Fluent Essays

Answer questions 1 thru 5 related to Case 15-1, When the Transfer Backfires. they are in the photo that I attached ... Each answer must be at least 200 words and properly cited in APA. Also, it should be at least 70\% Original; the paper will be submitted via SafeAssign. This research paper is based on the case analysis and requires academic references [specifically your textbook and STATISTA database]. ________________________________________________________________________________________________________________________________________ Instructions as to how to access STATISTA Your Assignment requires that you submit at least two references, one from your textbook and at least one from the database STATISTA. You will be able to access the STATISTA database by going to your FNU Library LIRN. Once you have signed to LIRN >> go to your business section >> select STATISTA >> type the topic to be searched. You will get search results for your selection >> click on your selection, and it will display information to be used on your assignment (text, data, graphs, etc.). It will also give you a window for your citation (choose APA) and copy/paste on your assignments reference page. Use the data from the reports to supplement your questions answers.   If you have problems accessing STATISTA, I urge you to contact the FNU Library and request assistance with one of the Librarians who are knowledgeable and ready to assist you during library hours.   The STATISTA citation/reference information from a blue icon should be entered (copied/pasted) just as it shows up. However, you will need to manually enter the citation/reference if it is the orange icon.  https://4x22l4fsa-mp01-y-https-www-statista-com.proxy.lirn.net/ ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. CHAPTER 15 SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Explain who is responsible for selecting, appraising, and disciplining employees Describe the steps in the employee selection procedure, including the proper orientation of new employees Explain what employee performance appraisal is and who performs it LEARNING OBJECTIVES ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Explain why training and developing employees is important State why performance-appraisal interviews are difficult for both the employee and the supervisor Define discipline and explain why it is necessary Describe how discipline is imposed under due process LEARNING OBJECTIVES ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Top managers Set human resource objectives, establish policies, and do long-range planning and organizing Middle managers Control the operating procedures needed to achieve the objectives and carry out personnel policies Supervisors Interpret policies for employees Carry out the organization’s wishes for selecting and training employees Transmit workers’ interests to higher management RESPONSIBILITY FOR SELECTING, APPRAISING, AND DISCIPLINING EMPLOYEES ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * FLOWCHART OF A SUGGESTED SELECTION PROCEDURE ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Requisition - Procedures must conform to: Equal Employment Opportunity Commission’s Uniform Guidelines on Employee Selection Procedures Affirmative Action Program (AAP) National and local laws and customs REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Preliminary screening Eliminates persons who do not meet the employer’s needs Application form or résumé Provides the information needed about the applicant’s potential performance REQUISITION, PRELIMINARY SCREENING, AND APPLICATION FORM ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * TOPICS TO AVOID WHEN INTERVIEWING APPLICANTS ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * TYPES OF PREEMPLOYMENT TESTS ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Validity: High positive correlation between the applicant’s test scores and an objective measure of job performance Reliability: Probability that test results won’t change if the test is given to the same person by different individuals VALIDITY AND RELIABILITY OF TESTS ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Prepare questions to aid in judging the applicant Provide the applicant with information about the company and the job Determine whether to hold a structured or unstructured interview PREEMPLOYMENT INTERVIEWING ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Structured interviews: Standardized and controlled with regard to pattern of questions, interpretation of replies, and factors considered in the hiring decision Unstructured interviews - Pattern of questions asked, conditions under which they are asked, and the basis for evaluating results are determined by interviewer PREEMPLOYMENT INTERVIEWING ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Provide information on a candidate’s performance on previous jobs Help verify information on the application form and other records Fair Credit Reporting Act and the Privacy Act place restrictions on the type of information an employer can verify CHECKING REFERENCES AND RECORDS ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Preliminary selection by the supervisor If there is only one applicant, he/she can be hired on a trial basis If there are more than one qualified candidate, a review of the information collected will reveal the best choice PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Final selection Human resource officers ensure that all laws, regulations, and company policies are followed Human resource officers determine the salary and employee benefits to be offered to the applicant PRELIMINARY SELECTION BY THE SUPERVISOR AND FINAL SELECTION ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Physical examination Americans with Disabilities Act (ADA) and the Genetic Information Non-Discrimination Act place limitations on this process Job offer Offered in writing and contain the terms and conditions of employment If it is rejected, an offer may be made to the next most qualified applicant All applicants must be notified that someone else has been selected PHYSICAL EXAMINATION AND JOB OFFER ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Orientation: Familiarizing a new employee with the company surroundings, policies, and job responsibilities Training and development Training: Process by which employees are educated to improve their capabilities, competencies, productivity and /or performance ORIENTATION AND TRAINING AND DEVELOPMENT ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * ARCS model - Motivationally centered approach to instruction and training Attention (A), relevance (R), confidence (C), and satisfaction (S) SMART goals - Specific, Measurable, Attainable, Rewarding, and Time defined ORIENTATION AND TRAINING AND DEVELOPMENT ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Determines to what extent an employee performs a job the way it was intended Also known as merit rating, efficiency rating, service rating, and employee evaluation Purposes Recognizes good performance Identifies areas that need improvement Validates selection techniques to meet EEOC/AAP requirements Provides a basis for administrative actions PERFORMANCE APPRAISAL ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * EXHIBIT 15.3 - HOW PERFORMANCE APPRAISALS OPERATE ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * APPRAISAL INTERVIEW ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * EXHIBIT 15.4 - HINTS FOR THE APPRAISAL INTERVIEW Source: From Mathis/Jackson. Human Resource Management, 12E, 318. © 2008 South-Western, a part of Cengage Learning, Inc. Reproduced by permissions. www.cengage.com/permissions ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Training that corrects and molds knowledge, attitudes, and behavior Due process: Guarantees the individual accused of violating an established rule a hearing to determine the extent of guilt For disciplinary action to be upheld: The rules must be reasonable The penalty must be related to the severity of the offense The worker must be given a fair hearing DISCIPLINE ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Establishing rules of conduct Determining penalties Progressive discipline: Uses a graduated scale of penalties Graduated scale of penalties: Penalties become progressively more severe each time the violation is repeated Intolerable offenses: Disciplinary problems of a drastic, dangerous, or illegal nature Imposing the penalty only after a fair hearing STEPS INVOLVED IN THE DISCIPLINARY DUE PROCESS ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Must instill a desire for self-discipline in employees Factors to consider when applying discipline Every job contains a certain margin for error Being overly concerned with avoiding errors stifles initiative and encourages employees to postpone decisions or avoid making them altogether A different way of doing something should not be mistaken for the wrong way of doing it SUPERVISOR’S DISCIPLINARY ROLE ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Disciplinary layoff or suspension: Time off without pay Discharge Termination-at-will rule: Right of an employer to dismiss an employee for any reason Carried out by top management, with the advice and consent of the human resources manager APPLYING DISCIPLINE ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Performance appraisal or merit rating or efficiency Rating or service rating or employee evaluation Personality tests Progressive discipline Reliability Structured interviews IMPORTANT TERMS Termination-at-will rule Validity Vocational interest tests Work sampling or work preview Achievement, proficiency, or skill tests ©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. * Appraisal interview Aptitude tests Disciplinary layoff or suspension Discipline Due process IMPORTANT TERMS Graduated scale of penalties Hot-stove rule Intolerable offenses Orientation IQ tests