ADHM 360 Lecture Notes - Lecture 6: Performance Appraisal, Civil Rights Act Of 1964, Job Analysis
20 Jun 2018
School
Department
Course
Professor
HR: Management of people to maximize employee performance
•
Responsible for:
Assisting other departments with human resources concerns
○
Handling recruitment, selection, orientation training, compensation and appraisal
○
•
Influences:
External
Legislation
§
Competition
§
Demographic shift
§
Economy, ect.
§
○
Internal
Work procedures
§
Corporate culture, ect.
§
○
•
HR Functions
Recruitment
Activates designed to attract qualified applicants for the hotel's vacant positions
§
Job analysis
A process of determining the specific tasks that must be done (job description) as well as the
knowledge and skills workers must have in order to complete those tasks (job qualifications)
□
§
Internal Recruiting
Used when the best candidates for positions are believed to be currently employed by the
hotel
□
Advantages
Increased employee morale
®
Increased probability of making a good selection
®
Less costly
®
Reduced training time and costs
®
□
Disadvantages
Limited candidate pool
®
"Inbreeding"- Lose opportunities to bring new knowledge and experience
®
Resentment among managers and employees
®
Recruitment and selection are still needed
®
□
§
External Recruiting
Attract persons who are not current employees
Sources
Traditional- Help wanted
◊
Public employment agencies
◊
Private employment agencies
◊
.
◊
.
◊
®
Selection
Process of evaluating and selecting the most qualified candidates for the vacant
position
◊
Use job qualification
A list of knowledge, skills and other requirements necessary to perform the
tasks described in a job description
}
◊
Major selection tools
Applications
Completed by all candidates for employment
–
The questions should be focus exclusively on job qualifications; Avoid
employment-related liability (Title VII of Civil Rights Act of 1964)
–
Clearly state at-will nature of the employment relationship
Either party can terminate at anytime without liability
w
–
}
Interviews
Types of questions asked should focus on the applicant's job skills and
nothing else
–
Various employment-related laws limit the types of questions that can
be asked
Applicants age, origin, gender, religion marital status, physical
attributes or disabilities should not be asked about or used as
disqualifiers
w
Examples of illegal job interview questions
Child care arrangements
w
How old are your children
w
When did you graduate?
w
Are you a U.S citizen
w
Will you need personal time off for a particular religious
holidays?
w
Are you comfortable working for a female boss
w
How long do you plan to work until you retire
w
Serious illnesses?
w
w
–
}
Background Checks
To obtain only information relating directly to the applicant's
employment suitability
–
Common:
Criminal History
w
Credit Report
w
Academic credentials and licenses
w
–
}
References
Traditionally popular, but difficult to obtain relevant information
–
Secure the application's permission in writing before conducting the
reference check
–
}
◊
Negligent hiring:
Failure of an employer to exercise reasonable care in the selection of
employees
Background checks are critical
–
}
Negligent retention
Retaining an employee after the employer becomes aware of an
employee's unsuitability for a job by failing to act on that knowledge
–
}
◊
®
□
Advantages
Attract p
®
□
§
○
Orientation
Process of providing basic info about the hotel
§
Orientation program
Provide an overview of the hotel□
Indicate the new staff member's role□
Explain policies and rules□
Provide details about employee benefits, etc.□
§
○
Training
Training should be ongoing and applied to all employees
§
Benefits of training
Improved productivity and performance□
Reduced operating costs□
Improved employee satisfaction□
Improved customer satisfaction□
Lower employee turnover□
Easier to recruit new staff, etc..□
§
Training methods
Individual training methods
On-job training
®
Cross-training
®
□
Group training methods
Lecture methods
®
Demonstration methods
®
□
§
○
Compensation management
Goal is to achieve fair, equitable, and competitive pay for all employees
§
The process of administrating an organization's extrinsic and intrinsic reward system
