TAILIEUCHUNG - Lecture Personnel economics in practice - Chapter 1: Setting hiring standards

After completing this chapter, you will be able to answer the following questions: When should I hire low wage workers over higher wage workers? Should the skills of my workers change if my firm increases its investment in capital equipment? How many workers should my firm hire? What are the strategies for hiring risky workers? Are there special considerations for hiring uncommon skills? | Chapter 1: Setting Hiring Standards 1 11/13/2014 Chapter 1: Setting Hiring Standards Risky workers example Analysis Downside risk Upside potential Termination costs Risk aversion Length of evaluation Length of employment A Counterargument Asymmetric information Firm-specific productivity Setting hiring standards Balancing benefits against costs Foreign competition The method of production How many workers to hire Other factors Availability of workers Firm financial condition Making decisions with imperfect information Make a decision independent of analysis Estimate the relevant information Experiment Summary 2 11/13/2014 Chapter 1 – Hiring Standards After completing this chapter, you will be able to answer the following questions: When should I hire low wage workers over higher wage workers? Should the skills of my workers change if my firm increases its investment in capital equipment? How many workers should my firm hire? What are the strategies for hiring risky workers? Are there

• Kinh tế học
• Personnel economics
• Kinh tế học
• Personnel economics in practice
• Setting hiring standards
• Making decisions
• Imperfect information
• Screening job applicants
• Worker’s productivity
• Signaling more formally
• Investment in skills
• Investments in education
• On the job training
• Rent sharing
• Managing turnover
• Retention strategies
• Bidding for employees
• Decision making
• Benefits of centralization
• Benefits of decentralization
• Organizational structure
• Network structures
• Coordination mechanisms
• Job design
• Optimal job design
• Intrinsic motivation
• Advanced job design
• Group decision making
• Implementation of teams
• Performance evaluation
• Performance evaluation design
• Quantitative performance measures
• Rewarding performance
• Pay performance shape
• Performance pay methods
• Career based incentives
• Outside hiring
• Promotion probability
• Employee stock options
• Incentive pay
• Executive pay
• Improving employee sorting
• Implementation of benefits
• Cafeteria plans
• Human capital investment
• Internal markets
• Motivating creativity
• Employment relationship
• Perfect competition
• Imperfect competition
• Complex contracting
• school administration
• personnel administration
• business management
• production management
• personnel management
• Political economy