📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 1: Introduction to Human Resource Management​
Gary Dessler, 13th Edition

📌 What is Human Resource Management (HRM)?

HRM is the process of acquiring, training, appraising, compensating, and developing employees
while ensuring legal and ethical practices in staffing, employee relations, health and safety, and
fairness.

🧠 Quote from the book:

“Human Resource Management is the process of acquiring, training, appraising, and
compensating employees and attending to their labor relations, health and safety, and fairness
concerns.”

🧠 HRM and the Management Process

✅ 5 Basic Functions of Management
Function Description

Planning Setting goals and deciding how to achieve

them

Organizing Assigning tasks, coordinating activities

Staffing Hiring, training, evaluating employees

Leading Motivating, directing employees

Controlling Monitoring progress and taking corrective

action
HRM focuses primarily on the staffing function.

🧑‍💼 Line vs. Staff Managers

Line Managers HR (Staff) Managers

Direct authority over employees Advise, assist, and support line managers

Responsible for hiring and performance Provide tools and policies

Evaluate performance and motivate staff Ensure legal compliance

📋 HRM Responsibilities
●​ Job analysis and design​

●​ Workforce planning and forecasting​

●​ Recruiting and selecting employees​

●​ Training and developing employees​

●​ Appraising and evaluating performance​

●​ Compensation, incentives, and benefits​

●​ Employee relations​

●​ Health, safety, and wellness programs​

●​ Fairness, equity, diversity, and inclusion​

📣 Why HRM Is Important to All Managers

❗To Avoid:
 ●​ Hiring the wrong person​

●​ High turnover​

●​ Lawsuits (e.g., due to discrimination or unsafe practices)​

●​ Low productivity or morale​

✅ To Improve:
●​ Productivity and job satisfaction​

●​ Retention and commitment​

●​ Strategic alignment with company goals​

🧠 Real-world example: Southwest Airlines uses HR to align employee performance with

service quality.

🌐 Trends Shaping HRM

Trend Impact

Globalization Manage diverse, cross-border teams

Technology Use AI, software, and analytics in HR

Demographics Ageing workforce, Gen Z, diversity

Work Nature Shift Rise of service and tech jobs

Regulatory Pressure More employment laws (discrimination,

benefits)

Evidence-Based HRM Data and metrics to guide decisions

🧠 Example: Companies now use HR dashboards to track hiring, turnover, engagement, and
ROI on training.
📊 HR Competencies Today
Successful HR professionals must have:

●​ Strategic thinking skills​

●​ Business acumen​

●​ People analytics ability​

●​ Change management capabilities​

●​ Communication and influence​

●​ Legal and ethical knowledge​

🧠 Chapter 1 Key Terms

Term Definition

Human Resource Management (HRM) Managing people in organizations

Line Authority Authority to direct employees

Staff Authority Advisory or support role

Line Manager Person with direct authority over subordinates

Job Analysis Identifying job duties and required skills

Recruitment Finding and attracting job candidates

Selection Choosing the most suitable candidate

Employee Engagement Emotional commitment to the company

Evidence-Based HRM Making HR decisions based on data and

research

🏢 Real-World Examples
 Company What They Did

Starbucks Links HRM to its customer experience

strategy

Outback Steakhouse Uses structured hiring and personality tests

Toyota Daily employee involvement in performance

goals

📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 2: Equal Opportunity and the Law​
Gary Dessler, 13th Edition​

📌 What is Equal Employment Opportunity (EEO)?

EEO means providing equal access to employment and advancement, regardless of personal
traits like race, gender, religion, or age.

Discrimination occurs when an employer treats individuals unfairly because of these traits.

⚖️ Major EEO Laws and Dates

Law Year Description

Title VII of the Civil Rights 1964 Prohibits discrimination

Act based on race, color, religion,
sex, national origin; created
the EEOC

Equal Pay Act 1963 Requires equal pay for equal

work regardless of sex.
Age Discrimination in 1967 Protects employees aged 40
Employment Act (ADEA) and over.

Vocational Rehabilitation 1973 Requires affirmative action

Act for hiring qualified disabled
individuals.

Pregnancy Discrimination 1978 Treats pregnancy like any

Act other medical condition.

Americans with Disabilities 1990 Prohibits disability

Act (ADA) discrimination; requires
reasonable accommodation.

Civil Rights Act (CRA) 1991 Gives employees the right to

sue and receive damages.

Genetic Information 2008 Prohibits genetic information

Nondiscrimination Act misuse.
(GINA)

🏛️ Enforcement: The EEOC

The Equal Employment Opportunity Commission (EEOC) investigates EEO complaints,
issues guidelines, and can sue on behalf of employees.

EEOC Complaint Process:

1.​ File a charge​

2.​ Serve notice to employer within 10 days​

3.​ Investigation and evidence gathering​

4.​ "Reasonable cause" finding → conciliation​

5.​ "Right to sue" letter if no agreement reached​

⚖️ Landmark Court Cases

 Case Year Significance

Griggs v. Duke Power Co. 1971 Practices must be job-related

even if unintentionally
discriminatory.

