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HRM Reviewer Mods 4-7

1. The document discusses human resource planning and outlines several key points, including that HRP aims to raise productivity, improve workplace characteristics, and develop job satisfaction. 2. Several planning techniques are described, such as skill inventories and replacement approaches, and common weaknesses like overplanning and isolating planners are outlined. 3. Factors that influence HRP like technological change and new hiring arrangements are enumerated, as are principles like planning along organizational objectives.

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0% found this document useful (0 votes)
36 views22 pages

HRM Reviewer Mods 4-7

1. The document discusses human resource planning and outlines several key points, including that HRP aims to raise productivity, improve workplace characteristics, and develop job satisfaction. 2. Several planning techniques are described, such as skill inventories and replacement approaches, and common weaknesses like overplanning and isolating planners are outlined. 3. Factors that influence HRP like technological change and new hiring arrangements are enumerated, as are principles like planning along organizational objectives.

Uploaded by

eded12732
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MODULE 4 1. HRP must raise productivity.

The application
of personnel skills, time and efforts in the
HUMAN RESOURCE PLANNING pursuit of the objectives of the organization
LEARNING OBJECTIVES should not be marginal, a situation wherein the
cost of doing is only equalled by the output.
• Explain what is plan and planning.
2. HRP must improve the characteristics of the
• Identify the reasons on why to do human workplace. Renewal and improvement of the
resource planning. characteristics of the employees in the
organization is process that cannot be done
• Give the different planning techniques as well
overnight.
as the weaknesses in human resource planning.
3. HRP means developing job satisfaction. Job
• Enumerate vital factors that influence human
satisfaction is the psychological, physical and
resource planning and the skills required for
moral state of being contented with the terms
planning.
and conditions of employment.

4. HRP means improving personnel policies.


4.1 Plan and Planning Defined Rules and regulations affecting the personnel
have to be improved so that their
A plan is a present representation of the actions implementation will bring about better results.
that will be done in the future to attain the
objectives of an organization through the 5. HRP means adopting the personnel to the
application of a given combination of resources. organization. The organization, is an organism
that is made up of the structures that the
Planning is the process of combining the factors personnel cause to become animate and alive
for attaining a changed situation or the through their action.
establishment of condition in the physical or
social environment. 6. HRP is for competence reinforcement. At
any given time, the workplace of an
Planning is a technical and professional activity organization has a level of competence that can
which can be done effectively by taking into be applied to activities pertaining to its
consideration objectives.

4.2 Rationale for Human Resource Planning 7. HRP means allocating resource for human
resource development. The effort to bring
Human resource planning (HRP) is undertaken
about human resource development (HRD) is a
by the enterprise or the government agency for
process that involves the application of funds
the reason that the organization is supposed to
and other resources, which must be properly
do better than before in dealing with and using
allocated for the reason that they are factors of
the capacities of the personnel. This main
cost.
reason is supported by the following
justifications: 8. HRP means programming personnel
development. A plan to improve HRD cannot
be done properly by merely picking up what organization on the identification of manpower
appears to be in need of doing. needs in terms, skills, replacements, policy,
working conditions and promotions so that
9. HRP is to keep abreast of technological human resource in the organization may be apt
change. One continuing occurrence in the world to the challenge of current and future
of work is the change of technology, which has operations.
strong implication for the improvement of
employee skills. 6. Successor planning approach. The approach
known as successor planning, takes into
4.3 Planning Techniques in Human Resource consideration the different components of the
Management old plan and increase them proportionately by
Human resource planning as a specialized area the projected growth rate or by a desired
makes use of techniques derived from the expansion rate stated by management.
general planning concepts as well as from 4.4 Common Weaknesses in Human Resource
planning techniques developed by human Planning
resource development specialists especially
from application in the personnel management HRP is an area wherein the efforts to plan is
area. highly vulnerable to the inception of problems
that weaken the planning process and
1. Skill inventory. This approach involves the consequently the plan and its implementation.
listing of all the skills possessed by the
workforce and they are made to relate to the The weaknesses in HRP may be observed as
requirements of the organization. follows:

