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Chapter 8

MHR 523 Chapter Notes - Chapter 8: Task Analysis, Job Performance, Performance Appraisal


Department
Human Resources
Course Code
MHR 523
Professor
Kristyn Scott
Chapter
8

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CHAPTER 8 MHR
ORIENTING EMPLOYEES
-strategic approach to recruitment and retention of employees includes a well-integrated orientation
program both BEFORE and AFTER hiring
PURPOSE OF ORIENTATION PROGRAMS
-Employee orientation (onboarding): a procedure for providing new employees with basic background
information about the firm and the job; it can also reduce the number of workplace injuries, particularly
for young workers
-Essence of orientation:
1) introduce people to the culture
2) give them a common bond
3)teach the importance of teamwork in a workplace
4)provide the tools and information to be successful
-socialization: the ongoing process of instilling in all employees the prevailing attitudes, standards,
values, and patterns of behaviour that are expected by the organization
-reality shock: the states that results from the discrepancy between what the new employee expects
from his or her new job and the realities from it
-effective orientation program involves discussing work-related goals with new employee to provide
basis for early feedback and establish a foundation for ongoing performance management
-online onboarding systems are being used to engage employees more quickly and accelerate employee
performance
CONTENT OF ORIENTATION PROGRAMS
-Usually given the following:
1) handbook *disclaimers should be made to make clarifications
2)tour of company
3) explanation of job procedures, duties, and responsibilities
4) summary of training to be received
5) explanation of performance appraisal
RESPONSIBILITY FOR ORIENTATION
-a mentor or another employee may be assigned to new employees for the first few weeks
SPECIAL ORIENTATION SITUATIONS
1) Diverse Workforce
2) Mergers and Acquisitions
-a new company culture will evolve in the merged organization, and everyone will experience
resocialization process
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3) Union versus Non-union employees
4) Multi-location Organizations
PROBLEMS WITH ORIENTATION PROGRAMS
-too much information is provided in a short period of time
-little or no orientation is provided
-information provided is too broad
-information provided is too detailed
EVALUATION OF ORIENTATION PROGRAMS
-evaluate whether they are providing timely, useful information to new employees in a cost-effective
manner
-3 approaches:
1) Employee reaction
2) Socialization effects
3) Cost/benefit analysis (comparing costs with benefits)
EXECUTIVE INTEGRATION
Key aspects:
- identifying position specifications (particularly the ability to deal with and overcome jealousy)
- providing realistic information to job candidates and providing support regarding reality shock
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-announcing the hiring with enthusiasm
-stressing the importance if listening as well as demonstrating competency, and promoting more time
spent talking with the boss
-assisting new executives who are balancing their work to change cultural norms while they thensekves
are part of the culture itself
THE TRAINING PROCESS
-Training: the process of teaching employees the basic skills/competencies that they need to perform
their jobs
-training Æ skills and competencies needed to perform
developmentÆ training of a long-term nature
-it is important to treat training as a strategic investment in human capital
-skills in greatest need of improvement are problem solving, communications, and teamwork
-training can strengthen employee commitment
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