ORGANISATIONAL DYNAMICS

TOPIC:

HR PRACTICES (RECRUITMENT AND

SELECTION)

BY:MAYA

•

Human Resource Management Involves all management

decisions and practices that directly affect or influence the people, or human resources, who work for the organization.

Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals.

HRM policies & practices

The formulation of HRM policies & implementation of personnel practices & procedures should be based on underlying philosophies of managing behaviour & employee relationships

Range of HRM practices

Human resource planning Recruitment, selection & induction Salary & wage administration Organisational design & patterns of work Education, training & development Employee relations Employee services, welfare and health & safety

Maintaining HR

Ethical frameworks for judging personnel practices

Basic right – to be consulted on all matters affecting the individual at work

Organisational justice – fairness in treatment, equality of opportunity & equity

Universalism – acknowledging respect for the individual

Community of purpose – recognition of how organisational decision-making affects different groups & stakeholders

Winstanley et al.

Recruitment & selection of staff

SELECTION PROCESS CANDIDATE APPLIES FOR THE JOB

APPLICANT MEETS BASIC QUALIFICATIONS

APPLICANT AMONG BEST QUALIFIED.

APPLICANT RECEIVES JOB APPOINTMENT LETTER

APPLICANTS WHO DONOT FALL IN THE

CRITERIA ARE REJECTED

THE LESS QUALIFIED APPLICANTS ARE

REJECTED

APPLICANTS WHOO FAIL THE CONTINGENT

SELECTION,ARE REJECTED

Initial selection

Substantive selection

Contingent selection

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• Initial Selection

Methods:

Resumes and Cover Letters

Application BlanksReferences Handwriting Analysis Initial Interview

• Substantive Selection Methods:

Personality TestsAbility TestsWork Samples Integrity Tests Interviews

Substantive Selection

Written TestsRenewed employer interest in testing

applicants for:Intelligence: trainable to do the job?Aptitude: could do job?Ability: can do the job?Interest (attitude): would/will do the job?Integrity: trust to do the job?

Tests must be show validated connection to job-related performance requirements.

Substantive Selection

• Personality tests will be conducted to dertermine the personality traits of the candidate

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Substantive Selection

Integrity tests:

Tests used to assess whether an applicant is honest and trustworthy or not.

Substantive Selection

Performance-Simulation Tests:Based on job-related performance

requirements.Yield validities (correlation with job

performance) superior to written aptitude and personality tests.

Substantive SelectionInterviews:

Are the most frequently used selection tool.

Carry a great deal of weight in the selection process.Can be biased toward those who “interview well.”

Should be structured to ensure against distortion due to interviewers’ biases.

Are better for assessing applied mental skills, conscientiousness, interpersonal skills, and person-organization fit of the applicant.

Interviews Unstructured interview:

The interviewer has great discretion in choosing questions to ask each candidate

Structured interview:Consists of a predetermined set of

questions for the interviewer to ask

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Types of Interview Questions

Situational interviewThe interviewer describes a situation likely to

arise on the job, then asks the candidate what he or she would do in that situation

Behavior description interviewThe interviewer asks the candidate to

describe how he or she handled a type of situation in the past

Interview considerations

Seating arrangements

Types of questions to ask

Purpose of questions

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Problems in the Interview

Problems in Problems in the Interviewthe InterviewProblems in Problems in the Interviewthe Interview

HaloHaloEffectEffect

HaloHaloEffectEffect

SnapSnapJudgmentsJudgments

SnapSnapJudgmentsJudgments

NegativeNegativeEmphasisEmphasis

NegativeNegativeEmphasisEmphasis

Biases andBiases andStereotypingStereotyping

Biases andBiases andStereotypingStereotyping

CulturalCulturalNoiseNoise

CulturalCulturalNoiseNoise

Contingent selection

Background Checks Biographical Information

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Background Checks

• Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment

• Type of information requested– Criminal history– Credit information– Educational history– Employment verification– Driver license histories– Workers’ compensation claims

Selection Practices

© 2003 Prentice Hall Inc. All rights reserved.

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Selection Practices- Job Analysis (cont’d)

Other Methods of selection

Short-listing Graphology Peer rating In-tray exercises Selection tests Peer questionnaires Assessment centres

HR Ethics Activities in selection

Staffing and selection– Fostering the perception of fairness

in the processes of recruitment and hiring of people.Formal proceduresInterpersonal treatmentProviding explanation

10 ways to make HR effective

Be the catalyst for making things happen

Avoid being the corporate soft touch

Understand the whole business

Keep people-management systems simple

10 ways to make HR effective

Remember line managers manage people, not HR

Work with, not above, line managers Be super-efficient in the transactional

stuff Be leaders in the transformational stuff Help the business to manage change Accept that good ‘people ideas’

exist outside HR

MCDONALDS CASE STUDY