Human Resource
Management
Business Cases
Ass.-Prof. Mag. Dr. Ursula Liebhart
Top 1: Overview & Introduction
Top 2: Planning
Top 3: Staffing
Human Resource Management
LEILA Business Scool | Leibach | 14 January 2010
F1
HRM Overview & Introduction
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 2
F2
F3
Functions and Activities of HR management
Strategic HR Management: HR Marketing and Retention,
Employee and Labor Relations, Health, Safety and Security
HR planning
HR controlling, HR technology
Staffing:
Performance Management:
Leadership & Motivation, Personnel Appraisal
HR Development: Orientation, Socialization,
Career Planning, Training & Personnel Development
Total Rewards:
Compensation, Incentives, Benefits & working time
Further: Derecruiting /Lay-off, Diversity Management
Role and Organization of HR Management
Source: Thom (2001); Liebhart (2007); Mathis/Jackson (2008)
External environment
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 3
Job Analysis, Recruiting & Selection
F4
Definition & goals of Human Resource
Management
Human Resource Management is the adequate supply with employees, considering the
needs of the enterprise and the needs of the employees.
is … to supply the enterprise with personal capacities (manpower)
–  in the adequated quality and quantity
–  to the right point of time
–  for the time required
–  on the specific job site
… so that the corporate processes can be done.
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 4
Goal of HRM
F5
•
HRM: the process of managing human resources (intellectual asset or human capital)
to achieve an organizational objectives.
•
The functions of HRM: staffing the organization, designing jobs and teams, developing
skillful employees, identifying approaches for improving their performance, and
rewarding employee success-all typically labeled HRM issue.
•
Competitive Advantage through people: core competencies (Knowledge, Skills, and
Ability - KSAs)
•
Human Competitive Advantages: have value, rare and unavailable to competitors,
difficult to imitate, and could be organized for synergy
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 5
The Needs of HRM
F6
Current HR Management Challenges |1
Human
Resource
Management
Human Capital &
Workforce
Demographics and
Diversity
Organizational Cost
Pressures and
Restructuring
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 6
Economic and
Technological
Changes &
Managing Change
Globalization of
Business
F7
Current HR Management Challenges| 2
Globalization of Business
–
–
–
–
–
•
Outsourcing and increased competition
The threat of terrorism
trade and tariff barrier
culture, law, and business practices
responsibility of firm to act in best interest (CSR)
Economic and Technological Changes
–  Occupational shifts from manufacturing and agriculture to service industries and
telecommunications.
–  Pressures of global competition causing firms to adapt by lowering costs and increasing
productivity.
–  Technological Shifts and the Internet
–  Growth of information technology
–  knowledge worker
–  Knowledge-Based Training
–  Human Resource Information System
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 7
•
F8
Current HR Management Challenges| 3
•
Managing Change
•
Organizational Cost Pressures and Restructuring
–  Mergers and Acquisitions
–  “Right-sizing”—eliminating of layers of management, closing facilities, merging with other
organizations, and outplacing workers
•  Intended results are flatter organizations, increases in productivity, quality, service and lower costs.
•  Costs are “survivor mentality”, loss of employee loyalty, and turnover of valuable employees.
–  HR managers must work toward ensuring cultural compatibility in mergers.
–  Outsourcing
–  Lay off
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 8
–  Reactive and Proactive Change
–  Managing Change through HR (keeping employees focused on the business success
–  Responding to the Market (TQM, Six Sigma, and Reengineering)
F9
Current HR Management Challenges |4
•
Human Capital Value
•
Workforce Availability and Quality Concerns
–  Inadequate supply of workers with needed skills for “knowledge jobs”
–  Education of workers in basic skills
•
Workforce Demographics and Diversity
-  Increasing Racial/Ethnic Diversity
-  More Women in the Workforce - Single-parent households, dual-career
couples, working mothers and family/childcare
-  Significantly Aging Workforce - age discrimination
•
Growth in Contingent Workforce
–  Increases in temporary workers, independent contractors, leased employees,
and part-timers caused by:
•  Need for flexibility in staffing levels
•  Increased difficulty in firing regular employees.
