summary chapter 7-10

Chapter 7: Personnel Selection

Specifications for trained Personnel:

          The focus will be primarily on the nature, length, and quality of any relevant training, education or experience required for the job.

Specifications for untrained Personnel:

            The focus will presume to potentialities for the job. Such as characteristics interest, sensory skills and attitudes.

Chapter 8: Human abilities and their measurement

            1. HUMAN ABILITIES – individual capacity to acquire specific knowledge.

            2. MENTAL ABILITIES – usually measured by test.

            3. MECHANICAL ABILITITES – mental/cognitive aspects of such jobs as contrasted w/ the physical or motor aspects.

            4. PSYCHOMOTOR ABILITIES – cover the range of abilities commonly call dexterity, eye-hand, coordination and manipulative activity such as muscular performance.

            5. VISUAL SKILLS – important to successful job performance such as inspection operation, office job etc.

            6. JOB SPECIFIC ABILITIES – some particular relevance to particular jobs such ability are learned through experience, training or education.

Chapter 9: Personality and interest factors

Projective techniques

          An object is being presented and is ask to tell what they “see” in it. An administrators interprets the individual responses and assets the subjects.

Personality inventories

          Example is questionnaires that can be answered by YES-no.

Interest inventories

          Indicate the strength if his interest such as hobbies, recreation, jobs and other activities.

Chapter 10: biographical data and the interview

Bio-data

          Same as become stated the personal data, educational background, work experiences, references, awards.

            -> Usually obtained from the job candidates on applications forms or directly obtained from individuals by an interviewer, is written in a consistent and reliable form for t is use by employer during the interview.

Candidates may interviewed by or more interviewers

Roles or interviewers:

            -> Serves as “information gathers”

            -> Make recommendations about candidates

            -> They themselves can make employment decisions.

Interview:

          A communication process use for various purposes in industry such as employment counseling, attitude, and opinion surveys, the employment process is aimed at deciding whether or not to offer employment individual job candidates.

People within an organization that can interview job candidates:

            Employment interviews

            Recruiters      

            Personnel Managers

            Executives

            Department Head
            Supervisor

Employee Benefits and Compensation

Employee benefits typically refers to retirement plans, health life insurance, life insurance, disability insurance, vacation, employee stock ownership plans, etc. Benefits are increasingly expensive for businesses to provide to employees, so the range and options of benefits are changing rapidly to include, for example, flexible benefit plans.

Benefits are forms of value, other than payment, that are provided to the employee in return for their contribution to the organization, that is, for doing their job. Some benefits, such as unemployment and worker's compensation, are federally required. (Worker's compensation is really a worker's right, rather than a benefit.)

Prominent examples of benefits are insurance (medical, life, dental, disability, unemployment and worker's compensation), vacation pay, holiday pay, and maternity leave, contribution to retirement (pension pay), profit sharing, stock options, and bonuses. (Some people would consider profit sharing, stock options and bonuses as forms of compensation.)

Compensation includes topics in regard to wage and/or salary programs and structures, for example, salary ranges for job descriptions, merit-based programs, bonus-based programs, commission-based programs, etc.

Compensation is usually provided as base pay and/or variable pay. Base pay is based on the role in the organization and the market for the expertise required to conduct that role. Variable pay is based on the performance of the person in that role, for example, for how well that person achieved his or her goals for the year. Incentive plans, for example, bonus plans, are a form of variable pay. (Some people might consider bonuses as a benefit, rather than a form of compensation.) Some programs include a base pay and a variable pay.

Organizations usually associate compensation/pay ranges with job descriptions in the organization. The ranges include the minimum and the maximum amount of money that can be earned per year in that role.

Employees have certain monies withheld from their payroll checks, usually including federal income tax, state income tax, FICA (social security) contributions, and employee contributions to the costs of certain benefits (often medical insurance and retirement).