Albemarle Paper v. Moody 1975 Tests used for hiring must be

validated.

McDonnell Douglas v. 1973 Created burden-shifting

Green framework for proving
discrimination

🔒 Defenses Against Discrimination

Defense Description

Bona Fide Occupational Qualification Specific trait (e.g., religion or gender) is

(BFOQ) essential for the job.

Business Necessity Practice is essential to job performance or

safety.

Validity Demonstrate job-relatedness of tests or

standards (criterion, content, construct
validity)

🚫 Unlawful Employment Practices

●​ Word-of-mouth recruiting in homogeneous organizations​

●​ Unvalidated employment tests​

●​ Discriminatory application forms (e.g., asking marital status, citizenship without

relevance)​

●​ Promotion, transfer, or layoff decisions based on protected characteristics​

🌍 Affirmative Action & Diversity
🎯 Affirmative Action
●​ Proactive steps to increase employment opportunities for minorities and women​

●​ Often required for government contractors under Executive Order 11246​

●​ Reverse discrimination concerns arise when majority groups feel disadvantaged​

🎯 Diversity Management
●​ Focuses on creating an inclusive environment for all workers​

●​ Emphasizes cultural competence, communication, and equity​

📊 Types of Discrimination
Type Definition

Disparate Treatment Intentional discrimination based on protected

traits

Disparate (Adverse) Impact Neutral practice that unintentionally excludes

protected groups

Retaliation Punishing employees for filing complaints or

participating in investigations

🧠 Key Terms – Chapter 2

●​ EEO (Equal Employment Opportunity)​

●​ Discrimination​

●​ Protected Class​
 ●​ Disparate Treatment​

●​ Disparate (Adverse) Impact​

●​ BFOQ​

●​ Business Necessity​

●​ Reasonable Accommodation​

●​ Affirmative Action​

●​ Reverse Discrimination​

●​ Retaliation​

●​ EEOC​

●​ Executive Order 11246​

●​ Adverse Impact Ratio​

●​ Four-Fifths Rule​

●​ Test Validity (Content, Criterion, Construct)​

●​ Burden of Proof​

●​ Job-Relatedness​

🧪 How to Avoid Discrimination in Hiring

●​ Use validated, job-related selection tests​

●​ Avoid illegal or irrelevant questions (e.g., race, religion, age)​

●​ Regularly review adverse impact data​

●​ Provide reasonable accommodation for applicants with disabilities​

 ●​ Ensure policies align with current EEOC guidelines​

🏢 Real Company Examples

Company Strategy

Google Uses structured interviews to reduce

unconscious bias

Walmart Settled major lawsuits and revised promotion

processes

Texaco Paid $176M and implemented affirmative

action plans after discrimination case

Chapter 3: Human Resource Management Strategy and Analysis​

Gary Dessler, 13th Edition

📌 What is Strategic Planning?

Strategic Planning is the process of identifying long-term organizational goals and determining
the best strategies and resources (including human resources) to achieve them.

🧭 Levels of Strategic Planning

Level Description Example

Corporate Strategy Sets direction for the entire Diversification, growth,

organization retrenchment

Business-Level Strategy Focuses on how to compete Cost leadership,

differentiation

Functional Strategy Supports business strategy HR strategies like

within departments recruitment, retention, and
training
🧠 What is Strategic Human Resource Management
(SHRM)?
SHRM is the linking of HR practices with strategic goals to improve performance and develop an
organizational culture that fosters innovation and flexibility.

🧠 Definition:
“Strategic HRM means formulating and executing HR systems that produce the employee
competencies and behaviors the company needs to achieve its goals.”

🔁 The Strategic Management Process

1.​ Define the business and mission​

2.​ Analyze internal and external environment (SWOT)​

3.​ Set strategic goals​

4.​ Formulate strategies​

5.​ Translate strategies into HR practices​

6.​ Implement and monitor the strategy​

🔧 Tools for Strategic HRM

Tool Purpose

Strategy Map Visual model linking employee actions to

strategic outcomes

HR Scorecard Measures how well HR practices contribute to

strategic goals

Digital Dashboards Provide real-time HR metrics

 Balanced Scorecard Aligns business activities to the vision and
strategy

🧠 Example: Albertsons used an HR scorecard to reduce absenteeism and boost performance.

📊 HR Metrics & Analytics

HR Metrics help evaluate the effectiveness of HR initiatives.

Metric What it Measures

Turnover Rate Employee retention problems

Cost per Hire Recruitment efficiency

Time to Fill Hiring speed

Training ROI Value of training vs. cost

Absenteeism Attendance trends

🧪 Analytics Example: Google uses hiring and promotion data to ensure objectivity in
selection.

🧩 High-Performance Work Systems (HPWS)

HPWS are systems that align HR practices with performance goals and encourage employee
involvement.

