人力資源管理講義（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