RENZ H.

SAN MIGUEL Types of interview

Recruitment a. Structured/Pattern
ed interview
Internal – Already employed by the
- Job Related Questions
organization
- All same questions
External – outside the organization - Standardized scoring key

Methods of recruitment b. Unstructured Interview

1. Newspaper ad Styles of interview

- Respond by calling
a. One on one
- Apply in person ads
b. Serial
- Send-resume ads
c. Return
- Blind box ads
d. Panel
2. Point of purchase ad
e. Group
- Posted in places ( Store
windows, Bulletin boards, Medium of interview
restaurant, & side of
a. Face to face
trucks)
b. Telephone
3. Employment agencies and
c. Written
search firms
- Public employment agency Problems with Unstructured interview
- Employ agencies
- Executive search firms a. Poor intuitive ability
4. Employee Referrals b. Lack of job relatedness
- Current employee refers a c. Primacy effect
friend or family d. Interview-interviewee similarity
e. Appearance
5. Job Fair
- Many applicants can f. Non verbal cues
obtain information at one Types of Interview Questions
time
1. Clarifier – Comparison
then question
Realistic Job Preview 2. Disqualifier – Direct
question
- Method in which job 3. Skill level determiner –
applicants are told both Situational question
the positive and negative 4. Past focused (behavioral) -
aspect of a job. 5. Future focused
(Situational)
Selection
6. Organizational fit
- Select the best person
from this pool of applicants
Reference and letters of Testing and assessment in the selection
recommendation. process
- Reference check: 1. Cognitive ability – abilities
Confirming involving the KNOWLEDGE and
- Reference: Expression use of information.
- Letter of recommendation: - Drawbacks: lack of face
letter expressing validity, difficulty in setting
- Resume fraud: untrue a passing score.
information 2. Perceptual ability – processes as
spatial relation and form
May 2002, Sandra Baldwin resign as
perception.
chair of U.S olympic committee because
- Useful in occupations:
of fake Ph.D
Machinist, cabinet maker,
driver.
3. Manual Dexterity – Processes as
Reasons for using reference and finger dexterity and motor
recommendations coordination
- Checking for Discipline - Jobs: Carpenter, Police
Problems officer, sewing-machine
- Discovering new operator, post office clerk,
information about and truck driver.
applicants 4. Physical Ability – level of physical
- Predicting future ability.
performance - Drawbacks: job
relatedness, passing
Four main problems with letters of scores.
recommendation
Predicting Performance using Applicant
1. Leniency – 1% of Skill
references rate as below
average or poor 1. Work sample – Performs actual
2. Knowledge about the job-related tasks.
applicant – does not know 2. Assessment Centers – use of
the applicant well multiple assessment methods:
3. Reliability - .22 a. Job Analysis
4. Extraneous Factors b. Exercise are
developed:
Ethics Issues - In-basket technique: daily
1. Relationship with the information appears in
person recommending manager’s or employee’s
2. Be honest desk
3. Let the applicant see your
reference
 - Simulation: places Rejecting applicants
applicant in a situation that
- Those who will not be
is similar to the job
hired must be notified
- Leaderless group
- Should be treated well
discussion: Applicants
since they can be
given a problem to solve
customer or potential
- Business game: simulate
applicant for other
the business and
positions
marketing activities
c. Assessors are chosen to How to make a good quality rejection
rate the applicants letter?
Using prior experience, to measure: 1. Addressed and Signed Letter
2. Company appreciation
- Resume information
3. Compliment
- Biodata
4. Good comment
- Reference check
5. Wish of good luck
- Interviews
6. Promise to keep the applicant
Personality, Interest, and Character files
Personality Inventories – Predict Performance Appraisal
performance better than was once
- Performance review or
thought.
evaluation.
Integrity Test – also known as
Methods on data collection:
HONESTY TEST, psychology test that
predict if applicant can steal. 1. Rating Scales – Numerical or
descriptive
2. Behavioral Observation Scales –
Predicting performance limitations due Specific behavior
