STAFFING- CHAPTERS 19, 20, & 21

1. STAFFING- CHAPTERS 19, 20, & 21 CHAPTER 19

2. The Staffing Process • Identification of job descriptions and job specifications to determine qualifications of job applicants • Recruitment of applicants • Screening of applicants • Selection of the best applicants for available jobs • Proper orientation, placement, and training of employees • Development of employees • Compensation • Performance evaluation • Reward for good performance or disciplinary actions for poor performance

3. CHAPTER 20 The Selection process involves: • Gathering and evaluating information about job applicants so that employers can offer employment to the best applicant • Various selection tools are available to obtain the job-related information about a candidate, including application blanks, tests, and employment interviews • An employment interview could be: - Directive or structured - Nondirective

4. The Role of the Supervisor in Conducting the interview • Prepare for the interview • Create a leisurely atmosphere • Put the job applicants at ease and build rapport by opening with a broad question • Proceed to discuss job related questions • Ask questions one at a time and slowly • Be mindful of Equal Employment Opportunity Laws that prohibit illegal or discriminatory questions • Give an honest job preview • Do not oversell the job • Take notes on important factors • Give the job applicant an opportunity to ask questions • Evaluate job candidates fairly • Choose the best candidate to fill the vacant job position • Document hiring decisions

5. CHAPTER 21 Performance Appraisal: A continuous process that measures the performances of employees. This process is a useful tool to: • Identify individuals for promotion and salary increases • Coach employees to improve performances • Identify training needs • Identify work requirements, performance standards, and appraisal and recognition of job-related behaviors • Make decisions regarding demotion, transfers, and possible termination of employment • Maximize employee motivation and productivity • Minimize the chances of litigation

6. Problems in Performance Appraisal Ratings • Overly lenient • Overly harsh • Consistently rating employees as average when they deserve a higher or lower rate • Influenced by the halo effect • Judging more favorably the employees whose attitudes resemble those of the rater • The potential to be lenient when pay raises and promotions depend on appraisal ratings

7. Methods of Performance Appraisals: • Comparative standards - Simple ranking - Paired comparison - Forced distribution • Absolute standards - Critical incidents - Graphic rating scale - BARS - 360 degree feedback

8. Summary of an effective Performance Appraisal • Both the supervisor and employee should prepare for the • performance appraisal interview • Supervisor should encourage the employee to participate in the performance interview through the following ways: - tell-and sell - tell-and-listen - problem-solving - mixed interview • Supervisor should focus on the total performances of the employee, not just the negative • Supervisor should base the performance evaluation on the entire appraisal period rather than on the most recent behaviors of the employee • Supervisor should focus on the present qualities of the employee’s performance. Past performance ratings should not influence current ratings

9. The supervisor’s Responsibility in Wages, Salaries, and Benefits • Ensures that wages paid to employees in the department are properly aligned internally and externally through: - Job evaluation - Collecting accurate wage salary data in the community for similar jobs in similar organizations

10. Promotion • It is wise for an organization to promote from within when feasible to do so because it increases job satisfaction and is a powerful incentive for employees to perform better • The most important criteria for promotion are merit, ability, and seniority