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The Human Resources Program-Evaluation Handbook
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The Human Resources Program-Evaluation Handbook

Edited by:


August 2003 | 600 pages | SAGE Publications, Inc
Technological advances and rapid changes in workforce demographics pose extensive challenges to human resources program evaluators. But little has been done to document successful human resources program assessment and implementation strategies.

The Human Resources Program-Evaluation Handbook is the first book to present state-of-the-art procedures for evaluating and improving human resources programmes. The editors provide a user-friendly yet scientifically rigorous `how to' guide to organizational programme-evaluation. Integrating perspectives from a variety of human resources and organizational behaviour programmes, a wide array of contributing professors, consultants and government personnel successfully link scientific information to practical application.

Offering authoritative guidance to both novice and experienced program evaluators, this unique guidebook includes

- New perspectives on organizational program-evaluation

- Methods to assess the efficiency of human resources programs

- Identification of potential pitfalls

- Real-life examples

- Additional references for program-evaluation best practices

The Human Resources Program-Evaluation Handbook provides program-evaluation teams with content-specific guidance. Supplying useful and accurate evaluation techniques, the editors present a manual for enhancing the effectiveness and efficiency of most major types of human resources programs.

 
Preface
 
Part I: Framework for Human Resources Program Evaluation
Dale S. Rose, E. Jane Davidson
CHAPTER 1: OVERVIEW OF PROGRAM EVALUATION
Program Evaluation in Human Resources
Evaluation Myths

 
Key Distinctions

 
Who Does Program Evaluation?

 
Choosing Criteria for Success

 
Practical Design Considerations

 
Costs and Benefits

 
Utilization

 
Peter Y. Chen, Jeanne Carsten, Autumn D. Krauss
CHAPTER 2: JOB ANALYSIS-THE BASIS FOR DEVELOPING CRITERIA FOR ALL HUMAN RESOURCES PROGRAMS
Uses of a Proactive Job Analysis Program

 
Assessing the Need for a Job Analysis Program and Preparing for It

 
Conducting a Job Analysis Program

 
Stephen David Steinhaus, L. A. Witt
CHAPTER 3: CRITERIA FOR HUMAN RESOURCES PROGRAM EVALUATION
Common Approaches and Pitfalls

 
Characteristics of Good Criteria

 
Practical Steps in Criterion Development and Implementation

 
 
Part II: Staffing
Michael M. Harris, Elliot D. Lasson
CHAPTER 4: RECRUITMENT
Understanding the Recruitment Process
Recruitment Sources
Understanding the Recruitment Process
Recruitment Sources

 
Evaluating the Recruitment Function

 
Andrew J. Falcone, Nambury S. Raju
CHAPTER 5: SETTING STANDARDS
Setting Standards for Program Evaluation

 
Evaluation of the Standard-Setting Programs

 
Standard-Setting Procedures

 
Scott B. Morris, Russell Lobsenz
CHAPTER 6: EVALUATING PERSONNEL SELECTION SYSTEMS
Program Evaluation Process

 
Reliability

 
Interpreting Reliability

 
Validity

 
Test Administration Practices

 
Fairness, Bias, and Discrimination Bias

 
Utility Analysis

 
Rob Silzer, Seymour Adler
CHAPTER 7: SELECTING MANAGERS AND EXECUTIVES: THE CHALLENGE OF MEASURING SUCCESS
Selection Context

 
Evaluating Selection Design

 
Evaluating Selection Administration

 
Evaluating Selection Decisions

 
Evaluating Selection Outcomes

 
 
Part III: Evaluating and Rewarding Employees
Janet L. Barnes-Farrell, Angela M. Lynch
CHAPTER 8: PERFORMANCE APPRAISAL AND FEEDBACK PROGRAMS
Goals of Appraisal and Feedback Systems

 
Functions of Performance Appraisal

 
Evaluating Performance Appraisal Measurement Functions

 
Evaluating the Communications Function of Performance Appraisal

 
John C. Scott, Manuel London
CHAPTER 9: THE EVALUATION OF 360-DEGREE FEEDBACK PROGRAMS
An Overview of 360-Degree Feedback

 
Criteria for Evaluating 360-Degree Feedback

 
Methods for Evaluating the Quality of the 360-Degree Program

 
Evaluators of the Survey Program

 
Evaluating the Quality and Long-term Effects of 360-Degree Feedback

 
Longitudinal Study

 
Mary D. Baker
CHAPTER 10: COMPENSATION ANALYSIS
Who Should Be Involved in the Preparation of Compensation Analysis?

 
Pay Elements Included in a Compensation Study

 
Methods of Analyzing Compensation

 
Complex Pay Equity Techniques-Multiple Regression Analysis

 
Explanatory Factors

 
Tainted Variables

 
 
Part IV: Employee Effectiveness
Miguel A. Quiñones, Scott Tonidandel
CHAPTER 11: CONDUCTING TRAINING EVALUATION
Overview of Training Evaluation

 
A 5-Step Model of Training Evaluation

 
Michael M. Harris, Manuel London, William C. Byham, Marilyn Buckner
CHAPTER 12: SUCCESSION MANAGEMENT
What Is Succession Management?

