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Chapter 17 Human Resource Policies and Practices
Questions for Review 17-1. What is the value of various recruitment methods? Answer: Strategic recruiting has become a cornerstone for many companies. Some of the most effective recruiting techniques include internal referrals, internship programs, and other methods that give potential applicants enough information to adequately evaluate the roles they may be occupying. The most effective recruiters use a variety of online tools, including jobs boards and social media, to bring in applications. 17-2. What are the methods of initial selection? Answer: Initial selection devices are the first information applicants submit and are used for preliminary “rough cuts” to decide whether an applicant meets the basic qualifications for a job. a. Application Forms. Application forms can be a good initial screen. They take very little time and more organizations encourage applicants to submit an application online. b. Background Checks. More than 80 percent of employees check references; however, rarely is useful information gained. 17-3. What are the most useful methods of substantive selection? Answer: Substantive selection is the heart of the selection process. This is used after passing initial screening. A variety of metrics can be used that include skill tests, personality tests, and other more sophisticated techniques such as performance simulations. Interviews are the most common selection tool. 17-4. What are the similarities and differences among the main types of training? Answer: a. Basic Skills: one half of U.S. high school graduates do not have the basic skills necessary for work. b. Technical Skills: focus of most training, especially given the pace of technological change. c. Interpersonal Skills: skills like effective listening, communication, and teamwork. d. Problem-solving Skills: help sharpen logic and reasoning, and provide helpful decision-making techniques. e. Civility Training: deliberate interventions to improve the workplace climate and foster positive behavior can minimize the problems of incivility. f. Ethics Training: ethics and values guidance incorporated in new-employee orientations, ongoing developmental programs, or as periodic reinforcements of ethical principles. 17-5. What are the methods of performance evaluations? Answer: Written Essays: probably the simplest method is to write a narrative describing an employee’s strengths, weaknesses, past performance, potential, and suggestions for improvement. Critical Incidents: focus the evaluator’s attention on the difference between executing a job effectively and ineffectively. Graphic Rating Scales: the evaluator goes through a set of performance factors—such as quantity and quality of work, depth of knowledge, cooperation, attendance, and initiative—and rates each on incremental scales. Behaviorally Anchored Rating Scales: combine major elements from the critical incident and graphic rating scale approaches. Forced Comparisons: evaluate one individual’s performance against the performance of another or others. Group order ranking: requires the evaluator to place employees into a particular classification, such as the top one-fifth or the second one-fifth. Individual ranking approach: rank-orders employees from best to worst. 17-6. What are the various roles of HR in the leadership of organizations? Answer: In addition to hiring the right people for the job, HR plays several other important roles in organizations. HR is responsible for training and development, and also for performance and evaluation activities. HR also plays a vital leadership role in many organizations. Specifically, HR is involved in leadership activities in nearly all facets of the workplace environment from designing and administering benefit programs to conducting attitude surveys and enforcing employment policies. Experiential Exercise Evaluating, Performing, and Providing Feedback Break up into groups of two or three people each. Each group collaborates to write a short interview questionnaire for evaluating a job candidate. Step 1: Start by considering the core job tasks of a pharmaceutical sales representative who markets medicines directly to care providers (doctors’ offices, nursing homes, and hospitals). Together come up with a list of the three most important things you think this person needs to do on the job. You can look up a job description online for more detail. Don’t describe personal characteristics an individual should have (“needs to be hardworking and friendly”). Instead, focus on the three most important tasks the representative does on the job. Step 2: Next, write down one core skill or ability that would help someone do each task. Think about what a person could naturally be good at (an ability or personality trait) and what the person would know through practice and instruction (knowledge and skills). Step 3: Now develop three questions you would ask a candidate(one for each task) to assess whether he or she has the ability, personality, knowledge, or skills to do the job. Remember to ask questions that get at the very specific core skills/abilities you have described for that task. Try writing at leas tone question about something the person has done in the past, and at least one about something the person would do if faced with a situation on the job. For example, you could start the question about the past with “Tell me about a time you had to . . .,” and start the question about what the person would do with “Imagine you’re in the following situation. Tell me what you’d do.” Step 4: The last part of your structured job interview is developing a scoring key to help the interviewer rate different responses. Don’t just rate answers from “1 =very good” to “3 = very bad.” Instead, rate answers in a way that is as objective and specific as possible. To help you with this process, the following is a structured job interview questionnaire that relates to keeping track of inventory in a retail sales job. It illustrates each step of the process, but for just one