hrm chapter 3
DESCRIPTION
Human Resource management chapter 3TRANSCRIPT
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RECRUITMENT, SELECTION AND INDUCTION
3CHAPTER
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 2 – 2
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All Rights ReservedHRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011 Chapter 2– 3
PREVIEW
The importance of job analysis in the recruitment and selection process.
The steps in the recruitment process.
Selection of new recruits.
The issues and problems relating to recruitment and selection.
The importance of the contract of employment.
Terms to be included in a contract of employment.
Reasons for holding an induction programme.
Methods and techniques which can ensure an induction programme is effectively organized.
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RECRUITMENT AND SELECTION
Recruitment is the process of attracting suitable people to apply for job vacancies.
Selection involves choosing the most suitable candidate from amongst a group
of applicants.
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Chapter 2– 5
POTENTIAL COSTS OF A BAD RECRUITMENT DECISION
Cost of mistakes, accidents and loss of customers caused by employees who cannot cope with the job.
Cost of lowered morale amongst the employee’s supervisor and his or her co-workers who have to rework his mistakes or take over his tasks.
Cost of defending a claim of dismissal without just cause or excuse, once the employee has been dismissed.
Cost of recruiting a replacement. Cost of training a replacement.
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Chapter 2– 6
THE RECRUITMENT AND SELECTION PROCESS
Choose most suitable applicantChoose most suitable applicant
Source applicantsSource applicants
Conduct job analysisConduct job analysis
Collect information on applicantsCollect information on applicants
Make decision to recruitMake decision to recruit
Offer employmentOffer employment
Hold inductionHold induction
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Chapter 2– 7
ALTERNATIVES TO HIRING NEW EMPLOYEES
Before hiring, an employer should ask the following questions: Can the work be outsourced? Can the work be reorganized and carried out by
existing employees? Can the work be automated? Can the work be carried out by existing employees
working overtime? If an employee is needed, should he or she be hired
on a part-time or full-time basis?
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011
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Chapter 2– 8
JOB ANALYSIS
Job analysis is a technique of studying a job to identify the skills, knowledge, experience
and other requirements necessary to perform a job.
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Chapter 2– 9
Questionnaires Interviews
Observation
TECHNIQUES FOR CONDUCTING JOB ANALYSIS
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Chapter 2– 10
JOB DESCRIPTIONS
Job descriptions are fundamental documents valuable in a variety of HR functions.
Job descriptions can be used in:
Recruitment and selection
Training
Setting performance standards and appraisal
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Chapter 2– 11
JOB DESCRIPTIONS (cont.)
Typical headings include: Job title, location and grading Relationships between the job-holder and others Brief statement on the purpose of the job List of duties and responsibilities Terms and conditions of employment to be given
to the job-holder Negative aspects of the job
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Chapter 2– 12
PERSON SPECIFICATION
Typical information include: Knowledge, skills and abilities required to do
the job Educational qualifications and work
experience required Physical requirements of the job, if any Personality requirements, where relevant Career path
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Chapter 2– 13
FACTORS AFFECTING RECRUITMENT EFFORTS
The location of the organization.
The public image of the organization.
The physical working conditions in the organization.
The relationships between people in the organization or the psycho-social environment.
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Chapter 2– 14
FACTORS AFFECTING RECRUITMENT EFFORTS (cont.)
The remuneration package being offered to new recruits.
The internal policies of the organization, including fair disciplinary practices and whether training opportunities are made available to employees.
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Chapter 2– 15
INTERNAL RECRUITMENT
Employment record of applicant available. Thus accurate assessment possible.
No induction needed. Little or no cost involved. Employees’ morale and motivation may be
increased.
Promotion from within and transferof existing staff.
