the organizations in the region in person.
The research comprised of several stages. The first
stage included the development of research, selecting
an appropriate methodology to conduct the research,
covering the set research objectives, and constructing
the framework. This stage led to stage two which
comprised of data processing tools, gathering data and
analyses. The final stage included the findings of the
research, drawing conclusions and focusing on the
recommendation for the future research work.
Moreover, the validity of the research and particularly
the questionnaire was taken into consideration and it
was assured that the questionnaire is covering the
aspects from the ethical point of view.
Hence, in conclusion it can be stated that there is a
strong link between the societal culture of Saudi
Arabia and its impact on the HRM practices. Though
with the vast usage of e-Business this impact could be
minimized, as then the role of HR is not immense.
While the other aspect of this study could be seen with
massive transformation of the Saudi infrastructure,
there has been a need of employing the foreign
workforce into the country. This phenomenon has
made the link between the two comparing factors
weak. The foreign workers bring along their own
values and behaviors.While conducting this research,
at various stages opportunities to conduct future
research at this type of body, considered. The very first
and foremost level developed an opportunity to utilize
this framework and use it for the future reference with
any other organization. It is recommended to conduct
the study on a regional organization so that it could
contribute towards the unsorted regions. The second
and third level recommends, by utilizing this
framework for the local and international
organizations. This could give an idea of collectivism-
individualism and privatization process.
References
Achoui, Mustapha M. (2009). Human resource
development in Gulf countries: an analysis of the
trends and challenges facing Saudi Arabia. Human
Resource Development International, 12 (1), 35-
46. Retrieved February 26, 2009, from
http://www.informaworld.com/10.1080/13678860
802638826
Bhuian SN &AbdulMuhmin AG (1995).
“Exploring the Job Satisfaction and Commitment
of Expatriate Marketers in 8audi Arabia,”
Proceedings of American Marketing Association
Summer Marketing Educators” Conference 6,
Washington, DC, 475-476.
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42 Escalating Research Volume 5 Issue 2 June, 2016
Forstenlechner, I (2010) Workforce localization in
emerging Gulf economies: the need to fine-tune
HRM. Personnel Review Vol. 39 No. 1, 2010 pp.
135-152.
Harry, Wes. (2007). Employment creation and
localization: the crucial human resource issues for
the GCC. Source: International Journal of Human
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January 2007, pp. 132-146(15)
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failure: a critique of recent research and a
proposed integrative framework International
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(SAMA). (2006).
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Presentation 5
Interviewing Candidates
Learning Outcomes
1. Define what is a job interview and why it is important.
2. Identify selection interview characteristics.
3. Conduct an Interview and what undermines interviews.
4. Provide guidelines for interviewees.
5. Give examples of most common questions asked and
6. Provide some suggested Questions.
What is A job Interview?
A conversation occurs between a potential employer and a job applicant where each one is trying to learn more about the other.
The process is a two-way road where employer is traveling toward a goal (right hiring), and the applicant is traveling toward a goal (right job).
The Importance of Interviews
During the process, the employer has the opportunity to appraise applicant’s qualifications, appearance and general fitness for the job opening. Meanwhile,
The applicant tries to learn more about the position, appraises the employer, and finds out if his/her needs and interests will be met.
Inviting an applicant to an interview, indicates that the employer has at least some interest.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–5
Selection Interview
Interview
structure
Interview administration
Selection Interview Characteristics
Interview
content
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–5
We can classify selection interviews according to:
1. How structured they are
2. Their “content”—the types of questions they contain
3. How the firm administers the interviews
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7–6
1. Interview Structure
Unstructured (nondirective) interview
Structured
(directive)
interview
Interview Structure Formats
Mixed Interview
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–6
In unstructured (or nondirective) interviews, the manager follows no set format. A few questions might be specified in advance. Most selection interviews fall in this category.
In structured (or directive) interviews, the employer lists job-oriented questions ahead of time, and possible predetermined answers for appropriateness and scoring.
Types of Structure of Interviews
Structured Interview: pre-set standardized questions used by the interviewer and asked to all candidates. It is also known as patterned or guided interview.
Unstructured Interview: The discussion is free-flowing and does not follow any formal rules and procedures. Questions are made up during the interview.