task. Example Step 1: Task: Greeting customers. Example Step 2: Skill or ability required: Social skill in making others feel welcome. Example Step 3: “Tell me about a time when you’ve had to get to meet a new person,” or, “Imagine you’re just meeting a customer. What would you do to help this person feel at ease?” Example Step 4: The scoring key for the “Tell me about a time . . .” question might be: 1 = describes meeting new people as uncomfortable,2 = describes situation where a new introduction went well after a while,3 = describes situation where meeting anew person went very well. The scoring key for the “Imagine you’re just meeting. . . ” question might be: 1 = isn’t sure what to do, 2 = would say hello and leave customer alone, 3 = would say hello, ask what customer wants, and try to helpmeet those needs. Class Discussion After all the groups have written their questions, get together and discuss your steps. Was this an easy process? What might be the advantages of writing interview questions and scoring keys in advance like this, compared to a more informal conversational approach? Are there any disadvantages to the more structured approach? If so, what are they? Ethical Dilemma Are On-Demand Workers Really Employees? The ascendancy of Uber and Lyft was both rapid and widespread. Over the course of a few years, these rideshare companies leveraged the ready availability of mobile technology to create a new type of service that was faster and more convenient for many passengers than calling a taxi dispatch office. Rideshare systems link people in search of rides with people who sign up to drive their own cars. In fact, the drivers registered with rideshare firms not only use their own cars; they also pay all maintenance and insurance costs. There are no time cards, supervisors, career paths, or health insurance arrangements because the companies have not considered the drivers as employees at all. Instead, they are independent contractors, members of the “sharing economy” that links them to online work portals for one-off interactions with customers. Other organizations, such as the delivery service Postmates, Amazon’s Mechanical Turk, and Handy Cleaning Service, have adopted the same model. A series of ongoing lawsuits asks whether these companies are actually treating contractors like employees. Legally, an employer cannot formally evaluate the performance or direct the work activities of an independent contractor. However, there are some ways in which these companies do exercise control. Uber, for example, has documented cases in which its drivers were “deactivated “because their online customer reviews were too low. Hours are only somewhat flexible because drivers have been told they will be suspended if they accept fewer than 90 percent of the rides sent to them. Evaluating work quality and hours worked both fall on the side of employment rather than independent contractor relationships. What is at stake? Rules and regulations that cover employees go beyond protections offered to independent contractors. For example, independent contractors do not receive the workers’ compensation, overtime wage premiums, health care, paid time off, or mandatory minimum wage coverage that extends to employees. Employers also bear significant tax and legal liabilities for employees that don’t apply to their hiring of independent contractors. Some advocates argue that drivers may have much to gain if they can be classified as employees, because it will bring stability and predictability to their work. The social and ethical consequences of the sharing economy are only beginning to be considered. Organizations that have been built on the sharing economy will all have to face questions about how their policies affect the willingness of the workers they rely on. Sources: A. Griswold, “Are Uber Drivers Employees?” Slate, March 12, 2015; R. Silverman, “Uber, Lyft Cases Focus on Drivers’ Legal Status,” Wall Street Journal, March 15, 2015; and R Weiner and L. DePillis, “How Congress Can Make Life Better for Uber Drivers and Bike Messengers,” Washington Post, June 3, 2015, http://www.washingtonpost.com/local/virginia-politics/how-congress-can-makelife-better-for-uber-drivers/2015/06/03/621d89f4-09f8-11e5-9e39-0db921c47b93_story.html. Questions 17-7. What would you advise HR departments to do about the ethical dilemma organizations like Uber and Lyft face? Answer: HR departments within organizations like Uber and Lyft must address the ethical dilemmas surrounding their treatment of drivers. Here are some steps they could consider: 1. Review and Revise Policies: HR should critically evaluate existing policies that may blur the line between independent contractor and employee relationships. This includes examining performance evaluation criteria, control over work activities, and penalties for not meeting certain standards. Policies should be adjusted to ensure compliance with labor laws and fair treatment of workers. 2. Engage in Dialogue with Drivers: HR should facilitate open communication channels between the company and its drivers. This can involve regular surveys, focus groups, or even the establishment of driver advisory boards to gather feedback on working conditions, policies, and concerns. Actively listening to drivers' perspectives can inform more ethical decision-making. 3. Offer Benefits and Protections: While maintaining the flexibility of the gig economy, HR should explore options for providing benefits and protections to drivers. This could include access to affordable healthcare plans, options for paid time off, or incentives for high-quality performance that don't compromise independence. 4. Advocate for Regulation: HR departments can advocate for regulations that strike a balance between the flexibility of the gig economy and the protections afforded to traditional employees. By actively participating in discussions with lawmakers and industry stakeholders, companies can shape policies that benefit both workers and the organization. 