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Assignment Overview:

Talent Management Planning and Implementation

The competition of the global marketplace has put a premium on hiring, developing, and retaining employees who are knowledgeable, skilled, and experienced (Lockwood, 2006). In order to effectively meet such challenges, talent management planning is necessary to proactively promote forecasting needs, providing opportunities for development, and offering options for filling requirements. However, developing a talent management plan is only the first step, as proper support and implementation of the plan is crucial once it is in place (Lockwood, 2006).

Assignment Question -

For this Assignment, review the media for this week. Consider various aspects of talent management and personnel psychology introduced throughout this course and how those aspects can be incorporated into an integrated talent management plan for Greenway Inc. Then, consider how you might implement the plan at Greenway Inc.

Develop a talent management plan for Greenway Inc. and describe its implementation. Be sure to outline key plan elements and how performance plays a role in its execution.

In your plan, specifically address the following:

  • Talent panels
  • Success criteria
  • Assessments
  • Succession schemes
  • Career discussions
  • Employee development

Provide an APA reference list and use appropriate APA citations in each paragraph throughout your assignment.

Do a 4- to 5-page integrated talent management plan.

Note - I have attached what has been done on this project so far to assist as a guideline please also click on the media link to get the required Greenway Inc. virtual window

REQUIRED RESOURCES

  • Davis, R. A., Flett, G. L., & Besser, A. (2002). Validation of a new scale for measuring problematic Internet use: Implications for pre-employment screening. Cyber Psychology & Behavior, 5(4), 331–345.
  • Jansen, B. J., Jansen, K. J., & Spink, A. (2005). Using the web to look for work: Implications for online job seeking and recruiting. Internet Research, 15(1), 49–66.
  • Kluemper, D. H., & Rosen, P. A. (2009). Future employment selection methods: Evaluating social networking web sites. Journal of Managerial Psychology, 24(6), 567–580.
  • Nielsen, M. L., & Kuhn, K. M. (2009). Late payments and leery applicants: Credit checks as a selection test. Employee Responsibilities and Rights Journal, 21(2), 115–130.
  • Posthuma, R. A., Morgeson, F. P., & Campion, M. A. (2002). Beyond employment interview validity: A comprehensive narrative review of recent research and trends over time. Personnel Psychology, 55(1), 1–81.

REQUIRED MEDIA

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WK -1 Research Proposal Method Section Test Name: Pre-Employment Test Suitability Description: Evaluation of pre-employment selection tests for three job types presented in the media, these were identified as manufacturing, sales, and executive (Laureate Education, Inc., 2012). Table Evaluation Criteria Evaluation Validity When tests are conducted it demonstrates the completed data on the substantial jobs of the test, including how approval contemplates were led, and the size and attributes of the approval tests. Free test audits show that the example estimate can be adequate, regardless of whether measurable methods are suitable, and whether the test meets proficient models (Ones, Viswesvaran, & Schmidt, 1993). Reliability The reliability of tests measure (a characteristic) on an identity evaluation was dependable, we would hope to see almost indistinguishable scores on a retest, which means that the smaller the change the more exact the measure. The dependability of a measure depends on a measurement called a relationship coefficient which ranges from +1.00 to - 1.00. Test retest method which is a very common was used. Similar people were tried at two distinct focuses in time and a connection coefficient was registered which decide that the scores on the main test were identified with the scores on the second test. (Test Reliability) (Shillingburg, 2016). A high connection coefficient revealed to us that the person's scores on the principal test are fundamentally the same as their scores on the second test. The centrality and significance of unwavering quality ought to be very self-evident. Without consistency of estimation, there is a demonstration that positively no advantage or incentive was gained from the business test. Therefore, a math test that couldn't separate between high math competency and low math competency was not of any esteem. This same rationale is particularly genuine with respect to identity appraisal in view of the many-sided quality of the measures or behavioral characteristics (Cascio, & Aguinis, 2008a). Face Validity/ Applicant There appears to be a positive reaction to the interventions made by management for the employees. The responses of many candidates from all sections of an organization, which includes manufacturing, sales and the executive area can be analyzed in a genuine business testing setting at 3 different times i.e. before testing, subsequent to testing yet before input on whether they breezed through or fizzled the test, and after test execution criticism. With controls for pretest observations, a few of the 5 procedural equity measures (data thought about the test, opportunity to perform, treatment at the test site, consistency of the test organization, and occupation relatedness) anticipated candidate assessments regarding the association, view of work testing, and candidate test-taking selfadequacy (Biber, Conrad, Reppen, Byrd, Helt, Clark, Cortes, Csomay, & Urzua, 2004). Test result idealness (breezing through or coming up short the work test) anticipated results past introductory responses more reliable than procedural equity recognitions. Procedural equity observations clarified the incremental difference in a few examinations after the impact of result positivity was controlled. Administration Method The method applied appears to be effective, because several assessment methods can be employed to come up with the best candidate. Pre-business tests are fully employed, work history assessment, inside and out prospective employee meetups, deals pretend, and practical occupation perception to survey and assess deals rep candidates. In the event that a candidate does well in every one of these five appraisal strategies, then the individual can be offered future employment (Patel, 2012). Therefore, if the candidate rates ineffectively in any of these five assessment techniques, at that point (a) take a match, (b) consume that candidate's resume, and (c) discover better deals rep candidates. The candidates were not given a full feedback according to their performance and this is what annoyed them (Pre-employment testing practice - aptitude and personality tests) (Ryan, 1987). Subgroup Differences Experience factors appears to have a substantial impact in an organization, the suggestion is that the “more experienced employees should be expected to perform better than those less experienced” (Smith, 1991). Development Costs To minimize development costs, it is not very expensive to utilize computer program instead of paper and a pencil. There was no much protocol to be followed, no experts were employed to follow up the candidates as they took their interview. Administration Costs These can be made cheaper the utilization of the computer program (Parshal, 2002). There is not much work involved to use the programs; hence, there is no need for experts to prepare paper based tests. Therefore, the normal assessment which is applied as preference by an organization makes it more cost effective to use computer programs. Utility/Return on Investment The costs that are used in pre-employment are less than the returns because candidates who are employed are qualified with unique talent and this will ensure that the company makes more profits than before. The whole process is procedural, which ensures that the candidates obtained by the company are professionals who will benefit from the use of Pre-Employment Testing (Basson, 2002). Common Uses These methods which can be applied in sales, manufacturing and in the executive areas. It was most efficient in the manufacturing sector compared to other sectors because it is easier to filter the candidates through the process of selecting the best candidate to fit the position (Borden, & Sharf, 2007). References Basson, A. C. (2002). Pre-Employment Testing. S. Afr. Mercantile LJ, 14, 305. Biber, D., Conrad, S., Reppen, R., Byrd, P., Helt, M., Clark, V, Cortes, V., Csomay, E., & Urzua, A. (2004). Representing Language Use in the University: Analysis of the TOEFFL 2000 Spoken and Written Academic Language Corpus. Test of English as a Foreign Language. Borden, L. W., & Sharf, J. C. (2007). Developing legally defensible content valid selection procedures. In D. L.Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 385401). Malwah, NJ: Lawrence Erlbaum Associates. Cascio, W. F., & Aguinis, H. (2008a). 3 staffing twenty-first-century organizations. The Academy of Management Annals, 2(1), 133–165. Laureate Education, Inc. (Executive Producer). (2012). Introducing Walden Sports Inc. Baltimore, MD: Author. Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (1993). Comprehensive meta-analysis of integrity test validities: Findings and implications for personnel selection and theories of job performance. Parshall, C. G. (2002). Practical considerations in computer-based testing. Springer Science & Business Media. Patel, Z. (2012). The psychometrics forum event review: Using the emotional intelligence tool EQI in global team coaching. Dr. Steve Langhorn & Geetu Bharwaney. In Psyche: The Newsletter of The Psychometrics Forum (Vol. 63, pp. 8-9). The Psychometrics Forum. Ryan, A. M., & Sackett, P. R. (1987). Pre-employment honesty testing: Fakability, reactions of test takers, and company image. Journal of Business and Psychology, 1(3), 248-256. Shillingburg, W. (2016). Understanding Validity and Reliability in Classroom, School-Wide, or District-Wide Assessments to be used in Teacher/Principal Evaluations. Smith, F. D. (1991). Work samples as measures of performance. Performance Assessment for the Workplace, Volume II: Technical Issues, 2, 27. THE ASSIGNMENT – For this Discussion, identify one current personnel psychology trend described in the Learning Resources and current literature. Then, consider its relevance within professional practice. Additionally, consider the social influences of personnel selection. Then, think about the recommendations you might give a client organization to promote corporate social responsibility within its human resources department. The Answer – descriptions of the current personnel psychology trend you identified and why it is important to personnel psychology practice. Then, explain why the identified trend is important to consider in your professional practice. Additionally, explain the social impact of effective personnel selection. Then, provide one strategy that you might suggest to clients to promote socially responsible personnel policies and practices. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Describe the current personnel psychology trend identified and why it is important to personnel psychology practice Why the identified trend is important to consider in your professional practice The social impact of effective personnel selection, and what strategy suggests to the client to promote socially responsible personnel policies and practices Internet-Based Recruitment and Selection Internet-based recruitment and selection of employees have been the most emerging trend over the past few decades. Currently, many organizations find it easier and convenient to utilize an online platform to attract potential and qualified applicants (job seekers). The applicants also find it very convenient and easier to search for available job vacancies in various companies or organizations over the internet since they are able to access thousands of vacancies available in various organizations within a very short time other than physically travelling to organizations in person to fill in application forms (Aguinis, & Glavas, 2012). This emerging trend is very important to personnel psychology practice because it makes it easier for an organization to carry out recruitment, selection and evaluation of personnel and other aspects of the job like job satisfaction, morale, the relationship between managers and employees etc. The Internet-based recruitment and selection trend is very important in my professional practice because technology is advancing at a high rate globally. Internet-based recruitment and selection make it obtain qualified applicants globally within a short time frame and it has numerous benefits such as less paper is wasted, applicants can apply at different schedules globally regardless of their physical location and time zones (American Psychological Association, 2012). The social impact of effective personnel selection is quality service delivery and customer satisfaction. This because effective personnel selection ensures the person with required qualification, skills, and competency gets the job. This will automatically guarantee quality service delivery and customer satisfaction which can lead to an increase in performance and reputation of the organization (Cascio, & Aguinis, 2008). For example, in an organization which manufactures smart phones, when competent, qualified, skilled and innovative job applicants are recruited, then the organization will realize an increase in the quality of phone products manufactured and this will satisfy the customer demand. Providing education and training about Ethical Principles of psychology is one strategy which the client can utilize to promote socially responsible personnel policies and practices. The education and training should capture topics like working fairly and ethically, protecting and promoting interests of the employees, adopting good corporate governance practices, abiding by the rules and regulations, and promotion of welfare programs (Borden, & Sharf, 2007). This will actually promote socially responsible personnel policies and practices which will eradicate issues of sexual harassment, conflict of interest, unfair discrimination and disputes at the workplace. References Aguinis, H., & Glavas, A. (2012). What we know and don't know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968. American Psychological Association. (2012). Ethical principles of psychologists and code of conduct. Retrieved from www.apa.org/ethics/code.html Borden, L. W., & Sharf, J. C. (2007). Developing legally defensible content valid selection procedures. In D. L.Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 385401). Malwah, NJ: Lawrence Erlbaum Associates. Cascio, W. F., & Aguinis, H. (2008). 3 staffing twenty-first-century organizations. The Academy of Management Annals, 2(1), 133–165. Assignment: Predictor Selection and Associated Criterion Measures Post by Day 3 descriptions of two predictors used in personnel selection to estimate performance of an employee in sales. Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – Discussion part one Predictor selection and measure Two predictors used in personnel selection to estimate performance of an employee in sales The two predictors that my discussion has narrowed down upon are interviews and work samples respectively. Interviews are regarded as the most common ways that are used to select individuals in job selection. Interviews involve asking questions that the interviewee is required to answer and a rating scale is set as a criterion to measure the responses given. Work samples, on the other hand, is a technique used to ascertain whether the applicant is able to perform a task that resembles the tasks he/she is going to be doing in the organization if successful in the selection. A simulation task is presented to the applicant and if he/she manages to do the task successfully then it means that his/her performance in the organization can be significant (Bartram, 2005). How to validate each predictor and which criterion measure(s) was chosen To validate interviews as a suitable predictor of job performance, it is necessary to identify how useful interviews are in predicting job performance. Interview questions such as ones used in situational interviews; for example, examines how the interviewee is going to behave or react in specific situations an example of a situational interview question that can be used during an interview could be on how the interviewee would react to a colleague employee who misbehaves during work, will he/she report the misbehaving fellow colleague? The most preferably common interviews are the structured interviews and I would likely be going to choose this type of interview and ensure that the questions asked during the interview are relevant, precise and work related (Society for Industrial and Organizational Psychology, Inc., 2003). On validating work samples, the relevance of the work sample is so crucial in predicting the performance of an employee in sales. To validate this criterion, one has to establish the relevance of the content tested in the work sample or task and ensure it has a direct relationship with the job that the applicant is being tested on. For example, for this discussion, the job under focus is being a salesperson so to validate the work sample measure has to be taken to ensure that the task presented to the applicant should related sales. The criterion measure I would likely consider is the content validity (Drasgow, Whetzel, Oppler, & Wheaton, 2007). References Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied Psychology, 90(6), 1185–1203. Drasgow, F., Whetzel, D. L., & Oppler, S. H. (2007). Strategies for test validation and refinement. In D. L.Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 349–384). Malwah, NJ: Lawrence Erlbaum Associates. Society for Industrial and Organizational Psychology (2003). Principles for the Validation and Use of Personnel Selection Procedures (4th Ed.). Retrieved from: http://www.siop.org/_principles/principles.pdf Discussion 2: Predictor Effectiveness in Criterion Measure Estimation Assignment – descriptions of the two predictors you selected. Explain which might be the most and least effective predictors of sales performance as a criterion measure. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. Answer – Two predictors selected and the most and least effective predictors of sales performance as a criterion measure The focus is on the two predictors namely, personality testing and cognitive testing. Personality testing is one of the selection techniques that involve the analysis of the applicant’s behavior, attitude and interpersonal skills. This revolves around how the applicant behaves when interacting with others, how he/she grooms himself/herself, discipline as well as hobbies and what he/she likes/dislikes (Arthur & Villado, 2008). Cognitive testing, on the other hand, is tools of testing that tests on the applicant’s knowledge on certain aspects relating to the job he/she is seeking. It tests on how the applicant is going to respond to problems or rather tests on the problem-solving skills that the applicant possesses. For example, a test can be presented to the applicant to test his/her ability to comprehend thing verbally and write about it. This is used to test the applicant’s communication and psychomotor skills to predict the performance of the applicant as a future employee (Landon, & Arvey, 2007). Both the predictors are effective though in this discussion whose focus is on the selection and the prediction of the performance a salesperson employee. The suitable predictor for this case is the cognitive testing as it tests on the level of cognitive development in the applicant and how the applicant is going to respond to problems in the organization with regards to sales. Personality testing is less suitable as an applicant, for example, can fake his/her personality during the testing process and the process is not going to achieve the intended results (Keil & Cortina, 2001). References Arthur, W., Jr., & Villado, A. J. (2008). The importance of distinguishing between constructs and methods when comparing predictors in personnel selection research and practice. Journal of Applied Psychology, 93(2), 435– 442. Keil, C. T., & Cortina, J. M. (2001). Degradation of validity over time: A test and extension of Ackerman’s model. Psychological Bulletin, 127(5), 673–697. Landon, T. E., & Arvey, R. D. (2007). Ratings of Test Fairness by Human Resource Professionals. International Journal of Selection and Assessment, 15(2), 185–196. Assignment – give an explanation of what process should be used to determine the effectiveness of personnel selection effectiveness. Then, provide your position on whether multiple outcomes should be used in personnel selection. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – What process should be used to determine the effectiveness of personnel selection effectiveness Recruitment and selection are one of the most significant Human Resource Management functions that predominantly focuses on identifying the organizations needs to employ the right person at the right place. This function plays a vital role in enhancing growth and profitability of the organizations. However, there are multiple internal and external challenges faced by organizations in managing their recruitment and selection process efficiently. The process that should be used to determine the effectiveness of personnel selection effectiveness. One of the human resource management functions is staffing. The suggestion is that the function of management involves the managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnel to fill the roles assigned to the employees/workforce” (Chaturvedi 2013, p. 115). According to Theo Haimann, “Staffing pertains to recruitment, selection, development, and compensation of subordinates” as cited by Rudani, (2013, p. 415). As such staffing includes basic human resource management functions that include recruitment, selection, development, and compensation of subordinates. The selection process is a very important aspect of the staffing function. Ineffective selection would adversely affect the succeeding decisions that include hiring and placement of employees. As further noted by the same online source, "Staffing helps in placing right men at the right job" (Satyendra, 2015). It can be done effectively through proper recruitment procedures and then finally selecting the most suitable candidate as per the job requirement. The position taken on if multiple outcomes should be used in personnel selection The position is clear that “there is no single strategy that must be carried out, and multiple strategies may be appropriate" (SIOP, APA, & DIOP, 2003, p. 38). Multiple outcomes should be used for the job recruitment process when creating a job design matrix. This gives an overview of the job specifications which are specifically geared towards the job position and the duties required by the position. Appropriate job recruitment makes a clear path for a more strategic alliance when trying to formulate the right recruitment method. Most HR Managers utilizes key areas of which targets the specific recruitment methods, which includes referrals, researching potential talent, as well as, the current market trends that determine the best candidate for the position (Breaugh, 2009). Thus, the selection process is easier for every hiring manager involved to assure the selection corresponding to the designed job analysis. References Breaugh, J. A. (2009). Recruiting and attracting talent: A guide to understanding and managing the recruitment process. SHRM Foundation’s Effective Practice Guidelines Series, 1-33. Chaturvedi, R. (2013). Managing Organizations. Rudani, R. B. (2013). Principles of management. Tata McGraw-Hill Education. Satyendra. (2015). Staffing. A Function of Management. Society for Industrial, Organizational Psychology (US) (SIOP), & American Psychological Association (APA). Division of Industrial-Organizational Psychology (DIOP). (2003). Principles for the validation and use of personnel selection procedures. The Society. Assignment – review the job listings posted in the Human Resources department of Greenway Inc. Consider the type of personnel selection assessments you might choose based on each of the job types presented. Develop and submit personnel selection process document. Your process document should do the following: • Account for all three job types presented in the media • Provide evidence of varied forms of validity by development, design, and analysis • Explain how you would include the following properties of personnel selection assessments: o Application/résumé o Pre-employment tests o Job interview(s) o Other (drug screening, credit check, etc.) • Describe the personnel selection assessments you selected • Explain your rationale for the assessments selected based