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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
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