5. Transparency and Accountability: HR should ensure transparency in how decisions are made regarding driver deactivation, performance evaluation, and workload management. Clear criteria and processes should be communicated to drivers, and mechanisms for appealing decisions should be established to ensure fairness and accountability. 6. Invest in Training and Development: Recognizing the importance of drivers' roles within the organization, HR should invest in training and development programs to enhance skills, safety, and customer service standards. This not only benefits drivers professionally but also contributes to overall service quality and customer satisfaction. 7. Ethical Leadership: HR leaders should demonstrate ethical leadership by prioritizing the well-being and rights of drivers alongside organizational goals. This may involve challenging traditional business models and advocating for practices that promote fairness, equity, and social responsibility. By taking proactive steps to address ethical concerns, HR departments can contribute to building a more sustainable and equitable model for the gig economy, benefiting both workers and the organizations they serve. 17-8. How might changes in the legal employment status of drivers affect companies like Uber and Lyft? Do you think these organizations would be able to survive in relation to their competition of, say, traditional taxi companies? Answer: Changes in the legal employment status of drivers could have significant implications for companies like Uber and Lyft, impacting various aspects of their operations, financials, and competitive position: 1. Costs and Liabilities : If drivers are reclassified as employees, Uber and Lyft would bear additional costs and liabilities associated with providing benefits such as healthcare, workers' compensation, and paid time off. This could lead to increased operational expenses and potentially lower profit margins. 2. Regulatory Compliance : As employers, Uber and Lyft would need to comply with a broader range of labor laws and regulations governing wages, working hours, and workplace conditions. This may require restructuring existing policies and procedures to ensure compliance, adding administrative burdens and complexity to their operations. 3. Workforce Management : With a shift to employee status, Uber and Lyft would have greater control over driver scheduling, performance evaluation, and training. This could improve consistency in service quality and reliability but may also lead to tensions with drivers accustomed to the autonomy of independent contractor status. 4. Competitive Landscape : The reclassification of drivers could level the playing field between Uber, Lyft, and traditional taxi companies in terms of labor costs and regulatory requirements. Traditional taxi companies, which typically employ drivers as employees, may experience reduced competitive disadvantage in comparison to rideshare companies. 5. Innovation and Adaptation : Uber and Lyft have thrived on their ability to innovate and adapt quickly to market demands. However, the transition to an employee-based model could slow down decision-making processes and limit their agility in responding to changing market conditions and customer preferences. 6. Consumer Pricing and Experience : Increased operating costs for Uber and Lyft may necessitate adjustments to pricing structures, potentially leading to higher fares for passengers. This could impact consumer demand and loyalty, particularly if price increases make ridesharing less competitive compared to other transportation options. 7. Market Consolidation : The regulatory and financial challenges associated with reclassifying drivers could lead to market consolidation within the ridesharing industry. Smaller players may struggle to compete with larger companies that have greater resources and scale to navigate regulatory complexities. Overall, while changes in the legal employment status of drivers could pose significant challenges for companies like Uber and Lyft, their survival in relation to traditional taxi companies would depend on their ability to adapt to regulatory changes, manage costs effectively, and continue innovating to meet evolving consumer needs and preferences. 17-9. To what degree do you think employers have a responsibility to these independent contractors? What changes might these organizations consider regardless of legal requirements, if you feel there is an ethical obligation that remain sunfulfilled? Answer: Employers have a responsibility to independent contractors to ensure fair and equitable treatment, even though they may not have the same legal obligations as they do to traditional employees. While independent contractors enjoy greater flexibility and autonomy in their work arrangements, employers still have a duty to uphold ethical standards and promote a positive working relationship. Here are some considerations regarding employers' responsibilities to independent contractors and potential changes they might consider: 1. Fair Compensation : Employers should ensure that independent contractors receive fair compensation for their services. While contractors negotiate their rates, employers should strive to offer competitive pay that reflects the value of the work performed. Additionally, timely payment and transparency in billing practices are important for fostering trust and reliability. 2. Clear Expectations and Communication : Employers should establish clear expectations regarding project scope, deadlines, and deliverables when engaging independent contractors. Effective communication channels should be maintained to address any questions or concerns that may arise during the course of the project. Clarity in expectations helps to minimize misunderstandings and promote successful outcomes. 3. Access to Resources and Support : Employers can provide independent contractors with access to necessary resources, tools, and support to effectively carry out their work. This may include access to technology, training, and relevant information to facilitate project completion. By investing in contractors' success, employers demonstrate a commitment to collaboration and mutual benefit. 