2. Ratio analysis. This is a technique wherein 1. Overplanning. A plan is likely to fail through
the personnel who are promotable to the an inherent weakness of having covered too
higher position are identified together with many aspects of personnel management at the
their backup or understudy. very early stage of HRP in the firm or
government office.
3. Cascade approach. Under this approach the
setting of objectives flows from top to bottom 2. Technique overload. There are so many ideas
in the organization so that everyone gets a available for HRP application that can be
chance to make his contribution. gathered from management books and
journals.
4. Replacement approach. Under this approach,
HRP is that to have a body of manpower in the 3. Bias for the quantitative. There are planners
organization that is ready to takeover existing in HRM who sometimes make the mistake of
jobs on one-to-one basis within the being drawn towards emphasizing the
organization. quantitative aspects of personnel management
to the neglect of the qualitative side.
5. Commitment planning approach. This
technique involves the supervisors and 4. Isolation of the planners. When top
personnel in every component of the management has a low regard for human
resource activities and for the HR staff, they for employment locally and abroad become
give little encouragement to HRP activities, available.
ignore the plan and withdraw support for plan
implementation. 5. New hiring arrangements. The emergence of
security agencies, janitorial service agencies,
5. Isolation from organization objectives. When and messenger service companies has resulted
HRP is pursued for its own sake or for a narrow in the abolition of new such jobs in the regular
viewpoint of concentrating on HRD, the effort roster of enterprises, and the government.
leads to the formulation of a plan that does not
interphase with organizational development. 6. Inception of foreign investors’ personnel
management style. The plan for human
6. Lack of line supervisor’s inputs. The handling resource development and utilization is
of personnel in the organization is by the line dependent in the management style of top
supervisors. They know the action and management.
personnel.

4.5 Vital Factors that Influence Human


Resource Planning 4.6 Principles in Human Resource Planning

HRP is not solely dependent upon the condition Human resource should be the subject of
within the organization. There are also factors planning for management and development. In
from outside which bear upon the plans for the line with these two purposes behind personal
human resource. Some of these factors are as planning or principles that should be observed
follows: as follows:

1. Technological change. The general change in 1. Plan along organizational objectives. A plan
technology has an influence on the planning for human resource management and
done by an organization to align the skills of the development must necessarily contribute to the
personnel to the emerging technology even attainment of organizational development and
before the organization has actually come to to do so, it is essential that the objectives of the
use the latest machinery and methods. different units in the organization be
emphasized.
2. Labor legislation. Every time a new labor law
is passed the conditions of work is affected. 2. Plan within affordable extent. The human
resource management and development plan
3. Economic downtrend. When the demand for should provide for programs that can be
the product or service of the firm goes down, funded.
the activities need to be scaled down in
administration, production, and distribution. 3. Be guided by the previous plan. The
formulation of the plan for the human resource
4. Change in the supply of recruits. Even in should incorporate the good aspects of the
country where labor supply exceeds demand by previous plan and improve on the parts that
the employment sector, the supply of recruits could have worked well under better
will change as new opportunities conditions.
4. Plan for a reasonable period. The time
coverage for the plan should not be too long
lest the events render the plan useless in the P a g e | 39
long run.

5. Formulate action programs. The plan should 2. Affirmative action planning. There are times
consist of programs that can be carried out. The when the union becomes particularly
specification for the programs should be clear
as to the methods and the resources to be sensitized to protect itself from some practices
used. of management.

6. Clarify the expected outcome of the plan. 3. Anti-sexual harassment planning. Sexual
Merely stating what should be done and how harassment occurs in the workplace due to
they should be done does not make much sense
several causes which may include abuse of
in planning, hence, the need for HRP to provide
authority on the part of supervisors over female
for clear specification of the expected
outcomes. subordinates, suggestive behavior of
subordinates that may induce harassment and
7. Install a system of control. HRP must provide
mutual
for devices that can be applied to control the
cost, the process and the outcomes of the plan. attraction leading to abuse of position on the
part of the supervisor.

4. Individual career planning. Every employee is


4.7 Planning a Fair Deal of Labor
worth the attention of the HR staff.

When the individual shows potential for growth


The plan for human resource development has in a career line, he or she needs to be
generally been oriented to installing the
guided and career plan set up so that
means to improve productivity of the workers. development can be pursued judiciously.
However, it is important for the HR staff to
5. Stress management planning. The incidence
take necessary planned steps to improve the of stress in the workplace has done
condition of labor. Among them are the
much to reduce productivity, increase
following: absenteeism and raise the number of neurotics.

1. Compensation adjustment. As personnel 4.8 Skills Required in Human Resource Planning


development takes place to enhance

worker productivity, there should be efforts to


1. Skill in the evaluation of plan
formulate new salary scales that will provide
implementation. Since it is not most likely that
equitable compensation for the workers. the
human resource plan to be made in an agency
of the government or in an enterprise is a re-

plan, the HR staff must be adept in reviewing


and evaluating how the previous plan worked.

2. Skill in statistical projection. New quantitative


data are gathered to help understand

the past performance of the organization in the


use of resources including labor.

