人力资源管理讲义（英文版）

HumanResource

Management

TENTHEDITONChangingNatureofHumanResourceManagementChapter1RobertL.Mathis

JohnH.JacksonPowerPointPresentation

byCharlieCookSECTION1

Natureof

HumanResource

ManagementLearningObjectivesAfteryouhavereadthischapter,youshouldbeableto:DefineHRmanagementandexplainwhymanagersandHRstaffmustworktogether.ListanddefinethesevencategoriesofofHRactivities.IdentifythreechallengesfacingHRtoday.DescribethefourrolesofHRmanagement.DiscusswhyethicalissuesaffectHRmanagement.©2002SouthwesternCollegePublishing.Allrightsreserved.1–2NatureofHumanResourceManagementHumanResourceManagementThedesignofformalsystemsinanorganizationtoensureeffectiveandefficientuseofhumantalenttoaccomplishorganizationalgoals.WhoIsanHRManager?Inthecoursecarryingouttheirduties,everyoperatingmanageris,inessence,anHRmanager.HRspecialistsdesignprocessesandsystemsthatoperatingmanagershelpimplement.©2002SouthwesternCollegePublishing.Allrightsreserved.1–3TypicalDivisionofHRResponsibilitiesHRUnitDevelopslegal,effectiveinterviewingtechniquesTrainsmanagersinconductingselectioninterviewsConductsinterviewsandtestingSendstopthreeapplicantstomanagersforfinalreviewChecksreferencesDoesfinalinterviewingandhiringforcertainjobclassificationsManagersAdviseHRofjobopeningsDecidewhethertodoownfinalinterviewingReceiveinterviewtrainingfromHRunitDofinalinterviewingandhiringwhereappropriateReviewreferenceinformationProvidefeedbacktoHRunitonhiring/rejectiondecisions©2002SouthwesternCollegePublishing.Allrightsreserved.1–4Figure1–1HRActivitiesHRPlanningandAnalysisEqualEmploymentOpportunityStaffingHRDevelopmentCompensationandBenefitsHealth,Safety,andSecurityEmployeeandLabor/ManagementRelations©2002SouthwesternCollegePublishing.Allrightsreserved.1–5HRManagementActivities©2002SouthwesternCollegePublishing.Allrightsreserved.1–6Figure1–2HRManagementChallengesEconomicandTechnologicalChangesShiftinjobsformanufacturingandagriculturetoserviceindustriesandtelecommunications.Pressuresofglobalcompetitioncausingfirmstoadaptbyloweringcostsandincreasingproductivity.Growthofinformationtechnology(Internet).©2002SouthwesternCollegePublishing.Allrightsreserved.1–7JobsoftheFuture©2002SouthwesternCollegePublishing.Allrightsreserved.1–8Figure1–3Source:U.S.DepartmentofLabor,BureauofLaborStatistics,2001.HRManagementChallengesWorkforceAvailabilityandQualityInadequatesupplyofworkerswithneededskillsfor“knowledgejobs”EducationofworkersinbasicskillsGrowthinContingentWorkforceIncreasesintemporaryworkers,independentcontractors,leasedemployees,andpart-timerscausedby:NeedforflexibilityinstaffinglevelsIncreaseddifficultyinfiringregularemployees.Reducedlegalliabilityfromcontractemployees©2002SouthwesternCollegePublishing.Allrightsreserved.1–9HRManagementChallengesDemographicsandDiversityIssuesMorediversityofrace,gender,age,andethnicityintheU.S.workforceBalancingWorkandFamilyDual-careercouplesSingle-parenthouseholdsDeclineinthe“traditionalfamily”Workingmothersandfamily/childcareSingleemployee“backlash”againstfamily-orientedprograms.