Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–10
CLASSROOM OUTLINE
Manage U: How to Prepare for a Job Interview
It is important to avoid common mistakes that people make in the interview process. First, it is
important to prepare by making sure you can discuss the firm and its competitive situation. You
also want to reflect on what strengths you would bring to the position and some of your
Possible Topics for Discussion:
• What kind of advice do you see here that you wish you’d followed in the past?
• What will you do differently next time?
9.1 Strategic Human Resource Management
POWERPOINT SLIDES:
#4 Human Resource Management
#5 The Strategic HRM Process
#6 Understanding Current Employee Needs
#8 Predicting Future Employee Needs
Section 9.1 discusses human resource management, which consists of the activities managers
perform to plan for, attract, develop, and retain an effective workforce. Planning the human
resources needed consists of understanding current employee needs and predicting future
employee needs.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
One way that you could begin your coverage of these topics is to have the students watch the
Topics and Tips for Discussion:
1. Discuss what companies should do to make their employees feel like they are the firm’s
most important assets.
Rarely is it the tangible assets of a firm that have the most impact in distinguishing the
2. Discuss the challenges firms are likely to face when planning their future HR needs.
One challenge that firms face is that their current needs can change. Technology can
dramatically transform the tasks performed in a job and change the skills need to
3. Discuss how HR practices can contribute to employee engagement and make a workplace
great.
As will be discussed in Chapter 11, employee engagement employee reflects employees’
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–12
Section 9.1 Key Concepts:
Human Resource Management
● Human resource (HR) management consists of activities managers perform to plan for,
attract, develop, and retain an effective workforce.
SELF-ASSESSMENT 9.1
Assessing the Quality of HR Practices
This 14-question Self-Assessment determines the quality of HR practices at students’ current or
previous places of employment. Questions on complaint processes, interviews, and evaluations
are presented
Click for follow-up activity.
Human Resources as Part of Strategic Planning
● The purpose of the strategic human resource process is to get the optimal work
performance that will help the company’s mission and goals.
● Three concepts important in this view of human resource management are human capital,
knowledge workers, and social capital.
o Human capital is the economic or productive potential of employee knowledge,
experience, and actions.
Planning the Human Resources Needed
● Strategic human resource planning consists of developing a systematic, comprehensive
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–13
o The purpose of job analysis is to determine, by observation and analysis, the basic
elements of a job.
résumés.
● Predicting Future Employee Needs
o Predicting future employee needs means you must be knowledgeable about what
human resources the organization may need and the likely sources for that
staffing.
9.2 Recruitment & Selection: Putting the Right People into
the
Right Jobs
POWERPOINT SLIDES:
#9 Recruitment and Selection
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
#10 Internal and External Recruiting: Advantages and Disadvantages
#16 and 17 Employment Tests
Section 9.2 discusses the HR tasks of recruitment and employee selection. Recruitment can be
from within or outside the company. Selection tools, including background information,
interviews, and employment tests are described.
One way that you could begin your coverage of these topics is to have the students watch the
Topics and Tips for Discussion:
1. Think back to the last job interview that you had. Describe the type of interview
questions that were used, and critique how effective you believe the questions were in
determining if you were the ideal candidate for the position.
Students have likely experienced both unstructured and structured interviews. Candidates
2. Describe a time you received a realistic job preview as part of the hiring process. Did it
help you to make a better decision? Describe the potential advantages and disadvantages
for employers of providing a realistic job preview.
Realistic job previews (RJPs) are designed to allow candidates to make more informed
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–15
Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
advantage of RJPs is that they will reduce employee turnover. Newly recruited employees
are likely to quit when their job is not what they anticipated. RJPs can help candidates
fiself–select” out of the recruiting process early if they know they would not be happy in
the position, thus, saving the firm the time and effort that otherwise would have been
wasted on recruiting, hiring, and training the employee who would have quickly quit
anyway. A disadvantage is that they can be time consuming and expensive to develop.
They also have the potential to be deemed discriminatory if the intent or the consequence
of using the RJP is that it deters women, minorities, people over the age of 40, or
individuals with disabilities from applying for positions.
3. Provide recommendations for how employers can overcome the potential for bias in the
recruitment and selection process.