 
Methods for Evaluating Competencies

 
Determining Appropriate Developmental Activities

 
Role of the CEO

 
Line Manager Involvement

 
Identifying the Organizational Level to Be the Target of the Succession

 
Management Process and the Current and Future Requirements

 
Selection Decisions

 
Evaluating Succession Management

 
A Case Example

 
David B. Peterson, Kurt Kraiger
CHAPTER 13: A PRACTICAL GUIDE TO EVALUATING COACHING: TRANSLATING STATE-OF-THE-ART TECHNIQUES TO THE REAL WORLD
Research on Coaching

 
Challenges and Issues in Evaluating Coaching

 
A Practical Guide to Evaluating Coaching

 
 
Part V: Team and Organizational Effectiveness
Wendy S. Becker, John E. Mathieu
CHAPTER14: TEAM PERFORMANCE
Performance Evaluation as a General Process

 
Measurement Framework for Understanding Team Performance

 
Getting Started: How to Develop Team Performance Measures

 
Sources of Measurement in Teams

 
The Future of Team Performance Evaluation

 
Steven F. Cronshaw, Sidney A. Fine
CHAPTER 15: THE EVALUATION OF JOB REDESIGN PROCESSES
Five Principles of Job Redesign Evaluation

 
Worker Criteria for the Evaluation of Job Redesign Programs

 
Management Criteria for the Evaluation of Job Redesign Programs

 
The Summative Evaluation of Job Redesign

 
Bringing Together Worker and Management Criteria in Successful Job Redesign

 
Allan H. Church
CHAPTER 16: ORGANIZATION DEVELOPMENT
Overview of Organization Development

 
A Process for Evaluating OD Interventions

 
Case Examples

 
Paul Rosenfeld, Dan Landis, David Dalsky
CHAPTER 17: EVALUATING DIVERSITY PROGRAMS
Evaluating Diversity Programs: Barriers and Benefits

 
Evaluating Diversity Programs: A 6-Step Plan

 
 
Part VI: Organizational Communications
Jack E. Edwards, Bruce M. Fisher
CHAPTER 18: EVALUATING ORGANIZATIONAL SURVEY PROGRAMS
Methods for Gathering Evaluation Data

 
Evaluators of the Survey Program

 
Criteria for Judging Survey Program Quality

 
J. Philip Craiger, Virginia Collins, Alex Nicoll
CHAPTER 19: A PRACTICAL GUIDE TO EVALUATING COMPUTER-ENABLED COMMUNICATIONS
Dimensions of Communication Technologies

 
Evaluating Corporate Needs

 
Strategies for Selecting Among a Set of Alternatives

 
Prevalent Communication Technologies

 
Computer-Enabled Communication: Impact and Policies

 
L. A. Witt, Paulette Henry, Margareta Emberger
CHAPTER 20: CUSTOMER SERVICE PROGRAMS
The Role of Human Resources in Customer Service

 
Identifying Stakeholders (Who)

 
Selecting the Evaluation Criteria (What)

 
Linking HR Programs with Customer Service Outcomes (Why)

 
 
Part VII: Health and Work/Life Balance
Michael J. Burke, Jill Bradley, Harold N. Bowers
CHAPTER 21: HEALTH AND SAFETY TRAINING PROGRAMS
A Systems Approach to Health and Safety Training

 
Measures of Health and Safety Training Program Effectiveness

 
Guidelines for Assessing On-the-Job Behavior (STEP-3) Associated with Health and Safety Training

 
Issues Concerning the Transfer of Health and Safety Training

 
E. Jeffrey Hill, Sara P. Weiner
CHAPTER 22: WORK/LIFE BALANCE POLICIES AND PROGRAMS
Introduction: Why Evaluate Work/Life Policies and Programs?

 
Historical Overview

 
Evaluating Work/Life Policies and Programs

 
Jeffrey M. Stanton, Timothy V. Nolan, John R. Dale
CHAPTER 23: EVALUATION OF HUMAN RESOURCE INFORMATION SYSTEMS
Brief Historical Overview of HRISs

 
Primary Research Strategies for Evaluating an HRIS

 
Assessors Who Can Conduct HRIS Evaluations

 
Criteria for Judging HRIS Quality

 
Integrating Criteria and Reporting Evaluation Results

 
Helen De Cieri, John Boudreau
CHAPTER 24: GLOBAL HUMAN RESOURCE METRICS
Talentship: A Decision Science for HR

 
A Strategic Approach to the Measurement of Global HR

 
A Model for Global HR Metrics

 
Edward J. Kelleher, F. Stephen Cobe
CHAPTER 25: STRATEGIC PLANNING FOR HUMAN RESOURCES
Key Strategic Planning Issues for HR

 
The Strategic Planning-HR Interface

 
HR Roles in the Strategic Management Process

 
Evaluation of HR Strategy

 
Chet Robie and Nambury S. Raju
Glossary: Definitions of Technical and Statistical Terms Commonly Used in HR Program Evaluations
 
Index
 
About the Editor
 
About the Contributors

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ISBN: 9780761923961
£115.00

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