Extrinsic rewards: typically financial rewards (salaries, incentive pay, paid leave, preferred
office space and computer)
□
Intrinsic rewards: self-initiated (e.g., personal growth, a sense of accomplishment) □
§
Basic techniques
Job Analysis- identifying characteristics of jobs and categorizing them based on levels of
responsibility and working conditions
□
Job evaluation- Ranking jobs according to the relative importance to the organization□
Pay surveys- pay rates of competitors□
§
○
Appraisal
Performance management
A systematic process by which managers can help employees improve their ability to achieve
goals
□
§
Performance appraisal
An objective and comprehensive evaluation of employee effectiveness□
A major component of performance management process□
§
Performance appraisal methods
Absolute standards
Employee performance is compared with an established productivity standard
®
□
Relative standards
Compare one employee's performance with that of another employee
®
□
Peer evaluation□
Upward assessment□
360-degree appraisal, etc..□
§
○
•
Employment related laws
Title VII of Civil Rights Act of 1964
Prohibits employment decimation based on race, color, religion, sex
§
○
Fair Labor Standards Act
Minimum wage and overtime pay
Federal minimum wage is $7.25 per hour□
Tipped min wage is $2.13□
North Dakota- 7.25 (4.86 for tipped)□
Seattle, WA- $15 per hour by 2021□
§
○
Equal Pay act
When men and women perform work that's equal, they shall receive equal pay
§
○
Age Discrimination Act
Prohibits employment discrimination against anyone between the ages of 40 and 70
§
○
Genetic Information Nondiscrimination Act
Prohibit the use of genetic information in employment (GINA)
§
○
•
Ch. 6 HR Management
Thursday, March 22, 2018
11:04 AM
HR: Management of people to maximize employee performance
•
Responsible for:
Assisting other departments with human resources concerns
○
Handling recruitment, selection, orientation training, compensation and appraisal
○
•
Influences:
External
Legislation
§
Competition
§
Demographic shift
§
Economy, ect.
§
○
Internal
Work procedures
§
Corporate culture, ect.
§
○
•
HR Functions
Recruitment
Activates designed to attract qualified applicants for the hotel's vacant positions
§
Job analysis
A process of determining the specific tasks that must be done (job description) as well as the
knowledge and skills workers must have in order to complete those tasks (job qualifications)
□
§
Internal Recruiting
Used when the best candidates for positions are believed to be currently employed by the
hotel
□
Advantages
Increased employee morale
®
Increased probability of making a good selection
®
Less costly
®
Reduced training time and costs
®
□
Disadvantages
Limited candidate pool
®
"Inbreeding"- Lose opportunities to bring new knowledge and experience
®
Resentment among managers and employees
®
Recruitment and selection are still needed
®
□
§
External Recruiting
Attract persons who are not current employees
Sources
Traditional- Help wanted
◊
Public employment agencies
◊
Private employment agencies
◊
.
◊
.
◊
®
Selection
Process of evaluating and selecting the most qualified candidates for the vacant
position
◊
Use job qualification
A list of knowledge, skills and other requirements necessary to perform the
tasks described in a job description
}
◊
Major selection tools
Applications
Completed by all candidates for employment
–
The questions should be focus exclusively on job qualifications; Avoid
employment-related liability (Title VII of Civil Rights Act of 1964)
–
Clearly state at-will nature of the employment relationship
Either party can terminate at anytime without liability
w
–
}
Interviews
Types of questions asked should focus on the applicant's job skills and
nothing else
–
Various employment-related laws limit the types of questions that can
be asked
Applicants age, origin, gender, religion marital status, physical
attributes or disabilities should not be asked about or used as
disqualifiers
w
Examples of illegal job interview questions
Child care arrangements
w
How old are your children
w
When did you graduate?
w
Are you a U.S citizen
w
Will you need personal time off for a particular religious
holidays?
w
Are you comfortable working for a female boss
w
How long do you plan to work until you retire
w
Serious illnesses?
