Diversity Training Program Discussion Two HRM critical thinking question, 7-b and 8-A, each critical thinking should be 2-3 paragraphs, about one page. Tot

Diversity Training Program Discussion Two HRM critical thinking question, 7-b and 8-A, each critical thinking should be 2-3 paragraphs, about one page. Total should be around two pages. Any outside sources should be cite in APA style. The following picture are the questions. Human Resource Management…
Appendix A / Critical Thinking Applications
Appendix A / Critical Thinking Applications
CRITICAL THINKING APPLICATION 7-A
CRITICAL THINKING APPLICATION 6.B
The Measurement al Pal The
specified otherwise by your instructor, this CTA has two
online assignments: one for the Five-Factor Model or “Big
Five” self-inventory and one for the “Core Self-Evaluations
Scale.”
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20. My sex life is satisfactory.
21. I am very strongly attracted to members of my own sex.
22. I used to like “drop-the-handkerchief.”
23. I’ve often wished I were a girl (or if you are a girl)
I’ve never been sorry that I am a girl.
24. I go to church almost every week.
25. I believe in the second coming of Christ.
26. I believe in life hereafter.
27. I’ve never indulged in any unusual sex practices.
28. I believe my sins are unpardonable.
29. I donated money to the Obama for President campaign.
30. I donated money to the Mitt Romney for President
campaign.
586
CRITICAL THINKING APPLICATION
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Part A. The Five-Factor Model of Personality
To access this exercise, go to the “Self-Assessments” sec-
tion of the book’s website (www.mhhe.com/bernardin6e).
Follow the directions for completing “A Profile of Your
Personality Based on the Five Factor Model” and then
print the feedback page (to be handed in at the discretion of
your instructor). After you complete the online portion of
the CTA, answer the following questions.
Discussion Questions for Part A:
1. What does research say about the use of the Five-
Factor Model (FFM) for predicting success as a
manager?
2. What does research say about the use of the Five-
Factor Model for predicting success in sales?
3. How does the validity of personality tests compare to
the validity of general mental (or cognitive) ability
tests? Explain this in correlational terms.
4. Doesn’t faking on tests like the one you took
completely undermine the usefulness of such tests
for actual personnel selection? Wouldn’t the “fakers”
get the job and those who answered honestly not
be hired (or promoted)? Justify your answer with
research.
5. Are there any other methods besides self-report
inventories that would provide for an assessment of
personality traits that might improve the validity in
the assessment of these traits?
6. What is incremental validity? Does this term apply to
the assessment of personality traits?
Assignment
Should the company be allowed to ask such questions?
Think of all issues that you considered in taking your po-
sition, or if you aren’t sure what your position on this is,
what additional information do you need? How would
the company prove the “job relatedness” of such a test?
(Review Chapter 3 material or go to www.eeoc.gov for
discussion of this term.) When must the company prove
the “job relatedness” of the test? In your home state, can a
company use political information to make decisions about
people? (Search for the answer to this question.) Also,
conduct research on trends related to the use by employers
of “facebook” and other Web-based information. Should
employers be restricted in their use of such information to
make decisions of job candidates and current employees?
Should We Measure Competencies
in Performance Appraisal?
One strong trend in performance appraisal is the assess-
ment of so-called competencies. Competencies have been
defined as bundles of knowledge, skills, or abilities. Many
of these “competencies” look a lot like the old traits that
have been condemned in a plethora of articles on appraisal.
As an illustration, the managerial competencies used
by the American Management Association include self-
confidence, positive regard, self-control, spontaneity,
stamina, and adaptability.!
Many experts argue that performance appraisal
should first focus on the record of outcomes that the per-
son (or persons) actually achieved on the job, that is, a
focus on actual performance first. Diagnostics (or causal
theories) can come later. There is nothing wrong with as-
sessing what qualities a person possesses, but that should
not be confused with measuring performance. We can
assess the extent to which a person possesses certain
technical skills through ratings by those familiar with a
person’s skills (although it would probably be better to
use some form of test). It is the manifestation of those
skills on the job in the form of outcomes that constitutes
performance.
Many companies use a software program that gives rat-
ings on a competency labeled “integrity.” Some appraisal
experts suggest that an elimination of such “competency”
labels would help focus the managers’ attention on actual
behaviors and the outcomes that result from the behaviors.