•  Reduced legal liability from contract employees
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 9
–  knowledge, skills, and capabilities of individuals that have economic values to
an organization
–  valuable based on specific skills, can be developed and expanded
F 10
Internal and external influences on HR-related work
managers‘ conception of man
values/norms
(corporate culture)
central ideas/
strategies
employees‘ potentials
HR-related work
social change
employees‘ expectations
of employers
job market
economic change
legislations/
contracts
technological developments
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 10
structures/
systems
position of
HRM
F 11
T1
Self-Conception of the Personalarbeit
HR-related work
as staff unit
Visions-orientied and
integrated HR
management
institutionalization
phase
Phase of holistic
entrepreneurship
Hr-related work
as administrative
task
HR-related work as
„repair work of the
line“
phase of
bureaucratization
phase of improvisations
re-active
level of
activity
pro-active
Quelle: Hilb 2002
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 11
short-term
long-term
impact with time
F 12
Model for multiple roles of HR Managers
Administrative Expert
(Administrative Role)
•  Partner of strategy implementation
•  Align the HR Strategy to Business Strategy
•  Focus on developing HR programs that
enhance organizational performance
•  Leading Role for Best Practices
Employee Champion
(Employee Advocate Role)
HR Business
Partner
•  Mouthpiece from employees to management
•  Facilitate chances to personnel and vocational
development of the employees
•  Provide ressouces for the employees
•  Responding to epmployee complaints
Source: Ulrich (1998)
•  Efficient and effective Delivery of HR Services
•  Continous improvement of internal processes –
administrative efficiency
•  Building up of internal competence centers
Change Agent
(Facilitator of continuous change)
•  Increasing the organization´s ability to
transform
•  Provide capacities for changes
•  Designer of the organizational culture
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 12
Strategic Partner
(Strategic Role)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 14
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 13
F 13
Changing Roles of HR Management
F 14
Operational to strategic transformation of HR
F 15
•
•
•
•
•
•
Speak the language of the business
Masters HR methods
Is able to lead change processes
Familarity with HRMS Technologies
Creates cultures and work places
that facilitate the individual
performance ability and
organizational engagement
Demonstrates personal credibility
The importance to a professional
qualification and experiential
background increases.
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 15
Competence Profile of the HR Business Partner
F 16
HR Management as a Career Field
•
HR Generalist
–  A person with responsibility for performing a variety of
HR activities.
HR Specialist
–  A person with in-depth knowledge and expertise in a
limited area of HR.
•
HR Manager
–  A person who is a line manager for HR Generalists and
Specialists
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 16
•
F 17
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 17
HR Specialists
Source: HR Department Benchmarks and Analysis 2004
F 18
Internal customers
External customers
•
commercial employees
•
HR consultants
•
•
•
•
•
•
industrial employees
freelancers
contractors working in-house
operational departments
departments of administration
CEO, Management
•
•
•
•
•
•
headhunters
advertising agencies
lawyers
applicants
former applicants
future applicants
•
•
•
apprentices, trainees
employees‘ representatives
!
•
•
•
•
•
•
•
•
temporary employment agencies
seminar providers
conference hotels, travel agents
providers of HR software
third party billing
providers of professional journals and
books
associations
organizers of fairs
•
•
•
•
universities, schools
shareholders, board
health insurance
!
Source: Goerke/Wickel-Kirsch (2002)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 18
Examples of HR customers
F 19
Expectation of the internal customers
executiv
es
employ
ees
SERVICE
participation from the
customers‘ perspective
advice
strategic
partner
HR consultant
change processes
learning and
development support
change agent
promoter
individual provider
of services
HR expert
HR consultant
psychologist
consultant
trouble shooter
change agent
ombudsman
promoter/coach
HR department
HR manager
internal service provider
service-center „personnel“
CONTROL
GUIDANCE
promoter/coach
HR marketing specialist
SUPPORT
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 19
manage
ment
F 20
HR work: forms of organization
Distribution of HR competences
universalistic
participative
central
(1)
dominant, central HR
department with
universal authority
(„yesterday“)
(4)
(also) specialist executives
as HR managers, central
HR department as
comprehensive coordination
(„day after tomorrow“)
decentral
(2)
Dominance of the HR
field, but throughout the
company
(„today“)
(3)
(also) specialist executives
as HR managers, helped by
decentral HR units
(„tomorrow“)
other options:
•  Outsourcing of HR functions, „model of elimination“
•  virtual HR department
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 20
Organization of HR
department
Quelle: Scholz (2000)
F 21
continuum of division of responsibilities between HR
department and specialist department
responsibilities of HR dept.
