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Chapters Discussion Questions

Chapters Discussion Questions

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Published by Umair Awan

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Categories:Types, Business/Law
Published by: Umair Awan on Jun 24, 2011
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07/13/2013

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Human Resource Management
 Submitted By:
Umair AwanMBA (
Evening)
ID: 4103
Chapter 6Interviewing Candidates
Discussion Questions:
 
1.
 
Explain the four basic ways in which interviews can be classified.
Interviews can be classified according to: (1) degree of structure. This is the extent towhich interviews are, or are not, structure with previously designed questions so that eachcandidate must answer the same things. (2) Purpose. Interviews may be designed toaccomplish several purposes, including selection, performance appraisal feedback, etc. (3)Content. The content of the questions may be situational, job-related, or psychological. (4)The way the interview is administered. Interviews might be conducted by a panel of interviewers, sequentially or all at once, computerized, or personally.2.
 
Briefly describe each of the following possible types of interviews: unstructuredpanel interviews; structured sequential interviews; job-related structuredinterviews.
 In the unstructured panel interview, the panel of interviewers asks questions as they cometo mind. They do not have a list of questions or points that need to be covered, but mayfollow many different directions. The structured sequential interview consists of thecandidate interviewing one by one with several different interviewers. Each interviewerconducts a structured interview which consists of pre-determined questions and astructured evaluation form to complete. The job-related structured interview consists of pre-determined questions, all of which are designed to assess the applicant's past behaviorsfor job-related information.3.
 
For What sorts of jobs do you think computerized interviews are most appropriate?Why?
 The computerized interview can be used as a screening device for virtually any type of position which may generate a large number of applicants. It is less likely to be used formanagerial positions. However, if there are large numbers of applicants, it could certainlybe just a useful there as in skilled, professional, and unskilled positions.4.
 
Why do you think ". . . situational interviews yield a higher mean validity than do jobrelated or behavioral interviews, which in turn yield a higher mean validity than dopsychological interviews?"
 The situational interview allows the candidate to answer situational questions based onpast experiences in which he or she might have made mistakes, but learned from them. Thejob-related (or behavioral) interview focuses primarily on past situations, but does not allow for changes in the candidate due to the lessons that he or she might have learned fromthose experiences. The psychological interview tends to be more speculative regardingtraits which are difficult to really measure.5.
 
Similarly, how do you explain the fact that structured interviews, regardless of content, are more valid than unstructured interviews for predicting jobperformance?
 
 
Human Resource Management
 Submitted By:
Umair AwanMBA (
Evening)
ID: 4103
The structured interview helps to keep the interviewer focused on the types of behaviors,traits, or answers that are desired and have been determined to be predictors of jobperformance. Unstructured interviews allow interviewers to become sidetracked withthings like common interests and other items that are not predictors of job success.6.
 
Briefly discuss and give examples of at least five common interviewing mistakes.What recommendations would you give for avoiding these interviewing mistakes?
 
Snap Judgments
: This is where the interviewer jumps to a conclusion about the candidateduring the first few minutes of the interview. Using a structured interview is one way tohelp avoid this, as well as training of the interviewers.
Negative Emphasis
: When an interviewer has received negative information about thecandidate, through references or other sources, he or she will almost always view thecandidate negatively. The best way to avoid this is to keep references or other informationfrom the interviewer. If possible, have different people do the reference checks and theinterviews and not share the information until afterwards.
Misunderstanding the Job
: When interviewers do not have a good understanding of the jobrequirements, they do not make good selections of candidates. All interviewers shouldclearly understand the jobs and know what is needed for success in those jobs.
Pressure to Hire
: Anytime an interviewer is told that they must hire a certain number of people within a short time frame, poor selection decisions may be made. This type of pressure should be avoided whenever possible.
Candidate-Order (Contrast) Error 
: When an adequate candidate is preceded by either anoutstanding, or a poor candidate, by contrast he or she looks either less satisfactory ormuch better. This can be countered through interviewer training, allowing time betweeninterviews, and structured interviews with structured rating forms.
Influence of Nonverbal Behavior 
: Candidates who exhibit stronger non-verbal behavior suchas eye contact and energy level are perceived as stronger by the interviewers. This can beminimized through interviewer training and structured interviews.
Telegraphing
: An interviewer might "give" the right answers to candidates they hope tohire. This can be combated through structured interview questions, multiple interviewers,and interviewer training.
Too Much / Too Little Talking
: On either end of these extremes, the interviewer may not gather all the information that is really needed to make an appropriate selection decision.Structured interviews help keep this from happening.
Playing District Attorney or Psychologist 
: Some interviewers misuse their power by turningthe interview into a game of "gotcha" or by probing for hidden meanings in everything theapplicants say. Structured interviews help keep this from happening.
7. Briefly discuss what an interview can do to improve his or her performance?
The interviewer can improve his/her performance if he/she prepared his/herself for theinterview before interview and do research work on the interview topic and prepare set of question which he/she should be ask from the interviewee. So through this the interviewercan increase his/her performance.
 
Human Resource Management
 Submitted By:
Umair AwanMBA (
Evening)
ID: 4103
Chapter 7Training and Developing Employees
Discussion Questions:
 
1. "A well-thought-out orientation program is especially important for employees (likerecent graduates) who have had little or no work experience." Explain why you agree ordisagree with this statement.
New employees can suffer from a significant amount of anxiety during the first few days on thejob as they find themselves in an environment and culture that they are not acquainted with.Those with little job experience may find it especially difficult without orientation since theyhave little other experience on which to base their expectations. A well developed orientationprogram will socialize new employees into important organizational values, whereby theirchances of easing smoothly into the organization are improved.
2. You're the supervisor of a group of employees whose task it is to assemble tuningdevices that go into radios. You find that quality is not what it should be and that manyof your group's tuning devices have to be brought back and reworked; your own bosssays that "You'd better start doing a better job of training your workers." (a) What aresome of the "staffing" factors that could be contributing to this problem?
The problemcould be related to inadequate training. Other staffing factors that could be contributing to thisproblem are improper selection criteria resulting in the wrong type of people being selected forthe jobs. Performance criteria may be unclear or unenforced. The climate or the values may benon-productive for any number of reasons.
3. John Santos is an undergraduate business student majoring in accounting. He has just failed the first accounting course, Accounting 101, and is understandably upset. Explainhow you would use performance analysis to identify what, if any, are John's trainingneeds.
 The first thing that needs to be determined is if this is a "can't do" or a "won't do" situation. It ispossible that as a first-year student, John has spent more time socializing and not enough timestudying. This would indicate a need for training on studying skills and prioritization. It is alsopossible that John really does not have the necessary basic skills that he needs in order to besuccessful in this course. This could be determined through some testing to see if he has theprerequisite knowledge and skills. If it is a problem, remedial training or courses would beappropriate. A third possibility is that John simply does not really have the interest or naturalinclinations that would make him successful in the accounting area. This could be determinedthrough some testing and career interest surveys. If this is the case, training is not appropriate,but rather John should be counseled to change majors.
4. What are some typical on-the-job training techniques? What do you think are some of the main drawbacks of relying on informal on-the-job training for breaking newemployees into their jobs?

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