Mixed Interview: A combination of both methods, where during a pre-set questions, the applicant is asked spontaneous questions by the interviewer.
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7–8
2. Interview Content
Situational interview
Behavioral interview
Job-related interview
Types of Questions Asked
Stress
interview
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–8
We can also classify interviews based on the “content” or the types of questions asked in the interview. At work, situational, behavioral, and job-related questions are most important.
Types of Interview Content
Situational Interview: provide the candidates with a hypothetical situation and ask them how they would handle it. “What would you do if…..” It aims at revealing the ability to solve the problem presented.
Behavioral Interview: ask the candidates to recall past experience/s and describe how they did handle in. “Tell me about a time in the past when…” It aims at revealing the capability to solve an actual problem.
Continue
Job-related Interview: focus more on job-related requirements and skills to screen out potential qualified candidates. The responses, then, are grouped to create an effective definition or “critical requirements”
Stress Interview: The employer commonly uses stress interview for those jobs which are more stressful. A number of harsh, rapid-fire questions are put to the interviewee with intent to upset him. It seeks to know, how the applicant will respond to pressure.
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7–11
3. Administering the Interview
Unstructured sequential interview
Panel
interview
“To One Candidate”
Phone
interviews
Video/Web-assisted interviews
Computerized interviews
Mass
interview
“To Many Candidates”
Structured sequential interview
Ways in Which Interview Can be Conducted
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–11
Employers also administer interviews in various ways: one-on-one or by a panel of interviewers; sequentially or all at once; and computerized or personally.
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7–12
Conducting an Effective Interview
1
2
3
4
5
Being Systematic and Effective
Structure the interview.
Know the job.
Get organized.
Establish rapport.
Ask questions.
6
Take brief notes.
7
Close the interview.
8
Review the interview.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–12
You may not have the time or inclination to create a full-blown, structured situational interview. However, there is still a lot you can do to make your interviews more systematic and effective.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–13
What Can Undermine An Interview’s Usefulness?
Nonverbal behavior and impression management
Applicant’s personal characteristics
Interviewer’s inadvertent behavior
Factors Affecting An Interview’s Usefulness
First impressions (snap judgments)
Interviewer’s
misunderstanding
of the job
Candidate-order (contrast) error and pressure to hire
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–13
This slide summarizes potential interviewing errors to avoid:
• First impressions (snap judgments)
• Not clarifying what the job involves and requires
• Candidate-order error and pressure to hire
• Nonverbal behavior and impression management
• The effects of interviewees’ personal characteristics
• The interviewer’s inadvertent behavior
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7–14
Guidelines for Interviewees
Preparation is essential.
Uncover the interviewer’s real needs.
Relate yourself to the interviewer’s needs.
Think before answering.
Remember that appearance and enthusiasm are important.
Make a good first impression as it is difficult to be changed.
Ask questions.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–14
Before you get into a position where you have to interview others, you will probably have to navigate some interviews yourself. It’s therefore useful to apply these guidelines to navigating your own interviews.
Be Aware of Shortcut!!!
Halo effect:
A cognitive bias, where the interviewer makes a snap judgement about the applicant’s overall potential for the performance of the job, considering a single characteristic, like the way he/she talks, sits, dresses, speaks, or maintains eye contacts, etc.
Most Common Questions Asked
Where do you see yourself in 5 years time?
Answer in general terms such as:
“I want to learn and grow within my work, increase my skills, knowledge, and responsibilities. I enjoy challenge and my goal is to be the best whatever level I am working at”.
Continue
Describe yourself in one word..
“Result-Driven” = I set myself challenging goals and work hard to meet them. Successfully achieved a number of personal goals: upgrading problem solving skill and wining a swimming competition.
How do you define success in your job?
“By accomplishing goals, set by myself or others”.
“By making a worthwhile contribution to achieving company’s goals”.
“By adding value to the team and exceeds the manager’s expectations.”
Continue
Why did you leave your job?
“I feel I have reached the ceiling in my current and I am eager for a new challenge”.
Why do you want to join our company?
“The job you are offering appeals to me because I will be dealing directly with diverse clients which will help me develop my customer-service skills”.