4. Recognition and Feedback : Recognizing the contributions of independent contractors and providing constructive feedback on their work can enhance motivation and engagement. Employers should acknowledge contractors' achievements and provide opportunities for professional growth and development. Regular feedback sessions help to strengthen the working relationship and drive continuous improvement. 5. Inclusion in Company Culture : While independent contractors may not be formal employees, employers can still foster a sense of inclusion and belonging within the organization. Inviting contractors to company events, meetings, and training sessions helps to integrate them into the company culture and build rapport with internal teams. This inclusivity enhances collaboration and cooperation across the organization. 6. Ethical Obligations Beyond Legal Requirements : Even if not legally mandated, employers have an ethical obligation to treat independent contractors with fairness, respect, and dignity. This may involve going above and beyond minimum standards to ensure contractors' well-being and professional satisfaction. For example, offering support during challenging projects, extending opportunities for networking and professional development, and advocating for fair treatment within the industry. In conclusion, employers have a responsibility to uphold ethical standards and promote a positive working relationship with independent contractors, despite the absence of legal requirements. By considering the needs and well-being of contractors and implementing practices that prioritize fairness, communication, and collaboration, employers can cultivate mutually beneficial partnerships that contribute to organizational success. Case Incident 1 Who Are You? Today, we all seem to be very concerned with who we are. “Who am I?” Oprah asked herself, as she has asked others for years when interviewing. We tend to ask this question often as we compete with others 24/7. In fact, the competition seems to have grown fiercer as students try to edge their foot inside the doors of top organizations. This is definitely the case in Beirut, Lebanon, a developing country in the Middle East and North African Area (MENA), where successful companies begin with interview screening, having done an initial background check (sometimes without the applicant’ sconsent) in order to monitor whether the candidates did well in university, were successful in the local/regional market, or had a criminal record. Today, job applicants are aware of “impression management “and the importance of perception. How important is a candidate’s appearance? For instance, the highly competitive local market in Lebanon adheres to the French tradition in terms of mannerism and dress code. Managers and employees alike adhere to a custom that favors bright, attractive, very fashionably dressed personnel. As such, before they went to be interviewed at Byblos Bank, a leading domestic multinational bank, Zeina Samaha spent a small fortune on cosmetic surgery, whereas Josiane El Khoury spent it on her briefcase, suit, shoes, and jewelry. Even though they had both graduated with distinction from university and had shown professional competence in their previous job, they understood that appearance played a crucial role in the Businessworld. These issues also influenced Joseph Boustany, the human resource manager at a trendy clothing shop on the Jounieh shopping strip of Kaslik. Before being interviewed at Zara, the hip Spanish clothes shop at the ABC Mall in Aschrafieh, Joseph went over the company’s history and the job description; then he thought through the upcoming interview and mulled over his dress code before he bought a fashionable trendy suit, tie, and jewelry. Sources: R. Feintzeig and M. Korn, “Internships Go under the Microscope,” Wall Street Journal, April23, 2014, B7; L. Gellman, “Diving into the Intern Pool before Starting at B-School,” Wall Street Journal, February 5, 2014, B7; C. Zillman, “Unpaid Interns Have Their Day in Court—Again,” Fortune, January 29, 2015, http://fortune.com/2015/01/29/unpaid-internships-legal-battle/. Questions 17-10. People, in general, spend a fortune to improve their image, both physical and on their résumé. Do you think candidates eliminate competition when improving their personal image? Answer: It has been found that physical appearances count. An attractive and well-dressed applicant seems to have better odds in being selected than another who is not as physically attractive but is equally competent. Improving one's personal image, whether through physical appearance or enhancing their resume, can certainly give candidates a competitive edge in the job market. However, it's important to recognize that while image management may help individuals stand out initially, it doesn't necessarily guarantee long-term success or eliminate competition entirely. Here are a few points to consider: 1. Initial Impressions : A polished appearance and impressive resume can make a strong first impression on employers, potentially increasing the likelihood of being selected for an interview. Candidates who invest in their image demonstrate professionalism and attention to detail, qualities that are often valued in the business world. 2. Competitive Advantage : In a competitive job market, candidates must find ways to distinguish themselves from others with similar qualifications. Improving personal image can give candidates a competitive advantage by showcasing their commitment to professionalism, grooming, and self-presentation. 3. Perception and Bias : While image management can influence perceptions, it's important to recognize that bias may still exist in the hiring process. Employers should strive to evaluate candidates based on their skills, qualifications, and potential rather than solely on appearance or superficial factors. 4. Long-Term Success : While a strong personal image may open doors initially, long-term success in a career often depends on factors such as competence, performance, and fit within the organizational culture. Candidates must continue to develop their skills, build relationships, and demonstrate value beyond their appearance. 5. Cultural Considerations : It's essential to consider cultural norms and expectations regarding appearance and professional conduct. In some industries or regions, dressing fashionably and maintaining a polished appearance may be particularly important, as illustrated in the example of the Lebanese job market. In summary, while improving personal image can enhance a candidate's competitiveness in the job market, it's not the sole determinant of success. Candidates must also focus on developing their skills, building experience, and cultivating meaningful connections to thrive in their careers. Employers, on the other hand, should strive to create inclusive and equitable hiring practices that prioritize merit and potential over superficial characteristics. 17-11.What is the extent of candidates’ control in terms of “dressing up” their résumé and letters of recommendation? In effect, how much latitude do companies give when they assess candidates’ portfolios? Answer: It has been found that HRM practices may allow leeway. Even though companies ought to evaluate both the applicants’ resumes and the recommenders’ level of credibility, loop-holes may exist depending on how credible the companies’ HRM practice is. Candidates have a significant degree of control over how they present themselves through their resumes and letters of recommendation, but there are limitations to the extent of embellishment or misrepresentation they can engage in. Here's a breakdown of the factors at play: 1. Résumé Crafting : Candidates have considerable latitude in crafting their resumes to highlight their skills, experiences, and achievements in the most favorable light. They can choose the format, wording, and organization of their resume to emphasize their qualifications for a particular role. However, they are expected to provide accurate and truthful information, as misrepresentation or falsification can lead to serious consequences, including disqualification from consideration or termination if discovered later. 2. Letters of Recommendation : Candidates often have some influence over the selection of individuals who will write letters of recommendation on their behalf. They can choose referees who are likely to provide positive and relevant insights into their character, abilities, and professional accomplishments. However, candidates cannot control the content of these letters once they are written, and reputable organizations typically expect referees to provide honest and impartial assessments. 3. Company Assessment : Companies vary in their approach to assessing candidates' portfolios, including their resumes and letters of recommendation. While some organizations may scrutinize every detail and verify information through background checks and reference checks, others may rely more heavily on interviews, skills assessments, and cultural fit evaluations. Regardless of the approach, companies generally expect candidates to present themselves honestly and transparently, and any discrepancies or inconsistencies may raise red flags during the hiring process. 4. Ethical Considerations : Both candidates and companies have ethical responsibilities in the hiring process. Candidates should refrain from exaggerating their qualifications or misrepresenting their experiences, as this undermines trust and integrity. Similarly, companies should strive to maintain fair and equitable hiring practices, ensuring that candidates are evaluated based on their merits and qualifications rather than superficial factors. In summary, while candidates have a degree of control in dressing up their resumes and letters of recommendation, they must do so within the bounds of honesty and integrity. Companies assess candidates' portfolios with varying degrees of scrutiny, but ultimately expect transparency and accuracy in the information provided. Collaboration between candidates and companies based on mutual trust and ethical conduct is essential for a successful and fair hiring process. 17-12. Is it ethical that potential employers have the right to carry out an assessment of the candidate’s past? Answer: Yes. Companies that abide by an ethical code ought to assess applicants’ academic history and work experience because applicants may elaborate and stretch the truth. Consequently, companies are ethical, and they use a fair and just policy when the HRM assesses each applicant’s CV thoroughly. Case Incident 2 Indentured Doctors Brazil abolished slavery in 1888, but in 2013 a new wave of workers, dubbed by many as slaves belonging to Cuba arrived in Brazil. The 5,400 had little in common with the estimated 4 million slaves working on plantations in Brazil when they finally won their freedom all those years ago. Under an agreement signed between Cuba and Brazil, the workers were in fact trained doctors. The deal was worth an estimated US$225 million to Cuba in hard currency. The doctors would work for three years for the hard-pressed and undermanned Brazilian health service. The deal was in response to widespread unrest across Brazil at the poor state of the health service. In poorer regions that had no doctors, the influx of new doctors allowed many health centers to reopen. For many years, Cuba has been providing doctors to countries that shared its ideological beliefs. Now the export of doctors is for a more prosaic reason – cash. In exchange for preferential deals in oil, Cuba has sent an estimated 30,000 health workers to Venezuela. Under the terms of the Barrio Adentro plan, Cuban workers operate in many of the shanty towns surrounding Caracas. At home, Cuban doctors can earn a maximum monthly salary of US$50. Even with the bulk of their pay going to the Cuba government, the doctors can still earn more abroad. Despite the misgivings of many Brazilians, in most areas, the arrival of the Cuban doctors signal that the Brazilian government is actually trying to do something about the healthcare. Cuba, it seems, has plenty of doctors to spare, they have an estimated 