📌 Features of HPWS:
●​ Self-managed teams​

●​ Flat hierarchy​

●​ Open communication​

●​ Employee empowerment​
 ●​ Internal promotions​

●​ Extensive training and cross-skilling​

🧠 Company Example: Starbucks integrates HPWS to maintain high service quality and
employee satisfaction.

🔑 Key Terms – Chapter 3

●​ Strategic Planning – Long-term goal-setting and decision-making​

●​ Strategic Human Resource Management (SHRM) – Aligning HR with business goals​

●​ Corporate Strategy – Overall direction of the firm​

●​ Business Strategy – Competitive strategy at the business-unit level​

●​ Functional Strategy – Support strategy for departments​

●​ Strategy Map – Visual plan linking HR goals to company outcomes​

●​ HR Scorecard – Evaluates strategic impact of HR practices​

●​ Digital Dashboard – Displays key HR metrics in real time​

●​ Balanced Scorecard – Tracks performance from multiple angles​

●​ High-Performance Work System (HPWS) – HR system designed to boost

effectiveness​

●​ HR Metrics – Quantitative measures of HR effectiveness​

●​ HR Analytics – Use of data to support decisions​

🏢 Real-World Company Examples

Company Strategy Use
 Starbucks Uses training and values alignment as core
HR strategy

Albertsons HR scorecard helped reduce absenteeism

[Link] HR strategy map linked hiring with customer

satisfaction

GE Leadership development aligns with growth

strategy

Google Uses analytics and innovation-focused hiring

📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 4: Job Analysis and the Talent Management Process​
Gary Dessler, 13th Edition

🔍 What is Talent Management?

Talent Management is a goal-oriented and integrated process of planning, recruiting,
developing, managing, and compensating employees to support the organization's long-term
strategy.

🔁 It links all major HR functions such as:

●​ Job analysis​

●​ Recruitment​

●​ Training​

●​ Performance appraisal​

●​ Compensation​

🧠 Example: Southwest Airlines aligns training and hiring with their service strategy.
📋 What is Job Analysis?
Job Analysis is the systematic process of identifying the tasks, duties, and responsibilities of a
job and the qualifications required to perform it.

📝 Outputs of Job Analysis:

1.​ Job Description – Lists the job's duties, responsibilities, and reporting relationships.​

2.​ Job Specification – Lists the knowledge, skills, abilities (KSAs), and traits needed to
perform the job.​

🛠️ Uses of Job Analysis

●​ Recruitment and Selection​

●​ Training and Development​

●​ Compensation Planning​

●​ Performance Appraisal​

●​ Ensuring Legal Compliance (e.g., ADA and Civil Rights Act)​

📈 Steps in Conducting Job Analysis

1.​ Decide how you’ll use the information​

2.​ Review background information (e.g., organization charts, process flows)​

3.​ Select representative positions​

4.​ Collect job information using various methods​

 5.​ Verify the data with workers and supervisors​

6.​ Develop a job description and specification​

🧠 Important: Step 4 includes choosing appropriate data collection methods.

🧾 Methods of Collecting Job Information

Method Description

Interviews Ask employees and supervisors about tasks

Questionnaires (e.g., PAQ) Structured list of job duties and required

behaviors

Observation Watch employees perform their tasks

Diaries/Logs Employees record activities in real time

Internet-based tools O*NET and company HR portals

📝 Writing a Job Description

Main Parts:

1.​ Job Identification – Job title, department, location​

2.​ Job Summary – Overall description of duties​

3.​ Responsibilities and Duties – Detailed list​

4.​ Relationships – Supervision and coworker relationships​

5.​ Working Conditions – Environment, hazards, hours​

6.​ Performance Standards – Measurable outcomes or expectations​

🧠 Tip: Use clear, specific action verbs when describing duties.

👤 Writing a Job Specification
Focuses on the person doing the job, not the job itself.

Components:

●​ Skills (e.g., typing speed, programming knowledge)​

●​ Abilities (e.g., communication, critical thinking)​

●​ Education and experience​

●​ Personality traits (e.g., detail-oriented, adaptable)​

🧩 Competency-Based Job Analysis

Instead of listing tasks, this method describes the competencies (behaviors, traits, skills) an
employee must display.

Competency Description

Technical Knowledge of tools, systems, or procedures

Behavioral Problem-solving, adaptability, teamwork

Leadership Decision-making, motivating others

🧠 Example: Daimler-Benz used competency modeling to hire multiskilled team members in

their Alabama plant.

🔁 Strategic Importance of Job Analysis

Job analysis supports:

●​ Strategic HR planning​

●​ Talent management and succession planning​

 ●​ Creating a high-performance culture​

🔍 Note: Outdated job descriptions can hurt legal defense and lead to hiring mismatches.