©2002SouthwesternCollegePublishing.Allrightsreserved.1–10NewMomsintheWorkforce©2002SouthwesternCollegePublishing.Allrightsreserved.1–11Figure1–4Source:U.S.CensusBureau,2000.HRManagementChallengesOrganizationalRestructuring,Mergers,andAcquisitions“Right-sizing”—eliminatingoflayersofmanagement,closingfacilities,mergingwithotherorganizations,andoutplacingworkersIntendedresultsareflatterorganizations,increasesinproductivity,quality,serviceandlowercosts.Costsaresurvivormentality,lossofemployeeloyalty,andturnoverofvaluableemployees.HRmanagersmustworktowardensuringculturalcompatibilityinmergers.©2002SouthwesternCollegePublishing.Allrightsreserved.1–12DifferentRolesforHRManagement©2002SouthwesternCollegePublishing.Allrightsreserved.1–13Figure1–5HRManagementRolesAdministrativeRoleClericalandadministrativesupportoperations(e.g.,payrollandbenefitswork)EmployeeAdvocateRole“Champion”foremployeeconcernsEmployeecrisismanagementRespondingtoemployeecomplaintsOperationalRoleIdentificationandimplementationofHRprogramsandpolicies—EEO,hiring,training,andotheractivitiesthatsupporttheorganization.©2002SouthwesternCollegePublishing.Allrightsreserved.1–14HowHRSpendsItsTime©2002SouthwesternCollegePublishing.Allrightsreserved.1–15Figure1–6Source:Adaptedfrom“HowMuchTimeShouldYourHRstaffSpendonRecruiting?”HumanResourcesDepartmentManagementReport,June2000,p.6.StrategicRoleforHRHRbecomesastrategicbusinesspartnerby:FocusingondevelopingHRprogramsthatenhanceorganizationalperformance.InvolvingHRinstrategicplanningattheonset.Participatingindecisionmakingonmergers,acquisitions,anddownsizing.RedesigningorganizationsandworkprocessesAccountinganddocumentingthefinancialresultsofHRactivities.©2002SouthwesternCollegePublishing.Allrightsreserved.1–16OverviewofHRManagementRoles©2002SouthwesternCollegePublishing.Allrightsreserved.1–17Figure1–7EthicsandHRWhatisEthicalBehavior?What“ought”tobedone.Dimensionsofdecisionsaboutethicalissuesinmanagement:ExtendedconsequencesMultiplealternativesMixedoutcomesUncertainconsequencesPersonaleffects©2002SouthwesternCollegePublishing.Allrightsreserved.1–18EthicsandHR(cont’d)RespondingtoEthicalSituationsGuidedbyvaluesandpersonalbehavior“codes”thatinclude:Doesresponsemeetallapplicablelaws,regulations,andgovernmentcodes?Doesresponsecomplywithallorganizationalstandardsofethicalbehavior?Doesresponsepassthetestofprofessionalstandardsforethicalbehavior?©2002SouthwesternCollegePublishing.Allrightsreserved.1–19EthicalIssuesinManagementMostCommonFormsofUnethicalConductLyingtosupervisorsEmployeedruguseoralcoholabuseFalsificationofrecordsInternationalEthicalIssuesGiftgivingandbriberyDiscriminationinhiringandtreatmentAddressingEthicalIssuesCodeofethicsTrainingmanagersandemployees©2002SouthwesternCollegePublishing.Allrightsreserved.1–20HRManagementCompetenciesandCareersHRGeneralistApersonwithresponsibilityforperformingavarietyofHRactivities.HRSpecialistApersonwithin-depthknowledgeandexpertiseinalimitedareaofHR.ImportantHRCapabilities:KnowledgeofbusinessandorganizationInfluenceandchangemanagementSpecificHRknowledgeandexpertise©2002SouthwesternCollegePublishing.Allrightsreserved.1–21HumanResource

