Marketing Notes

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after time.

Validity means there is demonstrable relationship between a person’s score or ration on a selection device and job performance. E.g, grades as predictors of job performance

Application form declares the individual to be formal candidate for a job. It documents personal history and qualification. This may include resume, which summarises an applicant’s special qualifications

Interview: allows job applicant and employer to learn a lot by one another.

Employment tests: used to identify intelligence, aptitudes, personality and interests. The goal is to find out how applicants respond to job relevant situations and predict eventual performance success. They should meet the criteria of reliability and validity.

Assessment centre: An assessment centre examines how job candidates handle simulated work situations.

Reference and background checks: inquires to previous employers, academic advisors, co-workers about applicant. It is helpful revealing information not discovered in other parts of the selection process.

References are less reliable because employers are providing bare minimum information about departing staff

Physical examinations: healthy check up ensures that the applicant is physically capable requirements. It is a good basis for enrolling applicant in health-related benefits, such as life, healthy and disability insurance programs

Final decision to hire or reject: must always focuss on all aspects of a person’s capacity to perform

Chapter 4 – Developing a quality workforce

It is important that new employees fit in to further their development and performance potential

Socialisation: systematically changes the expectations, behaviour and attitudes of new employees.

Employee orientation: activities designed to familiarise new employees with heir jobs, co-workers and key aspects of the organisation. This involves classifying mission and culture, and explaining objectives, expectations, policies and procedures

If not done, well intentioned employees may develop inappropriate attitudes and behaviours

Training: set of activities that provide opportunity to acquire and improve job related skills. Progressive organisations may offer programs to ensure employees have skills and computer literacy needed to perform well

On-the-job-training: take place in work setting while someone is doing a job. A common approach is job rotation that allows people to spend time working in different jobs to expand the range of their job capabilities.

Coaching: involves an experienced person offering performance advice to a less-experienced person.

Mentoring: assigns early-career employees as protégés to more senior ones.

Modelling: demonstrates through personal behaviour the job performance expected of others.

Off-the-job-training: accomplished outside the workplace, or in a separate training facility or room. E.g, attendance of special training programs at universities.

Management development: training to improve knowledge and skills in the management process

Performance management schemes: ensures performance standards and objectives are set, that performance is assessed regularly assessed for accomplishments.

Performance management: continuous process of identifying, measuring, and developing the performance of individuals and teams, through genuine feedback, mentoring and training, and ensuring alignment of every single job in the organisation with the strategic goals of the organisation

Managers must ensure through performance management that all activities and outputs are aligned with strategic goals.

Performance appraisal: measures strengths and weaknesses of employee. process of formally evaluating performance and providing feedback to a job holder.

Evaluation serves to let people know where they stand relative to performance objectives and standards. The development serves to assist in training and continued development

Performance appraisals focuses on past performance and measures it against standards. Performance is recorded to establish a basis for rewards.

Performance appraisals must be reliable and valid.

Reliable: consistent and be unbiased and measure factors relevant to performance

Graphic rating scale: uses a checklist of traits or characteristics to evaluate performance. These are quick and easy to complete

Behaviourally anchored rating scale: uses specific descriptions of actual behaviours to rate various levels of performance.

Critical incident technique: keeps a log of someone’s effective and ineffective job behaviours. It documents successes and failures and specifically discussed.

Multiperson comparisons: compare one person’s performance with that of others.

360° feedback: includes in the appraisal process superiors, subordinates, peers and even customers.

Chapter 5 – Engagement: maintaining a quality workforce

Career development: recruit and train employees. Recruit people who share same values and fit core of the business and will therefore be uninterested in being poached by other organisations

Career planning is the process of systematically matching career goals and individual capabilities with opportunities for their fulfilment.

A career plateau is a position from which someone is unlikely to move to a higher level of work responsibility. Three reasons for this are personal choice, limited abilities and opportunities.

Work-life balance: involves balancing career demands and personal and family needs. These are done through childcare and eldercare resources and referral services.

1) You need a culture that promotes work-life balance

2) You need clear and consistent communication, HRM needs to reinforce the use of initiatives

3) Work-live training should be provided that suits both on-the-job and off-the-job learning

4) Organisations need to discover ways to enhance program