🧠 Chapter 4 Key Terms

●​ Job Analysis – Identifying job duties and requirements​

●​ Job Description – Document outlining tasks, duties, responsibilities​

●​ Job Specification – Document describing qualifications and traits needed​

●​ Talent Management – Strategic alignment of HR activities​

●​ Competency-Based Job Analysis – Focuses on behavioral and technical

competencies​

●​ O*NET – Online resource for job analysis data​

●​ PAQ (Position Analysis Questionnaire) – Structured method to collect job data​

●​ Job Rotation – Development technique that exposes employees to various tasks​

🏢 Real-World Examples
Company Strategy

Southwest Airlines Recruits for attitude, then trains for skill

Daimler-Benz Used competency modeling for teamwork

hiring

Google Focuses job specs on adaptability and

learning ability

LinkedIn Uses AI to update job descriptions based on

performance data
📘 HUMAN RESOURCE MANAGEMENT —
REVIEWER
Chapter 5: Personnel Planning and Recruiting​
Gary Dessler, 13th Edition​

📌 What is Personnel Planning?

Personnel Planning is the process of deciding what jobs the firm will need to fill and how to fill
them.

It is directly linked to strategic planning and involves analyzing:

●​ Future organizational goals​

●​ Employee movement (retirements, resignations)​

●​ Internal supply of talent​

🔮 Forecasting Personnel Needs

1. Trend Analysis

●​ Studies past employment patterns to predict future needs.​

2. Ratio Analysis

●​ Examines the ratio between business activity (e.g., sales) and number of employees.​

3. Scatter Plot
 ●​ Graphs the relationship between two variables (e.g., sales volume and number of
customer service reps).​

4. Managerial Judgment

●​ Expert opinions from department heads, especially for new or shifting roles.​

5. Computerized Forecasting

●​ Statistical models and predictive analytics using software.​

🧠 Example: Valero Energy Corp. improved hiring efficiency by combining forecasting tools
with internal data.

🗂️ Forecasting Supply of Candidates

Internal Sources:

●​ Skills Inventories – Lists of employee qualifications, education, career goals, and

performance history.​

●​ Replacement Charts – Visual maps of current and future candidates for promotion.​

●​ Succession Planning – Preparing individuals for leadership positions.​

🧠 Example: IBM reskilled thousands of employees in tech roles using strategic forecasting and
career development systems.

📥 Recruiting: What It Involves

Recruiting is the process of identifying and attracting qualified candidates to fill job openings.

Key Steps:

1.​ Identify needs​

 2.​ Choose recruitment sources​

3.​ Advertise and attract applicants​

4.​ Screen applications​

5.​ Prepare for selection​

🔁 Internal vs External Recruitment

Method Pros Cons

Internal (promotions, Improves morale, faster and Limits fresh ideas

transfers) cheaper

External (ads, job fairs, Brings in new talent and More expensive and risky
referrals) perspectives

📢 External Recruitment Sources

●​ Online Job Boards (Indeed, Monster)​

●​ Social Media & LinkedIn​

●​ Employee Referrals – One of the most effective and low-cost sources​

●​ College Recruiting​

●​ Internship Programs​

●​ Third-Party Agencies – Temporary staffing, executive search firms​

●​ Walk-ins & Job Fairs​

●​ Recruitment Process Outsourcing (RPO) – External firm manages recruiting​

🧠 Example: Google uses employee referrals and rigorous external hiring to maintain high
standards.
📊 Recruiting Yield Pyramid
This tool estimates the number of candidates needed at each recruitment stage to hire one
person.

Stage Example Ratio

Applicants 1,200

Invited to interview 150

Second interviews 75

Job offers 45

Acceptances 30

You must start with a large enough applicant pool to end with enough hires.

📄 Application Forms
Used to collect basic information about candidates':

●​ Contact details​

●​ Educational background​

●​ Employment history​

●​ Skills and certifications​

⚖️ Legal Guidelines:
●​ Avoid asking about race, religion, marital status, age, or health.​

●​ Must comply with Equal Employment Opportunity (EEO) laws.​

🧠 Example: Avoid "Have you ever been arrested?" and instead ask, "Have you ever been
convicted of a felony?" (varies by jurisdiction).
🧠 Chapter 5 Key Terms
●​ Personnel Planning – Strategic process of anticipating HR needs​

●​ Trend Analysis – Uses past data to predict future needs​

●​ Ratio Analysis – Uses business metrics to forecast staff levels​

●​ Scatter Plot – Graph of two variables to predict needs​

●​ Skills Inventory – Database of employee capabilities​

●​ Replacement Chart – Visual map for internal promotions​

●​ Succession Planning – Preparing for leadership turnover​

●​ Recruitment – Attracting qualified candidates​

●​ Recruitment Yield Pyramid – Predicts how many applicants convert to hires​

●​ Application Form – Tool to collect candidate data​

●​ EEO Compliance – Ensuring hiring processes are nondiscriminatory​

●​ RPO (Recruitment Process Outsourcing) – Hiring managed by a third-party firm​

●​ Employee Referral – Recruiting through current employees' networks​

🏢 Real-World Examples
Company Strategy

Google Employee referrals and data-driven hiring

IBM Reskilling and internal promotion planning

Valero Energy Used forecasting models to improve hiring

Zappos Prioritizes culture fit and open job invitations

📘 HUMAN RESOURCE MANAGEMENT —
REVIEWER
Chapters 6 & 7 | Gary Dessler, 13th Edition

📖 Chapter 6: Employee Testing and Selection ​

🧪 Why Is Careful Selection Important?