Management

TENTHEDITON空缺Chapter2RobertL.Mathis

JohnH.JacksonPowerPointPresentation

byCharlieCookSECTION2

空缺HumanResource

Management

TENTHEDITONIndividualPerformance

andRetentionPowerPointPresentation

byCharlieCookChapter3RobertL.Mathis

JohnH.JacksonLearningObjectivesAfteryouhavereadthischapter,youshouldbeableto:Discusshowmotivationislinkedtoindividualperformance.Identifythechangingnatureofthepsychologicalcontract.Describeseveraltypesofabsenteeismandturnover.Listthefivemajorretentiondeterminantsandidentifyactivitiesrelatedtothem.Outlinetheretentionmanagementprocessandhowtomeasureandassessturnover.©2002SouthwesternCollegePublishing.Allrightsreserved.1–24IndividualEmployeePerformanceIndividualPerformanceFactorsIndividualabilitytodotheworkEffortlevelexpendedOrganizationalsupport

Performance(P)=Ability

(A)xEffort(E)xSupport

(S)©2002SouthwesternCollegePublishing.Allrightsreserved.1–25ComponentsofIndividualPerformance©2002SouthwesternCollegePublishing.Allrightsreserved.1–26Figure3–1IndividualMotivationMotivationThedesirewithinapersoncausingthatpersontoacttoreachagoal.Maslow’sHierarchyofNeedsCategoriesofneedsthatascendinorder;lowerneedsmustbefulfilledbeforepersonwillstrivetomeethigherneeds.PhysiologicalneedsSafetyandsecurityneedsBelongingandloveneedsEsteemneedsSelf-actualizationneeds©2002SouthwesternCollegePublishing.Allrightsreserved.1–27IndividualMotivation(cont’d)Herzberg’sMotivation/HygieneTheoryMotivators—accountforjobsatisfactionandmotivationAchievement •Recognition •WorkitselfResponsibility •AdvancementHygienefactors—causedissatisfactionwithworkInterpersonalrelationshipsCompanypolicy/administrationSupervision •Salary •Workingconditions©2002SouthwesternCollegePublishing.Allrightsreserved.1–28EquityasaMotivatorEquityTheperceivedfairnessofwhatthepersondoescomparedtowhatthepersonreceives.Theperceptionofthefairvalueofrewards(outcomes)forefforts(inputs)thatindividualsmakewhencomparingtheirresultstoothersintheorganization.©2002SouthwesternCollegePublishing.Allrightsreserved.1–29ExpectancyTheoryExpectancyIndividualsbasedecisionsabouttheirbehaviorsontheirexpectationsthatoneoranotherbehaviorsismorelikelytoleadtoneededordesiredoutcomes.Effort-to-PerformanceExpectationsBeliefintheabilitytoperformthetaskwellPerformance-to-RewardLinkageBeliefthathighperformancewillresultinreceivingrewardsValueofRewardsTherewardshavevaluetotheindividual©2002SouthwesternCollegePublishing.Allrightsreserved.1–30SimplifiedExpectancyModelofMotivation©2002SouthwesternCollegePublishing.Allrightsreserved.1–31Figure3–2ManagementImplicationsfor

MotivatingPerformanceTheneedforcomprehensivestrategiesandtacticstoaddressbothequityandexpectationsofemployees.Theprovisionoftrainingtoencouragehighperformance.Thedevelopmentofevaluationmethodsthatproperlyappraiseandrewardperformance.Anunderstandingofwhatkindsofrewardsaredesiredandvaluedbyemployees.©2002SouthwesternCollegePublishing.Allrightsreserved.1–32Individual/OrganizationalRelationshipsThePsychologicalContractTheunwrittenexpectationsemployeesandemployershaveaboutthenatureoftheirworkrelationships.Affectedbyageofemployeeandchangesineconomicconditions.Employersprovide:CompetitivecompensationandbenefitsCareerdevelopmentopportunitiesFlexibilitytobalanceworkandhomelifeEmployeescontribute:ContinuousskillimprovementReasonabletimewiththeorganizationExtraeffortwhenneeded©2002SouthwesternCollegePublishing.Allrightsreserved.1–33JobSatisfactionand

OrganizationalCommitmentJobSatisfactionApositiveemotionalstateresultingfromevaluatingone’sjobexperience.OrganizationCommitmentThedegreetowhichemployeesbelieveinandacceptorganizationalgoalsanddesiretoremainwiththeorganization.©2002SouthwesternCollegePublishing.Allrightsreserved.1–34FactorsAffectingJobPerformance

andOrganizationalCommitment©2002SouthwesternCollegePublishing.Allrightsreserved.1–35Figure3–3JobSatisfactionand