3. Project design. The programs in the plan for


the development of human resource are

really projects that must be drafted with


specific components, costs, and operating

procedures.

4. Systems knowledge. The organization is


operated on the systems basis with the flow

of information as the means to develop the


organization and get results from management

action.

5. Industrial psychology. The plan for personnel


management and development

involves the formulation of action programs


that will improve productivity, job

satisfaction, and skills formation.

6. Skill in policy design. The plan has to carry


with it the policy proposals that will

animate the personnel development programs.

7. Knowledge of training management. A good


part of the plan for the development of
MODULE 5 differences serve as the basis of compensation
graduation.
JOB ANALYSIS AND SPECIFICATIONS
Define what is job analysis.

Give and explain the content of job analysis.


5.1 The Nature of Job Analysis
Enumerate the components of the job design.

Identify common problems in job analysis.


Job Analysis is basic to management of human
resource because it involves knowing Explain how employees react to job analysis.

what the workforce will do, how the work is Give the importance of using job description.
done, the conditions that surround job

performance, and the skill that the worker


should posses in order to do the job well. P a g e | 42

Through job analysis the method of doing the


work become well understood for their 5.2 Rationale for Job Analysis
translation to instruction that will guide the
worker in knowing and doing the steps of
1. To specify the duties and responsibilities of
operation. each position. By examining what the
Job Analysis is a detailed examination of the employee will perform, what skills are needed,
task, duties and responsibilities to be the condition under which work shall be
performed by a worker or employee in a done and the range of difficulty or complexity of
particular position. The process of stating the the action, the job analyst is able to
task,
determine and write down specifically the
duties and responsibilities of a job in accord duties and responsibilities for the job
with the methods and mechanics of work and
2.To provide job-oriented recruitment and
considering the technology in use, is known as selection guide. Those who perform the
job design.
recruitment and selection task might be in the
Categorization of positions is on the basis of office and not the shop but they have a fairly
their operational characteristics. In job
clear idea about the worker they are to recruit
analysis groups are studied more closely on and select.
their similarities and their specific differences.
3. To have an operation-based guide to
At the same time the group will fall under a compensation determination. Job analysis
group title classification and salary scale. The
which relate to skills, responsibility, complexity, 9.To provide inputs for the construction of
level of technology and hazard of the training programs and training materials.

work is vital to determination of the The developmental function of training new


compensation that the worker should receive. employees and upgrading the skills of those

4. To have a guide in the construction of already on the job cannot be effectively


performance evaluation criteria. The pursued without specific description of the jobs
in
information generated and clarified by job
analysis unveils the aspects of the job that are the workplace.

measurable and should logically be evaluated in


the performance appraisal of the workers.
P a g e | 43
5.To provide information and tools for career
guidance and counselling. The HR staff

has to provide career guidance which must 10.To provide the conceptual basis for position
necessarily be related to the present and job classification so that
assignment appropriate job title can be assigned to doers of
of the worker. various function. Task, duties and

6. To secure the basis for method improvement responsibilities become the basis of job titles
in the shop or office. Supervisors and rather than mere tagging by officers who

technology specialists are interested in might give title unrelated to the functions of the
improving the method of doing things. position. An office aide might be wrongly

7. To obtain background material for working titled as administrative assistant without job
condition improvement. Management is analysis.

interested in the improvement of working 5.3 The Content of Job Analysis


condition for the reason that the environment
of
Job Analysis is conducted to obtain vital
work positively affects the productivity and information about the job, the doer of the job,
morale of the workforce.
the workplace supervision, the policies affecting
8.To assist the supervisor in the conceptualizing the job and the condition in the workplace.
the supervisory process. Supervision
The specific areas of job analysis are as follows:
is not merely looking at how the workers are
doing the works and counting the items that 1. Task list construction. The job analyst must
look into the various steps in the
they finish in the given time.
accomplishment of the job and break them into the conditions in the environment. This
tasks which are detailed actions to be made observation is done repeatedly to avoid
inclusion
which are then assembled into task list. The list
is really a schedule of the work from start of random actions that have no bearing to the
process.
to finish.
3. Interview of the worker. The interview
2. Skill identification. How the work is done in technique may be used by the job analyst to
terms of the action required to perform
get first-hand information or to confirm
the task within normal time frames indicate the information that have been conveyed to him
skill required for the job.