to medical and psychological problems. 3. Critical Incident Method –
concrete example and facilitates
- Drug testing
more specific feedback
- Psychological Exams
4. 360-Degree Feedback –
- Medical Exams
Comprehensive and well-rounded
Process of Performance Appraisal assessment
5. Self-Assessment – evaluated
their own performance
6. Peer Evaluation – gathering
feedback from colleagues and
peers.
Satisfaction and Commitment - Reducing absenteeism by
not hiring “Absence-Prone”
Job satisfaction – attitude
employee
Organizational commitment – identifies 1. Financial bonus
with and is involved with - Well pay – unused sick
leave
What causes employees to be satisfied - Financial bonus – cash
with and committed to their jobs? reward
1. Affective – wants to remain with - Games – poker and bingo
and cares about the organization to reward
2. Continuance – believe they must - Paid time off program
remain (PTO) – all paid vacations,
3. Normative – feel an obligation to sick days, holidays.
remain Turnover – Reducing turnover
- Find out why employees
Social information processing theory are leaving
- Employees model their Reasons for turnover:
levels of satisfaction and - Unavoidable reasons,
motivation from other advancement, unmet
employees needs, escapes, unmet
expectations
Organizational Justice How to avoid turnovers:
1. Distributive – Fairness of the - Conduct realistic job
decisions previews
2. Procedural – Fairness of the - Select employees who
METHODS have been referred by a
3. Interactional – fairness of current employees
INTERPERSONAL - Meet employee needs
- Mediate conflicts between
CONSEQUENCE OF employees and their peers
DISSATISFACTION AND OTHER - Provide a good
NEGATIVE WORK ATTITUDES environment
Absenteeism – Rewards for attending LACK OF OCB – organizational
- Discipline for absenteeism citizenship behavior (OCBs)
- Clear policies and better - Make the organization a
record keeping better place to work
- Increasing attendance by
reducing employee stress
- Increasing attendance by
reducing illness
THEORIES OF MOTIVATION Job Characteristic Theory by HACKMAN
and OLDHAM
Motivation – Internal force that drives a
worker, ability and skills determine 1. Skill variety: Skill and Talent
whether a worker can do the job. 2. Task identity: Tangible outcome
3. Task significance: External
Self-determination Theory (SDT)
environment
Intrinsic and Extrinsic Motivation
4. Autonomy: Substantial freedom
1. Intrinsically motivated – enjoy 5. Feedback: Direct and clear
2. Extrinsically motivated – don’t
Clayton Alderfer’s ERG theory
enjoy
3. Work preference inventory (WPI) 1. Existence – Basic human survival
of AMABILE, HILL, HENNESSEY 2. Relatedness – relate to others
& TIGHE, 1994 – measure 3. Growth – Analogous to Maslow’s
individual orientations towards
Two Factor Theory or Dual Structure
intrinsic and extrinsic motivation
Theory by FREDERICK HERZBERG
Maslow’s Hierarchy of needs (from top
1. Motivator Factors: Intrinsic to the
to bottom)
work
• Self actualization 2. Hygiene Factors: Extrinsic to the
• Esteem needs work
• Love and belongingness Equity Theory by STACY ADAMS
needs
• Safety and security needs 1. Input – work, education, work
• Psychological needs experience
2. Outcome – good coworkers,
Korman’s Consistency Theory learnings,pay/benefits
- Chronic Self esteem: Goal Setting Theory by LOCKE 1968
feeling about himself
- Situational Self esteem: 1. Direct our attention and focus our
feeling about himself in a efforts
particular situations 2. Maintain task persistence
- Socially influenced self- 3. Facilitate the development
esteem: basis of the EVALUATION OF TRAINING
expectation of others
RESULTS
David McLelland learned NEEDs theory
Evaluation Criteria
- Achievement: Challenging
- Affiliation: Help other • Employee Reactions
- Power: Influence
• Employee Learning
• Application of Training
• Business impact
• Return of Investment

SUMMARY
• The first step in the training process is
to conduct a training needs assessment
that includes an organizational analysis,
task analysis, and person analysis.
• Training methods take many forms.
• Such psychological principles as
modeling, distributed practice, and
transfer of training must be considered
when conducting a training program.
• It is important to evaluate training
success