OrganizationalCommitmentAbsenteeismInvoluntaryabsenteeismUnavoidablewithunderstandablecause(e.g.,actualillness)VoluntaryabsenteeismAvoidablewithoutjustifiablecause(e.g.,feigningillness)Measuringabsenteeism©2002SouthwesternCollegePublishing.Allrightsreserved.1–36ReasonsforUnscheduledAbsences©2002SouthwesternCollegePublishing.Allrightsreserved.1–37Figure3–4Source:BasedondatafromCCHAbsenteeismSurvey,CCHHumanResourcesManagement,November1,2000.JobSatisfactionand

OrganizationalCommitment©2002SouthwesternCollegePublishing.Allrightsreserved.1–38JobSatisfactionand

OrganizationalCommitmentTurnoverTheprocessinwhichemployeesleavetheorganizationandhavetobereplaced.TypesofTurnoverInvoluntaryturnover—terminationsforpoorperformanceorworkruleviolations.Voluntaryturnover—employeeleavestheorganizationbychoice.©2002SouthwesternCollegePublishing.Allrightsreserved.1–39JobSatisfactionand

OrganizationalCommitment©2002SouthwesternCollegePublishing.Allrightsreserved.1–40RetentionofHumanResourcesImpactofRetentionFailureInabilitytoachievebusinessgoalsLossof“image”toattractotherindividualsHighcostsofturnoverandreplacement©2002SouthwesternCollegePublishing.Allrightsreserved.1–41RetentionofHumanResourcesWhyPeopleStayGreatcompanyValueandculture,well-managed,andoffersexcitingchallengesGreatjobFreedomandautonomy,excitingchallenges,andcareeradvancementandgrowthCompensationandlifestyleDifferentiatedpaypackage,hightotalcompensation,geographiclocation,andrespectforlifestyle©2002SouthwesternCollegePublishing.Allrightsreserved.1–42MostCommonReasonsWhy

EmployeesVoluntarilyLeave©2002SouthwesternCollegePublishing.Allrightsreserved.1–43Figure3–5Source:Basedon2000SHRMRetentionPracticesSurvey(Alexandria,VA:SocietyforHumanResourceManagement,2000).Permissionrequested.RetentionDeterminants©2002SouthwesternCollegePublishing.Allrightsreserved.1–44Figure3–6DesiredOrganizationalCharacteristics©2002SouthwesternCollegePublishing.Allrightsreserved.1–45Figure3–7Source:TheRightCommuniqué,FirstQuarter2001,7.UsedwithpermissionWorkScheduleFlexibility©2002SouthwesternCollegePublishing.Allrightsreserved.1–46Figure3–8Source:Basedon2000SHRMRetentionPracticesSurvey(Alexandria,VA:SocietyforHumanResourceManagement,2000).Permissionrequested.TheRetentionManagementProcess©2002SouthwesternCollegePublishing.Allrightsreserved.1–47Figure3–9TheRetentionManagementProcessMeasuringTurnoverWaysinwhichtomeasureturnoverJobandjoblevels •Department,units,andlocationReasonforleaving •LengthofserviceDemographiccharacteristicsEducationandtrainingKnowledge,skillsandabilitiesPerformanceratings/levelsComputingtheturnoverrate:©2002SouthwesternCollegePublishing.Allrightsreserved.1–48SimplifiedTurnoverCostingModel©2002SouthwesternCollegePublishing.Allrightsreserved.1–49Figure3–10TheRetentionManagementProcessCostsofTurnoverHiringcosts –TrainingcostsProductivitycosts –SeparationcostsEmployeeSurveysAttitudesurvey—focusesonemployees’feelingsandbeliefsabouttheirjobsandtheorganization.ExitInterviewsAninterviewinwhichindividualsareaskedtoidentifyreasonsforleavingtheorganization.©2002SouthwesternCollegePublishing.Allrightsreserved.1–50TheRetentionManagementProcessRetentionInterventionsProviderealisticjobpreviewsduringtherecruitingprocessImprovetheselectionprocesssothatthereisabetterperson-jobfitfornewhiresConducteffectivejoborientationandinitialtrainingOffercompetitive,fair,andequitablecompensationProvideanadequatebenefitspackageOffercareerdevelopmentandtrainingEngageinfairandnondiscriminatoryemployeerelations©2002SouthwesternCollegePublishing.Allrightsreserved.1–51HumanResource