1
2
The HR dept. has
sole authority.
The HR dept. acts
after consulting
specialist dept.
3
The HR dept. can
only act together
with the specialist
dept.
4
5
6
The specialoist
dept. can only act
together with the
HR dept.
The HR
department offers
support and
advice.
The specialist
dept. has sole
authority.
Tasks that should be performed solely by the HR department:
•
•
•
•
venture-significant tasks (e.g. HR marketing).
cross-functional tasks (e.g. conception of an HR development system).
all task that are more economically performed in the HR dept. (e.g. HR administration).
all tasks that require special skills (e.g. labour market research).
Quelle: Wunderer (1995)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 21
responsibilities of specialist dept.
F 22
HR Cooperation with Line Managers
–  Develops legal, effective
interviewing techniques
–  Trains managers in conducting
selection interviews
•  Managers
–  Advise HR of job openings
–  Decide whether to do own final
interviewing
–  Conducts interviews and testing
–  Receive interview training from
HR unit
–  Sends top three applicants to
managers for final review
–  Do final interviewing and hiring
where appropriate
–  Checks references
–  Review reference information
–  Does final interviewing and
hiring for certain job
classifications
–  Provide feedback to HR unit on
hiring/rejection decisions
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 22
•  HR Unit
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 23
HR Planning
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 24
F 23
F 24
Factors That Determine HR Plans
F 25
Human Resource Planning
•
Human Resource (HR) Planning
–  The process of analyzing and identifying the need for and availability of human resources so
that the organization can meet its objectives.
HR Planning Responsibilities
–  Top HR executive and subordinates gather information from other managers to use in the
development of HR projections for top management to use in strategic planning and setting
organizational goals
Overall
Strategic Plan
Human Resources
Strategic Plan
HR Activities
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 25
•
F 26
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 26
HR Planning Process
F 27
Planning
Planning of quantitative personnel requirements
–
–
–
–
–
•
Influencing factors
Procedures and methods
Considerworking time models
Long range personnel requirements – Retirements/locational change
Short- and medium term personnel requirements – seasonal, social and personal
fluctuations
Planning of qualitative personnel requirements
–  Recording of job requirements and determination of existing qualifications
–  according to groups:
•
•
•
professional groups
qualification groups
fields of activity
–  job description
–  requirements profile
–  capability profile
Work analysis
(job analysis,
Task analysis)
Job description
Requirements profile
The result of the task analysis is the
work analysis and the specification of
requirements.
The job description comprises:
illustration of instances
Illustration of tasks
Illustration of achievements
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 27
•
The requirements profile defines the
amout of requirements of specific tapes
of requirements.
Staffing
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 28
F 28
F 29
Job Description
•
•
•
•
•
Job : A group of related activities and
duties
Position: the different duties and
responsibilities performed by only one
employee
Job Title: status of employee, identify
duty and level occupied
Job Description: Statement of the tasks,
duties, and responsibilities of a job to be
performed
Job Specification: skills required to
perform the job and physical demands
of the job
Job Analysis: the process of obtaining
information about jobs by determining
what the duties, task, or activities of
jobs are; using data to develop job
description and job specification, and to
improve organizational performance and
productivity
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 29
•
F 30
Job Requirement
SELECTION:
determine recruitment qualification !
provide job duties and job specification for
selection process!
PERFORMANCE APPRAISAL:
provide performance
criteria for evaluating employee !
