Training Performance Raters Through Error-based Experiential Learning

2001 ◽  
Vol 7 (1) ◽  
pp. 1-12
Author(s):  
Shelda Debowski
Keyword(s):  
Experiential Learning ◽  
Good Practice ◽  
Human Resource Managers ◽  
Training Performance ◽  
Training Strategy ◽  
Learning Platform ◽  
Resource Managers ◽  
Alternative Approach ◽  
Traditional Training ◽  
Rater Error

AbstractHuman resource managers need to understand issues relating to rater error. There are well-established ways to introduce these concepts to those training in the field. However, they require a substantial period of training to be successful. Their use in a tertiary setting can be severely constrained by time limitations. An alternative approach to these traditional training styles is that of error-based experiential learning. This training strategy immerses students in erroneous experiences that are then explored and used as a learning platform to build models of good practice. The training process used to structure the exercise is described in detail, illustrating the various errors committed by the trainees. Student feedback from the exercise and some likely risks attached to the activity are also discussed.

Training Performance Raters Through Error-based Experiential Learning

2001 ◽  
Vol 7 (1) ◽  
pp. 1-12
Author(s):  
Shelda Debowski
Keyword(s):  
Experiential Learning ◽  
Good Practice ◽  
Human Resource Managers ◽  
Training Performance ◽  
Training Strategy ◽  
Learning Platform ◽  
Resource Managers ◽  
Alternative Approach ◽  
Traditional Training ◽  
Rater Error

AbstractHuman resource managers need to understand issues relating to rater error. There are well-established ways to introduce these concepts to those training in the field. However, they require a substantial period of training to be successful. Their use in a tertiary setting can be severely constrained by time limitations. An alternative approach to these traditional training styles is that of error-based experiential learning. This training strategy immerses students in erroneous experiences that are then explored and used as a learning platform to build models of good practice. The training process used to structure the exercise is described in detail, illustrating the various errors committed by the trainees. Student feedback from the exercise and some likely risks attached to the activity are also discussed.

EFFECTS OF HUMAN RESOURCE MANAGEMENT ON BUSINESS PERFORMANCE OF SMALL AND MEDIUM SIZE MANUFACTURERS IN HANOI – VIETNAM

2012 ◽  
Vol 02 (06) ◽  
pp. 47-54
Author(s):  
Ngo Van Tuan ◽  
Nguyen Minh Ngoc
Keyword(s):  
Performance Appraisal ◽  
Human Resource ◽  
Business Performance ◽  
Business Owners ◽  
Incentive Compensation ◽  
Medium Size ◽  
Human Resource Managers ◽  
Training Performance ◽  
Resource Managers ◽  
And Performance

This research examines the relationships between HRM practices and performance of manufacturing SMEs in Ha Noi. Questionnaires were sent to CEOs, business owners, or human resource managers at 300 manufacturing SMEs in Ha Noi, 245 responses were collected and 200 qualified responses were left after screening. The findings indicate positive relationships between training, performance appraisal, incentive compensation and performance of manufacturing SMEs in Hanoi. This study partly clarifies the conflicting results of the previous studies on the relationships between training, performance appraisal, incentive compensation and firm performances.

scholarly journals An Analysis Of Rater Error In Recruitment And Selection Process Of IT Organizations

2018 ◽  
Vol 8 (1) ◽  
pp. 91-109
Author(s):  
Z. B. Junaid ◽  
Muhammad Siddique ◽  
Mariya Baig
Keyword(s):  
Selection Process ◽  
Objective Evaluation ◽  
Human Resource Managers ◽  
Recruitment Process ◽  
Rater Training ◽  
Resource Managers ◽  
Qualitative Research Methodology ◽  
It Organizations ◽  
Rater Error ◽  
Recruitment And Selection

This paper attempts to study the extent to which rater error is prevalent in recruitment and selection process in Islamabad based Information Technology (IT) organizations. The study observed, evaluated and analyzed complete recruitment process of the 03 selected organizations to find out any conscious or unconscious activity of rater error during the selection process. The study employed qualitative research methodology in which whole selection process was monitored in person, all recruitment forms and documents were studied, unstructured interviews were conducted with the Chief Operating Officers, the Human Resource managers, the technical managers of the organizations and even the candidates. After thorough analysis, the findings of the study reveal that rater errors exist in all of the three organizations, influenced by several conscious and unconscious factors. Results show that stereotyping, halo effect, contrast effect, similarto- me effect and first impression effect were prevalent in the organizations which undermine the objective evaluation of candidates to a greater extent. The study recommends the organizations should pursue rater training programs of the all managers, executives involved in the recruitment process and conducting panel interviews for minimizing the rater errors.