Management

TENTHEDITONLegalFrameworkforEqualEmploymentPowerPointPresentation

byCharlieCookSECTION2

Staffing

the

Organization

Chapter4RobertL.Mathis

JohnH.JacksonLearningObjectivesAfteryouhavereadthischapter,youshouldbeableto:Differentiateamongdiversitymanagement,equalemploymentopportunity(EEO),andaffirmativeaction.DiscussthekeyprovisionsoftheCivilRightsActof1964,TitleVII,anddefinefivebasicEEOconcepts.Giveexamplesofthreesex-baseddiscriminationissues.DiscussthemajorrequirementsoftheAmericanswithDisabilitiesAct.DescribefourothertypesofEEOdiscrimination.©2002SouthwesternCollegePublishing.Allrightsreserved.1–53LearningObjectives(cont’d)Discussthetwogeneralapproachesforcomplyingwiththe1978UniformGuidelinesonEmployeeSelectionProcedures.Definevalidityandreliability,andexplainthreeapproachestovalidatingemploymentrequirements.IdentifytypicalEEOrecord-keepingrequirementsandthoserecordsusedintheEEOinvestigativeprocess.©2002SouthwesternCollegePublishing.Allrightsreserved.1–54Diversity,EqualEmployment,

andAffirmativeActionDiversityThevarietyofdimensionsdifferentiatingpeopleEqualEmploymentOpportunityIndividualsshouldhaveequaltreatmentinallemployment-relatedactions.ProtectedClassIndividualswithinagroupidentifiedforprotectionunderequalemploymentlawsandregulation.Race,ethnicorigin,color •Gender •AgeDisability •Militaryexperience •ReligionMaritalstatus •Sexualorientation©2002SouthwesternCollegePublishing.Allrightsreserved.1–55DiversityManagement,EqualEmploymentOpportunity,andAffirmativeAction©2002SouthwesternCollegePublishing.Allrightsreserved.1–56Figure4–1AffirmativeActionAffirmativeActionAprocessinwhichemployersidentifyproblemareas,setgoals,andtakepositivestepstoenhanceopportunitiesforprotected-classmembersandtoremovetheeffectofpastdiscrimination.ReverseDiscriminationOccurswhenapersonisdeniedanopportunitybecauseofpreferencesgivetoprotected-classindividualswhomaybelessqualified.CasesHopwoodv.StateofTexasBakkev.UniversityofCalifornia©2002SouthwesternCollegePublishing.Allrightsreserved.1–57MajorEqualEmploymentLawsandConceptsCivilRightsActof1964,TitleVIICoverageAllprivateemployerswith15ormoreemployeesAlleducationalinstitutionsStateandlocalgovernmentsPublicandprivateemploymentagenciesLaborunionswith15ormoreemployeesJointlabor/managementapprenticeshipcommitteeEstablishedtheEqualOpportunityCommissiontoenforcetheact’sprovisions.©2002SouthwesternCollegePublishing.Allrightsreserved.1–58ConceptsResultingin