3. Guide to supervisory facilitation. The detailed


aspects of the work when organized P a g e | 44

enables the supervisor to look at the method,


the product, the working condition, and the
either by the way of a previous listing done at
policies that govern job performance. an industrial manpower centre or provided

4. Assessment of working conditions. The job by a supplier of equipment and machinery.


analyst makes an assessment of the
4. Checklist or questionnaire method. The
physical environment of the job to find the analyst may make use of a checklist to get
degree of comfort in the workplace.
information from the job analysts. A checklist is
5. Method improvement input. There is a need a well-constructed selected type of
to continuously improve the method of
questionnaire.
work in the workplace and in the office.
5. Time and motion study. Actually, there are
5.4 Techniques in Job Analysis two aspects of this study. The time study

is the determination of the average length of


time required to perform a given task. This
1. Task listing. This is a technique that is usually
done by the employee in the case of complement the task list. The other aspect is
motion study, which is the determination of
jobs that exist in the organization.
the basic movements of the hand, feet and
2. Process observation. The analyst has to use body to perform task.
process observation to confirm a task
6. Job enhancement. The job analyst goes
list, to construct new task list and to identify the beyond merely knowing about the job and
hazards of the job or to state with assurance
the worker. He is also supposed to enrich the conditions that may be either promote or deter
job by giving it a larger scope and depth as productive of work performance.

maybe called for by management. 4. The flow of works. The analyst is supposed to
scrutinize the job for the flow from
7. Job specialization. When management would
like to sharpen worker effectiveness one task to another.

by making them experts in performance of a


limited number of tasks, the job analyst is
P a g e | 45
made to work on setting up the job design for
specialization. The job to be set apart for a

worker must be well related to each other so 5. Motivational technique. The job analyst has
that efficiency can be acquired through to find out how the organization is

repetitive action. motivating workers to get results, if any. This is


important because the behavior of the
5.5 Components of the Job Design
worker is in large measure influence by the
motivational technique.

The crafting of the job of the individual in terms 6. Critical results. When the job design has to be
of the particular components of what set up by the job analyst, the outcomes

must be perform is termed job design. Its in term of worker productivity and workplace
components are as follows: condition are supposed to become clear.

1. The worker. The job analyst is tasked to 5.6 Common Problems Encountered in Job
gather the essential information about the Analysis

worker in terms of the physical and mental


characteristics that should be brought to the
1. Worker’s non-cooperation. A worker who do
workplace. not cooperate with the job analyst in

2. The tasks. The tasks are the breakdown of the preparation of the task list can do much to
activities in the performance of the job. weaken the work of the latter.

They have to be identified, examined for the 2. Unclear objectives. The job analysis is
skills needed to do them, and measured as to supposed to be done in line with the specific

the time needed to do them. objectives behind the undertaking.

3.Working environment. The workplace is an 3. Underqualified job analyst. The job analyst
environment of work, as well as of has to be a trained management
technologist or professional with more than Such reactions do not only affect the behavior
superficial preparation and experience in the of the workers but also the effort of the job

undertaking to which he is assigned. analyst who needs the cooperation of the


worker in the information gathering
4. Impermanent job scope. In some
organization, the scope of the job may be
narrowed
P a g e | 46
or widened according to the capacity of the
worker and the discretion of the supervisor.

When the jobs concerned are analysed, the job activity. The following reactions of the worker
analyst may not have a clear perception of have been observed in business and

the true scope of the job under analysis. government:

5. Multiple unrelated assignments. The job 1. Suspicion about management motive. When
analyst is supposed to provide a job title the job is analysed, the inquiry on how

and job description that adhere to a group and each task is done by the worker and how much
which could be described as a body of related time is spent in different tasks gives the

tasks. worker the impression that that his/her


performance is being scrutinized in a more
6. Excessive specialization. In large intense
organizations where the study of the time and
way than the normal performance appraisal.
motion has been emphasized activities have
been attached to positions with the fewest 2. Fear of discovery of workers’ lapses. Workers
tasks who know that they have been less

given to workers whenever possible, the result than effective on the job due to lapses which
has been to produce workers who can do they know they have committed may look at

well the few tasks given them, but where the job analysis as threat to being discovered by
specialization has resulted in the narrowing management.

down of the individual in his/her development 3. Exertion of effort to magnify the job. Some
as a technician or office worker. workers look at job analysis as an

5.7 How Employees React to Job Analysis opportunity for them to give impression that
their jobs are of wider magnitude and terms

of tasks, deeper in terms of complexity and


Employees in business and government have responsibility, or more hazardous than they
similarly varied reactions to job analysis.
actually are.
4. Critical participation by the worker. The required to do it, then the job description must
conduct of job analysis has to be properly carefully construct and presented in precise

communicated to the workforce if the workers prose.