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7–19
Examples of Questions That Provide Structure
Situational Questions
1. Suppose a more experienced coworker was not following standard work procedures and claimed the new procedure was better. Would you use the new procedure?
2. Suppose you were giving a sales presentation and a difficult technical question arose that you could not answer. What would you do?
Past Behavior Questions
3. Based on your past work experience, what is the most significant action you have ever taken to help out a coworker?
4. Can you provide an example of a specific instance where you developed a sales presentation that was highly effective?
Background Questions
5. What work experiences, training, or other qualifications do you have for working in a teamwork environment?
6. What experience have you had with direct point-of-purchase sales?
Job Knowledge Questions
7. What steps would you follow to conduct a brainstorming session with a group of employees on safety?
8. What factors should you consider when developing a television advertising campaign?
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–19
Figure 7-2 illustrates several examples of structured job knowledge, situational, background or behavioral interview questions.
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7–20
Suggested Questions for Interviewing Applicants
Why did you choose this line of work?
What did you enjoy most about your last job?
What did you like least about your last job?
What has been your greatest frustration or disappointment on your present job? Why?
Why should we be hiring you?
What do you expect from this employer?
What are three things you will not do in your next job?
What would your last supervisor say your three weaknesses are?
What are your major strengths?
How can your supervisor best help you obtain your goals?
How did your supervisor rate your job performance?
What are your career goals during the next 1–3 years? 5–10 years?
How will working for this company help you reach those goals?
What did you do the last time you received instructions with which you disagreed?
What are some things about which you and your supervisor disagreed? What did you do?
Which do you prefer, working alone or working with groups?
What motivated you to do better at your last job?
Do you consider your progress in that job representative of your ability? Why?
Do you have any questions about the duties of the job for which you have applied?
Can you perform the essential functions of the job for which you have applied?
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
7–20
Figure 7-3 contains a sampling of technical questions to be asked in interviews.
Presentation 5
Testing and Selection
Learning Outcomes
1. Define selection and why it is important.
2. Explain two results of selection decisions.
3. Introduce two basic selection tools.
4. List selection types of tests and how it is used.
5. Explain Basic testing concepts.
6. Discuss the contemporary issues related to selection.
HRM Process: Three Phases/Eight Steps
1. The first three activities, address Employment Planning: adding staff through recruitment, reducing staff through downsizing, and interview/selection process.
Once we determined the required numbers and types of people needed, the applicants pass the interview, and their CV’s are reviewed, the best candidate for the job is selected using the qualitative model of staffing.
Two Approaches:
Person-job fit approach (match person with job).
Person-organization fit approach (match person with culture).
Phase 1, Step 3:
What is Selection? Why it is Important?
Selection is predicting the applicant/s who will be successful if hired.
Three reasons for selecting the right employee:
Organizational performance– right employees contribute more to performance.
Costs of recruiting and hiring– right selection reduces costs.
Legal obligations and liability– avoid hiring employees with criminal records or other problems in which the employer can be held liable.
Selecting Job Applicants
Any selection decision can result in the four possible outcomes shown below where two outcomes would indicate correct decisions and two would indicate errors.
A decision is correct:
When the applicant who was predicted to be successful and was hired proved to be successful on the job, OR
When the applicant who was predicted to be unsuccessful and was not hired and would not have been able to do the job.
In the first case, we have successfully accepted; in the second case, we have successfully rejected.
Continue
A decision is NOT correct:
When we don’t hire an applicant whom, if hired, would have performed successfully on the job (reject errors) OR,
When we hire an applicant whom subsequently performed poorly
(accept error).
In the two cases we failed to take the right selection decision.
Selecting Job Applicants
Any selection decision can result in the four possible outcomes shown below where two outcomes would indicate correct decisions and two would indicate errors.
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall
7-7
Once the recruiting effort has developed a pool of applicants, the next step in the HRM process is to determine who is best qualified for the job. In essence, this selection process seeks to predict which applicants will be successful if hired.
Consider, for example, that any selection decision can result in the four possible outcomes shown in Exhibit 7-5, where two outcomes would indicate correct decisions and two would indicate errors.
A decision is correct when:
The applicant who was predicted to be successful and was hired or accepted proved to be successful on the job, or
When the applicant who was predicted to be unsuccessful and was therefore not hired or rejected would not have been able to do the job. In the former case, we have successfully accepted; in the latter case, we have successfully rejected.