●​ To ensure high job performance​

●​ To avoid the cost of hiring mistakes​

●​ To prevent negligent hiring lawsuits​

●​ To maintain legal compliance (EEOC, ADA, etc.)​

🧠 Case Example: Ponticas v. KMS Investments (1983) – Employer liable for negligent hiring
of a security guard.

🧠 Key Testing Concepts

Term Meaning

Reliability Consistency of test results over time

Validity Accuracy of what the test is intended to

measure
Criterion Validity Correlation between test scores and job
performance

Content Validity The test content reflects actual job tasks

Construct Validity Measures abstract traits like honesty or

intelligence

Utility Analysis Determines if the test adds economic value to

the hiring process

🧰 Types of Employment Tests

Type Measures

Cognitive Ability IQ, math, logic, verbal skills

Physical & Motor Ability Strength, coordination, reaction time

Personality Tests Traits like extraversion, conscientiousness

Interest Inventories Match between interests and job types

Achievement Tests Current knowledge or skills

Honesty/Integrity Tests Likelihood of theft or rule-breaking

🧠 Example: Outback Steakhouse used personality tests to reduce turnover.

🔁 Simulation & Realistic Testing

Tool Description

Work Sample Tests Hands-on, job-specific tasks (e.g., weld a

joint)

Situational Judgment Tests Multiple-choice “What would you do if…?”

Assessment Centers Multi-day evaluations using simulations

Miniature Job Training Simulated job segments with evaluation

📋 Legal Considerations
●​ Ensure job-relatedness and test validation​

●​ Comply with Uniform Guidelines on Employee Selection Procedures​

●​ Avoid bias (disparate impact)​

●​ Do not use polygraphs (banned by Employee Polygraph Protection Act of 1988

except for security agencies)​

📊 Background Checks and Screening

●​ References​

●​ Criminal record checks​

●​ Drug tests​

●​ Social media screening (must comply with privacy laws)​

●​ Medical exams (only after conditional job offer)​

🧠 Controversial Tool: Graphology (handwriting analysis) is largely unreliable and not

recommended.

🔑 Chapter 6 Key Terms

●​ Reliability​

●​ Validity (content, criterion, construct)​

●​ Cognitive Ability Test​

●​ Personality Test​
 ●​ Honesty Test​

●​ Work Sample​

●​ Assessment Center​

●​ Situational Judgment Test​

●​ Negligent Hiring​

●​ Utility Analysis​

●​ EEOC Guidelines​

●​ Polygraph Protection Act (1988)​

📖 Chapter 7: Interviewing Candidates ​

🧑‍🏫 Interviewing Basics

The interview remains the most used but often least valid method of selection—unless
structured properly.

🎙️ Types of Interviews
Type Description

Structured Same questions for all candidates; most

reliable

Unstructured Conversational and flexible

Behavioral Based on past experiences ("Tell me about a

time when…")
 Situational Hypothetical problem-solving ("What would
you do if…")

Panel Multiple interviewers at once

Sequential One-on-one interviews in sequence

Phone/Video Remote interviews

Stress Interview Pressures candidate to see reaction (rarely

used)

🧠 How to Structure an Interview

1.​ Analyze the job​

2.​ Determine evaluation criteria​

3.​ Create structured questions​

4.​ Develop benchmark answers​

5.​ Use rating scales​

6.​ Train interviewers​

🧠 Example: Bain & Co. uses structured situational interviews and case studies to assess
analytical ability.

⚠️ Common Interviewing Mistakes

Error Description

Halo Effect Letting one good trait influence all ratings

Leniency/Strictness Always rating too high or too low

Recency Effect Overemphasizing recent behavior

Contrast Error Comparing candidates to each other, not

standards
 Bias Gender, age, race, attractiveness, etc.

Leading Questions Suggesting the “right” answer through tone or

phrasing

🧰 Interview Question Types

Type Example

Situational "What would you do if a customer became

angry?"

Behavioral "Tell me about a time you led a team through

conflict."

Job Knowledge "What’s the first thing you’d check if a server

crashed?"

Background "Why did you leave your last job?"

📋 Interviewing Best Practices

●​ Prepare questions in advance​

●​ Maintain professionalism and consistency​

●​ Keep notes​

●​ Use rating forms and structured evaluation criteria​

●​ Avoid illegal/discriminatory questions​

●​ Provide a positive candidate experience​

🧠 Example: Whirlpool trains interviewers to deliver a positive impression even to rejected

candidates.