EqualEmploymentOpportunity©2002SouthwesternCollegePublishing.Allrightsreserved.1–59Figure4–2BusinessNecessityandJobRelatednessBusinessNecessityApracticethatisnecessaryforsafeandefficientorganizationaloperations.BonaFideOccupationalQualifications(BFOQ)Abusinesscharacteristicprovidingalegitimatereasonwhyanemployercanexcludepersonsonotherwiseillegalbasesofconsideration.DisparateTreatmentAsituationthatexistswhenprotected-classmembersaretreateddifferentlyfromothers.©2002SouthwesternCollegePublishing.Allrightsreserved.1–60BusinessNecessityandJobRelatednessDisparateImpactOccurswhensubstantialunderrepresentationofprotected-classmembersresultsfromemploymentdecisionsthatworktotheirdisadvantage.Griggsvs.DukePower(1971)decision:Lackofintenttodiscriminateisnodefenseifdiscriminationoccurs.Theemployerhastheburdenofproofinprovingthatanemploymentrequirementisa“businessnecessity.”RetaliationEEOlawsprohibitemployersfromtakingpunitiveactionsagainstindividualswhoexercisetheirlegalrights.©2002SouthwesternCollegePublishing.Allrightsreserved.1–61CivilRightsActof1991Significantprovisions:Employmentpracticesmustbejob-relatedandconsistentwithbusinessnecessity.Plaintiffsmustidentifyparticularemploymentpracticeandshowthatprotected-classstatuswasafactorintheemploymentpractice.Providedlimitedcompensatorydamagesforintentionaldiscrimination.Allowsplaintiffstoseekjurytrials.Prohibitednorminganduseofalternativescoringbasedonprotectedclassmembership.ExtendedEEOcoveragetoU.S.citizensoverseas.©2002SouthwesternCollegePublishing.Allrightsreserved.1–62AffirmativeActionRegulationsExecutiveOrders11246,11375,and11478Requiresholdersoffederalcontractsnottodiscriminateonthebasisofrace,color,religion,nationalorigin,orsexandtodevelopaffirmativeactionplans.OfficeofFederalContractCompliance(OFCCP)intheDepartmentofLaborenforcesthesepresidentialorders.AffirmativeActionPlan(AAP)Formaldocumentthatanemployercompilesannuallyforsubmissiontoenforcementagencies.©2002SouthwesternCollegePublishing.Allrightsreserved.1–63ComponentsofanAffirmativeActionPlan(AAP)©2002SouthwesternCollegePublishing.Allrightsreserved.1–64Figure4–3LawsonSex/GenderDiscrimination©2002SouthwesternCollegePublishing.Allrightsreserved.1–65Sex/GenderDiscriminationPayEquity(ComparableWorth)Theconceptthatpayforjobsrequiringcomparablelevelsofknowledge,skill,andabilityshouldbepaidsimilarity,evenifactualdutiesdiffersignificantly.Arisesfromthecontinuinggapbetweentheearningsofwomenandmen.Courtshaveconsistentlyruledagainsttheconcept.SexualHarassmentActionsthataresexuallydirected,areunwanted,andsubjecttheworkertoadverseemploymentconditionsorcreateahostileworkenvironment.©2002SouthwesternCollegePublishing.Allrightsreserved.1–66AmericanswithDisabilitiesAct(ADA)©2002SouthwesternCollegePublishing.Allrightsreserved.1–67MajorSectionsoftheAmericanswithDisabilitiesAct©2002SouthwesternCollegePublishing.Allrightsreserved.1–68Figure4–4OtherEmploymentDiscriminationActs©2002SouthwesternCollegePublishing.Allrightsreserved.1–69OtherTypesofDiscrimination©2002SouthwesternCollegePublishing.Allrightsreserved.1–70OtherTypesofDiscrimination©2002SouthwesternCollegePublishing.Allrightsreserved.1–71EqualEmploymentChargesbyType©2002SouthwesternCollegePublishing.Allrightsreserved.1–72Figure4–5EnforcementAgenciesEqualEmploymentOpportunityCommissionEEOCistheenforcementauthorityforEEOlaws.ComposedoffivemembersappointedbythePresidentandconfirmedbytheSenate.Members(limitedtonomorethanthreefromthesamepoliticalparty)servesevenyearterms.OfficeofFederalContractComplianceOFFCPensuresthatfederalcontractorshavenondiscriminatorypracticesandtakeaffirmativeactiontoovercometheeffectsofpastdiscrimination.©2002SouthwesternCollegePublishing.Allrightsreserved.1–73InternalDisparateImpact©2002SouthwesternCollegePublishing.Allrightsreserved.1–74Figure4–6UniformGuidelineson