Problems occur, however, when we reject applicants who, if hired, would have performed successfully on the job (called reject errors) or if we accepted applicants who subsequently performed poorly (called accept errors).
These problems are significant because reject errors not only mean increased selection costs because more applicants have to be screened but also can open the organization to charges of employment discrimination, especially if applicants from protected groups are disproportionately rejected.
Accept errors, on the other hand, cost the organization in terms of wasted training of the employee, the costs generated or profits forgone because of the employee’s incompetence, the cost of severance, and the subsequent costs of additional recruiting and selection screening.
The major intent of any selection activity is therefore to reduce the probability of making reject errors and accept errors while increasing the probability of making correct decisions. We do this by using reliable and valid selection procedures.
7
Selection Tools
Interviews and Tests
Interviews are the most universal selection device, along with the application form.
They are reliable and valid when structured, well organized, and limited to relevant questioning.
Behavioral or Situational interviews are more effective for predicting successful job performance than traditional interviews are.
The applicants are observed for what they say and how they behave.
Selection Tools: Tests
A test is basically a sample of a person’s cognition and behavior.
Different types of tests are used such as: intellectual, mechanical abilities, as well as behavioral tests.
A problem with the written intelligence tests is that they may not indicate the applicant’s job performance.
Therefore, Performance-Simulation Tests which are made up of actual job behavior are used as they are valid predictors of successful job performance.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Tests
Cognitive abilities
Motor and physical abilities
Personality
and Behavior
What Different Tests Measure?
Current
achievement
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–10
Cognitive tests include tests of general reasoning ability (intelligence) and tests of specific mental abilities like memory and inductive reasoning.
Tests of motor and physical abilities measure motor abilities, such as finger dexterity, manual dexterity, and reaction time.
Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation.
Achievement tests measure what someone has learned. Most of the tests you take in school are achievement tests. They measure your “job knowledge” in areas like economics, marketing, or human resources.
Basic Testing Concepts: Validity
Validity indicates whether a test is measuring what it is suppose to be measured.
The selection tool must be shown to be directly related to successful job performance.
It is the HR responsibility to verify the selection tool used.
Basic Testing Concepts: Reliability
Reliability addresses the consistency of scores obtained by the same person when retested with the same test.
If a test is reliable, any individual’s score should remain fairly stable over time, assuming that the characteristic being measured is also stable.
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Sample Test on Cognition
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–13
The short test in Figure 6-4 is intended to find out how prone you might be to on-the-job accidents.
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Test of Mechanical Comprehension
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–14
The Test of Mechanical Comprehension in Figure 6-5 tests applicants’ understanding of basic mechanical principles.
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Self- Report Inventory
Personality Test: The “Big Five”
Extraversion
Emotional stability
Agreeableness
Openness to experience
Conscientiousness
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–15
Industrial psychologists often focus on the “big five” personality dimensions: extraversion, emotional stability/neuroticism, agreeableness, conscientiousness, and openness to experience.
Projective Tests
Projective Tests– Applicants offer responses to ambiguous scenes, words, or images that they project onto the test. The goal is to uncover the hidden attitudes, desires, emotions, and conflicts that are hidden from conscious awareness and can cause problems to an employee’s life.
Strengths include: used for screening job candidate and help predicting how people may behave in different situations, or with different people.
Weaknesses include: lack validity and reliability, highly subjective, and responses can be influenced by the examiner’s attitudes or the test settings.
(The Rorschach Inkblot Test, The Thematic Apperception Test (TAT), The Draw-A-Person Test, and The House-Tree-Person Test). All used to collect qualitative information about the applicant.
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Projective Test “Rorschach Test”
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–17
In the Rorschach Test sample in Figure 6-1, the psychologist asks the person to explain how he or she interprets an ambiguous picture. In such projective tests, it is more difficult to prove that the tests are measuring what they are said to measure, in this case, some trait of the person’s personality—that they’re valid.
Other Selection Methods
Investigations and Checks:
Reference and Background Employment Checks.
Criminal and Driving Records.
Why?
To verify actual information provided by applicants.
To uncover damaging information.
Note: giving someone a bad reference can drag employers into legal mess.