There are several best practices managers can follow to reduce the potential for bias in
the recruitment and selection process. One is for hiring managers to only review résumes
Section 9.2 Key Concepts:
Recruitment: How to Attract Qualified Applicants
● Recruiting is the process of locating and attracting qualified applicants for jobs open in
the organization.
● Internal recruiting means making people already employed by the organization aware of
job openings.
o Most vacant positions in organizations are filled through internal recruitment.
● External recruiting means attracting job applicants from outside the organization.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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o In years past, job notices were placed through newspapers, employment agencies,
union hiring halls, college placement offices, executive recruiting firms, and so
on.
Connect® Exercise
CLICK AND DRAG: Internal and External Recruiting
Summary of Activity:
In this Click and Drag exercise, students will match internal and external recruiting with their
proper descriptions/examples.
SELF-ASSESSMENT 9.2
Assessing Your Person-Job Fit
This 9-question Self-Assessment determines students’ job fit. Questions on liking what you do,
goals and needs being met, and ability to use talents are presented.
Click for follow-up activity.
Interactive Classroom Material:
EXAMPLE: The Changing Job Market: Millennials, the Gig Economy, and the Episodic
Career
This Example discusses the reasons behind the gig economy, the increasing use of job specific,
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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Selection: How to Choose the Best Person for the Job
● The selection process is the screening of job applicants to hire the best candidate.
● Selection is an exercise in prediction: How well will the candidate perform the job, and
how long will he or she stay?
Background Information: Application Forms, Résumés, and Reference Checks
● Application forms and résumés provide basic background information about job
applicants such as citizenship, education, work history, and certifications.
Interactive Classroom Material:
EXAMPLE: Lies Job Applicants Have Told
This Example describes two of the most common lies applicants tell on their résumés. Applicants
most frequently lie about their education or the employment history, or even both. Real world
Group Exercise #1: Choosing the Best Person for the Job
There is a Group Exercise available at the end of this manual that provides students with the
opportunity to gain further knowledge of the selection process.
Exercise Objectives:
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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McGraw-Hill Education.
● Interviewing is the most commonly used employee-selection technique, and these
interviews can take place face to face, by videoconference, phone, or via the Internet.
● To help eliminate bias, interviews can be designed, conducted, and evaluated by a
committee of three or more people.
● There are three common interview forms: unstructured interviews, and two types of
structured interviews (situational and behavioral-description).
o An unstructured interview involves asking probing questions to find out what the
applicant is like.
o The structured interview involves asking each applicant the same questions and
comparing their responses to a standardized set of answers.
Interactive Classroom Material:
PRACTICAL ACTION: The Job Interview: What Employers Are Looking For
This Practical Action walks the students through an interview from the point of view of the
Connect® Exercise
CLICK AND DRAG: Three Types of Interviews
Summary of Activity:
Group Exercise #2: Practicing Your Interview Skills
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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This Group Exercise is available at the end of this manual. It provides students with the
opportunity to practice interviewing skills.
Exercise Objective:
Employment Tests: Ability, Personality, Performance, Integrity, and Others
● Employment tests are legally considered to consist of any procedure used in the
employment selection decision process.
● Ability tests measure physical abilities, strength and stamina, mechanical ability, mental
abilities, and clerical abilities.
● Performance tests, or job tryouts, measure performance on actual job tasks.
● Personality tests measure personality traits such as adjustment, energy, sociability,
independence, and need for achievement.
● Integrity tests assess attitudes and experiences related to a person’s honesty,
dependability, trustworthiness, reliability, and prosocial behavior.
● When appropriate, the organization can also use drug testing, polygraphs, genetic
screening, and handwriting analysis.
Interactive Classroom Material:
EXAMPLE: Personality Tests: Pros and Cons
This Example lays out the pros and cons of using personality tests as selection elements in
Reliability and Validity: Are the Tests Worth It?
● Two important legal considerations about any test are its reliability and its validity.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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Copyright © 2020 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
o Reliability is the degree to which a test measures the same thing consistently, so
that an individual’s score remains about the same over time, assuming the
characteristics being measured also remain the same.
o Validity means the test measures what it purports to measure and is free of bias.