upon on their organizational benefits • Explain any ethical and legal implications of your personnel selection process and how you might address them • Include an APA reference list and appropriate APA citations Answer – Personnel Selection Process Development Personnel selection is a process that helps training, selection and development decisions whereby the assessment measures the qualifications and interests that are related to a certain career choice. Some of the most used assessment tools include inventories, traditional knowledge, subjective procedures and ability tests (Barrick, & Zimmerman, 2005). All these tools differ regarding the level of standardization, format, purpose, objectivity, quantifiability, their measuring and predict design. The tools are used for career searching. In a position such as a Sales manager, finding the right sales manager with the appropriate leadership skills, management competencies, intellectual strength and decisive judgment requires a personnel assessment that can accurately assess the manager’s abilities (Barrick, & Zimmerman, 2005). This would help in decision making. The personnel assessment process for a sales manager helps in hiring human resource knowledgeable people and executives who can perform human resource functions. The human resource roles include providing meaningful feedback and making a productive and managerial selection, promotion and placement positions (International Test Commission, 2010). The tools used in this position should be an expert based internet system that creates evaluations for development and selection of the managerial position. The personnel assessment selection for the post of the Sales manager should be incorporated into critical thinking to determine if the person vying for the position can think through solving complex problems (Barrick, & Zimmerman, 2005). The abstract reasoning to grasp new ideas and emotional intelligence that would determine if the person can think through massive personal related issues, mental alertness and personality traits to determine his/her intellectual power and the thinking and working abilities of the manager. In a job position of an executive, personnel selection is important especially in a level of seniority. In an organization, the right people who are in charge of investing resources are more critical to the success of a firm than implementing a good strategy (Barrick, & Zimmerman, 2005). Personnel selection assessment in this situation should be done with infinite wisdom. This is because holding an executive position in a firm reflects the power of decisiveness of a board. This means that the board wouldn’t want to hire the wrong person in an executive position. When a bad selection is made, it could lead to an adverse impact on morale, focus, and productivity of the firm (Slaughter, Bagger, & Li, 2006). The assessment test that is associated with the role of an executive should involve personality and aptitude tests. The personnel assessment test should be based on a cognitive test which gauges the learning ability, the achievement tests which measure the trainable aspect of the candidate and the aptitude tests which aim at predicting or measuring the potential for performing and learning specific skills, integrity tests which gauge their ethical and integrity ability. Lastly, personality inventories which gauge the drive for leadership aspects such as decision-making (International Test Commission, 2010). In a job position of a solar PV consultant, the personnel assessment process test would be based on the ability to manage solar project developments, review solar PV technology about the industry standard test certification, promotion of renewable solar services and conducting audits of PV modules of the manufacturing facilities. Another assessment perspective should be based on the ability to provide technical support and general advice to the clients. The assessment tools on this specific job position should be based on accommodation for the clients, openness and be extraversion (Ryan, Sacco, McFarland, & Kriska, 2000). Under varied forms of validity on the personnel assessment tools, they effectively assess the candidates to reduce potential risks. There are certain methods of validation on design, development, and analysis. A content measures validity, construct and criterion based validation. All these methods are implemented to test validity to show the statistical relation between the actual job performance and performance on the test. The main aim of proving validity is to limit the legal risk. This applies in analyzing the psychological state of certain tests to seek confirmation from the firms regarding warning on the types of a test conducted (Cascio, & Aguinis, 2008b). Including elements such as application, job interviews, the pre-employment tests and other tests such as drug screening and credit check should properly validate the applied for job positions. For instance, the job interviews the selection tests should be carried out formally. This is mostly used when senior level executives and managers are being hired. They should be based on behavioral based interviews avoiding extremely personal questions. The interview should also be based on the sophisticated behavior regarding the questions related to the job description and the awareness of significant ethical problems (Le, Oh, Shaffer, & Schmidt, 2007). On drug screening under personnel assessment selection test, the type of drug test should show the presence of drugs in any body fluids of the candidate. Under pre-employment checks and credit checks, it provides information on any criminal activity. Most employers carry out this test to determine how dependable a person is through a check on the background on past employment. Particularly for a sales manager or an executive, accounting, credit reports, and financial duties show the employer how reliable the candidate should be (Ryan, et al., 2000). Based on the organizational benefits, the personnel selection assessment rationale selected substantially positively influence the firm. The personnel selection process is essential for the development of leaders. They obviously focus on the individual’s personality and the ability of the candidate e to respond to various situations regarding the crisis. Regarding how the organization is going to benefit from this, the company will have the chance to recruit a range of different personalities by assessing the candidate in a way that cannot be recognized simply. This means that the organization will be able to have multiple inputs from different brains which in turn will make the corporation succeed and attain its goals (Le, et al., 2007). Regarding ethical and legal implications of the personnel selection process, all the methods involved should cover all the needed legal consideration to correctly approach the required abilities, innovative personality traits, and competencies about the job positions (Cascio, & Aguinis, 2008b). To cater for the legal aspect of the personnel process development test, the employer should ensure that the decision made is based on the competencies’ being assessed should meet all the requirements for the particular position. Another requirement is that using multiple sources of information for assurance of a good job future performance. They include searching for the candidates work history, references, tests taken and interviews done A well-structured personnel assessment process is successful when valid job-related tests are carried out as they help in the avoidance of legal exposure due to discernment claims. All firms lean towards conducting their operations peacefully without legal interruptions. The selection process should cover the legal ability where the company is out in the open. There are different legal boundaries and various legal methods that are associated with the entire personnel selection process to reduce the legal risks (Slaughter, et al., 2006). References Barrick, M. R., & Zimmerman, R. D. (2005). Reducing voluntary, avoidable turnover through selection. Journal of Applied Psychology, 90(1), 150–166. Retrieved from the Walden Library databases. Cascio, W. F., & Aguinis, H. (2008b). Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends. Journal of Applied Psychology. 93(5), 1062–1081. Retrieved from the Walden Library databases. International Test Commission. (2010). ITC guidelines on adapting tests. Retrieved from http://www.intestcom.org/Guidelines/Adapting+Tests.php Le, H., Oh, I. S., Shaffer, J., & Schmidt, F. (2007). Implications of methodological advances for the practice of personnel selection: How practitioners benefit from meta-analysis. The Academy of Management Perspectives, 21(3), 6-15. Retrieved from the Walden Library databases. Ryan, A. M., Sacco, J. M., McFarland, L. A., & Kriska, S. D. (2000). Applicant self-selection: Correlates of withdrawal from a multiple hurdle process. Journal of Applied Psychology, 85(2), 163–179. Retrieved from the Walden Library databases. Slaughter, J. E., Bagger, J., & Li, A. (2006). Context effects on group-based employee selection decisions. Organizational Behavior and Human Decision Processes, 100, 47–59. Retrieved from the Walden Library databases. WK4 Assignment – descriptions of the two alternate validation methods you selected. (Before interviews and work samples) Then, explain when each might be appropriate in employee selection. Finally, describe two organizational factors and explain how they may influence your decision to use the validation methods selected. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – Validation of the Job analysis and design are essential in the job selection process for many reasons (Jackson, Jamieson, & Khan, 2007). For example, with the validation process, the future candidates can know what kind of work responsibilities and hours they will have to follow. The employer can determine and match from the potential candidates by asking the interviewers the necessary questions, a well-researched job description is imperative in any workplace. Requirements for knowledge, skills and a positive work attitude are all covered in the job description. The benefits and location of the job or office space, as well as direct range or a general statement about salary commensuration with experience, are also disclosed. The validation of Assessment focuses mainly on the extent to which meaningful and appropriate inferences can be made from an instrument (Peeters, Beltyukova, & Martin, 2013). Validation of the Job analysis determines that there is evidence to support the test scores for the purpose for which they will be used. Testing for personnel selection in the validation process can determine knowledge, skills and a positive work attitude, which is an important practice and its prevalent practice in many organizations. The validation process requires that the employer proves that the test criteria are geared and identifies with the job performance and that the test utilizes and measures the criteria for the position. All tests should be produced to guarantee that they test the necessary attributes, that are business-related and are expected to address, and that these criteria are centered around employment requirements. Information supporting this procedure are gathered and held. The validation more often provides an analysis of the occupation that the performance tests are being utilized for. The data on how theses perspective employees commonly perform on the tests, and research outcomes that are related to the test scores and the variables that have been chosen to determine the achievement of the worker's position to guarantee the test is a valid measurement (O*Net, 2000). Personality tests are another form of validation in personnel selection. Hogan, Hogan, and Roberts (1996) suggested that “competently developed personality measures are valid predictors of real-world performance” (p. 469). This provides the initial insights of how an employee might behave or perform in a specific role, task, or context at work. For example, if the employer is looking for a specific personality type to fulfill a certain work position, then the utilization of this is considered potentially beneficial for the organization. The authors also concede that “well-constructed measures of normal personality are valid predictors of performance in virtually all occupations and that using well-developed personality measures for preemployment screening is a way to promote social justice and increase organizational