are expected to give cooperation to the

analyst. Experience has shown that the worker


who knows the value of job analysis tends P a g e | 47

to participate in the exercise as informant and


learner of the process. 3. It serves as a guide in the wage comparison
5.8 The Usefulness of Job Description of the position to those related to it

within and outside of the organization. The


assignment of salary grades to the position is
Job description is of tremendous value to
management in general hence the great care often done through comparison of equally
weighed positions within the firm or the
taken in its formulation and presentation. The industry.
specific usefulness of job description as an
4. It helps to identify other position from which
output of the job analyst are as follows: individual may be promoted to fill a

1. The job description is the basic information in higher position when vacancy occurs. Vertical
the recruitment, selection and and horizontal movement in the

placement of the worker. The view of the job organization can be guided by the job
and the qualification and other characteristics description which will show relevance of
experience
of the worker are in the job description. This
view is vital to the HR staff whose knowledge through the content of the job description in
the vacancy and in the position from which a
on the relationship of the recruit to the job is
based on the job description as a recruitment, worker will come.

selection and placement guide. 5. It helps in the construction of the supervisory


plan to be used by the line supervisor
2. It serves as the basis for distinguishing a job
from others and at the same time who must know before hand the nature of the
job of every worker under his/her supervision.
provides the basis for the assignment of the job
to a group of allied jobs with related job Planned supervision is better than random
supervision because it is focused on the
titles. Since the job title must reflect truly the
nature of the job and the qualifications important aspects of the job but such would be
possible only when the supervisor has been
provided the job description that has behind it who shall be charged with the task of evaluating
the application of methods in job analysis. performance must rely on the job

6. It helps instruct the worker about his job and


what he must be as a person assigned
P a g e | 48
to do the job. Learning about his job is not all
through supervision and direction. The

worker has a responsibility to know his job description to know the work and the worker
beyond superficiality. under a given work environment. When the

7. It guides management in identifying workers job description is at hand, the setting up of the
who need to be trained. Whether the evaluation criteria shall be job-related rather

purpose of training is for the improvement of than merely conjured by the evaluator from
performance on the job or for promotion to general ideas on the job evaluation.

a higher position, the basis of identification of 5.9 The Scope of Company Policy o Job Analysis
the worker will be the job description.

8. It aids in the preparation of the job rotation So important is job analysis in human resources
plan. There are business and management that within the public or
government organization that use job rotation private organization a policy has to be set up
as the means to prepare the workforce to covering its frequency, the coverage, the
respond to the need for multi-skilled workers. qualification of the job analyst, the propose for
9. It is a resource in career guidance and the job analysis, and the approach to be
counselling. The human resource utilized together with the guide on the
management function of guiding the worker in presentation of the job titles and their
his effort to have a career path to higher description.

position and compensation in the organization


has to be provided with precise job

description, not only of the work counselling


process but also of other position in the

organization.

10.It is the basis for establishment of the


standard of performance on the job. Those
manpower in the organization is made up of A pre-recruitment step that must be made by
programs for training. the HR staff is the preparation of the

job description pointing out the tasks, duties


and responsibilities of the worker and the job
MODULE 6
specific action that clarify the qualifications that
RECRUITMENT, SELECTION AND PLACEMENT the applicant should possess.
6.1 Introduction •


Human Resource Management is most •
concerned with recruitment in the

provision of manpower for the organization.
Unless good applicants make themselves •

available for probable employment, the quality •


of the workforce will be mediocre.
LEARNING OBJECTIVES
Recruitment is the human resources
management function that involves finding and Differentiate recruitment, selection and
placement to one another.
attracting prospective employees to apply for
vacancies for which they can be hired. Explain job description and specification as
recruitment device.
Selection is the process of choosing the best
qualified for the vacancies considering Give the importance of screening interview and
its ruling.
their education, experience, potential and
personality through their written application, Identify different scopes of recruitment policy.

interview, skill and mental ability tests and Explain how employees are being selected.
health examination. Enumerate and explain the different test
Placement is the assignment of the worker to administered in worker
the job for which he or she applied selection.
after the worker characteristics have been
found to be what are needed for the job.
P a g e | 50
6.2 Job Description and Specification as
Recruitment Device
6.3 Vacancy and Recruitment List

The initial interview is used to check on the


entries in the application form in order
The various levels of management of the whole
organization must continuously to find out whether the applicant should move
on to take the different tests that are integral
relay to the HR staff the vacancies that need to
be filled, the new positions that have been to the selection process.

created to support an expanded operation and In the screening interview, the applicant is
the positions that need to be filled in the near appraised for personality traits like

future due to notice of intention to retire or grooming and manner of speaking; family and
resign on the part of the incumbents. community background; relevance of the

6.4 Scouting and Inviting Recruits to Apply experience to the job applied for; and the
entries in the application which need first hand

verification from the applicant.


