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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