Tests for Job Applicants - A study by Artur Victoria

It is quite possible that the applicant, besides being interviewed, will be asked to take a variety of tests. This is particularly important when hiring inexperienced people to become part of a training program. The employment office is then more interested in his aptitudes than in what the worker experience has been.

Tests may be divided into three classes: (1) Intelligence, (2) Trade, (3) Aptitude. leia todo o artigo

The Employee Being Evaluated - A study by Artur Victoria

An evaluation system will tend to be viewed as more distributive just if its procedures are perceived to be fair, and the procedures used are more likely to be viewed as equitable by those who view the outcomes it produced (ratings or rewards based on those ratings) as fair. When it comes to perceptions of procedural justice, important ingredients include the following:

- Individuals being evaluated should have some impact on the process. Individuals value: a) participation in setting the standards by which they will be judged (management by objectives scores very well here); b) the opportunity to present their own case, especially when evaluations are subjective; and c) rights of appeal, when they disagree with either the process or outcome. leia todo o artigo

Salaries In Human Resources - A study by Artur Victoria

If compensation is not tied directly to performance, what might and should it be tied to? To answer these questions, consider how wages and salaries are set in many organizations. Perhaps the most common approach involves something like the following. The firm looks at compensation rates in the local labor market for similar jobs or for jobs with similar skill requirements. Some adjustment will take place according to the firm's experience. If positions are hard to fill, the firm might raise compensation; if there is a long queue of applicants, firms might lower pay rates (or, at least, not move them up with inflation). Sometimes a firm will adjust the rates upward in an attempt to broaden the applicant pool or reduce turnover that is, the firm will pay efficiency wages. Of course, all this is subject to negotiation with a union if the job in question is covered by collective bargaining. Equally of course, it is clear that such a procedure leads to a rough-and-ready approximation to wages set by the economic slogan supply equals demand. leia todo o artigo

Managing Wage Incentives - A study by Artur Victoria

Many companies attempt to motivate people by paying them by results, and it is usually thought that the most efficient schemes are those which link an individual earnings to his own output. Many supervisors like such incentive schemes, saying that they increase motivation, make people look for work instead of waiting until they are given it, and so make the supervisor job easier. There is no doubt that many wage incentive schemes have increased the pace of work, but it is unsatisfactory to rely on them alone for motivation, as this is to accept that people are interested in the pay and not the job. There is of course nothing wrong in being interested in being well paid; even supervisors work for pay, as does the managing director. But if the system associates pay and work too closely, it can adversely affect performance in one or more of the following ways: leia todo o artigo

Human Resources Outcomes - A study by Artur Victoria

In some jobs, such as a basic researcher, one or two home runs in a lifetime make for a successful career, and the firm is willing to try out a lot of players to find the one home-run hitter in the crowd. In selling big-ticket items, it may take more than one or two home runs to make a career, but a single high-margin sale is worth a lot, and it may be worth losing a lot of potential sales to hold out for the big win. In other jobs, it is the failures that loom large. Aircraft pilots want to get their planes down nice and smooth, and they want to stick to the schedule when possible. But a failure (that is, a crash) is a lot worse for an airline than sticking to a schedule is good. In still other jobs, variations in individual performance don't matter too much; organizational success depends on the aggregated performance of large numbers of individuals, none of whose individual performance is decisive. The observed distribution of outcomes reflects two sets of forces: a. Each worker faces (uncontrollable) environmental uncertainty that makes the outcome of his efforts somewhat random; and b. Different workers in the same job, acting in the same circumstances, may get different outcomes because of variations in skill level, ability, determination, and the like. The issue here is the distribution or range of possible outcomes of a worker's efforts on both these grounds, measured in terms that are meaningful for the firm. leia todo o artigo