6.7 per 1,000 people, compared to just 1.9 in Brazil. Brazil pays the Cuban doctors US$4,300 per month, however, 80 per cent of that goes to the Cuban government. The doctors receive less than half of the remaining pay (in cash in Brazil), the rest is passed on the doctor’s family in Cuba. The doctors are provided with free board and lodging, but are not allowed to bring their families with them to Brazil. The deals have drawn enormous criticism from many different quarters. Many point to the fact that this form of indentured labor has more to do with Cuba’s inability to pay for infrastructure and other projects than humanitarian concern for the sick in Brazil. Brazilian businesses have recently updated a Cuban port at a cost of US$600 million and a further US$200 million on improving Cuban airports. The export of Cuban doctors is seen as a means by which the Cuban government can pay for these investments. Critics suggest that the doctor’s passports are taken from them, that Cuba maintains surveillance on them and that a huge proportion of their pay is withheld. All of this is said to be in breach of the Trafficking in Persons Protocol and the International Labor Organization's Convention on the Protection of Wages. Sources: Cuban doctors tend to Brazil's poor, giving Rousseff a boost, http://www.reuters.com/article/2013/12/01/us-brazil-doctors-cuba-idUSBRE9B005720131201 (accessed 24/01/2014); Brazil Forging Economic Ties With Cuba, While Hiring Its Doctors, http://www.nytimes.com/2013/12/30/world/americas/brazil-forging-economic-ties-with-cuba-while-hiring-its-doctors.html?_r=0 (accessed 24/01/2014) Questions 17-13. Are these Cuban doctors little more than modern day slaves? Answer: This is very much open to debate. It will depend on the view as to whether the doctors are coerced into this arrangement and whether they would enjoy a better standard of living in Cuba. To some extent, they are archetypical indentured workers. The arrangement has been made between two states and they are the means by which a financial agreement and terms have been made. In this respect, they have no power to determine their pay, conditions or location of work. They are required to work for a three-year period under these arrangements. Many who have carried out this work in other countries have renewed the arrangement, particularly many of those who have been working in Venezuela. It is too early to determine whether the trend will be replicated in Brazil. 17-14. In the absence of complaints from Cuban doctors, is there really a case to answer? Answer: This is a political question and students will view this in black and white terms. Whilst some will suggest that Cuba has an oppressive and controlling regime that does not allow dissent, others will suggest that the doctors are educated enough to make a judgement as to whether they are being exploited and will speak up if they consider this to be the case. There is not sufficient evidence to suggest that there has or has not been dissent. 17-15. Why might the doctors be reluctant to return to Cuba? Answer: Even though the doctors only received a fraction of the US$4,300 per month pay, the 20% equates to nearly US$900 per month shared between them and their families. This means that compared to the Cuban salary cap of US$50 per month, they are earning nearly 20 times the pay. This is a significant incentive to be part of the arrangement between Cuba and Brazil. Over the course of the three-year period, their pay in Cuba would be US$1800, working in Brazil, between them and their families, they would earn that in just two months. My Management Lab Go to mymanagementlab.com for Auto-graded writing questions as well as the following Assisted-graded writing questions: 17-16. Based on your own experiences, how would you evaluate the effectiveness of training programs? Answer: Evaluating the effectiveness of training programs can be based on various factors, drawing from personal experiences and observations. Here are some key criteria to consider: 1. Alignment with Learning Objectives : Effective training programs should align closely with the stated learning objectives. This means that the content, delivery methods, and activities should directly contribute to achieving the desired outcomes. Assessing whether the training addressed the intended goals is crucial in evaluating its effectiveness. 2. Engagement and Participation : The level of engagement and participation among trainees during the program can indicate its effectiveness. Active involvement, interaction with instructors and peers, and enthusiasm towards learning are positive indicators. Conversely, low engagement or disinterest may suggest that the training failed to capture participants' attention or relevance. 3. Knowledge and Skill Acquisition : Assessing the extent to which trainees acquire new knowledge, skills, or competencies is fundamental. This can be measured through pre- and post-training assessments, performance evaluations, or practical demonstrations. Tangible improvements in job-related tasks or performance metrics indicate the effectiveness of the training. 4. Retention and Application : An effective training program should facilitate long-term retention of learning and encourage application in real-world contexts. Follow-up assessments, on-the-job observations, or feedback from supervisors can gauge the extent to which trainees retain and apply the newly acquired knowledge and skills. 5. Feedback and Reflection : Gathering feedback from trainees about their training experience is valuable in evaluating effectiveness. Surveys, interviews, or focus groups can provide insights into areas of strength and areas for improvement. Additionally, encouraging trainees to reflect on their learning and identify practical applications enhances the effectiveness of the training. 6. Organizational Impact : Ultimately, the effectiveness of training programs should be assessed in terms of their impact on organizational goals and performance. This may include improvements in productivity, quality, customer satisfaction, employee retention, or other key performance indicators relevant to the organization's objectives. 