Defamation tends to harm the employee’s reputation.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–18
To avoid negligent hiring mistakes, employers must check the candidate’s background thoroughly.
Continue
Achievement Tests (job knowledge).
Honesty Tests.
Physical Examinations.
Drug Tests.
Contemporary Issues in Selection
1. Workplace Diversity
Similarities and Differences among employees in terms of:
Age, race, cultural background, physical abilities and disabilities, religion, gender, and nationality.
Managers must learn how to manage diversity by maximizing the advantages and minimizing the disadvantages.
Another HRM issue facing managers is workforce diversity, which affects such basic HRM activities as recruitment, selection, and orientation. Improving workforce diversity requires managers to widen their recruiting net and turn to nontraditional recruitment sources such as women’s job networks, over-50 clubs, urban job banks, and disabled people’s training centers.
After a diverse set of applicants exists, selection must be non-discriminatory, applicants should be made comfortable with the organization’s culture, and management should express its desire to accommodate their needs.
Many organizations provide special workshops to raise diversity consciousness among current employees, as well as programs for new employees that focus on diversity issues. Some companies also have special mentoring programs to deal with the reality that lower-level female and minority managers have few role models with whom to identify.
20
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5–21
Recruiting A More Diverse Workforce
Single parents
Older workers
Welfare-to-work
Minorities and women
The disabled
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
5–21
Recruiting a diverse workforce isn’t just socially responsible. Given globalization and the rapid increase in minority, older worker, and women candidates, it is a necessity.
2. Sexual Harassment
Any unwanted action or activity of a sexual nature that explicitly or implicitly affects an individual’s employment, performance, or work environment.
Any form of unwelcome sexual behavior or say that is offensive, humiliating or intimidating.
It is against the law. Settlements are the largest financial risk facing companies today.
Copyright ©2011 Pearson Education
Sexual harassment is a serious issue in both public and private sector organizations. More than 12,000 complaints are filed with the EEOC each year, with more than 15 percent of the complaints filed by males. Settlements in some of these cases incurred a substantial
cost to the companies in terms of litigation. It’s estimated that sexual harassment is the single largest financial risk facing companies today
22
Harassment in Workplace
Results in:
Money lost in high rate of absenteeism and turnover,
Low productivity.
Low morality.
Occurs: from any powerful being upon the weaken one.
From men to women and vise versa.
From up to bottom and vise versa.
Among all co-workers.
Responsibility of HR Department
HR professionals must learn how to develop behavioral tests that can uncover an applicant’s readiness to act harassment in the workplace.
Policies and Procedures for preventing and handling sexual harassment must be developed and written in the employee handbook.
KSA’s Anti-Harassment Law came into effect on June, 8th, 2018 and considered a criminal offence (punishable act) for anyone to harass another by any statement, act or signal of a sexual nature by any mean, including the use of modern technology.
Assignment 2
A case study is given on BB
Presentation 8.2
Performance Appraisal Methods
Learning Outcomes
Introduce Ten different methods in apprising employees’ performance and the most three methods commonly used.
Illustrate each method by figures.
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Performance Appraisal Methods
1
2
3
4
5
Alternation ranking
Graphic rating scale
Paired comparison
Forced distribution
Critical incident
6
7
8
9
10
Behaviorally anchored rating scales (BARS)
Narrative forms
Management by objectives (MBO)
Computerized and Web-based performance appraisal
Merged methods
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–3
Appraising performance requires choosing an appraisal tool, form, or methodology that provides an effective means for comparing a subordinate’s actual performance to the standards for his or her job.
1. Management by objective
the result approach
Dr. Hayat Habhab
MBO Approach is the most commonly used method in appraising the employee performance.
It is a method by which managers and subordinates are both involved in planning, organizing, communicating, debating, and controlling the departments’ workflow.
