MPA Comp Exam - PADM 5030 (HR) questions correctly answered latest 2023

MPA Comp Exam - PADM 5030 (HR) questions correctly answered latest 2023Recruitment & Selection (See Klingner et al, 2010 - Chapter 8; Dougherty and Van Gelder, 2015) 1. KSAs (Knowledge, Skills, and Abilities) significant factor in hiring 1a. Contextual factors also considered, like team player, motivation, ethics, integrity... 2. Tools for Effective Hiring 2a. Processes of application 2b. Processes of interviews 2c. Processes of checking references 3. E-recruitment - any activity in recruitment that takes place online. 4. Know what questions can/cannot be asked in an interview 5. Probationary appointments Ex: professors, legal positions Problem: invested in employee and can be hard to let go Recruitment & Selection: Importance/Goals (See Klingner et al 2010; Dougherty and Van Gelder, 2015) The public sector deals with problems the private sector can't handle on its own (i.e., Collective Action Problems - CAPs). Thus, it is important to recruit, select, and retain talented employees (Klingner et al, 2010: see chapter 8). "The goal of most public employers is to hire and promote those with the best knowledge, skills/abilities, and personal attributes to perform the job" (Klingner et al, 2010: 198) ------------------------------------- Recruitment and selection of quailfied individuals is key in providing public value (Dougherty and Van Gelder, 2015: 170). "public administrators need to understand the political terrain, the needs of the community served, public relations, local laws, culture, and the many skills of management" (Dougherty and Van Gelder, 2015: 170) Recruitment & Selection: Challenges (Klingner et al 2010: see chapter 8) 1) Value conflicts 2) External Influences 2a) Changes in the workforce (e.g., retirement of Baby Boomers) 2b) Nature of the work has changed and requires consideration of "contextual factors" (i.e., non-technical attributes) when hiring 2c) Competencies - how to determine a candidate has or can maintain the desired competencies needed for the job (e.g., interactive interviewing, competency-focused training and development, and competency-based appraisals) (Klingner et al, 2010: 182-189) ------------------------------------- "politics, collective bargaining, and diversity" (Klingner et al, 2010: 198) ------------------------------------- Lecture Notes: outsourcing social media (Tufts et al, 2015; Jacobson and Tufts, 2013) Use of written test and issues with social diversity (Riccucci and Reccardeli, 2015) Steps in Staffing Process (Klingner et al, 2010: 185-186) 1) Indentify human resource needs as part of strategic planning process 2) Seek budgetary approval to hire employees 3) Develop valid selection criteria 4) Select a method of recruitment 5) Recruit 6) Test or otherwise screen applicants with methods unique to each position 7) Prepare a list of qualified applicants 8) Interview the most highly qualified applicants 9) Conduct background and reference checks where appropriate 10) Select the most qualified applicant available for the position 11) Extensive new hire orientation and training Recruitment and Selection Models (Klingner et al, 2010: 190-196)~ 1) Centralized Recruitment - "used based on efficiency" (p190) "central personnel agency...responsible for requesting...estimates of the number and type of new employees...[and creating]...a summary listing of all projected new hiring needs..." Pros - (1) "amount of variation...is reduced, thus benefiting the values of social equity and individual rights" (p191) (2) "may be easier to advance systemwide human resources management policy" (p191) Cons (1) Estimating true staffing needs difficult (2) central agency goal to reduce costs is usually in conflict with managers needs/wants ------------------------------------- 2) Decentralized Recruitment ~More likely in small orgs and in orgs with different types of workers (p191) ~Used for (professional, scientific, or administrative positions" (p191) ~Current trend in Public HRM in a response to issues associated with red-tape in personnel hiring Pros: (1) Reduces red-tape and timeframe in hiring process Cons: (2) "could lead to more violations of the merit prinicples" (p191) ------------------------------------- 3) Electronic (web-based) Recruitment Reliance on web-based or third-party application process (p192) Current Issue Facing Orgs: To design a website, contract out to third-party, or both Larger orgs - use both Small orgs - develop own site Orgs with few vacancies, resources, or technical capability - contract out Pros: Efficient Cons: Effects on equity and fairness (e.g., technical skills, or just a general lack of a computer to use when searching for jobs) ------------------------------------- 4) Outsourcing Used to conduct recruitment/selection process (e.g., headhunters) Temporary or contract employees Pros: Reduce costs, orgs can focus mission Cons: "undermines the concept of public service" (p193); equity Interviewing: Question Allowed/Not Allowed 1. What you can ask in the interview process: 1a. Relatives at the org. 1b. Citizenship. 