TRAINING and DEVELOPMENT:
determine training
needs and develop instructional programs!
COMPENSATION MANAGEMENT:
Provide basis for
determining employees’ rate of pay
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 30
RECRUITMENT:
F 31
Source of Data
Job Analyst
Employee
Supervisor!
Methods of
Collecting Data
Interview
Questionnaire
Records
Observation!
Job Data
Tasks
Performance
Standards
Responsibility
Knowledge
Skills and
Experience
Required
Job Context
Duties!
Job Description
Task
Duties
Responsibilities!
Human
Resources
Functions!
Job Specification
Skill Requirement
Physical demands
Ability needed!
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 31
The Process of Job Analysis
F 32
Determining Job Requirements
Nature of:
Basis of:
- What employee does
- Why employee does it
- How employee does it!
Determining Job Requirements!
JOB DESCRPTION
- Summary statement of the job
- List of essential functions of the
job!
- Employee Orientation
- Employee Instruction
- Disciplinary Action
JOB SPECIFICATION
- Personal qualifications required in
terms of skills, education and
experience !
- Recruitment
- Selection
- Development!
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 32
JOB ANALYSIS
F 33
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 33
Criteria of a Job Specification(Example)
F 34
•
•
•
•
•
•
•
•
Relevance– only take essential characteristics of the
position into account
Completeness– include all characteristics of the position
Absence of overlap– one-time survey of facts
Clearness, objectivity– definition and survey of facts has
to be verifyable interpersonally
Simplicity– characteristic values have to be easily
identifyable
Reliability– ascertion of characteristics has to be reliable
Validity– test results have to reflect the actual
requirements
Efficiency– cost-benefit analysis
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 34
Design Principles of Job Requirements
Quelle: Scholz (2000)
F 35
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 35
Job Requirement Profile (Example)
F 36
Starting Position on the Personnel Market
Major changes in businesses and environment lead to increased competition for
the best employees.
Demographic development
Dynamics, complexity,
digitalisation, globalisation of
markets
Companies face a new situation of
competition:
„fight for the best employees
Highly specific task- and job
descriptions
Mobility and fluctuation of
workforce
Change in values (e.g. postmaterialism)
Quelle: MCI Symposium 2007
Professional HR-marketing gains in
importance
Orientation of organizational
communication towards job market
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 36
•
+
Employer quality
Employer image
=
Employer attractivity
•
As an employer, you are only competitive
if you can keep the promises you make.
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 37
F 37
F 38
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 38
The employees perspective: where is the
difference?
F 39
Why do you need an employer brand-concept?
The employer brand positions the company on the market and influences the
development of preferences of potential employees
All employers
Known
employers
awareness set
Selected
employers
procesed set
Accepted
employers
decision
chosen
object
relevant
set
hold set
reject set
total set
foggy set
unawareness set
Quelle: Jäger (2007)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 39
•
F 40
External Communications
Marketing and Promotion of the
value proposition to the outside
(External Employer Branding) by
a coordinated HR marketing-mix
HR marketing-mix
Supply policy
Job profile, job design:
physical environment, process
environment, HR development
Payment policy
Substantive elements of
payment and benefits
Communication policy
Recruiting-fairs, jobboards,
recruiting-websites, „classic
job ads in newspapers and
magazines etc.
Availability policy
Definition of procurement
options: direkt
procurement, HR
consultant, headhunter, etc.
Quelle: MCI Symposium 2007
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 40
•
F 41
Internal Communications
Behavioral Branding refers to the process of anchoring brand identity in the
employees heads in order to promote brand compliant behavior and strenghten
the company brand.
Communication tools
•  Employee magazines
•  Assemblies
•  Circulars
•  Performance reviews
•  Informal discussions
Brand identity
understand
internalize
live
employee
shape
Brand image
internal
external
Quelle: MCI Symposium 2007
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 41
•
F 42
Awards 2010
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 42
Large European
Companies
F 43
What is a „Great Place to Work©
! trust those they
work for.
management
employee
own activities
! be proud of what
they are doing.
colleagues
! enjoy working
with colleagues.