scholarly journals An Analysis Of Rater Error In Recruitment And Selection Process Of IT Organizations

2020 ◽  
Vol 8 (1) ◽  
Author(s):  
Z. B. Junaid ◽  
Muhammad Siddique ◽  
Mariya Baig
Keyword(s):  
Selection Process ◽  
Objective Evaluation ◽  
Human Resource Managers ◽  
Recruitment Process ◽  
Rater Training ◽  
Resource Managers ◽  
Qualitative Research Methodology ◽  
It Organizations ◽  
Rater Error ◽  
Recruitment And Selection

This paper attempts to study the extent to which rater error is prevalent in recruitment and selection process in Islamabad based Information Technology (IT) organizations. The study observed, evaluated and analyzed complete recruitment process of the 03 selected organizations to find out any conscious or unconscious activity of rater error during the selection process. The study employed qualitative research methodology in which whole selection process was monitored in person, all recruitment forms and documents were studied, unstructured interviews were conducted with the Chief Operating Officers, the Human Resource managers, the technical managers of the organizations and even the candidates. After thorough analysis, the findings of the study reveal that rater errors exist in all of the three organizations, influenced by several conscious and unconscious factors. Results show that stereotyping, halo effect, contrast effect, similarto- me effect and first impression effect were prevalent in the organizations which undermine the objective evaluation of candidates to a greater extent. The study recommends the organizations should pursue rater training programs of the all managers, executives involved in the recruitment process and conducting panel interviews for minimizing the rater errors.

EMPLOYER BRANDING OF MICRO, SMALL AND MEDIUM ENTERPRISES (MSMES) IN INDONESIA

2019 ◽  
Vol 4 (1) ◽  
pp. 165-174
Author(s):  
Ambara Purusottama ◽  
Teddy Trilaksono ◽  
Ari Ardianto
Keyword(s):  
Financial Constraints ◽  
Small And Medium Enterprises ◽  
Human Resources Management ◽  
Qualitative Approach ◽  
Human Resource Managers ◽  
Employer Branding ◽  
Resources Management ◽  
Resource Managers ◽  
Medium Enterprises ◽  
Depth Interviews

This study attempts to narrow the gaps that exist in the literature about branding in the context of micro, small and medium enterprises (MSMEs). The research method used is a qualitative approach through in-depth interviews with Owners, Managing Directors, and Human Resource Managers in MSMEs. The results of this study indicate that the UMKM employer branding is still limited to intention. It can be seen from the absence of programs or activities that support employer branding programs that are felt directly by their employees. This is induced by the focus of MSME businessmen who are still on fundamental issues such as financial constraints and the absence of loyal consumers. The results of this study can be used by educators or stakeholders in Indonesian MSMEs as a reference for formulating employer branding approaches and strategies that are in line with the characteristics of MSMEs in Indonesia. Keywords: Employer branding, Human resources management, Micro, small and medium enterprises

Human Resource Practices in the Non-Star Category Hotels in Kolkata

2015 ◽  
Vol 8 (1and2) ◽  
Author(s):  
P. R. Sandilyan ◽  
Sutheeshana Babu S.
Keyword(s):  
Empirical Study ◽  
Work Environment ◽  
Human Resource ◽  
Minimum Wages ◽  
Human Resource Practices ◽  
Human Resource Managers ◽  
Large Pool ◽  
Resource Managers ◽  
Safety Work ◽  
The City

In this empirical study, the authors made an attempt to examine the challenges faced by the human resource managers and employees as well as the benefits extended to the employees in the non-star hotel segment in the city of Kolkata It was also endeavored to ascertain the standards maintained by these hotels specifically the hygiene, safety, work environment and to mandatory legal and regulatory compliances. The results show that while these hotels were profitable and enjoyed a healthy market, the human resource practices were unhealthy and discriminatory in nature. Employees were neither provided with minimum wages and benefits nor have the establishments shown any interest in adhering to the mandatory compliances. This could largely be attributed to predominance of largely unskilled or inadequately qualified employees and a large pool of outsourced manpower.