MBO Process
A comprehensive and formal organizationwide goal-setting and appraisal program requiring:
Setting of organization’s goals
Setting of departmental goals
Discussion of departmental goals
Defining expected results (setting individual goals)
Conducting periodic performance reviews
Providing performance feedback
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–5
Employers use management by objectives (MBO) for one of two things. Many use it as the primary appraisal method. Others use it to supplement to a graphic rating or other appraisal method. MBO generally refers to the comprehensive and formal organizationwide goal-setting and appraisal program.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Using MBO
Setting unclear objective
Conflict with subordinates over objectives
Potential Problems with MBO
Time-consuming appraisal process
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–6
In using MBO, it is best to keep the guidelines for goal setting (SMART, specific, and so on) in mind. Setting objectives with the subordinate sometimes turns into a tug-of-war, with the supervisor pushing for higher quotas and the subordinate pushing for lower ones.
The more that is known about the job and the person’s ability, the more confident a supervisor can be about setting standards.
2. Forced Distribution Method
Supervisors are forced to distribute ratings into pre-specified performance distribution.
They are given a series of MCQ regarding the employee.
Each question asks to select one choice from a list that contains only positive or negative .traits or behaviors related to performance
“See the figure below”.
Forced Distribution Method
3. Graphic Rating Scale
Lists traits such as quality, communication skills or teamwork.
Use a scale of range of performance values from “unsatisfactory” to “outstanding”, or from “below expectations” to “role model” for each trait.
“see the figure below”.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–9
Employers use management by objectives (MBO) for one of two things. Many use it as the primary appraisal method. Others use it to supplement to a graphic rating or other appraisal method. MBO generally refers to the comprehensive and formal organizationwide goal-setting and appraisal program.
Sample Graphic
Rating Performance
Rating Form
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–10
Figure 9-2 shows one graphic rating scale. A graphic rating scale lists traits (such as “quality and reliability” or “teamwork”) and a range of performance values (from “unsatisfactory” to “outstanding,” or “below expectations” to “role model”) for each trait.
Graphic Rating Scale, cont’d.
Some graphic rating forms assess objectives.
The employee and supervisor fill in the objectives’ section at the beginning of the year.
Then they assess results and set new objectives as part of the next appraisal. (see the figure below)
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–11
Employers use management by objectives (MBO) for one of two things. Many use it as the primary appraisal method. Others use it to supplement to a graphic rating or other appraisal method. MBO generally refers to the comprehensive and formal organizationwide goal-setting and appraisal program.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Appraisal Form for Assessing Competencies and Specific Objectives
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–12
Some graphic rating forms assess several things. Figure 9-4 (Section I) assesses the employee’s performance relating to both competencies and objectives. The employee and supervisor would fill in the objectives section at the start of the year, and then assess results and set new ones as part of the next appraisal.
Graphic Rating Scale cont’d
Another graphic rating forms assess the competencies expected from an employee to develop and exhibit, such as “problem solving”, maintain effective work relationships with co-workers, and building effective teamwork.
(see the figure below).
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE Appraisal Form for Assessing Both Competencies and Specific Objectives
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–14
Some graphic rating forms assess several things. In Figure 9-4, Section II illustrates the competencies an employee is expected to develop and exhibit such as “identifies and analyzes problems” (Problem Solving), and “maintains harmonious and effective work relationships with co-workers and constituents” (Teamwork).
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
4. Behaviorally Anchored Rating Scale (BARS)
BARS
Measures an employee’s performance against specific examples of behavior that are given a number rating.
Differs from Behavioral Observation Scale in that employees in BOS are evaluated according to how frequently they exhibit a required behavior for effective performance.
Advantages of BARS
More accurate
Clearer standards
Provide Feedback
Independent dimensions
Consistency
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–15
A behaviorally anchored rating scale (BARS) is an appraisal tool that anchors a numerical rating scale with specific examples of good or poor performance. Its proponents say it provides better, more equitable appraisals than do the other appraisal tools. It takes more time to develop a BARS, but the tool has several advantages.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE
Example of a Behaviorally
Anchored Rating Scale for the Dimension
Salesmanship Skills
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–16
Figure 9-8 presents an example of a section of a final BARS instrument that lists the critical incidents that serve as behavioral anchors on the performance scale for the dimension Salesmanship Skills.
5. Alternation Ranking Method
Ranking employees from best to worst. Supervisors alternately choose and list employees who are the highest/lowest on the characteristics/trait being measured
(see the figure below).
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FIGURE Scale for Alternate Ranking of Appraisee
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–18
Ranking employees from best to worst on a trait or traits is another option. Supervisors choosing the alternation ranking method would use a form like that in Figure 9-5 to alternately choose and list employees who are the highest on the characteristic being measured and the ones who are the lowest.