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 43
! a workplace where employees are able to !
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 44
F 44
F 45
Ways of recruitment
internal
No changes
concerning
existing
employment
contracts
Additional
work such as
overtime,
extra shifts
Short-term
Holiday shifts
Long-term
external
changes
concerningexistin
g employment
contracts
HR
development
Horizontal
transfer and
vertical
promotion
Personnelleasing
Conversion of
part-time to
full-time
New
employees:
Full-time vs.
Part-time,
temporary vs.
unlimited
Vocational
education and
training such
as retraining
and
acquisition of
apprentices
Source: Hentze (1991)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 45
recruitment
F 46
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 46
Advantages and Disadvantages of Internal
and External Recruiting Sources
F 47
Internal Recruiting
–  Profiles containing background and KSA
information on current employees that allow
for key word searches to locate suitable
candidates for open positions and career
development.
–  Skills Management System(s)
•  Job Posting
–  A system in which the employer provides
notices of job openings and employees respond
by applying.
•  Promotions and Transfers
–  Upward and lateral movements of employees
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 47
•  Organizational Databases
F 48
rather passive measures
Rather active measueres
•  Self-promotion
•  Register of candidates
•  Placement by
unemployment agency
•  Personnel leasing
•
•
•
•
•
HR consultants and brokers
Employment agencies and headhunters
Billboards and notices
Job ads in print media
Recruitment via internet – E-Recruiting
•
•
•
•
Companies‘ homepages „Job Posting“
Self-applicants-services
Virtual recruiting fairs
Recruiting-games
•  Internet job sites/career websites
•  Newsgroups
•  Virtual communities
•
•
•
•
•
•
College-/university recruiting
Recruitment / recommendation by employees
Personal contact with potential candidates
Appeal to young professionals
PR (open house, etc.)
Labor Unions
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 48
Measures and sources of external recruitment
F 49
Internet Recruiting
•  Disadvantages
–  Recruiting cost savings
–  More unqualified applicants
–  Recruiting time savings
–  Additional work for HR staff
members
–  Expanded pool of applicants
–  Morale building for current
employees
–  Many applicants are not
seriously seeking employment
–  Access limited or unavailable to
some applicants
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 49
•  Advantages
F 50
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 50
What to Include in an Effective Recruiting Ad
F 51
Process of
personnel
selection
Postal application
Electronic application
!  Put documents together
!  Electronic management of
candidates (profiling)
!  online-tests, recruiting-games
Evaluation of application documents
Selection interview
!  Clarify unresolved questions, evaluate social behavior by critical
questions
!  get to know attitudes, capture expectations
Additional tests and procedures
!  Intelligence tests, performance and concentration tests, personality
tests, assessment-center
Job interview
!  Completing existing information
!  First process of negotiating premiums and incentives (payment,
working hours, vacation days etc.)
Employment
Refusal
•  letter
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 51
!  Professional competence and experience
!  Overall development in CV
F 52
Start
Short informal conversation, try for a pleasant and open atmosphere,
possibly presentation of company or job, no assessment
Self-presentation of
applicant
For a few minutes, candidate talks about his professional and personal
background, assessment according to requirement-related dimensions
Free talk
Interviewer relates to the self-presentation and application papers and
asks unresolved questions, summarising assessment of impression
Questions related to
biography
Biographical questions derived from the requirements analysis,
evaluation according to behavioral dimensions
Realistic job
information
Interviewer gives balanced information about workplace and company,
transition to situational questions
Situational questions
Constructed situational questions assessed according to behavioral
dimensions
Conclusion
Questions asked by candidate, contract preliminaries, summary, saying
goodbye, other agreements
Quelle: Schuler (1995)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 52
Procedure of Selection Interview
F 53
Selection procedure
Test procedures
Work samples
Assessment centers
Computer assisted simulations
Business simulations
Stress interview
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 53
•
•
•
•
•
•
F 54
Job evaluation
Personality assessment
Performance appraisal
Evaluation of potential
procedure:
•  Free depiction of impressions
•  Classification procedures
•  Identification and selection procedures
•  Ranking procedures
procedure:
•  Appraisal interview
•  Psychological testing
•  Biographical questionnaire
•  Work samples
•  Assessment centers
Quelle: Henzte (1980), Schuler/Prohaska (1999)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 54
Main Concepts of Judgemental Appraisal Methods
F 55
•
•
•
•
•
Assessment Center: simulated job activities
Evaluation by Superiors
Peer Ratings: Good predictors of promotion
Self-Evaluation: Leniency is a concern
Evaluation by Sub-ordinates: upward feedback. Good
predictor of managerial success. Must be anonymous
•  360 Degree Feedback: Combines evaluations from a
number of sources.
