MGMT 3/19

Job Analysis and Recruiting (information collected)

  • work activities
  • tools and equipment used to do the job
  • context in which the job is performed
  • personnel requirements for performing the job
  • Job description: written description of the basic tasks, duties, and responsibilities required of an employee holding a particular job
  • Job specification: a written summary of the qualifications needed to successfully perform a job


  • Selection: the process of determining the skills, abilities, and other attributes a person needs to perform a particular job
  • Validity: relationship between an applicant’s score on a selection device and his or her future job performance
  • If someone scores well on a selection test and it is valid, there is a good chance they will succeed in their job


  • Unstructured interviews: free flow of questions (ask whatever they want)
  • Structured interviews: interviewer uses standard set of prepared questions (more validity)

Interviewing an Applicant (from Employer’s View)

  1. Know what you want
  2. Use open-ended questions
  3. Do not ask irrelevant questions (that relate to job description/specification)
  4. Do not rush the interview
  5. Do not rely on your memory (take notes)

Selection Tests

  1. Aptitude: testing future performance (SAT)
  2. Physical Ability: designed for workers
  3. Cognitive Ability (three types assessed): verbal, quantitative, and reasoning skills
  4. Personality: Big Five: agreeableness, emotional stability, openness,…(most widely used test)
  5. Work Sample: select a sample from the really work and require them to do it
  6. Assessment Centers: most complex test; use simulation to check the managerial skills

Determining Training Needs

  • Work Keys needs assessment
  • Communication, problem solving and interpersonal
  1. Job analysis
  2. Test Employee skills
  3. Compare employee skills to required skills

Training Methods

  • Classroom/Presentation: lecture used most often (about 90%)
  • Hands-on: increases participation
  • Team Training: shares knowledge, skills, and abilities

Performance Appraisal (360 degree feedback is the best)

  • managers
  • customers
  • self
  • peers
  • subordinates

Errors in Performance Appraisal

  • Similar-to-me: similar qualities (demographic) in boss and gets better rating
  • Errors in distribution: leniency, strictness, Central tendency
  • Halo & Horn: the boss responds to a positive/negative performance dimension, and it dictates whether the performance is good (halo) or bad (horn)


  • Core Compensation: monetary rewards
  • Compensation and Benefits:non-monetary rewards

Elements of Core Compensation

  • Base Pay: hourly pay, wage, annual salary
  • Base Pay Adjustment: cost-of-living, merit pay, incentive pay, person-focused pay(to master skills)

Employee Benefits

  • Legally Required
  • Discretionary benefits

Discretionary benefits

  • Protection Programs: pension, retirement, unemployment
  • Pay-for-time-not-worked: holidays
  • Services: phones, transportation, child care


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