Actual recruitment begins when the HR staff
have identified the source of The rule of three may be employed in the
interview process meaning that the HR
applicants. Since there must be a sufficient
number of applicants to choose from, the Recruitment Officer, the immediate supervisor,
and the Head of HR or the Head of the
personnel office should be sent out information
about the vacancies as a way to invite the Company, in case of small organizations, must
be involved in the interview process to
applicants.
ensure quality of recruits.
The common causes of applicants being
disqualified from the initial interview Mental Ability and Skills Test

could be lack of the minimum educational Once the screening interview has determined
qualification or necessary professional license; the inclusion of the applicant in the

being overqualified educationally; lack of list of those to take the employment test, he or
relevant experience; being too young or too old she is told to report for a mental ability test

for the job; being too short or too obese for the
job; lack of competence in a critically needed
P a g e | 51
skill in language or technology; and non-
acceptance of the negative aspect of the job.

6.5 The Screening Interview which will determine ability to cope with the
mental processes involved in the job. Another
kind of test involves the measurement of skill, for work, who has inherent physical disability,
usually in the use of equipment. who is prone to have bad reactions to

In some organizations, aptitude and other conditions in the workplace or who is already
psychological test are given to find out sick but may not appear as such.

how the applicant will behave under varied 6.6 Appointment to a Position
situations. These psychological tests are,

however, only predictive and cannot be


conclusive bases to disqualify a person from After going through the selection process, the
applicant can who has been found
employment. IQ tests have in fact have
challenged because their predictive value in suited to fill a job or position is hired by the
school organization by way of an appointment.

is not matched by their predictive value in 6.7 Job Placement of the New Worker
employment or business. Emotional quotient

(EQ) and Computer Quotient (CQ) are also The final stage in the entry process for the new
considered nowadays. worker is placement in the specific job
The Selection Interview or position for which he or she has been hired.
Another kind of employment interview is the This stage attests to the fitness of the worker
selection interview which is done to the job. It is here that characteristics as
after the applicant has passed the mental ability revealed during the selection will be tested.
and skill examination. This interview is 6.8 Scope of Recruitment Policy
sometimes done to deepen the background
check on the applicant and to find out how the
1. Intra-organization recruitment. In some
applicant views working in the organization. organizations, there is written policy
Physical and Medical Examination that preferential action is placed on recruitment
Once management is satisfied with the from within so that before applications
qualification and personality of the

applicant, the next step is to require passing the P a g e | 52


physical and medical examination. This

requirement is to preclude the hiring of an


individual who will not have the same stamina from external sources are accepted the
vacancies are announced to those already
working
in the enterprise or government agency. training centers generally have placement
offices.
2. Recruitment of workers’ relatives.
Organizations may have two highly polarized 8. Open recruitment. The policy to recruit from
all sources of applicants indicates
policies regarding relatives of incumbent
workers. One is to extend to them some the absence of a management contemplated
recruitment program. This policy merely opens
preference in recruitment while the other is to
discourage recruitment of their workers’ the door for entry of all applicants.

relatives. 6.9 Rationale for Employee Selection

3. Recruitment with age limit. In some


organizations, the applicants are not
Employee selection is given much attention and
supposed to be beyond a certain age level. The effort by the employer for many
reason with the chance to be employed
reasons other than the exercise of the
longer and to grow with the organization with prerogative to choose the workers to be hired
lesser chance of illnesses and stress. to do

4. Recruitment of applicants with experience. the job. Selection has far reaching implications
Experience is emphasized by to the interest of the enterprise or the

companies and offices that would not want to bureaucracy which are as follows:
spend much time, effort and money in the
1. The employer must avoid employing the
training of personnel. mediocre. Mediocre which is the

5. Recruitment from competition. Competitors possession of inferior skills and characteristics


can be a source of applicants. Some can be found in the worker only after he has

organizations make it a policy to lure workers of been hired unless the employer applies very
other companies to transfer to them. careful measures of selection.