productivity” (Hogan, et al., 1996, p. 469). Further research also determined that intelligence tests are useful since they can “predict important life outcomes; such as, health and longevity, marital success, and educational and occupational attainment (Roberts, Kuncel, Shiner, Caspi, & Goldberg, 2007, p. 313). Therefore, demonstrating that these procedures are such an integral part of any job selection process. Rhodes, and Smith (2007) suggested that “overall, personality itself has numerous definitions, but most encompass the concepts that traits are enduring and consistent individual‐level differences in tendencies to show consistent patterns of thoughts, feelings and actions” (p. 958). References Arvey, R. D., Bouchard, T. J., Carroll, J. B., Cattell, R. B., Cohen, D. B., Dawis, R. V., & Willerman, L. (1994). Mainstream science on intelligence. Wall Street Journal, 13, A18. Hogan, R., Hogan, J., & Roberts, B. W. (1996). Personality measurement and employment decisions: Questions and answers. American Psychologist, 51(5), 469. Jackson, N., Jamieson, A., & Khan, A. (Eds.). (2007). Assessment in medical education and training: a practical guide. Radcliffe Publishing. O*Net. (2000). Testing and Assessment: An Employer’s Guide to Good Practices. O*NET Resource Center. Retrieved from https://www.onetcenter.org/dl_files/empTestAsse.pdf Peeters, M. J., Beltyukova, S. A., & Martin, B. A. (2013). Educational Testing and Validity of Conclusions in the Scholarship of Teaching and Learning. American Journal of Pharmaceutical Education, 77(9), 186. Roberts, B. W., Kuncel, N. R., Shiner, R., Caspi, A., & Goldberg, L. R. (2007). The Power of Personality: The Comparative Validity of Personality Traits, Socioeconomic Status, and Cognitive Ability for Predicting Important Life Outcomes. Perspectives on Psychological Science: A Journal of the Association for Psychological Science, 2(4), 313–345. Rhodes, R. E., & Smith, N. E. I. (2006). Personality correlates of physical activity: a review and meta‐analysis. British Journal of Sports Medicine, 40(12), 958–965. Assignment – descriptions of the ethical, legal, and business issues you selected. Then, select one of the issues and explain how it may affect a multiple hurdle selection system. Finally, describe two potential effects on the personnel selection process and how you may address them. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – Ethical Issues Faced by the Organizations The major external challenges faced by organizations are Ethical challenges, Challenges related with Globalization, Legal challenges, Technological challenges, and Moral Challenges. Ethics is the set of principles conducted in an organization. Many organizations have realized the importance of ethics in business and that it is really important to gain the respect and confidence of the customers to be successful (Paine, 1994). Managing ethical behavior is one of the most persistent problems faced by the business organizations. Employees' decisions to behave ethically or unethically are influenced by innumerable factors individual as well as situational (Velasquez, Andre, Shanks & Meyer, 2008). This includes the sense of duties and behavior towards peers or other individuals. Ethics plays a significant role in every aspect of life and is an important part of the society (Malachowski, 2001). Therefore, organizational ethics are generally considered the appropriate and legal behavior practiced in the organization towards the employees and society. Legal Issues Faced by the Organizations There are various ethical and moral issues that an organization faced to manage the employees in the organization (Malachowski, 2001), which requires a solid legal foundation to implement. For example, an organization discrimination process which is the basis of sex, race, disability, religion, etc. for the fair employee selection in the recruitment process, performance evaluation, giving work assignments, termination, managing diversity, harassment, appraisal promotion, cash and incentives, etc. (Russell, 2008). Some of the legal issues involved are professionalism, accountability, environmental protection and right business practices (avoiding bribery, gifts, nepotism etc.). Various ethical issues involved are truth in advertising, civil and human rights, transparency and openness to stakeholders and public, etc. (Svensson, 2007). Business Issues Faced by the Organizations Mujtaba, (2005) defined ethics as the “branch of philosophy that theoretically, logically and rationally determines right from wrong, good from bad, moral from immoral and just from unjust actions, conducts and behavior”. It was also suggested that this area of business ethics, determines the right and inappropriate practices of the organization, which views multiple perspectives, that includes commercial enterprise, the employee, and society as the entire Corporate Social responsibility takes into account the accountability of the business towards entire society (Werther & Chandler, 2005). Therefore, to manage the relationship between ethics, morality and social issues, the organization has to put in place various programs and strategies, to assist with identifying and understanding the role importance of ethics and social issues in the organization. One Issue which may affect the Multiple Selection System Therefore, the main issue of concern for every company is that there should have some legal and ethical provisions regarding its employees as this will help in maintaining proper administration in the company. It is necessary to satisfy the employees if the company needs to maintain success and continue to develop its competencies (Russell, 2008). At the time of managing employees, it is necessary for the firm to implement a code of ethics and ethical guidelines. The organization also faces issues to follow its responsibilities towards the environment as well as society (Velasquez, Andre, Shanks & Meyer, 2008). For the proper functioning of the organization, it is important to maintain the appropriate corporate culture. To properly manage the organization, ethical and legal issues should be given full attention. This corporate culture comprises the legal, moral and social issues, values, opinions, certain business rules and procedures with proper emphasis on human resources and satisfaction (Werther & Chandler, 2005). This area of the research is associated with the various restrictions related to the ethical and moral issues faced by the organization in the present highly changing and competitive environment and implementation of various programs to deal with these issues in the company (Velasquez, et al., 2008). Therefore, an organization can operate and manages a diversified workforce in an ethical manner. Two Potential Effects of the Personnel Selection Process and how to Address Them The selection and recruitment process face potential difficulties, which are essentially required to be the responsibility of human resource managers by the formulation of appropriate strategies for dealing with any challenges. Recruitment and selection are one of the most significant Human Resource Management functions that predominantly focuses on identifying the organizations needs to employ the right person at the right place (Slack, Chambers, & Johnston, 2010). This function plays a vital role in enhancing growth and profitability of the organizations. The predominant factor behind human resource management challenges is based on the emerging environmental trends in the organization and the formulation of policies and procedures for incorporating these aspects. Another potential effect in human resource management of today’s society is encouraging and retaining the right talent for the organization. Though many human resource departments rely on a variety of media and communications tools to find talented workers, finding the best candidate seems to be somewhat difficult. The potential candidate is hired, based on credentials and experience; however, this candidate may not be the right fit. Meaning the organization may be focused on the candidate's fit for the organizational culture, rather than a more balanced combination of individualized traits. Many firms use tools such as character assessments tool, which generally decrease the selection process to an individual who may have the same moral values associated with the organization; however, “the concern is that these tests might trigger some type of discrimination or breach-of -privacy claim” (Phin, 2015). While it is smart to assess potential candidates for personal character, it is equally important to communicate the expectations and potential for career growth, as this is a key factor in retaining skilled employees. References Malachowski, A. R. (Ed.). (2001). Business ethics: Critical perspectives on business and management (Vol. 2). Taylor & Francis. Retrieved from Mujtaba, B. (2005). Understanding ethics and morality in business. Retrieved from http://www.sbnonline.com/2005/04/understanding-ethics-and-morality-in-business-there-are-distinctdifferencesbetween-ethics-and-morality. Paine, L. S. (1994). Managing for organizational integrity. Harvard business review, 72(2), 106-117. Phin, D. (2015) Using Character Assessment Tools. Retrieved from https://completemarkets.com/Article/articlepost/2208/Using-Character-Assessment-Tools/ Russell, R. S., & Taylor-Iii, B. W. (2008). Operations management along the supply chain. John Wiley & Sons. Slack, N., Chambers, S., & Johnston, R. (2010). Operations management. Pearson education. Retrieved from http://www.pearsoned.co.uk/media/onlinepreview/slack_9780273731603/assets/pdf/9780273731603_c01.pdf Svensson, G. (2007). Aspects of sustainable supply chain management (SSCM): conceptual framework and empirical example. Supply chain management: An international journal, 12(4), 262-266. Velasquez, M., Andre, C., Shanks, T., Meyer, M. J., & Meyer, M. (2008). A framework for ethical decision-making. Werther, W. B., & Chandler, D. (2005). Strategic corporate social responsibility as global brand insurance. Business Horizons, 48(4), 317-324. WK 5 The Assignment Overview Assessing Cost-Benefit and Utility in Selection Given the volume of jobs that need to be filled, the difficulty in filling specific positions, and the potential impact of making poor hiring decisions, companies should strategically plan how to recruit and select employees. Such planning will ensure the amount of effort is cost effective and achieves the desired results. Consequently, many organizations today engage in such planning by conducting cost-benefit and utility analyses to ensure the requisite amount of effort is dedicated to obtaining the desired results (Boudreau, 1990; Bodreau & Ramstad, 2002). In the long term, these analyses may save organizations time, money, and effort. On the other hand, it is also important to consider the potential impact of poor hiring practices not only on the company, but also on the unsuccessful applicant or the new hire that does not work out. For this Assignment, review this week’s media and the personnel selection processes that you developed for your Week 3 Assignment. Consider the cost benefit and utility of the personnel selection process for each job type. Develop a cost benefit analysis and a utility analysis for personnel selection process for the three job types presented in the media (manufacturing, sales, executive). THE ASSIGNMENT Your Assignment should specifically detail the following: • The resources required (e.g., cost, personnel, time, etc.) for each job type • The benefits and drawbacks of each component of the personnel selection process (e.g., application, interview, testing, etc.) • The impacts of the applicant pool, the number of openings, and the projected volume of applicants for each job type • Justifications for the personnel selection process to be used for each job type You should also provide an APA reference list and use appropriate APA citations throughout your assignment. Do a 5- to 7-page paper including both analyses. Reading References Note: you can add your own references and APA citations is required for each paragraph and references of these citations should be added at the end. • Cabrera, E. F., & Raju, N. S. (2001). Utility analysis: Current trends and future directions. International Journal of Selection and Assessment, 9(1/2), 92–102. • Campion, M. A., Outtz, J. L., Zedeck, S., Schmidt, F. L., Kehoe, J. F., Murphy, K. R., & Guion, R. G. (2001). The controversy over score banding in personnel selection: Answers to 10 key questions. Personnel Psychology, 54(1), 149–185. • Cascio, W. F., & Aguinis, H. (2005). Test developments and use: New twists on old questions. Human Resource Management, 44(3), 219–235. • Jereb, E., Rajkovic, U., & Rajkovic, V. (2005). A hierarchical multi-attribute system approach to personnel selection. International Journal of Selection and Assessment, 13(3), 198–205. • Roehling, M. V., & Wright, P. M. (2006). Organizationally sensible versus legal-centric approaches to employment decisions. Human Resource Management, 45(4), 605–627. Media Review: • Laureate Education, Inc. (Executive Producer). (2013e). Testing applicants [Interactive media]. Baltimore, MD: Author. http://mym.cdn.laureate-media.com/2dett4d/Walden/P... • Laureate Education, Inc. (Executive Producer). (2013b). Introduction to Greenway Inc.