Healthcare and Medicine Reference
In-Depth Information
Three Primary Human Resource
Functions: Hiring, In-Service
Training, and Termination
The mistakes made when we hire workers are mistakes that can haunt us
for a good deal of time, but the mistakes made in terminating a worker
can have long-term legal ramifications. This chapter is about hiring and
terminating workers in the most effective and legally correct ways. One
of the most important aspects of hiring and keeping the best people for
the job is the use of an evaluation process that takes subjectivity out of
the mix. Chapter 10 discusses the how and why of behavioral worker eva-
luations that set organizational standards and measure a worker's perfor-
mance based on those standards rather than a subjective evaluation
process that will not hold up if there are legal challenges. Key to keeping
good workers is the degree to which organizations provide staff develop-
ment and in-service training. Both issues are discussed in the chapter.
Additionally provided are addresses of five Internet sites which may be
useful in better understanding best practices in hiring and termination,
and a case with questions that puts you in an actual organizational setting
experiencing difficult worker problems.
Fernandez-Araoz (1999) notes that, two thousand years ago, officials in
the Han dynasty tried to make hiring scientific by developing detailed job
descriptions for civil servants, but discovered that even with the job
descriptions and an attempt to make the process objective, few new hires
worked out as well as expected. Today, according to Fernandez-Araoz,
we tend to use many of the same approaches utilized by early manage-
ment researchers, with the same unhappy results: between 30% and 40%
of all hires end in terminations or resignations.
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