Documente Academic
Documente Profesional
Documente Cultură
Topic 4
Work Redesign, HR Planning, Selection, Job Evaluation = Job Analysis
Performance Appraisal, Training & Development, Career Planning, Job
Analysis = Job Analysis
Topic 5
Recruitment Sources
Split Internal and External
1.
2.
3.
4.
5.
6.
Topic 6
5 evaluation selection methods
1.
2.
3.
4.
5.
6.
7.
Interviews
References & Biographical Data
Physical Ability Tests
Cognitive Ability Test ( Reliable)
Personal Inventories
Work Samples
Honesty & Drugs Test
Big 5 Dimension
1. Extroversion
Extraversion is characterized by breadth of activities (as opposed to depth),
surgency from external activity/situations, and energy creation from external
means.[40] The trait is marked by pronounced engagement with the external
world. Extraverts enjoy interacting with people, and are often perceived as full of
energy. They tend to be enthusiastic, action-oriented individuals. They possess
high group visibility, like to talk, and assert themselves. [41]
Introverts have lower social engagement and energy levels than extraverts. They
tend to seem quiet, low-key, deliberate, and less involved in the social world.
2. Inquisitiveness
general appreciation for art, emotion, adventure, unusual ideas, imagination,
curiosity, and variety of experience. People who are open to experience are
intellectually curious, open to emotion, sensitive to beauty and willing to try new
things. They tend to be, when compared to closed people, more creative and
more aware of their feelings. They are also more likely to hold unconventional
beliefs.
3. Adjustment
5. Agreeableness
The agreeableness trait reflects individual differences in general concern for
social harmony. Agreeable individuals value getting along with others. They are
generally considerate, kind, generous, trusting and trustworthy, helpful, and
willing to compromise their interests with others. [42] Agreeable people also have
an optimistic view of human nature.
Disagreeable individuals place self-interest above getting along with others. They
are generally unconcerned with others' well-being, and are less likely to extend
themselves for other people. Sometimes their skepticism about others' motives
causes them to be suspicious, unfriendly, and uncooperative. [43]
Topic 8
Performance Management Process
1.
2.
3.
4.
5.
6.
Managers
Customers
Peers
Self
Subordinates
Input
Employee Characteristics
Feedback
Consequences
Performance Standards/Goals