w
w
–
}
Background Checks
To obtain only information relating directly to the applicant's
employment suitability
–
Common:
Criminal History
w
Credit Report
w
Academic credentials and licenses
w
–
}
References
Traditionally popular, but difficult to obtain relevant information
–
Secure the application's permission in writing before conducting the
reference check
–
}
◊
Negligent hiring:
Failure of an employer to exercise reasonable care in the selection of
employees
Background checks are critical
–
}
Negligent retention
Retaining an employee after the employer becomes aware of an
employee's unsuitability for a job by failing to act on that knowledge
–
}
◊
®
□
Advantages
Attract p
®
□
§
○
Orientation
Process of providing basic info about the hotel
§
Orientation program
Provide an overview of the hotel□
Indicate the new staff member's role□
Explain policies and rules□
Provide details about employee benefits, etc.□
§
○
Training
Training should be ongoing and applied to all employees
§
Benefits of training
Improved productivity and performance□
Reduced operating costs□
Improved employee satisfaction□
Improved customer satisfaction□
Lower employee turnover□
Easier to recruit new staff, etc..□
§
Training methods
Individual training methods
On-job training
®
Cross-training
®
□
Group training methods
Lecture methods
®
Demonstration methods
®
□
§
○
Compensation management
Goal is to achieve fair, equitable, and competitive pay for all employees
§
The process of administrating an organization's extrinsic and intrinsic reward system
Extrinsic rewards: typically financial rewards (salaries, incentive pay, paid leave, preferred
office space and computer)
□
Intrinsic rewards: self-initiated (e.g., personal growth, a sense of accomplishment) □
§
Basic techniques
Job Analysis- identifying characteristics of jobs and categorizing them based on levels of
responsibility and working conditions
□
Job evaluation- Ranking jobs according to the relative importance to the organization□
Pay surveys- pay rates of competitors□
§
○
Appraisal
Performance management
A systematic process by which managers can help employees improve their ability to achieve
goals
□
§
Performance appraisal
An objective and comprehensive evaluation of employee effectiveness□
A major component of performance management process□
§
Performance appraisal methods
Absolute standards
Employee performance is compared with an established productivity standard
®
□
Relative standards
Compare one employee's performance with that of another employee
®
□
Peer evaluation□
Upward assessment□
360-degree appraisal, etc..□
§
○
•
Employment related laws
Title VII of Civil Rights Act of 1964
Prohibits employment decimation based on race, color, religion, sex
§
○
Fair Labor Standards Act
Minimum wage and overtime pay
Federal minimum wage is $7.25 per hour□
Tipped min wage is $2.13□
North Dakota- 7.25 (4.86 for tipped)□
Seattle, WA- $15 per hour by 2021□
§
○
Equal Pay act
When men and women perform work that's equal, they shall receive equal pay
§
○
Age Discrimination Act
Prohibits employment discrimination against anyone between the ages of 40 and 70
§
○
Genetic Information Nondiscrimination Act
Prohibit the use of genetic information in employment (GINA)
§
○
•
Ch. 6 HR Management
Thursday, March 22, 2018
11:04 AM
HR: Management of people to maximize employee performance•
Responsible for:
Assisting other departments with human resources concerns
○
Handling recruitment, selection, orientation training, compensation and appraisal
○
•
Influences:
External
Legislation
§
Competition
§
Demographic shift
§
Economy, ect.
§
○
Internal
Work procedures
§
Corporate culture, ect.
§
○
•
HR Functions
Recruitment
Activates designed to attract qualified applicants for the hotel's vacant positions
§
Job analysis
A process of determining the specific tasks that must be done (job description) as well as the
knowledge and skills workers must have in order to complete those tasks (job qualifications)
□
§
Internal Recruiting
Used when the best candidates for positions are believed to be currently employed by the
hotel
□
Advantages
Increased employee morale
®
Increased probability of making a good selection
®
Less costly
®
Reduced training time and costs
®
□
Disadvantages
Limited candidate pool
®
"Inbreeding"- Lose opportunities to bring new knowledge and experience
®
Resentment among managers and employees
®
Recruitment and selection are still needed
®
□
§
External Recruiting
Attract persons who are not current employees
Sources
Traditional- Help wanted
◊
Public employment agencies
◊
Private employment agencies
◊
.
◊
.
◊
®
Selection
Process of evaluating and selecting the most qualified candidates for the vacant
position
◊
Use job qualification
A list of knowledge, skills and other requirements necessary to perform the
tasks described in a job description
}
◊
Major selection tools
Applications
Completed by all candidates for employment
–
The questions should be focus exclusively on job qualifications; Avoid
employment-related liability (Title VII of Civil Rights Act of 1964)
–
Clearly state at-will nature of the employment relationship
Either party can terminate at anytime without liability
w
–
}
Interviews
Types of questions asked should focus on the applicant's job skills and
nothing else
–
Various employment-related laws limit the types of questions that can
be asked
Applicants age, origin, gender, religion marital status, physical
attributes or disabilities should not be asked about or used as
disqualifiers
w
Examples of illegal job interview questions
Child care arrangements
w
How old are your children
w
When did you graduate?
