1)Traditional job interviews have demonstrated low validity and reliability, and

Question

1)Traditional job interviews have demonstrated low validity and reliability, and are a relatively expensive method of personnel selection. Recommend steps that organizations can take to avoid these pitfalls.

2)How should a company assess readiness for learning? (Be sure to include characteristics of both the employee and the work environment.)

3)Why are drug tests a controversial component of the personnel selection process? What are some of ways in which organizations can avoid problems associated with drug testing?

4)You have just been promoted to manager of your department. Your supervisor has asked that you review the current performance management system measures in place, and make any possible suggestions. Would you enlist input from the employees in your department? Why, or why not? List and interpret the criteria you would use to evaluate the current performance management system.

5)Define the three broad purposes for performance management, and provide an example of a situation that relates to each purpose.

6)Discuss the importance of legal compliance with federal employment laws and regulations as well as ethical issues that govern appraisals and performance management. Provide examples.

Explanation / Answer

1)Employers should first analyze what skills, background, education or training it requires for a position. Those requirements should be closely related to the actual work performed in the position. For example, English proficiency is certainly a requisite skill for a receptionist, but it may not be necessary for some construction jobs. Employers have a valid reason to want to know whether an applicant is unable to perform the attendance requirements, physical requirements and other requirements of the job. However, employers should not inquire specifically about medical history, family status, religious requirements, or other matters noted above. Rather, employers should ask broadly about the applicant

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