6. Campus recruitment. The institutions of


higher learning and the technical
P a g e | 53
schools are the arena for recruitment by
organizations that have the policy to tap the
new 2. The employer must seek workers with
graduates as applicants to their vacancies. potential. The hiring of employee is not

7. Recruitment through placement offices. merely to fill present requirements in the


Schools and government manpower workplace but also to have personnel who can
be
made to fit the requirement of higher like aggression, rumor mongering, mooching,
technology in the future. back-biting and envy in relation to others in

3. The employer must preclude the hiring of the organization and etc.
problem workers. Applicants for jobs
6.11 Principles in Employee Selection
may have the skills for the job but they may also
have personal characteristics that may

bring problems to the organization. The use of pure discretion and personal
impression can be disadvantageous to the
4. The employer must get the best out of the
pay scale for the job. The applicants organization, thus, the following principle must
be applied:
and the employer are in the free market for
labor. The applicants prefer to be hired by high 1. Have more than one tentative choice for each
job. The selection process should
paying organizations which in turn would like to
get the best qualified for the salary level produce a number of prospects for a final
choice up to the time of decision to appoint
that they offer. who

5. The employer has preference in employee is best for the job.


personality. Selection is not purely a
2. Choose the worker for present and future
matter of measurement of intelligence, skills, technology. The entry of new workers
and physical attributes. It is a search for the
should be in response to the needs of existing
personality that will fit into the job and the vacancies and level of operation.
management style of the organization.

6.10 Consequences of Poor Selection of New


Workers P a g e | 54

When the selection process is not properly 3. Choose the worker with a career plan.
performed, the employer has to face Workers who merely want to be

some negative consequences. The new worker employed but who have no definite goal within
from whom much may be expected may the organization that he is joining rarely

turn out to be a bundle of problems, which may make good as workers due to lack of
include lack of aptitude for the job; poor commitment.

work habits like being careless, tardy, absentee, 4. Choose the worker who likes working with
and idling on the job; poor human behavior others. In selecting the worker to be
hired, the factor or personality is vital because 2. Language proficiency test. Language is basic
working in an organization means working to performance of work where

with other people. communication must flow in the course of


performing the job and in rendering reports.
5. Choose the worker with a pleasant job
history. Workers who move from one 3. Arithmetic ability test. The test of ability to
solve computational and problem
employment to another are either easily
dissatisfied with their jobs or are simply so type questions is administered to applicants to
find out if they are number literate.
underserving to be kept by their previous
employers. 4. Aptitude tests. How the worker will perform
on the job can be influenced by his
6.12 Test Administered in Worker Selection
psychological frame and inclination to do a
particular line of work.
The HR staff of business and government 5. Personality tests. Although the validity of
organizations have developed or adopted personality tests has often been
various types of tests to find out about the questioned as to their capacity to measure
applicants’ mental ability, psychological personality characteristics that determine
conditions, skill, performance, store of success
knowledge, and potential. Tests are given to in managerial and supervisory position for
enable which they are applied, they continue to be
the personnel staff in determining the fitness of widely applied.
the applicant to the job in a way that would

take less time for the HR staff than it would if


applicants were examined on a case to case P a g e | 55

basis.

The following are the commonly used types of 6. Skills and manipulative tests. In some
tests in the selection of employees: organizations the applicant for operative

1. Intelligence test. This test is to find out how and clerical jobs are given practical trade tests
well the mind of the applicant in the absence of trade test certification from

functions in regard to such mental processes as a recognized center.


proportions, relatives, comparisons,
6.13 The Interview as a Selection Process
contracts, inversion, association, deduction,
distinction and classification.
In the effort to hire the best worker for the job, 7.2 Reasons and Process of Orientation
the HR staff lines up interviews of

the applicants by members of the selection


committee who are often made up of a HR Organization have to conduct worker
orientation with the view to ensure that the
specialist, the supervisor and a middle or top
management officer. worker is able to fit into the organization mix
and into the work place. Specially, the
The committee may conduct structured
interview. This is with the use of a reasons are that the worker performs better
when his place in the organization is clear to
questionnaire.
him ; that he is able to relate to others when he
understands the rules and regulation that

MODILE 7 must be followed; that he becomes careful in


the handling of tools and materials when the
PERSONNEL ORIENTATION, INTEGRATION &
TRAINING procedures of work have been learned under
competent guidance; that accidents are
7.1 Introduction


The new employee shall go through three steps
of improving his fitness to the job •

within the organization. Initially, the new •


worker is introduced to his fellow workers,

appraised of his duties and functions, and is
given a feel of doing his job. This is called LEARNING OBJECTIVES

orientation. Differentiate orientation, integration, and


training.
The process to make the employee acquire a
sense of belonging in the organization is Explain the different reasons and process of
integration. orientation.