w
Are you a U.S citizen
w
Will you need personal time off for a particular religious
holidays?
w
Are you comfortable working for a female boss
w
How long do you plan to work until you retire
w
Serious illnesses?
w
w
–
}
Background Checks
To obtain only information relating directly to the applicant's
employment suitability
–
Common:
Criminal History
w
Credit Report
w
Academic credentials and licenses
w
–
}
References
Traditionally popular, but difficult to obtain relevant information
–
Secure the application's permission in writing before conducting the
reference check
–
}
◊
Negligent hiring:
Failure of an employer to exercise reasonable care in the selection of
employees
Background checks are critical
–
}
Negligent retention
Retaining an employee after the employer becomes aware of an
employee's unsuitability for a job by failing to act on that knowledge
–
}
◊
®
□
Advantages
Attract p
®
□
§
○
Orientation
Process of providing basic info about the hotel
§
Orientation program
Provide an overview of the hotel□
Indicate the new staff member's role□
Explain policies and rules□
Provide details about employee benefits, etc.□
§
○
Training
Training should be ongoing and applied to all employees
§
Benefits of training
Improved productivity and performance□
Reduced operating costs□
Improved employee satisfaction□
Improved customer satisfaction□
Lower employee turnover□
Easier to recruit new staff, etc..□
§
Training methods
Individual training methods
On-job training
®
Cross-training
®
□
Group training methods
Lecture methods
®
Demonstration methods
®
□
§
○
Compensation management
Goal is to achieve fair, equitable, and competitive pay for all employees
§
The process of administrating an organization's extrinsic and intrinsic reward system
Extrinsic rewards: typically financial rewards (salaries, incentive pay, paid leave, preferred
office space and computer)
□
Intrinsic rewards: self-initiated (e.g., personal growth, a sense of accomplishment) □
§
Basic techniques
Job Analysis- identifying characteristics of jobs and categorizing them based on levels of
responsibility and working conditions
□
Job evaluation- Ranking jobs according to the relative importance to the organization□
Pay surveys- pay rates of competitors□
§
○
Appraisal
Performance management
A systematic process by which managers can help employees improve their ability to achieve
goals
□
§
Performance appraisal
An objective and comprehensive evaluation of employee effectiveness□
A major component of performance management process□
§
Performance appraisal methods
Absolute standards
Employee performance is compared with an established productivity standard
®
□
Relative standards
Compare one employee's performance with that of another employee
®
□
Peer evaluation□
Upward assessment□
360-degree appraisal, etc..□
§
○
•
Employment related laws
Title VII of Civil Rights Act of 1964
Prohibits employment decimation based on race, color, religion, sex
§
○
Fair Labor Standards Act
Minimum wage and overtime pay
Federal minimum wage is $7.25 per hour□
Tipped min wage is $2.13□
North Dakota- 7.25 (4.86 for tipped)□
Seattle, WA- $15 per hour by 2021□
§
○
Equal Pay act
When men and women perform work that's equal, they shall receive equal pay
§
○
Age Discrimination Act
Prohibits employment discrimination against anyone between the ages of 40 and 70
§
○
Genetic Information Nondiscrimination Act
Prohibit the use of genetic information in employment (GINA)
§
○
•
Ch. 6 HR Management
Thursday, March 22, 2018 11:04 AM
Document Summary
Hr: management of people to maximize employee performance. Handling recruitment, selection, orientation training, compensation and appraisal. Activates designed to attract qualified applicants for the hotel"s vacant positi. A process of determining the specific tasks that must be done (job desc knowledge and skills workers must have in order to complete those tas. Used when the best candidates for positions are believed to be currentl hotel. inbreeding- lose opportunities to bring new knowledge and ex. External recruiting aisal ositions description) as well as the e tasks (job qualifications) rently employed by the d experience. Process of evaluating and selecting the most qualified cand position. A list of knowledge, skills and other requirements ne tasks described in a job description. The questions should be focus exclusively on jo employment-related liability (title vii of civil ri. Either party can terminate at anytime wi w. Types of questions asked should focus on the ap nothing else.