[Interactive media]. Baltimore, MD: Author. Answer – Utility analysis method is used in evaluating human resource programs. It can be used in making valuable decisions and judgments about investments in human resource (Edwards, Raju, & Scott, 2003). Utility analysis has been applied in human resource planning, personnel recruiting, training, and selection management. Cost-benefit analysis also plays a very fundamental role in decision-making during personnel recruitment (Edwards, et al., 2003). It involves consideration of positive characteristics as well as the negative characteristics of different decision alternatives. In the case at hand, there is a need for personnel selection for the following positions. They include manufacturing, executive and a sales position (Edwards, et al., 2003). The cost-benefit analysis and a utility analysis would be of much assistance if employed in this exercise. This analysis will involve a series of tests that would grade the candidate and also expose his strengths and weaknesses. These tests will grade his or her cognitive abilities, knowledge, work skills, physical and motor abilities, personality, emotional intelligence, drug testing, language proficiency, and even integrity of the candidate. The benefits and drawbacks of each component of the personnel selection process These components of the personnel selection processes include – interviews, tests, practical simulations, exercises, and assignments. Benefits of tests in personnel selection process include; Drug Tests are important in ensuring that the workplace is a drugs free zone. People who take drugs tend to underwork (Catano, 2009). They are never sober and in their normal senses. Thus, this would hurt the sales levels of the company. Integrity Tests are fundamental when it comes to a sales job recruitment. This can be carried out either in an interview or in another environment (Catano, 2009). Integrity is the ability of a person to not be compromised. If a candidate fails in this test, it would be advisable to not welcome him or her to the organization. This would lead to him failing in his job thus hurting the company’s reputation to its clients. Aptitude Tests are also important when it comes to the sales job. This exercise seeks to test the skills of a candidate regarding, the job applied (Catano, 2009). In the sales post, the most important aptitude test would be to check the communication prowess and interrelationship skill of the candidate. The Personality Test would really consider the passion of the candidate towards the job he or she is applying for (Catano, 2009). It would be better to employ someone who has very high regard of the job than someone who’s just there to earn and leave. People with no passion, make the work place a dull place. Drawbacks of a Test Integrity Test can be easily faked – Integrity can only be measured as a long-term test. This is because people change when they rise to power or get what they want (Schmitt, 2012). Thus, they could hide their bad morals in the test and appear as people of integrity while in the real sense they are not morally upright. Schmitt, (2012) argued that Personality test can be altered for some time. This means that people who already have mastered the art of faking can easily manipulate the employer Aptitude Tests are time consuming – involves expressing the candidates’ skills. It involves getting the candidate out there and exposing their talent. (Schmitt, 2012). A lot of time is consumed especially if the candidates in line are many. Drug tests can also be compromised, for example, it would be easy to swap blood or urine samples with other people who are drug-free. Thus, the actual results are altered (American Institute of Chemical Engineers, 1995). Interview – this part of the process engages both the interviewer and the interviewee. The interviewer can gauge the interviewee based on critical thinking and his language fluency. If he can articulate issues and make assertive decisions then he would be the right candidate for the job. Benefits and Drawbacks of an Interview. Interviews are the most credible and best way to scrutinize a candidate (Catano, 2009). However, occasionally some people might perform very well in interviews but later perform very poorly in their workstation. Others might perform very poorly in interviews; due to, factors like tension and anxiety but later perform extremely well if given a chance to work. Thus, interviews should not be the only gauge used to test candidates. Benefits and Drawbacks of Practical Simulations There are many practical simulations employed in personnel selection (Catano, 2009). These simulations include management conversation, customer conversation, presentation, fact-finding and group assignment Management Conversation – This involves the candidate acting as the manager and the interviewer as the employee, thus he should create a situation and address it (Catano, 2009). The situation could be drunkenness of the employee. This simulation helps the interviewer find out the level of assertiveness communication skills of the candidate. The drawback of this simulation is the fact that due to anxiety and tension, candidates who are perfect for the job might end up losing it. Customer Conversation – This involves convincing or advising a customer about a product (Catano, 2009). For example, the interviewer acts as the customer and the candidate as the seller. This exercise helps the interviewer by checking the reliability, patience and the knowledge the candidate has about the specific product. Fact Finding – this helps the interviewer in analyzing the curiosity and passion sense of the candidate concerning the job (Catano, 2009). He should query and seek the information about a certain product from the interviewer or vice versa. The drawback of this simulation is that it is very time-consuming. Group Assignment – The goal of this exercise is to determine how the candidate can relate and work together with other people to attain a certain goal. An exercise is given to a team of candidates so that they can work on it together (Catano, 2009). The drawback in this simulation is that it delays decision-making process since one should consult the other teammates before making a decision. Mailbox Exercise – This involves sorting out information and ranking it from the most important to the least important (Catano, 2009). The main drawback of this simulation is the fact that it is also very time consuming; due to, the sorting process involved for this method. Benefits and Drawbacks of Exercises and Assignments. These are some of the activities performed to recruit personnel. The activities include filling out questionnaires or doing an exam related to the job as a form of a pre-employment interview. These exercise benefits the employer most because he gets to pick the highest performer (Catano, 2009). This part of the process will analyze the answers and find critical thinkers. The main drawback is that it is exhaustive, and the fact that some people perform well in written exams compared to oral exams. Thus, they may perform better but fail in the job. Justifications for the Personnel Selection Process to be used for each Job Type For someone to be a great sales manager he or she should be trustworthy, flexible (change with current trends), passionate, have high integrity, have a positive attitude, be a leader, be loyal, reliable, a great motivator, and have impeccable communication skills (Edwards, et al., 2003). Some of the tests that a candidate being recruited for a sales manager position should take are drug tests, integrity inventories, personality inventories, aptitude tests and a subsequent interview. Drug Test may not seem important to some people but it’s important to ensure that the workplace is a drug-free zone (Edwards, el al., 2003). Also, people who take drugs tend to either overwork or underwork. They are never in their normal senses. Thus, this would hurt the production levels of the company Integrity Tests are also fundamental when it comes to a sales job recruitment. This can be carried out either in an interview or in another environment. Integrity is the ability of a person to not be compromised (Edwards, et al., 2003). If a candidate fails in this test, it would be advisable to not welcome him or her to the organization. This would lead to her failing in his job thus hurting the company’s reputation to its clients. Aptitude Tests are also important when it comes to the sales manager job. This exercise seeks to test the skills of a candidate regarding the job applied (Edwards, et al., 2003). In the sales manager post, the most important aptitude test would be to check the communication prowess and interrelationship skill of the candidate. The Personality Test would really consider the passion of the candidate towards the job he or she is applying for. It would be better to employ someone who has very high regard of the job than someone who’s just there to earn and leave (Cooper, & Robertson, 2001). The people with no passion, make the work place a dull place. Finally, the last test would be the Interview, this test engages the both the interviewer and the interviewee. The interviewer can gauge the interviewee based on the critical thinking and the language fluency (Cooper, & Robertson, 2001). If he demonstrates the ability to articulate issues and make assertive decisions then he would be the right candidate for the job. In the Executive Position, the following tests are carried out. Personality and aptitude tests, cognitive tests, achievement tests, integrity tests, and personality inventories. Infinite wisdom should be applied during the selection (Cooper, & Robertson, 2001). As stated earlier it is important in any recruitment that the aptitude test is employed. As an executive, the ability to learn and perform specific skills related to their field provides leverage on other candidates Integrity Tests are also a fundamental procedure because they test the executive’s ability to resist fraud brought on by personal needs in the organization. Fact-finding – in this case helps the interviewer in analyzing the curiosity and passion sense of the candidate concerning the job (Cooper, & Robertson, 2001). He must query and seek the information about a certain product from the interviewer. The drawback of this simulation is that it is very time-consuming Personality Tests gauge the leadership qualities and the communication skills of the candidate (Cooper, & Robertson, 2001). The employer can gauge if the candidate can be able to work in a team and can make executive decisions in case a crisis arises. This test is very crucial. The Solar PV Consultant Job as stated earlier projects for this class, mainly deals with managing solar panel projects. It’s an important job for the company since its one of the initial steps of production (Schmitt, 2012). For a successful candidate to attain the position of Solar PV Consultant, he or she should be tested based on his or her observation skills, overall performance skills, and hospitability skills. His or her hospitability skills should be impeccable since he should have to receive many questions concerning the product. He or she should also be flexible and open to change Management Conversation – This involves the candidate acting as the manager and the interviewer as the employee, thus he must create a situation and address it. The situation could be drunkenness of the employee. This simulation helps the interviewer find out the level of communication skills of the candidate (Schmitt, 2012). The drawback of this simulation is the fact that due to anxiety and tension, candidates who are perfect for the job might end up losing it. Customer Conversation – involves