Interviewing unqualified applicants

Reference no: EM13729170

Textbook:
Balkin, D.B., Cardy, R.L., & Gomez-Mejia, L.R. (2012). Managing Human Resources (7th ed.). New York, NY: Prentice Hall

Question 1
Interviewing unqualified applicants can be a frustrating experience and a waste of time for managers, peers, or whoever is responsible for interviewing. How can the HR department minimize or eliminate this problem?

Question 2
According to one survey, trainees list the following as some of the traits of a successful trainer: knowledge of the subject, adaptability, sincerity, and sense of humor. What other traits do you think trainers need to be successful in the training situation?

Question 3
It has been argued that training can lead to turnover, but career development can reduce it. Differentiate between training and career development. Why might training lead to turnover while career development might improve retention? Explain.

Question 4
Julie Watkins has worked in her new position writing software documentation for three months. She keeps hearing about how important her job is to the company, but she does not understand how her work contributes to the whole. Her exposure to the company is limited to her department colleagues (other technical writers), the employee cafeteria, and the payroll office. What could Watkins's company have done to make her see the whole picture and gain an understanding of and commitment to how the company works?

Question 5
What is comparability? How can it be maximized in performance appraisal?

Question 6
Superficially, it seems preferable to use objective performance data (such as productivity figures), when available, rather than subjective supervisory ratings to assess employees. Why might objective data be less effective performance measures than subjective ratings?

Question 7
Would you design a performance appraisal system based on behaviors, outcomes, or both? Why would you design it this way?

Question 8
What challenges do post-traditional family units pose to company career development plans? How can companies meet these challenges?

Question 9
How effective do you think training can be in raising employee motivation?

Question 10
What are the advantages and disadvantages of using seniority as the basis for layoff? What alternatives to seniority are available as layoff criteria?

Reference no: EM13729170

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