7. Cost-Effectiveness : Evaluating the cost-effectiveness of training programs involves comparing the investment in training resources (e.g., time, money, personnel) to the outcomes achieved. Assessing the return on investment (ROI) helps determine whether the benefits derived from the training justify the associated costs. By evaluating training programs based on these criteria, organizations can identify strengths, areas for improvement, and opportunities to enhance the effectiveness of their training initiatives. Continuous evaluation and feedback mechanisms are essential for refining training strategies and maximizing their impact on individual and organizational performance. 17-17. For an HR manager, what is the importance of an initial selection process? What are the major tasks in this process? Answer: The initial selection process is of paramount importance for HR managers as it serves as the gateway to attracting, screening, and identifying qualified candidates who fit the organization's needs and culture. It lays the foundation for the entire recruitment and hiring process, ultimately influencing the quality of hires and the organization's success. Here are the major tasks involved in the initial selection process: 1. Job Analysis and Position Description : HR managers start by conducting a thorough job analysis to understand the role's requirements, responsibilities, and qualifications. Based on this analysis, they develop detailed job descriptions and specifications outlining the skills, experience, and attributes needed for success in the position. 2. Recruitment Planning and Strategy : HR managers devise recruitment strategies to attract a diverse pool of candidates. This may involve leveraging various channels such as job boards, social media, networking events, and employee referrals. They also create compelling job postings and marketing materials to effectively communicate the job opportunity and employer brand. 3. Application Screening : HR managers review incoming applications and resumes to screen for candidates who meet the minimum qualifications and criteria outlined in the job description. They assess candidates' education, experience, skills, and qualifications to determine their suitability for further consideration. 4. Initial Candidate Assessment : HR managers conduct initial assessments or screenings to further evaluate candidates' fit for the role and organization. This may include phone screenings, online assessments, or initial interviews to gauge candidates' communication skills, professionalism, and alignment with the company's values and culture. 5. Candidate Communication and Engagement : HR managers maintain ongoing communication with candidates throughout the selection process. They provide timely updates on the status of their application, schedule interviews, and answer any questions or concerns candidates may have. Effective communication helps to keep candidates engaged and enhances the candidate experience. 6. Interview Coordination and Facilitation : HR managers coordinate and schedule interviews between candidates and hiring managers or interview panels. They ensure that interviews are conducted efficiently and professionally, providing interviewers with relevant information and guidance on best practices for assessing candidates. 7. Background Checks and References : HR managers conduct background checks and verify candidates' employment history, education credentials, and professional references. This helps to verify the accuracy of candidates' claims and ensure they meet the organization's standards and requirements. 8. Selection Decision and Offer Management : HR managers collaborate with hiring managers to evaluate candidates based on their qualifications, interview performance, and fit with the organization. They facilitate the selection decision-making process and extend job offers to successful candidates, negotiating terms and conditions as necessary. Overall, the initial selection process is essential for HR managers to identify and attract top talent, ensuring that the organization can meet its staffing needs and achieve its strategic objectives. By executing these tasks effectively, HR managers play a critical role in building a strong and capable workforce that drives organizational success. 17-18. My Management Lab Only – comprehensive writing assignment for this chapter. Answer: Introduction: Human resource policies and practices play a pivotal role in shaping organizational culture, driving employee engagement, and ultimately enhancing organizational effectiveness. In today's dynamic business environment, where talent management and retention are critical for sustainable growth, organizations must establish comprehensive HR policies and practices that align with their strategic goals and foster a positive work environment. This paper explores the importance of HR policies and practices in optimizing organizational performance and outlines key considerations for developing and implementing effective HR strategies. Importance of HR Policies and Practices: 1. Establishing Clear Expectations: HR policies provide guidelines and standards for employee behavior, performance, and conduct. By clearly outlining expectations and rules, HR policies help to minimize ambiguity and promote consistency in decision-making across the organization. 2. Ensuring Legal Compliance: HR policies and practices ensure compliance with labor laws, regulations, and industry standards. By staying abreast of legal requirements and best practices, organizations mitigate the risk of legal disputes, penalties, and reputational damage. 3. Promoting Fairness and Equity: Fair and equitable HR policies contribute to a positive work culture by fostering trust, respect, and inclusivity among employees. Policies related to recruitment, compensation, performance management, and employee relations should be transparent and applied consistently to all employees. 