6. Paired Comparison Method
Supervisors pair and compare every subordinate with every other subordinate for every trait such as quality or quantity of work by using a chart.
(see the figure below).
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE Ranking Employees by the Paired Comparison Method
Note: + means “better than.” – means “worse than.” For each chart, add up the number of +’s in each column to get the highest ranked employee.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–20
The paired comparison method helps make the ranking method more precise. For every trait (quantity of work, quality of work, and so on), you pair and compare every subordinate with every other subordinate. In the paired comparison method, you make a chart, as in Figure 9-6, of all possible pairs of employees for each trait.
7. Critical Incidents Method
Supervisor uses a log of positive and negative examples of a subordinate’s work-related behavior.
Then they meet, periodically, to discuss performance.
The figure below, provides an example of what performance an assistant plant manager must improve as his log shows that he let inventory storage costs rise 15%.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
TABLE Examples of Critical Incidents for Assistant Plant Manager
Continuing Duties | Targets | Critical Incidents |
Schedule production for plant |
90% utilization of personnel and machinery in plant; orders delivered on time | Instituted new production scheduling system; decreased late orders by 10% last month; increased machine utilization in plant by 20% last month |
Supervise procurement of raw materials and on inventory control | Minimize inventory costs while keeping adequate supplies on hand | Let inventory storage costs rise 15% last month; over-ordered parts “A” and “B” by 20%; under-ordered part “C” by 30% |
Supervise machinery maintenance |
No shutdowns due to faulty machinery |
Instituted new preventative maintenance system for plant; prevented a machine breakdown by discovering faulty part |
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–22
With the critical incident method, the supervisor keeps a log of positive and negative examples (critical incidents) of a subordinate’s work-related behavior. Every 6 months or so, supervisor and subordinate meet to discuss the latter’s performance, using the incidents as examples.
In Table 9-1, one of the assistant plant manager’s continuing duties was to supervise procurement and to minimize inventory costs. The critical incident log shows that the assistant plant manager let inventory storage costs rise 15%; this provides an example of what performance she must improve in the future.
8. Narrative Forms Method
A written analysis of an employee’s performance which is very individualized and qualitative method in nature.
Supervisor’s narrative assessment helps an employee in understanding where the performance is good or bad, and how to improve it.
The figure below, provides an example of all or part of the narrative written appraisal.
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FIGURE
Appraisal-Coaching
Worksheet
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–24
All or part of the written appraisal may be in narrative form as shown in Figure 9-7. The supervisor’s narrative assessment aids the employee in understanding where his or her performance was good or bad, and how to improve that performance.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9. Computerized and Web-Based PA Systems
Electronic Performance Monitoring (EPM) Systems
Use computer network technology to allow managers access to their employees’ computers and telephones.
Managers can monitor the employees’ rate, accuracy, and time spent working online.
Allow managers to keep notes on subordinates.
Notes can be merged with employee ratings.
Software generates written text to support appraisals.
Allows for employee self-monitoring and self-evaluation.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–25
Employers increasingly use computerized or Web-based performance appraisal systems that enable them to keep computerized notes on subordinates during the year. The notes can then be merged with ratings of employees on several performance traits. The software then generates written text to support each part of the appraisal. Most appraisal software combines several of the basic methods such as graphic ratings plus critical incidents or BARS.
Electronic performance monitoring (EPM) systems use computer network technology to allow managers access to their employees’ computers and telephones. They allow managers to monitor the employees’ rate, accuracy, and time spent working online.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
10. Using IT to Support Performance Management
Assign financial and nonfinancial goals to each team’s activities along the strategy map chain of activities leading up to the company’s overall strategic goals.
Inform all employees of their goals.
Use IT-supported tools like scorecard software and digital dashboards to continuously monitor and assess each team’s and employee’s performance.
Take corrective action at once.
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–26
This slide sums up how IT-supported performance management process supports performance management.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
FIGURE Performance Management Report
Human Resources Management 12e
Gary Dessler
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
9–27
Information technology does enable management to automate performance management. Figure 9-14 presents an example of an employee’s online performance management report.

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