1c. Military experience. 1d. Professional affiliations/organizations 1e. Disability if it relates to key physical function of position 1f. Criminal history 2. What you cannot ask: 2a. Age. 2b. Gender, sexual orientation 2c. Religion 2d. Marital status, family, kids, etc 2e. Disability (yes and no). 2f. Political and social affiliations 2g. Photographs 2h. Health history unrelated to job Recruitment and Selection: Methods to Assess Qualifications (Klingner et al, 2010: 187) 1) Review of Biographical Data 2) Aptitude Tests 3) Ability Tests 4) Performance Exams 5) References 6) Performance Evaluation 7) Interviews 8) Assessment Centers 9) Probationary Period Position Classification A formal job description listing qualifications, duties, and a pay scale Position Classification - How to create results-oriented job description By linking "tasks, standards, competencies, and minimum qualifications" need to be successful in the job (Klingner et al, 2010: 116) Performance Appraisals ... Performance Appraisals: Objectives Lecture Notes: 1) Feedback/development of employee (succession planning) 2) Identify areas for improvement in training/areas of employee dissatisfaction (employer) 3) Clear expectations. 4) Recognize accomplishments. 5) Legal protection. 6) Open communication. ------------------------------------- 1) Communicate managment goals and objectives to employees 2) Motivate employees to improve thier preformance 3) Distribute organizational rewards 4) Conduct personnel management research (Klingner et al, 2010: 251-252) Performance Appraisal: Challenges 1) The changing nature of work 2) Part-time/temporary workers 3) Privatization/Contracting 4) Flatter organizational hierarchies 5) Multirater appraisal 6) Remote/Nonstandard Work Agreements 7) Limits of organizational rewards/sanctions and the effects of linking performance with rewards/sanctions (Klingner et al, 2010: 254) ------------------------------------- 1) Procedurally complicated. 2) Management and subordinate misalignment. 3) Lack of training for management. 4) Buy-in from all interested parties. 5) Evaluating colleagues/peers. 6) Subjectivity! ------------------------------------- Rater Errors/Cognitive Biases (e.g., anchoring effect, halo effect) (see Belle et al, 2017) Performance Appraisals: Approaches/Types Traits - dependable integrity; subjective Behavior - Activities/Standards, observed behaviors, Outcomes/Results-based - were goals met? 360º ------------------------------------- Appraisal Methods (Klingner et al, 2010: 257) 1) Graphic rating (or adjectival scaling) 2) Ranking 3) Forced-choice 4) Essay 5) Objective 6) Critical incident (or work sampling) 7) Behaviorally anchored rating scales (BARS) Performance Appraisals - Limitations ... Characteristics of an Effective Appraisal System (Klingner et al, 2010: 270-272) "utilize separate systems for separate purposes" (p271) ""raters should have the opportunity, ability, and desire to rate employees" (p271) "job analysis and performance appraisal need to be more closely related by developing occupation-specific job descriptions" (p271) "appraisal...tied to long-range employee objectives" (p272) formalize to remove/reduce subjectivity (p271) criteria used to select supervisors Performance Appraisal: 360º (see Tirona and Gislason, 2011) "collects candid feedback about job performance, skills, and behaviors from an individual's supervisor, colleagues, subordinates, clients, and other key community stakeholders, as well as from the individual who is being assessed" (p2) ------------------------------------- Qualitivative and Qualitative Data used ------------------------------------- Skills assessed: (1) Technical - "The ability to develop and manage complex project budgets." (2) Stategic - "The ability to make high-quality, organization-wide decisions." (3) Operational - "The ability to manage multiple stakeholders in a complex work process." (4) Relational - "The ability to negotiate or 'manage up'." Performance Appraisal: 360º - Purpose (see Tirona and Gislason, 2011) To "identify those leadership and management competencies that are critical to the organization's impact and reflect the organization's values and strategies" (p2) To provide feedback. Only through feedback one can grow as an individual, team player, and leader (p2) "promotes a performance-based organizational culture" (p2)