4. Enhancing Employee Engagement: HR policies that support employee development, recognition, and work-life balance contribute to higher levels of engagement and job satisfaction. When employees feel valued and supported, they are more likely to be motivated, productive, and committed to achieving organizational goals. 5. Facilitating Talent Management: Effective HR policies and practices facilitate talent acquisition, retention, and development. By implementing strategies such as performance management, career development, and succession planning, organizations can build a pipeline of skilled and motivated employees who are prepared to take on leadership roles in the future. 6. Managing Change and Adaptation: In a rapidly changing business environment, HR policies play a crucial role in managing organizational change and adaptation. Policies related to restructuring, downsizing, and mergers ensure that changes are implemented in a fair and transparent manner, minimizing resistance and disruption to operations. Key Considerations for Developing HR Policies and Practices: 1. Alignment with Strategic Objectives: HR policies and practices should be aligned with the organization's strategic objectives and values. By linking HR initiatives to business goals, organizations ensure that HR activities contribute directly to organizational success. 2. Stakeholder Engagement: The development of HR policies should involve input from key stakeholders, including employees, managers, HR professionals, and external experts. Engaging stakeholders in the policy-making process fosters ownership, buy-in, and commitment to implementation. 3. Flexibility and Adaptability: HR policies should be flexible and adaptable to accommodate changing business needs, market conditions, and workforce demographics. Regular review and revision of policies ensure that they remain relevant and effective in addressing evolving challenges and opportunities. 4. Communication and Training: Effective communication and training are essential for successful implementation of HR policies. Employees should be informed about policy changes, rationale, and expectations through clear communication channels and training programs to ensure understanding and compliance. 5. Monitoring and Evaluation: Organizations should establish mechanisms for monitoring and evaluating the effectiveness of HR policies and practices. Regular feedback, performance metrics, and employee surveys can provide insights into policy impact, areas for improvement, and opportunities for innovation. Conclusion: In conclusion, HR policies and practices are fundamental to organizational effectiveness, employee engagement, and sustainable growth. By establishing clear guidelines, promoting fairness and equity, and fostering a positive work environment, HR policies contribute to a culture of excellence and achievement. Organizations that prioritize the development and implementation of effective HR strategies are better positioned to attract, retain, and develop top talent, driving success in today's competitive marketplace. Instructor’s Choice Recruiting for the Registry Students are asked to assume the position of Director of Human Resources for a gift registry website based in St. Paul, Minnesota. The company is expanding rapidly and must hire 30 new employees. However, the company wants to increase its workforce diversity, so the HR office is attempting to develop a recruitment strategy to increase diversity. Form groups of five to six students each. Each group will be assigned a particular minority group for which to develop a recruitment strategy. (Minority groups that have been assigned in the past include African Americans, Native Americans, Asians, Hispanics, and physically challenged men over 40). In developing your recruitment strategy, be as specific as possible (i.e., list specific organizations, journals/magazines, newspapers, college campuses, radio and/or TV stations, etc. that you would use to target your minority group). Exploring OB Topics on the Web
1. Do you have a job in mind once you graduate from college, or maybe a dream job that you hope to land someday? Write a job description for the job. Include as much detail as possible, including qualifications, nature, scope, etc. If you are not sure what to include, do an Internet search for job descriptions. There are many free websites that will give you the needed categories. 2. Rank and Yank. This is not an “official term” you will see in the textbooks, but it is how employees often refer to forced rankings as a method of evaluation. Below is a website(an Internet search will yield more) that discusses this topic. Write a short two-page paper on your reaction to the term “rank and yank” after reading one or more online articles .http://www.laweekly.com/ink/02/08/on-powers.php 3. Termination: it’s not a friendly term, but employees are fired everyday. What would you do if you were the person who is to deliver the bad news to the employee? There are better ways than others to let an employee go, and they involve “due process.” Learn more about how to conduct yourself in this situation at http://www.entrepreneur.com/article/203070. Write a short reaction paper on what you learned. Include not only what you learned if you were the person delivering the bad news, but also what you think you would do if you were the one being terminated. 4. Writing a job analysis is one of those duties that managers typically only do rarely in their careers, but it is important when a new job is created or when making decisions about what training should take place for new employees. Go to http://www.entrepreneur.com/article/56490 and read about how to conduct a job analysis. Select a job and then write a job analysis for it based on the recommendations of the article. Try to select a “public” job or one that everyone in the class would be familiar with (e.g., bank teller, flight attendant, customer service representative, and travel agent, even—college professor!) Bring your analysis to class for feedback. Solution Manual for Organizational Behavior Timothy A. Judge Stephen P. Robbins 9781292146300, 9780133507645, 9780136124016