This is to find out the worker’s weakness that Give the benefits of orientation.
need to be remedied and potentials that can be Give the scope of integration.
tapped through training, which is the process of
improving worker performance Explain the role of training in management.

through the enhancement of skills and the


formation of a positive attitude towards the job.
P a g e | 57
or some other materials for orientation might
be effective on matters about the organization
avoided when the worker has been instructed
on the safety procedures; that work standard and the human side of employment.

are attained through knowledge of the 4. Self-directed orientation. The newly hired
prescribed operating methods; and that the employee who has genuine interest in his or
worker
her own performance takes the initiative to
is able to apply a range of initiative when he is familiarize oneself with the machines, methods
clear about his duties and responsibilities.
and relationships on the job.
In the face of so much to be gained through
orientation, it becomes important to 7.3 Benefits from Orientation

have a clear idea of how orientation is done


which may include the following processes: It is generally accepted in HRM that job
1. Orientation through the recruitment and orientation is the responsibility of
selection stage. Even before the employee is management. This is so because of the
hired, there is already a wide range of perceived and actual benefits derived from the
information about the organization and the job orientation process which are as follows:
which
1. Orientation manifests concern for the new
he or she absorbs. worker. Nothing makes the new worker get a
2. Use of the HRM orientation kit. The HR staff feeling of concern for his or her place in the
of well organized and well managed organization than orientation.
enterprises and government offices are usually 2. Orientation removes wrong notions about
provided with orientation kits to be applied the job. The newly hired worker may have
in the areas of giving a comprehensive ideas the job based on prior work experience,
knowledge about the organization; of clarifying educational on-the-job background or
the
impressions taken from informal sources
terms of employment; of presenting the policies
that govern employee behavior; of relating

oneself to the work group; and of maximizing P a g e | 58


one’s opportunity to grow in the

organization.
3. Orientation prevents accidents and wastage.
3. Job orientation conducted at the workplace. The new worker in the shop who is in the
The personnel staff using the orientation kit
process of getting mainstream of the operation 2. Providing company and policy knowledge.
must be informed of the safety procedures The new worker who has been oriented to do

during orientation. his or her work may be able to perform tasks


and activities creditably but may not yet be
4. Orientation gives the supervisor better
knowledge of the new worker. At the time of fully informed about the organization.

selection the supervisor may get to know some 3. Introduction into the social groups in the
characteristics of the new worker. company. There is social life in the company

7.4 Meaning and Scope of Integration picnics, parties, tours and athletics.

4. Employee meetings enhance integration. The


new worker should exert effort to be
The integration of the new worker is a process
of making him psychologically and present in employee meetings whether these
be with management minds or employee social
socially adjusted to the environment and
culture of the organization. The acquisition of a groups.

sense of belonging and absorption of the 7.6 Training as a Responsibility of Management


individual into the organizational mainstream

goes a long way in the development of loyalty


to the organization and commitment to the Entrants to the job possess the potential for
greater challenges ahead. In anticipation
goals being pursued.
of those challenges, management should
7.5 The Process of Integration of New Workers provide manpower training. In the case of
workers

who have been found deficient in skill and work


People have different rates of adjustment to attitude, training is even more imperative.
their work environment. Some easily

get along with fellow workers in the workplace


while others take a longer time to adjust. P a g e | 59

The process are as follows:

1. Introduction to the unit personnel. The front- No Single Method of Training


line supervisor under whom the new
Training is conducted in various ways
worker will work should undertake the depending upon the subject skill or
introduction which will let him or her know the
knowledge to be developed, the characteristic
others working in the unit of assignment. of the learners, the purpose for conduct of
training and the logistics provided to the realized from training. The logic behind this is to
trainor. find out whether the cost of training has

The most used training method is the lecture- been justified by the outcomes. Moreover, the
demonstration method wherein the program components can be improved for

trainor explain the theory of work and better results in the future.
operation and then proceed to show how the
job is Trainee reaction is a source of information on
training results. The trainee is in the
done using the machine, materials and motion
required. position to state whether the activity has made
him better prepared for his work or has
The discovery method of training is a novel
approach applied to train intelligent changed his attitude for the better.

trainees with some experience behind them.

The job rotation method is used in the


improvement of the workforce which can

cover functions closely related to their present


work. The method involves making the

worker do the tasks most adjacent to his place


in a chain of related jobs.

Formal instruction is a way to train where a


trainee of the company is temporarily

taken out of the job and is sent to a training


center which uses an array of methods that may

include household training, audio-visual


instructions, the lecture-observation- practice

method, the case method, and any method


which the training center may adopt.

7.7 Training Outcome Needs Evaluation

The conduct of a training program is for capable


results. Specific benefits must be

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