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Lecture 4

ADM2337 Lecture 4: Untitled4

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Catherine Elliott

—> important because the quality of HR determines organizational performance, and inappropriate hiring decisions can be very expensive, and there’s potential legal implications Typical Steps in Selection Process: Begin with Job analysis! —> job descriptions, job specifications, KnowledgeSkillsAbilitiesOtherfactors for success 1. initial applicant screening —> typically performed by HR, candidates not meeting essential selection criteria are eliminated first —> further considerations for those who most closely match job specifications —> use of technology to assist in initial screening (might be a screening interview (phone), internet checks) MC examples of federally regulated industries (postal services, banks, telecommunications, transportation 2. Selection & Testing —> weighted application blank (WAB) (when responses are wighted based on statistical relations to job performance) —> biographical information bank (BIB), biodata teat (biographical data predictive of job success is scored) Employment Interviews: Type of interview questions: Traditional (getting to know you questions) —> tell me about yourself, strengths/weaknesses, why are you the most qualified, what do we do) Situational Questions(hypothetical question/incident and how you would respond to it) —> if you saw your boss stealing what would you do?, if a customer is upset, what do you do? —> success depends on the appropriateness of you anticipated actions, your ability to articulate your thought process —> you can draw parallels from past experience Behavioural Questions (based on the premise that past behaviour is the best predictor of future behaviour) —> Situation Task at hand Action (what you did) Result (outcome) e.g, tell me a time you saw an angry custimer and what did you do Chapter 8 Performance Management performance management = the process of creating a work environment in which people can perform to the best of their abilities performance evaluations (appraisals/reviews) = the result of an annual or biannual process in which a manager evaluates an employees performance relative to the requirements to his/her job —>… and uses the info to show the person where improvements are needed and why Purposes of Performance Appraisal —> for both developmental and administrative purpose —> e.g, communicating compensation decisions, determine layoff decisions, improve communication, People don't like them: —> managers don't like giving back negative feedback or may be poorly trained to give feedback
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