convincing or advising a customer about a product. Thus, the interviewer acts as the customer and the candidate as the seller (Schmitt, 2012). This exercise helps the interviewer on checking the reliability, patience and the knowledge of the candidate about the product. References American Institute of Chemical Engineers. (1995). Tools for making acute risk decisions with chemical process safety applications. New York: Center for Chemical Process Safety of the American Institute of Chemical Engineers. Catano, V. M. (2009). Recruitment and selection in Canada. Toronto: Nelson Education Cooper, D., & Robertson, I. T. (2001). Recruitment and selection: A framework for success. London: Thomson Learning. Edwards, J. E., Raju, N. S., & Scott, J. C. (2003). The human resources program-evaluation handbook. Thousand Oaks, Calif. [u.a.: SAGE. Schmitt, N. (2012). The Oxford handbook of personnel assessment and selection. New York: Oxford University Press. Performance Management System Design Performance management is a systematic process that entails planning work, setting expectations, monitoring outcomes, developing capability, rating performance, and rewarding achievement (U.S. Office of Personnel Management, 2012). Developing clear, measurable, fair, and challenging standards is required if a performance appraisal is to be the basis for employee retention, development, promotion, and compensation in an organization. Performance appraisal processes must be developed, implemented, and monitored in such a manner that promotes accurate, standardized, and appropriate execution. Consequently, it is essential to understand how to properly design these systems to ensure effective use. For this Assignment, review this week’s media. Consider how you might develop a standardized performance appraisal process to evaluate the three job types presented in the media. Develop a performance appraisal process for Greenway Inc. consisting of three types of jobs (manufacturing, sales, executive). In your Assignment, you should do the following: • Characterize the appraisal’s elements. • Explain how the appraisal mechanism is tied to a job analysis. • Identify the number of performance levels, and explain how the number of levels was determined. • Explain how the system would be standardized and validated. • Provide an APA reference list and use appropriate APA citations throughout. MEDIA Review: • Laureate Education, Inc. (Executive Producer). (2013e). Testing applicants. [Interactive media]. Baltimore, MD: Author. http://mym.cdn.laureate-media.com/2dett4d/Walden/P... • Laureate Education, Inc. (Executive Producer). (2013b). Introduction to Greenway Inc.[Interactive media]. Baltimore, MD: Author. http://mym.cdn.laureate-media.com/2dett4d/Walden/P... Week 6 Discussion Discussion 1: Job Analysis in Human Resource Activities Job analysis is the foundation for most key human resource activities, which include recruitment, selection, training, and performance appraisal. Successful job analysis requires a systematic examination of a job, detailing its duties and responsibilities and identifying the requisite knowledge, skills, and abilities, as well as the work conditions and environment. The scope and level of the job analysis is linked to the criticality and volume of the job to be filled, to the need to identify training and development resources, and to the importance of effective and accurate performance appraisal to support both individual development and career management. As you may now understand, job analysis is the cornerstone of an integrative talent management system and its effectiveness (Management Study Guide, 2012). Assignment – give an explanation of the importance of job analysis in a talent management system. Specifically, describe how personnel selection integrates and aligns with job training. Explain how a job analysis may vary based on job level in an organization, such as with line employees and staff professionals. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. Answer – The importance of job analysis in a talent management system Talent management is viewed as the new area which organizations should implement and use comfortably with. Its sustenance guarantees optimal performance from the utilization of this tool. Talent Management is important for streamlining the utilization of individuals, that enables organizations to target, and empowers the company to productively support the society, by incorporating individual talent acquisition, in the areas of advancement, by aligning the talents with the organizational objectives (Manyika, Chui, Miremadi, Bughin, George, Willmott, & Dewhurst, 2017). Gangani, McLean, and Braden, (2006) also determined that the “methodology selected to build models for various positions was driven by the ultimate purpose of competency application, that requires data collection methods included in job analysis interviews (p. 1114). Therefore, the Talent Management generally coordinates the Human Resource areas, for example, remuneration, job selection, execution of administrative duties, continued education for administration for promotion. The talent Management main purpose is to Support the organization directives, which is similar to the job analysis for matching the position to the qualified candidate. How Personnel Selection Integrated and Aligned with Job Training Job Analysis is utilized as a tool to gather the necessary information in regard to the position and it incorporates two components, which is job specifications and the job description. The criteria for a specific position incorporates the qualities prospective candidate and the job responsibilities as an initial point of reference for the particular job specification and duties that the candidate is hired to perform. Thus, the job analysis will help in anticipating the requirement for the job, or job promotion (Storey, 2007). Therefore, the data analyzed to match the position is reviewed to ensure the best candidate for the position and the organization. How the Job Analysis may vary based on Job Level in an Organization, regarding line Employees and Staff Professionals The significant purpose for the utilization of talent performance framework is because it incorporates analyzing the specific candidate on their job performance and skills, which helps the organization in characterizing the potential abilities regardless of whether customer service representative or supervisor. However, in the supervisory role the use of the job analysis tool assessment framework, have a standard evaluation criterion for which each candidate is measured as a basis for recruitment. The hypothesis of this framework prevents biases (Richardson, 2014). For example, customer service agent for the front desk, the requirement may have a standard of customer intake in the fastest time possible; whereas, the supervisor criteria are geared towards management, problem-solving, client satisfaction etc. Therefore, the organization would generally pick evidence-based job analysis over the conventional employment prerequisite for a specific occupation since it permits the valid data required for the position responsibilities; secondary to, the vast areas it covers rather than the customary method for identifying a specific criterion for the particular job duties that are umbrellaed characteristics for the work responsibilities. References Gangani, N., McLean, G. N., & Braden, R. A. (2006). A Competency‐Based Human Resource Development Strategy. Performance Improvement Quarterly, 19(1), 127-139. Manyika, J., Chui, M., Miremadi, M., Bughin, J., George, K., Willmott, P., & Dewhurst, M. (2017). A future that works: Automation, employment, and productivity. McKinsey Global Institute, New York, NY. Richardson, F. W. (2014). Enhancing strategies to improve workplace performance (Doctoral dissertation, Walden University). Storey, J. (2007). Human resource management: A critical text. Cengage Learning EMEA. Heathfield, S. M. (2016) What Is Talent Management Really? Why Talent Management Is an Important Business Strategy. Retrieved from https://www.thebalance.com/what-is-talent-management-really-1919221 Discussion 2: Talent Management System Outcomes The competition to secure, develop, and retain human capital in organizations is keen, even in a challenging job market. As demand increases, organizations look to human resources for game plans to address current and future personnel needs (Knapp, 2010). Integrated talent management systems provide a framework to address them. Not all organizations have the in-house resources to have a full talent management program or to hire an outside consultant for support; however, that does not prevent the best practices of talent management from being leveraged to meet personnel needs. Therefore, consider the effectiveness of integrated talent management systems and their necessity within organizations. Assignment – give a description of an organization with an integrated talent management system. Then, explain the effectiveness of the system as it relates to the organization and its individual employees. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – Talent Management incorporates the staffing aspect as a basis for acquiring the right skills and ability in the organization and then developing on that individual's abilities to create a successful partnership for the organization. Walker (1994) determined that “integration of human resources with the business requires a new paradigm for managing Human Resources in an organization (p. 60)” For an organization to maintain success, the employment retention of highly qualified personnel at all levels is necessary. From the Human Resource (HR) aspect, this is an important department in the organization. The recruiting and testing procedures that are executed for the employment process enables the procurement of the best possible candidate for the position in the organization, which provides a solid workforce (Huffman, Watrous-Rodriguez, Henning, Berry, 2009). This means successful candidate choices can only occur if HR uses evidence-based information to secure the future candidate's employment. However, if the HR office does not utilize the job analysis framework for all staffing necessities to continue to address the organizations needs the potential for organizational failure may occur. Therefore, any lack of compliance by the HR office will guarantee the wrong candidates for the positions and decrease the organizational structure; secondary to, poor staffing choices (Huffman, et al., 2009). Thus, staffing is a prominent and essential part of any organization's achievement status, which means HR must invest the sufficient resources necessary for acquiring the best staff for the position to maintain the objectives of the organization. References Huffman, A. H., Watrous-Rodriguez, K., Henning, J., & Berry, J. (2009). Working through environmental issues: The role of the I/O Psychologist. The Industrial-Organizational Psychologist, 47(2), 27. Walker, J. W. (1994). Integrating the human resource function with the business. People and Strategy, 17(2), 59. Wk 7 Discussion – Performance Management and Appraisal Performance management and its appraisal process are critical components of an effective organization’s human resource management effort (U.S. Office of Personnel Management, 2012). Performance management entails identification, measurement, oversight, and development of employee performance, whereas performance appraisal is the systematic process to evaluate employee performance. In order for performance appraisals to be used ethically and legally in making personnel decisions, they need to be accurate, reliable, and fair (U.S. Office of Personnel Management, 2012). Answer – give an explanation of what performance appraisals should measure and why. Then, provide your position on whether performance appraisals are appropriate for use in making pay, promotion, and retention decisions, and explain why. Provide concrete examples and citations from the Learning Resources and current literature to justify your post. What performance appraisals should measure To measure the employee’s performance in an organization the use Performance Appraisals can provide the tools the organization requires to obtain success in their employee retention choices. The staff roles are significant towards accomplishing the objectives for the organization successfully. To achieve these objectives, the individual and group divisions at various levels must contribute exceptional levels of performance successfully (Mathis, & Jackson, 2011). This ensures that, the greater part of the organizational streamlined pay projects to permit optimal individual worker performance, and goals are accomplished adequately. By blending Performance output to Organizational Goals establishes that the job performance of the individual and groups specifically identified with the objectives as individual objectives are related inadvertently to the organizational objectives (Lipman, & Hall, 2008). This strategy can be implemented secondary to, the help of the individual’s job performance, towards the organizational objectives, which can be accomplished by prompting organizational achievement. Therefore, to measure performance the resulting level of job execution are utilized to recognize the execution of the individual or group level of performance (SHRM, 2017). Should performance appraisals be appropriate for use in making pay, promotion, and retention decisions The Performance appraisal is viewed as a method through which the organization's desires for their staff are determined by degrees of their appraisal, and performance of their job-related tasks. Based on this the performance requirement of their work in relation to job description and feedback is determined using this tool (Bernardin, 2007). Therefore, it is a formal examination of the individual assessment of their active work performance. As a prospective tool for assessments the use of this can harm an individual and their continued employment based on the findings, so I may not use this tool as a tool of choice. Maylett, (2009), researched that the utilization of the “multirater feedback for performance appraisal, serves as input into administrative decisions, such as compensation, development, and appraisal purposes” (p. 53). However, an assessment using the performance appraisal appears to be helpful yet harmful, when considering this as an effective tool of an individual's performance level. the advantages are noted as, not focusing on one-person opinion but multiple opinions, which assists with gathering an overall picture of the employee from observation or reporting. However, the downside of this overview is that the relayed feedback may be biased based on the potential for compensation being dependent on the feedback results (Maylett, 2009). References Bernardin, J. H. (2007). Human Resource Management. Tata McGraw-Hill Publishing Company Limited. Maylett, T. (2009). 360-Degree Feedback Revisited: The transition from development to appraisal. Compensation & Benefits Review, 41(5), 52-59. Retrieved from https://www.decision-wise.com/pdf/park-cityresources/iii/compensation-benefits-review-360-degree-feedback-revisited-transition-development-appraisal.pdf Mathis, R. L., & Jackson, J. H. (2011). Human resource management: Essential perspectives. Cengage Learning. Lipman, F. D., & Hall, S. E. (2008). Executive compensation best practices. John Wiley & Sons. Society for Human Resource Management (SHRM) (2017). Managing Employee Performance. Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/managingemployeeperformance.aspx Week 8 Discussion Overview – Discussion 1: Performance Appraisal System Contributions Processes for assessing employee job performance and demonstrated competency are typically developed by human resource management professionals at an organizational level and generally apply to all jobs (Pulakos, 2004). The framework may differ depending on the model followed regarding sources of feedback, what feedback should be used, and how it is used. Factors such as a person’s level in the organization, required technical competency, and behavioral standards, all weigh in to what is to be evaluated and how it is to be evaluated (Pulakos, 2004). It is important that the performance model used produces valid, reliable, fair, useful, and cost-effective results in supporting personnel decisions. In evaluating all components of a performance appraisal, it is important that each component add value to the overall process; otherwise, it should be eliminated. Question – give descriptions of the two performance models you selected. Then, explain how those performance models might add value to the performance appraisal process. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – Performance appraisal is where the administrative level or human relation (HR) discovers the viability of an employee during the hiring and placement of its candidates for a particular position. The performance implies the level of achievement associated with completing work-related tasks. Performance relies on the amount of effort and ability put into the job task. Performance appraisals are part of the evaluation for the execution of the task and the advancements made towards achieving progress by the worker or a group of employees for a given job-related project and their potential for future improvement of successfully doing the specific task. Performance appraisal and the merit rating systems are utilized in close association with each other (Gupta, 2007). Therefore, providing a detailed assessment of the staff knowledge, and skills in a particular position. Two Performance Models The first model chosen is the ‘Self-Appraisal Approach’, which “relies on self-evaluation” (Asopa, & Beye, 2003). Many organizations utilize some form of performance assessment to estimate the progress of their staff, which provides the worker with the necessary knowledge to explore and execute the required criteria for their specific job. The self-appraisal is then evaluated by the supervisory level or HR department, the supervisor would then consent and change areas of the appraisal if necessary after discussion with the employee. The second model chosen is the ‘Trait Approach’ utilizes the “conventional method of evaluation against certain traits” (Asopa, & Beye, 2003). The trait approach strategy is frequently utilized in addition to other different measures. For example, the individual characteristics, which include the person's motivation level, their ability to take constructive feedback, the participation or activity level in the organization, reliability, and their appearance may be considered for a part of the evaluation process. Personal Trait evaluations are relevantly helpful, even though they give more information regarding the coexistence between the supervisor and the employee, rather than how well the worker performs at their specific job-related task. However, if the employee has a unique trait and it is still demonstrated, then at that point, the individual qualities are considered a component of their performance evaluation. Those specific attributes should be identified with the job activity. That individual characteristic issue can then be converted into an accomplishment. How these Performance Models Might Add Value to the Performance Appraisal Process. Performance models are viewed as, "well-constructed measures of normal personality are valid predictors of performance in virtually all occupations” (Kwansa, & Parsa, 2014, p. 311). It is also maintained that utilizing a “well-developed personality measures for pre-employment screening is a way to promote social justice and increase organizational productivity” (Hogan, Hogan, & Roberts, 1996, p. 469). Additionally, organizations also identified that these knowledgebased assessments are helpful tools since they can predict the future results of employee performance (O*Net, 2000). These procedures are considered a fundamental part of the job performance, which provides a significant advantage that guarantees continued successful work-related routines in the organization. The assessment performance can assist the organization with continued training and development of skills of their employees in specific areas of the organization where it is established that the performance level in that area is diminished. The implementation a simple performance appraisal system can prove to be cost and time-effective when utilized in any organizational environment Reference Asopa, V. N., & Beye, G. (2003). Management of Agricultural Research: A Training Manual. Modul 3: Organizational Principles and Design. Retrieved from http://www.fao.org/docrep/w7505e/w7505e06.htm Gupta, D. (2007). Surgical suites' operations management. Production and Operations Management, 16(6), 689-700. Hogan, R., Hogan, J., & Roberts, B. W. (1996). Personality measurement and employment decisions: Questions and answers. American Psychologist, 51(5), 469. Kwansa, F. A., & Parsa, H. G. (2014). Quick service restaurants, franchising, and multi-unit chain management. Routledge. O*Net. (2000). Testing and Assessment: An Employer’s Guide to Good Practices. O*NET Resource Center. Retrieved from https://www.onetcenter.org/dl_files/empTestAsse.pdf Overview 2: Performance Appraisal Process Evaluation There are many models for how performance appraisals should be performed and what should be included in the performance appraisal process (Pulakos, 2004). Some organizations rely solely on a supervisor reporting observed jobrelated outcomes and behaviors; others require assessments from multiple sources (e.g., peers, customers, subordinates, supervisor, and self) depending on the nature of the job. Molding a performance appraisal process to fit a job and the needs of both the employer and the employee is important if the desired outcomes for both are to be achieved. Therefore, it is important to understand not only for what the appraisal is to be used, but also what its individual components add to the decision-making process (Pulakos, 2004). For this Discussion, select a performance appraisal instrument or a performance appraisal process. Question – give a description of the performance appraisal instrument or performance appraisal process you selected. Then, provide a rationale for how the use of a performance model might improve your instrument or process. Explain how the use of a performance model may influence employer as well as employee outcomes in the performance appraisal process. Provide concrete examples and citations from the Learning Resources and current literature to support your post. Answer – A Description of the Performance Appraisal Instrument or Process Selected Performance appraisal (PA) is a formal tool utilized generally for survey and assessment of an individual or group, which looks at the performance execution of the individual. A basic component in the definition is the word formal, because, in fact, supervisors should assess a person’s performance execution on an ongoing basis. The PA is particularly basic in its achievement of execution when given by the administration. Although the PA is just one aspect of performance management, it is fundamental, in that it specifically mirrors the organizational goals. However, that assessment of group performance is essential when groups exist in an organization, the concentration of PA in many firms still focuses on the individual worker (Latham, 1981). The implementation of an effective appraisal system will assess the achievements and identify the missing skills. Based on that knowledge the organization can provide the necessary tools for improvement, meet objectives, and achieve goals with the use of the 360-Degree Appraisal. How the Performance Model may improve Instrumentation or Process. The 360-Degree Appraisal can be utilized when the organization is focusing on an extensive feedback on a worker's performance execution to formulate the required knowledge and skills this is the best approach to use for appraisal. A 360-degree appraisal works by gathering the necessary data which includes feedback, criticism from various areas in the organization. For example, directors, peers, clients, and at times merchants. The more data gathered the more precise the performance reviews become, and a better overall picture is obtained of the individual. In spite of the fact that this type of assessment is fairly difficult and time-consuming when measured alongside other assessments, the majority of organizational leaders tend to choose this form of assessment to maintain impartiality (Fletcher, 2001) Therefore, the data gathered is unbiased and a multi-dimensional vantage point is formulated. How the Utilization of the Performance Model May Influence Employer and Employee Outcomes in the Performance Appraisal The continued research on the PA proposes that there is a high-contribution by organizations to take part in employee based work practices that can build on the positive attributes and mentalities related with employee