EmployeeSelectionProcedures“NoDisparateImpact”Disparateimpactoccurswheneverasubstantialunderrepresentationofprotected-classmembersisevidentinselectiondecisions.4/5thsRuleIftheselectionrateforaprotected-classislessthan80%(4/5ths)oftheselectionrateforthemajoritygrouporlessthan80%ofthegroup’srepresentationintherelevantlabormarket,thendiscriminationexists.©2002SouthwesternCollegePublishing.Allrightsreserved.1–75ExternalDisparateImpact©2002SouthwesternCollegePublishing.Allrightsreserved.1–76Figure4–7Source:Job-RelatedValidationApproachValidityTheextenttowhichatestactuallymeasureswhatitsaysitmeasures.ReliabilityTheconsistencywithwhichatestmeasuremeasuresanitem.Employment“test”Anyemploymentprocedureusedasthebasisformakinganemployment-relateddecision.Musthavebothreliabilityandjob-relatedvalidity.©2002SouthwesternCollegePublishing.Allrightsreserved.1–77ValidityandEqualEmploymentSelectionProceduresandValidityEmployersmustdemonstratethattestsofknowledge,skills,andabilities(KSAs)arevalidwhendisparateimpactexists.©2002SouthwesternCollegePublishing.Allrightsreserved.1–78ValidationStrategies:ContentValidityContentValidityValidityasmeasuredbyalogical,nonstatisticalmethod(jobanalysis)toidentifytheKSAsandothercharacteristicsnecessarytoperformthejob.Example:Aworksampletestmeasuringhowwellanapplicantperformedessentialtasksofthejob.©2002SouthwesternCollegePublishing.Allrightsreserved.1–79ValidationStrategies:

Criterion-RelatedValidityCriterion-RelatedValidityValiditymeasuredbyaprocedurethatusesatestasthepredictorofhowwellanindividualwoolperformonthejob.CorrelationcoefficientIndexnumbergivingthe

relationshipbetweena

predictor(atest)anda

criterionvariable(a

measureofsuccesson

thejob).©2002SouthwesternCollegePublishing.Allrightsreserved.1–80Predictor(testscore)Criterion(JobSuccess)ConcurrentandPredictiveValidity©2002SouthwesternCollegePublishing.Allrightsreserved.1–81Figure4–8ValidationStrategies:ConstructValidityConstructValidityValidityshowingarelationshipbetweenanabstractcharacteristic(e.g.,honesty)andjobperformance(e.g.,bankteller).Aformofvaliditythatismorelikelytobechallengedforlegalityandusefulnessintheselectionprocess.©2002SouthwesternCollegePublishing.Allrightsreserved.1–82ElementsofEEOCompliance©2002SouthwesternCollegePublishing.Allrightsreserved.1–83EmployerResponsestoEEOComplaintsEEOPolicy

StatementEEO

RecordsEEOCComplianceInvestigationProcessEEO

CompliancePre-employmentvs.

After-HireInquiresStagesinRespondingtoEEOComplaints©2002SouthwesternCollegePublishing.Allrightsreserved.1–84Figure4–9GuidelinestoLawfulandUnlawful

PreemploymentInquires©2002SouthwesternCollegePublishing.Allrightsreserved.1–85Figure4–10aSource:DevelopedbyRobertL.Mathis,Mathis&Associates,L.L.C,1429North131stAvenueCircle,Omaha,NE66154.Allrightsreserved.Nopartofthismaybereproduced,inanyformorbyanymeans,withoutwrittenpermissionfromMathis&Cole.GuidelinestoLawfulandUnlawful

PreemploymentInquires(cont’d)©2002SouthwesternCollegePublishing.Allrightsreserved.1–86Figure4–10bSource:DevelopedbyRobertL.Mathis,Mathis&Associates,L.L.C,1429North131stAvenueCircle,Omaha,NE66154.Allrightsreserved.Nopartofthismaybereproduced,inanyformorbyanymeans,withoutwrittenpermissionfromMathis&Cole.GuidelinestoLawfulandUnlawful

PreemploymentInquires(cont’d)©2002SouthwesternCollegePublishing.Allrightsreserved