Another popular software package calls for evaluations of
managers on their “personal maturity.” Needless to say,
store managers often disagree with ratings indicating they
need work on their “personal maturity.”
AM
store, evaluating and reporting about the experience from a
customer’s viewpoint. Mystery shoppers usually review a
predetermined menu of variables for each store they shop,
based on criteria established by the retail organization. At
The Limited and The Gap, for example, mystery shoppers
follow a script to test the extent to which store employees
adhere to their training regarding customer interactions.
The use of mystery shopping has become very popu-
lar. Many organizations, including Burger King, Neiman
Marcus, Hyatt Hotels, Hertz Auto Rentals, Barneys New
York, and Revco Drug Stores, have had extensive expe-
rience using mystery shoppers to obtain customer-based
information. The method is now being used in the public
sector to determine if liquor is being sold to minors and to
assess nonprofit service.
Office Depot converts its mystery shopping data into a
customer satisfaction index, which also includes customer
complaints. The index is reported to each store manager
once a month. The data, aggregated across the year, be-
come a key determinant of each manager’s annual ap-
praisal, bonus, base salary increase, and objectives for the
next appraisal cycle.
One survey reported that a high percentage of retail
and service companies use customer data for decision
making, and 71 percent reported supplementing customer
surveys with mystery shoppers. While recent case stud-
ies describe the value of mystery shopping, little research
has examined the validity or reliability of mystery shop-
ping data. One study found that mystery shopper data were
correlated with assessment center performance and over-
all store performance among retail managers. Since effi-
ciency data are easiest to identify and contract out, mystery
shoppers may be focusing on issues such as determining
the length of time it takes an associate to approach them,
or how long they await final service delivery, or the num-
ber of times the telephone rings before it is answered, or
the number of different individuals who become involved
when a customer request strays from the norm. These mea-
sures are effective customer measures only when they cap-
ture information that real customers value highly. In other
words, if an organization’s source of competitive advan-
tages is price, or convenience, or uniqueness of service
features, or value in relation to competitors, then the pre-
ceding efficiency measures may create an inaccurate, or a
mixed, signal to employees about the performance efforts
that are really valued.
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CRITICAL THINKINO APPLICATION 7-8
The Mystery Shop
Performer
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my
de individuele periodicale
Contributed by Mary E. Wilson.
? Linowes, D., & Spencer, R. C. (1996). Privacy in the workplace in perspective.
Human Resource Management Review, 6(3), 165-182.
Benardin, H. J. (2005). Privacy in the workplace. Unpublished survey.
*Ibid., pp. 177-178
Ibid.
“Taken from Psychscreen, a screening tool used by Target stores based on
the Minnesota Multiphasic Personality Inventory (MMPI) and the California
Personality Inventory (CPI). Source: Alderman, E., & Kennedy, C. (1995). The
right to privacy. New York, NY: Alfred A. Knopf.
587
CRITICAL THINKING APPLICATION 6-B
Assignment
Whenever, is it appropriate to measure competencies?
Describe an appraisal system in which the purposes for
the appraisal system were accomplished when the sys-
tem called for assessments of personal competencies as
opposed to a record of performance outcomes.
Parry, S.B. (1996, July). The quest for competencies. Training, 48-53.
?Hagan, C.H., Konopaske, R., Bernardin, H. J., & Tyler, C.L. (2006). Predicting
assessment center performance with 360-degree, top-down, and customer-based
competency assessments. Human Resource Management, 45, 357-390.
Copyright © 2013 The McGraw-Hill Companies. All rights reserved.
Part B. The Core Self-Evaluations Scale
To access this exercise, go to the “Self-Assessments” sec-
tion of the book’s website (www.mhhe.com/bernardin6e).
Follow the directions for completing the “Core Self-
Evaluations Scale” and then print the feedback page (to
be handed in at the discretion of your instructor). After
you complete the online portion of this CTA, answer the
following questions.
Discussion Questions for Part B:
1. What does research say about the relationship
between the FFM and the Core Self-Evaluations
Scale?
2. If you were going to use a self-report inventory to
select sales personnel, would you use a Big-Five
measure, the Core Self-Evaluations Scale, neither,
or both? Explain your answer and cite any relevant
research.
The Measurement of Personality Traits!
Overview
Research supports the proposition that stable personality
characteristics are related not only to success in particu-
lar occupations but also to job and life satisfaction. The
purpose of this exercise is to provide a profile of your
personality based on valid measures of personality.