engagement and these practices can create the necessary behaviors that encourage performance and motivation. This practice includes individuals in all parts of the organization to participate in the choices and planning for the organization (Heathfield, 2016). This type of involvement expands on the feeling of responsibility and commitment the individual feels toward the organization, which encourages an atmosphere were individuals are roused and makes contributions. Different methodologies are utilized to include workers in leadership and improvement exercises, which is a key part of inclusion and can incorporate such techniques as proposal frameworks, the building of work groups, continuing education, and intermittent face-to-face meetings with the supervisor to receive constructive criticism and feedback. For most employees, the involvement process can assist with the effectiveness in the areas of the team and individual performance. Also, the effective communication of the data gathered by the appraisal provides the necessary advancement and rewards for the recognition of improved performance demonstrated by the employee, and their critical thinking skills (Heathfield, 2016). The appraisal often contributes by identifying the employee skills, knowledge, involvement, and efforts. References Heathfield, S. M. (2016) Employee Involvement Definition and Examples of How to Involve Employees. Retrieved from https://www.thebalance.com/employee-involvement-1918100 Latham, G. P. (1981). Increasing productivity through performance appraisal. Prentice Hall. National Research Council. (1991). Performance Assessment for the Workplace, Volume I: Technical Issues (Vol. 1). National Academies Press. Wk9 Assignment Performance Appraisal Applications and Implementation Organizations that develop, implement, monitor, and update performance appraisal systems need to make sure that the selection process considers all intended and projected uses (Kleiman & Simmering, 2011). These considerations include providing for the validity, reliability, utility, and legality of the process as it is employed in each application. Further, industry type, company size, occupation, and job level are factors that shape appraisal procedures and reporting. It is important for organizations to periodically review their performance measurement systems to ensure appraisals continue to meet acceptable standards and address company requirements. For this Assignment, review the media for this week and consider the following scenario: Greenway Inc. has asked you to review its performance appraisals and uses. Consider the recommendations you might provide to management, and think about suggestions that you might give concerning appropriately handling and using the results of those performance appraisals. Then, consider how you might revise the performance appraisal process for Greenway Inc. to make it more effective and standardized. Describe the performance appraisal process and explain how appraisals might be used at Greenway Inc. for the following: • Employee development • Pay raises or bonuses • Promotion • Talent management Explain how you might revise the performance appraisal process for Greenway Inc. to make it more effective and standardized. Justify your recommendations with the literature. Provide an APA reference list and use appropriate APA citations throughout your assignment. Do a 5 to 7 page performance appraisal process and rationale. Answer – Performance appraisal is a review system which formally examines an individual or a task performed by a team. Critically, performance appraisal results to the success of performance management (Murphy, 2008). Performance evaluation process is long and needs lots of emphasis in making an organization a success. To begin with, in the performance assessment process, recognizing precise performance goals is a crucial step in the achievement of results in the procedure. Markedly, a system of appraisal cannot entirely fulfill every purposeful desire; hence, it is the duty of the administration team to sample the most important goals, which are achievable and realistic (Charmine, & Fujimoto, 2014). For instance, different firms have varying goals, as such, some give a lot of emphasis on employee development, while others stress on pay adjustments. However, many performance appraisal systems do not prosper due to the many expectations, which are given by the management of a specific method, which they fail to specify the task the system should work on. Second, it is a requirement of the performance appraisal to establish performance standards and communicate all the expectations on performance to the stakeholders. More often, when the appraisal period is over, the employee and the appraiser must review the performance work collectively and make evaluations to establish standards of performance. According to Clive, and Richard (2013), the undertaken review helps in the determination of the level of employee’s efforts in meeting the set standards, establishing deficiency reasons, and in coming up with a different plan to make corrections of the problems which have already occurred. In the case of Greenway Inc. being a big company, it has opted to involve an appraisal company in conducting the appraisal process. This is because, choosing individuals from the same company to perform the appraisal, in many cases, the results collected will not be correct because of impartiality and bias. For instance, cases of some people giving favors to the people they are familiar with and unfair judgment towards unfamiliar people were witnessed. DeNisi, and Klugar (2000), indicate that most companies perform yearly appraisal performance or monthly evaluation. These processes help in determining the worth of a company and its employees. Likewise, performance review gives a clear outlook of the company’s performance. Some of the forms in which Greenway Inc. The company can utilize appraisal outcomes include: Employee Development; this is the sharpening and building of skills of an employee to improve their performance in their different jurisdiction fields. If Greenway Inc. needs to make improvements on the level of production, it should focus on dedicating most of its time in making the employees better in different ways than when they became members of the company. According to Charmine, and Fujimoto (2014), the most effective way of doing this is evaluating the results of the appraisal. As such, first, the Greenway Inc. will be able to sample the employee with the best results, who will then be used as a point of reference to others and as a source of motivation to the rest of the employees to work harder. On the same note, it is crucial that the company forms the best group of role models in the labor force so that the entire group can admire and work tirelessly towards such achievements. Secondly, from the results, the company will be able to come up with procedures for motivation of the employees. Murphy, (2008) indicates that the best performing employees need the motivation to work with the same spirit or even make further improvements. For instance, in many cases, if workers are giving their best and they don’t feel appreciated, they lower their production levels. Pay Raises or Bonuses; increase of salaries or bonuses of employees is crucial in the motivation of workers in every company; Greenway Inc. is not an exception. On raising the issue of money, people pay a lot of attention. The procedure in which Greenway Inc. pays their employees is significant since it gives a phase on how the employees will work with such a motivation in an organization. The appraisal gives way to the procedure followed when paying people or in cases of salary raises (Clive, & Richard, 2013). Fundamentally, employees with improvements on the production level to a recognizable height will automatically receive a salary raise because of their excellent job. It is imperative that if anyone proves to be productive, his or her efforts need appreciation (Murphy, 2008). For instance, if a member of Greenway Inc. invests in studies to gain more skills, during an appraisal, a formal appreciation should be given to him/her. As a result, he/she will enjoy a pay raise, since they have acquired extra skill while in the employ of the company. Overall, through the performance appraisal, Greenway Inc. can identify its value, which includes the benefits and loses made. This helps in the area of evaluation for the improvement of the company; so that they can review the salaries and consider the need to offer pay increases to their workers. Promotion; the main idea of performing appraisals is to determine the value and worth of people. For any form of promotion or any duty assignment, a significant value in form of effectiveness and production must be evident (Clive, & Richard, 2013). First priorities on promotions are granted to employees with very high-performance records because they have proven to be trustworthy in handling office work with no doubts. In case there are no available positions, high performing employees can be kept on the waiting lists as people who can be considered for a position if the need arises. Talent Management; in every company, talent management is the most vital, most defensible and reliable form of performance supervision. In Greenway Inc., the detailed and continuity of input help in the recording of every aspect of employee performance. The three major phases of continued work delivery are setting up goals and standards, documentation of performance in the association by setting limits, and finally providing a response based on performance (DeNisi, and Kluger, 2000). This includes providing timely feedback. For Greenway Inc., setting up a decent management platform inspires employees to aim and accomplish beyond their capacities. Employee performance appraisal establishes a major part of talent management. This involves improvement, goal setting, and a two-way response, which allows employees to have a reason for motivation without the added anxiety of eroticization. Charmine, and Fujimoto (2014) argue that to make the performance appraisal process for Greenway Inc. more effective and standardized, an additional emphasis should be placed on four areas; (1) Connecting personal goals and the company plan to ensure that there is uniformity in all the undertakings. (2) Demonstrating responsibility and direction at all levels of the company, that will act as a point of reference to every employee. (3) Safeguarding close ties among appraisal assessments, awards and appreciation results, and (4) by investing in employee progress planning and finally, creating a managerially efficient system with adequate communication support. Overall, Greenway Inc., performance management techniques require managers to effectively implementing, managing, and conducting performance reviews on a daily basis. Equally, Greenway Inc. should emphasize on some key achievement aspects for operative performance appraisal such as; the value of performance appraisal discussions between employees and the manager. Continued performance exercise by managers will lead to best employee performance. In addition, using the available data will help in determining every possible threat to Greenway Inc., such as; changes in the political field which may impact negatively the necessity for utilizing highly trained personnel in the company. Likewise, changing the process of appraisal for all employees in the job family tree will highly contribute to an effective performance process. For instance, when conducting an appraisal on the performance of the worker on a specific area of production, the utilization of low-quality materials should be given high considerations as they can impact the capacity to fulfill quality standards. Finally, adopt different procedures to meet the unique needs of the employees from different backgrounds, will contribute to an effective performance appraisal outcome. References Charmine, E. H., & Fujimoto, Y. (2014). Human Resource Management. Australia: Pearson. Clive, F., & Richard, W. (2013). Appraisal, Feedback, and Development: Making Performance Review Work. Abingdon, UK: Routledge. DeNisi, A. S., & Kluger, A. N. (2000). Feedback effectiveness: can 360-degree appraisals be improved? The Academy of Management Executive, 14(1), 129-139. Murphy, K. R. (2008). Explaining the weak relationship between job performance and ratings of job performance. Industrial and Organizational Psychology...
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