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 55
Appraisal of Managers
F 56
Evaluation Errors and Appraisal Pitfalls
„Each assessment contains subjective elements!
•
Social deceptions of perception
•
Assessment distortions
–  In some way, the judge deliberately uses different assessment criteria
–  Anchored in corporate culture („no fixed rules of the game )
•
Assessment failure
–  Differentiation is made according to the assesment grades
–  Due to strategic considerations, grades are issued according to „non-performance
criteria
•
•
Discrimination against women
Part-time employees
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 56
–  Our eyes and memory betray us!
F 57
•
•
•
•
•
•
•
•
•
•
First Impression (within a few seconds antipathy/sympathy develops,
people with similar attributes have an advantage) Similar-to-me effect
Self-Perception (personal standards always influence appraisals)
Tendency to Rate as Average (the more uncertain the assessment of the
judge, the higher the tendency to rate as average)
Contrast Effect (a weak colleague is perceived differently by stronger
colleagues as by even weaker colleagues)
Halo Effect (special individual performance oushines other performances)
St. Nicholas Effect (previously achieved proficiency level matters)
Pressure of Conformity (the social need for affiliation influences the
perception)
Good and Bad Mood (choose a neutral temper)
Stereotypes (emotionally tinged drawers of our perception; candidness,
tolerance, self-criticism, challenging and questioning oneself are crucial)
The Victim as Perpetrator – Good-Impression-Management (selling oneself
well, playing the gallery, schmoozing, bullying etc. " purposefully
infleuence the impression of others)
I only call those fat
who are fatter than me!
Who is a German civil servant?
Quelle: Dulisch (2002)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 57
Social Misperceptions
F 58
Employee appraisals are primarily evaluations
of relationships, and secondly evaluations of
people.
(Oswald Neuberger)
Appraisal Distortion
Mildness Effect (Evaluating the willingness for exertion
rather than the tangible performance; not wanting to hurt
anybody s feelings; We only have good employees as
part of the corporate self-image)
•
Don’t be impressed by any expert telling you: ”I’ve
been doing it this way for twenty years, my
friend!” – He could have easily been doing
something wrong for twenty years.
(Kurt Tucholsky)
Closeness Effect (close collaboration allows a more
positive appraisal; makes knowing and respecting each
other possible)
•
Hierarchy-Effect (the higher the hierarchic status, the
better the appraisal - the status obscures the actual
performance)
•
Benjamin Effect (social comparitive process: the younger
the person and the shorter his/her time with the company,
the stricter the appraisal – Age takes precedence over
performance – “Everybody gets a turn eventually! )
•
Glue Effect (Status-quo Effect) (the appraisal history
>>I want to play fair, so you all get the same task: Climb this tree!<<
influences the appraisal in progress– previous
performance appraisals are glued to a person – We stick
to the status-quo, because deviating from it would mean:
having to act, making new decisions, taking responsibility
“The only man who behaves sensibly is my tailor;
and, if necessary, enduring conflicts.)
he takes my measurements anew every time he sees me,
An employee cannot receive a better
appraisal than his boss!
while all the rest go on with their old measurements
and expect me to fit them”
George Bernard Shaw
Quelle: Dulisch (2002)
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 58
•
our
y
r
o
f
ion!
t
n
e
att
HR Management | 14 January 2011 | Dr. Ursula Liebhart - Slide 59
F 59