As discussed in Chapter 6, the “Big Five” factor struc-
ture has gained widespread acceptance by personality
researchers and has greatly influenced the research into in-
dividual differences. There is also strong evidence that per-
sonality measures have utility in providing vocational and
career guidance. It is clear that certain Big Five factors and
their combinations are correlated with career choice, suc-
cess, performance, and satisfaction. More recent research
also supports the validity of core self-evaluations. Unless
Allegation Agenda
CRITICAL THINKING APPLICATION 7-B
The Role of Mystery Shoppers
in Performance Appraisal
The retail industry has made noteworthy efforts in soliciting
customer feedback through its use of “mystery shopping.”
Typically, this involves contracting with an organization to
provide anonymous individuals who periodically shop the
Assignment
Pick a job in which “mystery shoppers” might provide
helpful and unique data or, if you have firsthand contact
with customers, write up an assessment as to why this con-
cept would not work in your setting. If you think such a
method would be useful, describe how you would develop
the system and incorporate data from this system into the
performance-appraisal system. Also, could your university
use “mystery shoppers”? If you think it could, what would
the “shoppers” look for? Are “mystery students” really
Contributed by Kathleen Bernardin.
Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self-
evaluations scale: Development of a measure. Personnel Psychology, 56,
303-331.
569
570
588
Human Resource Management…
CRITICAL THINKING APPLICATION 6-3
The Measurement Prally The
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Appendix A / Critical Thinking Applications
CRITICAL THINKING APPLICATION 7-D
necessary given the opportunity available to collect other
presumably valid data?
Contributed by Christine M. Hagan.
? Luria, G., & Yagil, D. (2008). Procedural justice, ethical climate and service
outcomes in restaurants. International Journal of Hospitality Management, 27,
276-283; See also Helliker, K. (1994, November 30). Smile: That cranky shopper
may be a store spy. The Wall Street Journal, p. B1.
Wilson, A. M. (2002). Attitudes towards customer satisfaction measurement in the
retail sector. International Journal of Market Research, 44, 213-222
*Hagan, C., & Bernardin, H. J. (2003). Customer feedback as a critical performance
dimension. In C. R., Schriesheim & L. L. Neider (Eds.), New directions in human
resource management (pp. 1-27). Greenwich, CT: Information Age.
*Hagan, C.H., Konopaske, R., Bernardin, H. J., & Tyler, C.L. (2006). Predicting
assessment center performance with 360-degree, top-down, and customer-based
competency assessments. Human Resource Management, 45, 357-390.
m.
CHITKAL THINKING AF
Seperties
April
Performance Appraisal Characteristics
Questionnaire
To access this exercise, go to the “Self-Assessments” sec-
tion of the book’s website (www.mhhe.com/bernardin6e).
Follow the directions for completing the assignment and
then print the feedback page (to be handed in at the dis-
cretion of your instructor). After you complete the online
portion of the CTA, answer the following questions:
1. Prepare an example of an “80 percent rule” violation
showing prima facie evidence of “disparate impact”
against older workers. Use any type of personnel
decision (e.g., terminations/retentions, promotions)
that would involve performance appraisal data.
2. Should a forced-distribution system be installed
to eliminate problems with personnel decisions?
Explain your answer based on research.
3. Assuming the company has violated the “80 percent
rule” in its decision making, what should the
company do next?
CRITICAL THINKING APPLICATION 7-C
CHITKAL THINKING APPLICATION 7-8
Pur
Appendix A / Critical Thinking Applications
culture traditionally favored the promotion of long-time,
loyal managers—often white males. The new system has
meant that many veteran white-collar workers were being
passed over for promotion by younger managers.
The lawsuit claimed that the plaintiffs unfairly received
poor evaluations that led to economic loss, embarrassment,
and mental anguish. The workers sought several million
dollars in damages.
One of the plaintiffs in the case said he had a history
of good reviews in his 23-year career as a Ford engineer.
He was chosen to participate in the Ford “Six Sigma” qual-
ity improvement program. Ford had said the “Six Sigma”
program was intended only for top employees.
But then he was informed he would receive a C grade
and was not eligible for a raise or bonus. He claims that his
supervisor could not tell him specifically where his per-
formance came up short. He said he first noticed that the
culture had changed for older workers after he returned
from a 6-year Ford assignment in Germany. “There was
this pervasive fear,” he said. “At our age it was reality-
you don’t get promoted.”