The hollowing out of the workforce: what potential for organisational learning?

2001 ◽  
Vol 20 (1) ◽  
pp. 7-18
Author(s):  
John Kidd ◽  
Frank-Jürgen Richter
Keyword(s):  
Enterprise Resource Planning ◽  
Middle Management ◽  
Resource Planning ◽  
Organisational Learning ◽  
Human Resource Managers ◽  
Joint Effort ◽  
Strategic Networks ◽  
Japanese Firms ◽  
Resource Managers ◽  
Strategic Networking

The study of organisational networking has suggested that a joint effort applied to some task is often to the advantage of both parties. Recent studies have indicated that many strategic networks of Japanese firms have been both strategic and also permeable – to the extent that each firm takes on some of the characteristics of the other in order to fulfil a task. However the emergent characteristic of ‘downsizing’, which hit the Western firms a decade ago, has now moved to Japan where their reluctant human resource managers have begun to ‘hollow out’ their workforce – and much of the effect falls upon the middle management cadre. In turn we are seeing in Europe, across the Japanese production subsidiaries, that they have embraced the precepts of Enterprise Resource Planning (ERP) in the form of applications programmes promoted by SAP, Oracle, Baan, PeopleSoft and others – so as to be better informed of the data in their pan-European enterprise. Our thesis is that the effects of the hollowing out needs to be very carefully managed in both the single enterprise and between multi-enterprises. And the implementation of ERP needs precise management in multi-national firms in general, and Japanese firms in particular, if they are to engage in strategic networking with any degree of permeability – since they will have little resultant organisational slack to generate new organisational learning.

scholarly journals Expatriation, alcohol and drugs: antecedents and consequences of substance use in expatriation

2018 ◽  
Vol 6 (3/4) ◽  
pp. 316-334 ◽  
Author(s):  
Olivier Wurtz
Keyword(s):  
Substance Use ◽  
Well Being ◽  
International Experience ◽  
Organizational Level ◽  
Human Resource Managers ◽  
Content Type ◽  
Individual Level ◽  
Resource Managers ◽  
Antecedents And Consequences ◽  
High Level

PurposeExpatriation is known to be stressful. The purpose of this paper is to examine stress as an antecedent of substance use (SU) during expatriation and related effects on expatriates’ work adjustment. Moreover, the study sheds light on individual-level moderators (i.e. gender and prior international experience) and organizational-level moderators (i.e. organizational social support) that might condition the stress–SU link.Design/methodology/approachThis work adopts a quantitative survey approach. It is based on two studies, one of 205 expatriates and one of 96 expatriate–supervisor dyads. The data were collected through personal networks and with the help of multinational companies.FindingsThis research shows that stress at a medium- to high-level increases SU among male expatriates, but not among female expatriates. Expatriates with substantial prior international experience were identified as being more prone to react to stress by resorting to SU. It also provides evidence that SU to aid coping harms professional adjustment. Moreover, some implications relating to professional adjustment are discussed.Research limitations/implicationsSU was self-reported; this may have deterred users from accurately reporting their consumption levels. Moreover, convenience samples have been used. Preventive actions limiting SU, such as well-being programs, could be sponsored by local human resource managers in order to limit this phenomenon.Originality/valueThis work is one of the first to analyze SU among expatriates. It shows that some expatriates are more at risk than others of resorting to such use to cope with the hardships of expatriation.

scholarly journals HR Managers’ Roles & Contributions in Merger Processes

2011 ◽  
Vol 1 (1) ◽  
pp. 64 ◽  
Author(s):  
Khalil Al Jerjawi
Keyword(s):  
Organizational Change ◽  
Global Financial Crisis ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Merger Process ◽  
Strategic Role ◽  
Merging Process ◽  
International Mergers ◽  
Research Gap ◽  
Hr Managers

As companies have engaged in domestic and international mergers over the last few years in order to match the macroeconomic trends operating on a worldwide and more recently to cope with the current global financial crisis, human resource managers have been encouraged to play a more strategic role in their organizations, especially in the case of extensive and radical organizational change such as merging process. This study addresses and works on the existing research gap by investigating the roles of HR managers among the different roles which were defined at the fist by Dave Ulrich. This paper demonstrates that HR managers are an essential part of merger and that HR practices should be given an extensive emphasizing throughout such organizational change “the merger process”.

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