MGMT WEEK 9

• 1. Attracting effective work force
• 2. Developing effective work force
• 3. Maintaining effective work force

• 1. Formal application
• 2. Interview
• 3. Testing
• 4. Reference checks
• 5. Physical exam
• 6. Analysis and decision

• Openness
• Conscientiousness
• Extroversion
• Agreeableness
• Neurotic-ism - anxiousness

Process of influencing the expectations, behaviour and attitudes of a new employee desirable to the organsation

Ensuring the organisation has right number of people with skills, knowledge, abilities, competencies, at an affordable cost, who are motivated and committed to achieving the aims of organisation

• Formally assessing someone's work accomplishment
• Purposes: Evaluation and development

• 1. Objective Production Data
• 2. Personnel Data
• 3. Judgemental Data (ratings)

• Variability is outside employees control
• Rarely tell whole story

• Difficult to tell whether absenteeism is excused or not
• Not relevant in all jobs

• Most often completed by supervisors
• Relatively quick and easy
• Check-lists of traits related to high performance in jobs

Critical Incident Technique- Keeps a log of someone's effective and ineffective job behaviours

• Behaviourally anchored rating scale (BARS) 
• uses specific descriptions of actual behaviours to rate various levels of performance

Can be used for developing anchors for BARS

• Rank ordering
• Paired comparisons
• Forced Distribution

• Peer Appraisal 
• Upward Appraisal 
• 360 degree Appraisal

• Measure of quality of work life 
• The positive and negative feelings about work
• Happy or sad

• 1. Pay
• 2. Tasks
• 3. Supervision
• 4. Co workers
• 5. Advancement Opportunity

The extent which and individual is dedicated to a job

Loyalty of an individual to the organisation

• Flexible working hours,
• Compressed working hours
• Job sharing
• Telecommuting
• Work at home
• Part time wokr
• Casual work