HUMAN RESOURCE MANAGEMENT

Human Resource Management

TASK - 1

Recruitment is a way of corporate competition and it is severely competitive. Just as corporations manage to manufacture, develop, and promote the best service or product, so they have to also method to attract, identify, and employ the most trained individual. Recruitment starts, as Figure A shows, by identifying HR needs (time frame, mix, skills, numbers, levels). Administratively, recruitment is one of the easiest activities to foul up—with potentially long-term negative publicity for the firm. Traditionally, recruitment was intensively paper based. Today, however, the entire process has been reengineered so that it is computer based. Here is an example of one such system. (Barber 2008, 25)

In staffing an organizational unit or an organization, it is significant to judge its developmental stage—embryonic, mature, high growth, or aging so as to make staffing decisions parallel with business approach. It also is important to communicate an organization's culture, because research shows that applicants will consider this information to choose among jobs if it is available to them. To use selection techniques meaningfully, however, it is necessary to specify the kinds of competencies that are necessary for success.

Organisations commonly screen applicants through recommendations and reference checks, information on application forms, or employment interviews. In addition, some firms use written ability or integrity tests, work-sample tests, drug tests, or measures of emotional intelligence. In each case, it is important to pay careful attention to the reliability and validity of the information obtained. Reliability refers to the consistency or stability of scores over time, across different samples of items, or across different raters or judges. (Breaugh 2002, 36)

In the context of managerial selection, numerous techniques are available, but the research literature indicates that the most effective ones have been mental-ability tests, personality and interest inventories, peer assessments, personal-history data, and situational tests. Projective techniques and leadership-ability tests have been less effective. The use of situational tests, such as the leaderless group discussion, the in-basket, and business simulations, lies at the heart of the assessment-centre method. Key advantages of the method are its high validity, fair evaluation of each candidate's ability, and flexibility of form and content. Other features include the use of multiple assessment techniques, assessor training, and pooled assessor judgments in rating each candidate's behaviour. (Cable 2001, 115-163)

Recent research indicates, at least for ability tests, that a test that accurately forecasts performance on a particular job in one situation will also forecast performance on the same job in other situations. Hence it may not be necessary to conduct a new validity study each time a predictor is used. Research has also demonstrated that the economic benefits to an organisation that uses valid selection procedures may be substantial. In choosing the right predictors for a given situation, pay careful attention to four factors: the nature of the job, the estimated validity of the predictor(s), the selection ratio, and the cost of the predictor(s). Doing so can pay handsome dividends to organisations and employees ...