A separate Title VII class-action lawsuit also was filed
against Ford on behalf of several current employees. The
plaintiffs in this case, all white, claimed they were unfairly
given C ratings in the last year on annual performance re-
port reviews. In addition, each of the men is between 40
and 50 and is considered at a leadership level at Ford. The
lead attorney planned to cite several diversity programs at
Ford as well as public comments made by the CEO and
other company executives as proof that the automaker is
making personnel decisions based on race, age, and gender.
Ford has increasingly made diversity a top priority for
managers in recent years. At the same time, it has become
a hot-button issue among employees. The top 300 manag-
ers were asked to outline a plan to increase the diversity in
their organization. Part of the executives’ bonuses hinged
on how well they accomplished these goals. During the
same period that Ford had installed the forced-distribution
system, Fortune magazine rated Ford one of the country’s
best companies for minorities. No other automaker made
the top 50. “Increasing diversity is a major goal,” Ford’s
Miller said. “We want to be inclusive. But the evaluations
are based totally on job performance.”
Allegations of Age and Race Discrimination
against Ford Motor Company
Nine white collar workers at Ford Motor Company filed a
multimillion-dollar age discrimination lawsuit against the
automaker, a challenge to the company’s controversial em-
ployee evaluation process.
In addition, another group of salaried Ford employees
filed a Title VII class-action age and reverse discrimina-
tion suit against the Dearborn-based company in federal
district court. The claims came as some Ford employees
complained that President Jacques Nasser was attempting
to sweep out older workers. Nasser had said he wanted
to build a younger, more diverse management that would
embrace new technology in rapid change while better
reflecting Ford’s customer base.
At issue in both cases was Ford’s forced-distribution
appraisal system for its top 18,000 managers and execu-
tives. Under Ford’s new policy, instituted to replace the old
appraisal system, 10 percent of employees had to receive
A grades, 80 percent had to get Bs, and 10 percent had to
receive Cs.
Those who received Cs were not eligible for a raise or
bonus, and a C grade for two consecutive years was grounds
for demotion or termination. Lawyers for the nine employ-
ees who filed suit claimed that Ford was using the grading
scale to systematically weed out older workers. They asked
the court to prohibit further use of this system. “We believe
Ford is using this system to get rid of older workers,” said
Morgan Bonanny, a lawyer for the plaintiffs. “Our hope is
to stop this program before anyone else gets hurt.”
Ford spokesman Edward Miller said the grading
system-referred to internally as the “performance man-
agement process”-does not take an employee’s age into
account. “It’s designed to be fair to everybody,” he said.
“We want all our people to contribute at higher levels,
but the age of a worker shouldn’t be a consideration.”
While Ford is not the only major company using a forced-
distribution system, the automaker has been among the
most vocal in promoting and defending the approach.
Some within Ford maintain that the grading system
struck a nerve at Ford because its conservative corporate
America Inc., Archer Daniels Midland Co., Arkansas
Human Services Department, Texaco, JCPenney, and
Baker and McKenzie were all ordered to pay in the millions
of dollars that some say a “best practice workplace diver-
sity” program would have avoided. According to EEOC,
there were over 25,000 new harassment claims made in
2010 alone with total monetary benefits in fiscal year 2010
alone at over $58 million.
The next question is, what is to be trained? The dam-
ages in court cases are awarded based on behavior and
instances of illegal conduct. San Diego Gas & Electric
Company and Wal-Mart were ordered to pay $3 million
and $5 million, respectively, to employees who were sub-
jected to illegal conduct. At the power company, a black
former employee had been called “nigger,” “coon,” and
“boy” and was threatened by a co-worker in the presence
of a manager to “beat his black ass.” He also had racial and
sexual graffiti written about him on the men’s room walls.
SDG&E did not stop or discipline the transgressions. A
woman stockroom clerk was subject to comments concern-
ing her anatomy and unwelcome attempts to kiss her by her
supervisor at Wal-Mart. Wal-Mart was ordered to pay even
though the company has a strong sexual harassment policy
because the store manager did nothing to stop the harass-
ment after the employee complained.?
How is the training going to be done? Careful planning
and designing will prevent problems such as poor atten-
dance and nonownership of diversity management. A divi-
sion executive of a major insurance firm declined to send his
managers to the company’s diversity training. His response
was a blunt “if there’s a…
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