🔑 Chapter 7 Key Terms

 ●​ Structured Interview​

●​ Behavioral Interview​

●​ Situational Interview​

●​ Panel Interview​

●​ Sequential Interview​

●​ Rating Scale​

●​ Benchmark Answer​

●​ Contrast Effect​

●​ Halo Effect​

●​ Recency Effect​

●​ Leading Question​

●​ Stress Interview​

●​ Job Knowledge Question​

●​ Illegal Interview Questions​

●​ Candidate-Order Error​

Here is your comprehensive and detailed Google Doc–style reviewer for Chapter 8:
Training and Developing Employees from Human Resource Management by Gary Dessler
(13th Edition). It includes all key terms, models, tools, examples, and supporting citations
from the original source.

📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 8: Training and Developing Employees | Gary Dessler, 13th Edition.

🧭 1. Orientation and Onboarding

📝 Definition:
Employee orientation (onboarding) is a process that introduces new hires to the
organization’s culture, values, and expectations while providing essential operational
information.

🎯 Goals of Orientation:
1.​ Make new employees feel welcome.​

2.​ Provide essential job-related information.​

3.​ Introduce organizational structure, history, and culture.​

4.​ Help socialization into company values.​

🛠️ Example:
Mayo Clinic’s onboarding program emphasizes respect, teamwork, and innovation.

🔄 2. Overview of the Training Process: The ADDIE Model

✨ The ADDIE Five-Step Training Process:
Step Description

Analyze Identify training needs (strategic or current)

Design Plan the training content and method

Develop Assemble training materials and resources

Implement Deliver the training

 Evaluate Assess effectiveness using feedback and
performance data

🔍 3. Analyzing Training Needs

📌 Strategic Training Needs
Linked to company growth, expansion, or new technology. Example: Signicast Corp. designed
training to support its high-tech plant.

📌 Current Training Needs

Used for new or underperforming employees. Two analysis tools:

●​ Task Analysis (for new employees)​

●​ Performance Analysis (for current employees)​

🛠️ 4. Designing the Program

●​ Choose methodology (lecture, online, coaching, etc.)​

●​ Organize content flow​

●​ Set training goals​

●​ Decide assessment tools​

●​ Gain management approval​

🧪 5. Developing the Program

●​ Create training materials (slides, handbooks, videos)​
 ●​ Include simulations, self-study modules, LMS, etc.​

●​ Customize or use third-party content providers like ASTD​

👨‍🏫 6. Implementing Training Methods

🔹 Traditional Techniques
Method Description

On-the-Job Training (OJT) Learn by doing, under guidance

Job Instruction Training (JIT) Step-by-step task training

Apprenticeship Formal OJT plus classroom learning

Lectures Instructor-led presentations

Programmed Learning Self-paced online modules

Vestibule Training Simulated work environment

🔹 Tech-Based & Interactive

●​ Computer-Based Training (CBT)​

●​ E-learning / Internet-Based Training​

●​ Simulated Learning​

●​ Interactive Multimedia​

●​ Mobile Learning​

●​ Virtual Classrooms​

🚀 7. Ensuring Transfer of Learning

🔁 Only 35% of employees transfer training to work after 1 year!
✅ Tips to Ensure Transfer:
●​ Make training environment similar to job​

●​ Give immediate feedback​

●​ Reinforce learning with follow-up assignments​

●​ Align training with goals and reward usage on the job​

👥 8. Management Development
📌 Definition:
Management Development aims to improve current or future manager performance by
teaching new skills or attitudes.

🔁 Methods:
Method Description

Job Rotation Move trainee across departments

Action Learning Solve real business problems

Role Playing Practice decision-making in scenarios

Behavior Modeling Watch → Practice → Feedback

Case Studies Analyze written scenarios

Management Games Compete in simulated business environments

Executive Coaching One-on-one feedback and development

In-house Development Centers Dedicated facilities for manager training

🧠 Example: GE’s Leadership Development includes stretch assignments and global training
programs.
🔄 9. Managing Organizational Change
📈 Lewin’s 3-Step Change Process:
1.​ Unfreeze – Create urgency​

2.​ Move – Implement new ways​

3.​ Refreeze – Reinforce change​

🧠 Organizational Development (OD):

A data-based, participatory approach to planned change using action research.

📊 10. Evaluating the Training Effort

🧪 Training Evaluation Metrics:
1.​ Reaction – Trainee feedback​

2.​ Learning – Knowledge gained​

3.​ Behavior – Performance improvement on the job​

4.​ Results – ROI, productivity increase​

🔬 Controlled Experimentation: Use a control group not exposed to training to compare

effectiveness.