● If a test is supposed to predict performance, then the individual’s actual performance
should reflect his or her score on the test.
Geeks, Robots, and People Analytics
● With fitalent analytics” or fipeople analytics,” engineers, statisticians, and computer
scientists are applying analytics and robotics to overcome behavioral biases in
recruitment.
9.3 Managing an Effective Workforce: Compensation and
Benefits
POWERPOINT SLIDES:
#18 Compensation and Benefits
#19 Benefits: No Small Cost
Section 9.3 discusses managing compensation. Compensation includes wages or salaries,
incentives, and benefits.
One way that you could begin your coverage of these topics is to profile Amazon’s decision to
Topics and Tips for Discussion:
ONLINE
9–21
1. Describe the benefits offered by your company (or a previous employer), and discuss
which ones are the most important to you. What other benefits do you wish your
company offered?
Students are likely to place more value on benefit offerings that allow them to customize
their benefits to their needs and interests. One benefit that is increasingly popular with
2. How can companies calculate the return on investment of providing specific benefits?
3. Discuss the reasons why incentive plans often fail to motivate.
Incentive plans might fail to motivate if employees don’t understand them. If they don’t
Section 9.3 Key Concepts:
Compensation
• Three parts: (1) wages or salaries, (2) incentives, and (3) benefits.
Wages or Salaries
● Base pay consists of the basic wage or salary paid employees in exchange for doing their
jobs.
Incentives
● Many organizations offer incentives, such as commissions, bonuses, profit-sharing, and
stock options.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
● Incentives are designed to attract high-performing employees and to induce those already
employed to be more productive.
Benefits
● Benefits, or fringe benefits, are additional nonmonetary forms of compensation designed
Connect® Exercise
CLICK AND DRAG: Compensation & Benefits
Summary of Activity:
9.4 Orientation and Learning and Development
POWERPOINT SLIDES:
#20 and 21 Orientation, Learning, and Development
#23 Types of Learning and Development
Section 9.4 discusses two ways newcomers are helped to perform their jobs. These include
orientation, which fits them into the job and the organization; and learning and development,
which upgrades employees’ skills in their current position and develops them for future
opportunities.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
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McGraw-Hill Education.
most recent employer. For those students without relevant work experience, you could have them
critique the student onboarding experience at your academic institution.
Topics and Tips for Discussion:
1. Evaluate the effectiveness of the orientation training that you received for your last job.
What was good about the training, and what could have been better?
2. Discuss ways that companies could evaluate the effectiveness of their training programs.
Training programs are often evaluated using four metrics: reactions, learning, behavior,
and results. Reactions measures gauge how the participants felt about the training. Did
3. Assume you want to get promoted at work within the next three years. What development
opportunities should you seek out to help you get promoted? What specific skills and
competencies do you need to develop?
Section 9.4 Key Concepts:
Orientation
● Onboarding refers to programs that help employees to integrate and transition to new
jobs by making them familiar with corporate policies, procedures, cultures, and politics
by clarifying work-role expectations and responsibilities.
● Orientation is helping the newcomer fit smoothly into the job and the organization.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
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● The first six months on the job can be critical to how an employee performs over the long
haul because that’s when the psychological patterns are established.
Learning and Development
● The learning and development process involves five steps, shown in Figure 9.2 in the
text.
● Development is the term describing educating professionals and managers in the skills
they need to do their jobs in the future.
● Different kinds of learning and development methods are used to teach facts and to teach
skills.
Connect® Exercise
CLICK AND DRAG: Five Steps in the Learning and Development Process
Summary of Activity:
Interactive Classroom Material:
EXAMPLE: Keller Williams Realty: Learning for Earning
This Example describes the emphasis Keller Williams Realty puts on training and development.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
Click for follow-up activity.
SELF-ASSESSMENT 9.3 CAREER READINESS
Is a Career in HR Right for You?
This 24-question Self-Assessment determines if a student is more suited for a career as an HR
9.5 Performance Appraisal
POWERPOINT SLIDES:
#24–27 Performance Appraisal
#29 Who Should Make Performance Appraisals?