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Chapter 2– 16
EXTERNAL RECRUITMENT
Sources of External Applicants: Employment agencies and consultants Campus recruitment Employee referrals Unsolicited applicants Advertising in the mass media The Internet
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Chapter 2– 17
THE SELECTION PROCESS
Sources of Information:
Application forms and curriculum vitae (CV)/ biodata/resumé
Reference checks Tests Interviews Assessment centre activities
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Chapter 2– 18
THE SELECTION INTERVIEW
Factors which influence the effectiveness of a selection interview:
Timing Venue Planning Skills of the interviewer(s) Questioning techniques used
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Chapter 2– 19
THE SELECTION INTERVIEW (cont.)
Research into selection interviews shows that they are mostly:
Invalid and unreliable
At the very least, interviews should be combined with other selection techniques.
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Chapter 2– 20
ISSUES TO BE DISCUSSED
Is nepotism to be encouraged or discouraged?
Should children be permitted to work? Should older workers be recruited? What problems may arise if older workers are
hired? What problems are faced by employers when
they hire foreign workers?
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Chapter 2– 21
OFFERING A CONTRACT OF EMPLOYMENT
A contract of employment is an agreementwhereby an employer agrees to remunerate an employee for services or work performed and
the employee agrees to work for the employer.
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Chapter 2– 22
TERMS AND CONDITIONS OF EMPLOYMENT
The terms and conditions of employment offered to an employee must:
comply with the employment laws, where relevant,
be clear and easy to understand, and
be attractive.
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Chapter 2– 23
EXPRESS TERMS OF THE CONTRACT
Written terms are usually included in:
the employee’s letter of appointment,
a collective agreement, where the workers are represented by a trade union, or
a company handbook.
Express terms are those terms agreed to by the parties, whether by way of oral agreement or in writing.
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Chapter 2– 24
IMPLIED TERMS IN AN EMPLOYMENT CONTRACT
An employee’s obligation to serve the employer with care, faithfulness and obedience.
An employer’s obligation to provide a safe workplace and to pay the agreed wages.
Terms implied into every employment contract by common law include:
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Chapter 2– 25
CHANGING THE TERMS OF AN EMPLOYMENT CONTRACT
The terms of a contract of employment can only be changed by mutual consent.
Any unilateral change amounts to a breach of contract.
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Chapter 2– 26
TYPES OF EMPLOYMENT CONTRACT
Employment contracts may be:
DurationDuration
Indefinite/ PermanentIndefinite/ Permanent
Fixed-term/TemporaryFixed-term/Temporary
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Chapter 2– 27
TYPES OF EMPLOYMENT CONTRACT (cont.)
Employment contracts may be:
Working HoursWorking Hours
Full-timeFull-time Part-timePart-time
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Chapter 2– 28
INDUCTION
An effective induction programme helps new recruits to
adjust to their working environment and helps them become productive team members in a short period of time.
New recruits face ‘reality shock’.
New recruits are anxious and stressed out.
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Chapter 2– 29
INDUCTION (cont.)
Organizational IssuesHistory Product or service Structure Policies and rules Physical layout
Organizational IssuesHistory Product or service Structure Policies and rules Physical layout
IntroductionsTo supervisor To co-workers To trainers
IntroductionsTo supervisor To co-workers To trainers
Employee Benefits and Procedures
Wages Rest breaks Holidays Benefits
Employee Benefits and Procedures
Wages Rest breaks Holidays Benefits
Job Duties
Job location Relationship to other jobs Overview of job
Job Duties
Job location Relationship to other jobs Overview of job
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Chapter 2– 30
INDUCTION (cont.)
Issues
How much information and what information should be given to new recruits?
When should the induction be held? What problems may arise if the participants
are diverse? What may happen if the information
disseminated is not accurate?
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011
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Chapter 2– 31
REVIEW
The importance of job analysis in the recruitment and selection process.
The steps in the recruitment process. Selection of new recruits. The issues and problems relating to recruitment and selection. The importance of the contract of employment. Terms to be included in a contract of employment. Reasons for holding an induction programme. Methods and techniques which can ensure an induction
programme is effectively organized.
HRM Principles & Practices (Second Edition)© Oxford Fajar Sdn. Bhd. (008974-T), 2011