🧠 Chapter 8 Key Terms

●​ Employee Orientation​

●​ Training​

●​ Negligent Training​
●​ Task Analysis​

●​ Performance Analysis​

●​ Competency Model​

●​ OJT (On-the-Job Training)​

●​ JIT (Job Instruction Training)​

●​ Apprenticeship​

●​ Vestibule Training​

●​ Programmed Learning​

●​ EPSS (Electronic Performance Support Systems)​

●​ Virtual Classroom​

●​ Lifelong Learning​

●​ Cross Training​

●​ Management Development​

●​ Job Rotation​

●​ Action Learning​

●​ Case Study Method​

●​ Management Game​

●​ Role Playing​

●​ Behavior Modeling​

●​ Executive Coach​

●​ Organizational Development​

●​ Controlled Experimentation​
🏢 Real-World Examples
●​ IBM – Uses Second Life virtual environments for orientation​

●​ Macy’s – Tied training to customer service goals​

●​ Signicast Corp. – Developed high-tech job training for plant expansion​

●​ GE & Hasbro – World-class executive development programs​

📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 9: Performance Management and Appraisal | Gary Dessler, 13th Edition

📌 What Is Performance Appraisal?

Performance Appraisal is the formal process of evaluating an employee’s current or past
performance relative to standards.

🔁 3-Step Appraisal Process:

1.​ Set performance standards​

2.​ Assess actual performance​

3.​ Provide feedback (positive or corrective)​

🔍 Why Appraise Performance?

 ●​ Basis for pay, promotion, and retention decisions​

●​ Improves performance through feedback​

●​ Supports career planning​

●​ Identifies training and development needs​

●​ Aligns employee behavior with strategic goals​

📈 Performance Management vs. Performance Appraisal

Term Description

Performance Appraisal Periodic, formal evaluation of employee

Performance Management Ongoing process to align goals, behavior, and

performance across the company

🧠 Example: Toyota employees monitor their own metrics daily to align with team and company
goals.

🛠️ Techniques for Appraising Performance

Method Description

Graphic Rating Scale Most common; rate traits on a scale (e.g.,

1–5)

Alternation Ranking Rank employees best to worst

Paired Comparison Compare each employee against others in

pairs

Forced Distribution “Grading curve” distribution (e.g., top 20%,

bottom 10%)

Critical Incident Maintain log of good/bad behavior

Behaviorally Anchored Rating Scale Combines rating scales with critical incidents
(BARS) for better accuracy

Mixed Standard Scale Includes high, medium, low behavior

statements in randomized order

Management by Objectives (MBO) Employee and manager jointly set

measurable goals

Narrative Form Freeform written feedback on performance

360-Degree Feedback Feedback from peers, subordinates,

customers, and self

Web-Based Appraisals Digital systems for storing and compiling

appraisals

Electronic Monitoring Use of real-time productivity tracking systems

⚠️ Common Appraisal Problems

Problem Description

Unclear Standards Vague terms like “good” or “average” create

inconsistency

Halo Effect One trait affects ratings on others

Central Tendency Everyone rated “average”

Leniency/Strictness Rating everyone too high or too low

Recency Effect Focusing on recent events only

Bias Ratings affected by personality, gender, age,

etc.

✅ Solutions:
●​ Use multiple raters​

●​ Keep a diary of performance incidents​

●​ Train appraisers​
 ●​ Use objective and defined criteria​

●​ Conduct calibration meetings for fairness​

👨‍👩‍👧‍👦 Who Should Appraise?

●​ Immediate supervisor (most common)​

●​ Peer appraisals​

●​ Rating committees​

●​ Self-ratings​

●​ Subordinate ratings​

●​ 360-degree feedback​

🗣️ The Appraisal Interview

📋 4 Types of Appraisal Interviews:
1.​ Satisfactory – Promotable​

2.​ Satisfactory – Not Promotable​

3.​ Unsatisfactory – Correctable​

4.​ Unsatisfactory – Uncorrectable​

🧠 Tips for Effective Appraisal Interviews:

●​ Prepare thoroughly​

●​ Create a safe, private environment​

 ●​ Review job standards​

●​ Don’t get personal​

●​ Encourage open communication​

●​ Develop an action plan for improvement​

●​ Document everything​

📊 Talent Management & Strategic Appraisals

●​ Aligns appraisals with competencies and strategic goals​

●​ Use performance to manage mission-critical talent​

●​ Segment employees by performance and strategic value​

●​ Example: Accenture’s 4×4 Matrix for performance/value segmentation​

🧠 Chapter 9 Key Terms

●​ Performance Appraisal – Evaluation of current/past job performance​

●​ Performance Appraisal Process – 3-step method: set standards, assess, provide

feedback​

●​ Performance Management – Ongoing goal-alignment system​

●​ Graphic Rating Scale – Trait-rating scale​

●​ Alternation Ranking Method – Ranking from best to worst​

●​ Paired Comparison Method – Head-to-head employee comparisons​

●​ Forced Distribution Method – Performance rating based on a distribution​

 ●​ Critical Incident Method – Log of good/bad behavior​

●​ Behaviorally Anchored Rating Scale (BARS) – Scales anchored by examples​

●​ Mixed Standard Scales – Mixed behavior examples​

●​ Management by Objectives (MBO) – Joint goal-setting and review​

●​ Electronic Performance Monitoring (EPM) – Digital performance tracking​

●​ Unclear Standards – Vague rating labels​

●​ Halo Effect – One trait affects others​

●​ Central Tendency – All rated average​

●​ Strictness/Leniency – Always rating high or low​

●​ Recency Effect – Focusing only on recent events​

●​ Bias – Unfair ratings due to stereotypes or relationships​

●​ Appraisal Interview – Feedback meeting with employee​

📘 HUMAN RESOURCE MANAGEMENT —

REVIEWER
Chapter 10: Employee Retention, Engagement, and Careers​
Gary Dessler, 13th Edition

🔁 Employee Retention
🔄 Types of Turnover
 Type Meaning

Voluntary Turnover Employee chooses to leave

Involuntary Turnover Employer initiates termination

💸 Costs of Turnover
●​ Lost productivity​

●​ Recruitment and training expenses​

●​ Lower morale​

●​ Client dissatisfaction​

✅ Retention Strategies
●​ Better recruitment and hiring​

●​ Fair compensation​

●​ Employee development and growth​

●​ Career planning programs​

●​ Work–life balance programs​

●​ Recognition systems​

🔥 Employee Engagement
📌 Definition:
Employee Engagement is the emotional and psychological commitment to the organization
and its goals.

🚀 Engagement Drivers:
1.​ Understanding how their work contributes to company success​

2.​ Feeling their work matters​

3.​ Seeing meaningful career growth​

4.​ Receiving feedback and recognition​

📊 Stat: High-engagement business units are 83% more likely to perform above average

🧭 Career Management: Key Concepts

Term Definition

Career Series of jobs held over time

Career Planning The process of identifying personal interests,

goals, and creating action plans

Career Development Lifelong activities to explore, build, and

achieve career goals

Career Management Employer-supported system to align

employee goals with firm goals

Reality Shock When early job expectations clash with reality

Psychological Contract Unwritten expectations between employer
and employee

👤 The Employee’s Role

Employees must:

●​ Assess their strengths, interests, and skills​

●​ Identify goals​

●​ Take ownership of their career development​

●​ Use tools like John Holland’s SDS (Self-Directed Search) to align personality with job
choices​

🏢 The Employer’s Role

●​ Offer realistic job previews​

●​ Assign meaningful early-career work​

●​ Avoid “dead-end” roles​

●​ Use career-oriented appraisals​

●​ Provide training, mentoring, and job rotation​

●​ Establish career planning centers and workshops​

👨‍💼 The Manager’s Role

 ●​ Coach and mentor employees​

●​ Provide performance feedback​

●​ Discuss career goals during appraisals​

●​ Encourage use of career development resources​

●​ Promote lifelong learning and development plans​

🧑‍🏫 Coaching vs Mentoring

Term Definition

Coaching Short-term, job-related guidance (educating,

instructing)

Mentoring Long-term guidance on career decisions and

growth (advising, supporting)

4 Steps to Coaching:

1.​ Preparation​

2.​ Plan development​

3.​ Active coaching​

4.​ Follow-up​

💡 Career Development Tools

 ●​ Career Planning Workshops​

●​ Career Development Centers​

●​ Lifelong Learning Budgets (like 401k accounts for training)​

●​ Career Coaches​

●​ Formal Mentoring Programs​

🧠 Example: Allmerica Financial hired 20 career coaches to support IT staff

🚻 Gender Issues in Career Development

●​ Women often need higher performance ratings to be promoted​

●​ Face glass ceiling: subtle barriers in networking and advancement​

●​ Less access to fast-track programs, global assignments, and sponsorship​

🧠 Example: Deutsche Bank began pairing women with high-level executive sponsors to
improve promotion access

📈 Promotions: Strategic Questions

1.​ Seniority vs Competence – Which is the primary basis?​

2.​ How is competence measured?​

3.​ Is the promotion process formal or informal?​

4.​ Vertical vs lateral promotions​

5.​ Is there transparency and fairness?​

🚨 Promotions must comply with equal opportunity laws

🧠 Chapter 10 Key Terms
●​ Career​

●​ Career Planning​

●​ Career Development​

●​ Career Management​

●​ Reality Shock​

●​ Psychological Contract​

●​ Coaching​

●​ Mentoring​

●​ Career Development Center​

●​ Career Planning Workshop​

●​ Career Coach​

●​ Glass Ceiling​

●​ Lifelong Learning Budget​

●​ Job Rotation​

●​ Career-Oriented Appraisal​

🏢 Real-World Company Examples

Company Program/Action
 IBM Offers on-demand internal development &
career planning tools

JCPenney Lists internal career paths on performance

appraisal forms

Deutsche Bank Assigns high-potential women to executive

mentors

Allmerica Financial Hired 20 career coaches for tech staff

First USA Bank Created the Opportunity Knocks program with

onsite career centers

Would you like me to prepare:

●​ Chapter 11 next?​

●​ A full printable document (PDF or Google Doc)?​

●​ Flashcards or quizzes for Chapter 10?​

Let me know how you'd like to proceed!