#30 Forced Ranking: Grading on a Curve
#31 Effective Performance Feedback
Section 9.5 discusses performance management and performance appraisals. Performance
appraisals, or assessing employee performance and providing them feedback, may be objective
CAREER
READINESS
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–26
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McGraw-Hill Education.
The second step is to monitor and evaluate performance. Students may feel like their
company’s performance management process is not really an annual review, but rather
just a review of the last few weeks before the manager’s evaluation was due. The third
step is to provide feedback. Students may feel like the feedback they got was not specific
enough to help them change their behaviors or that the feedback was overly critical. The
final step is to provide consequences. Poor performers should experience negative
consequences, while good performers should be rewarded. Too often in organizations
managers avoid dealing with poor performers and don’t give enough recognition to good
performers.
2. Analyze the advantages and disadvantages of using supervisors, coworkers, subordinates,
customers, and self-appraisals as the source of performance appraisal information.
Supervisors are often familiar with the duties of the position and can be in the best
position to provide objective feedback about an employee’s performance. The limitation
of using supervisors is that they may not have an opportunity to frequently observe the
3. Analyze the advantages and disadvantages of using forced ranking performance review
systems.
A benefit of a forced ranking system is that it forces managers to make distinctions in
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–27
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McGraw-Hill Education.
performance. A better approach is to have clear performance standards and then
evaluate each worker independently to assess whether he or she met those standards.
Section 9.5 Key Concepts:
Performance Management
● Performance management is a set of processes and managerial behaviors that involve
defining, monitoring, measuring, evaluating, and providing consequences for
performance expectations.
Connect® Exercise
CLICK AND DRAG: The Performance Management System
Summary of Activity:
Interactive Classroom Material:
EXAMPLE: Performance Management at Edward Jones
This Example details the four-step performance management system at Edward Jones & Co., the
largest U.S. securities firm in number of branches and employees. The performance management
Performance Appraisal
● A performance appraisal, or performance review, consists of (1) assessing an employee’s
performance, and (2) providing him or her with feedback.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–28
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McGraw-Hill Education.
o One good reason for having objective appraisals is that they measure results, not
personalities.
o Objective appraisals are also harder to challenge legally because they are not
subject to personal bias.
o Management by objectives (MBO) is an objective approach used to encourage
employees to produce specific results.
● Subjective appraisals are based on a manager’s perceptions of an employee’s traits or
behaviors.
o Trait appraisals are ratings of subjective attributes such as attitude, initiative, and
leadership.
Connect® Exercise
CLICK AND DRAG: Objective and Subjective Performance Appraisals
Summary of Activity:
In this Click and Drag exercise, students will match objective and subjective performance
appraisals with their proper examples/descriptions.
Who Should Make Performance Appraisals?
● Most performance appraisals are done by managers, but to add different perspectives,
appraisal information can be provided by other people knowledgeable about particular
employees.
Kinicki/Williams, Management, 9e: Chapter 9 Human Resource Management: Getting the Right People for
Managerial Success
9–29
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McGraw-Hill Education.
o The employee then goes over the results with his/her manager, and they put
together a plan for performance goals.
o Collecting performance information from multiple sources helps the person being
evaluated get a broad view of his or her performance, and it highlights any biases
and perceptual errors that might be occurring.
● In forced ranking performance review systems, all employees within a business unit are
ranked against one another, and grades are distributed along some sort of bell curve.
o Top performers are rewarded with bonuses and promotions; the worst performers
are rehabilitated or dismissed.
o This technique encourages managers to identify and remove poor performers and
Effective Performance Feedback
● The point of performance appraisal is to stimulate better job performance.
● Today companies are choosing a qualitative approach to employee appraisals.
● Managers are trained on how to coach and regularly check in with employees, giving
them continuous, real-time feedback and solutions.
● Formal appraisals are conducted at specific times throughout the year and are based on
performance measures that have been established in advance.
Connect® Exercise
CASE ANALYSIS: Google’s Success Builds from Its Progressive Approach toward Human
Resource Management
Summary of Activity:
In this Case Analysis, students will read about Google’s innovative approach toward human
resource management. After reading the case, students will respond to 4 multiple-choice
questions to measure comprehension.
Follow-Up Activity: