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Management of Business > 2.3 Human Resource Management > Flashcards

2.3 Human Resource Management Flashcards

1
Q

What is human resource management?

A

Human resource management is the strategic approach to the effective management of workers so that they help the business gain a competitive advantage.

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2
Q

What does human resource management aim?

A

It aims to recruit capable, flexible and committed people, managing and rewarding their performance and developing
their key skills to the benefit of the organisation.

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3
Q

Why is effective human resource management important?

A

Effective human resource management is increasingly important because more businesses have
become service oriented, causing people to be the critical resource in ensuring quality customer service level.

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4
Q

What do businesses need to do to ensure competitiveness?

A

Efficient and productive

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5
Q

What usual consists of a great workforce? [3]

A

Well-motivated
Right skills and knowledge
Effectively organised

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6
Q

What consists of human resource management? [2]

A
  1. Human resources planning
  2. Human resource activities
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7
Q

What is human resource planning?

A

Human resource planning is the development of strategies to meet the future human resource
needs of a business.

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8
Q

Why the starting point the overall strategic plan of the business? [3]

A

Management of human resource can forecast future demand for human resources, determine whether the required human resources would be available, and finally take steps to match supply with demand.

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9
Q

What must management understand to develop an effective human resource planning?

A

Management must understand current employee needs and predict future employee needs

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9
Q

What is needed for effective human resource planning?

A

A developed systematic and comprehensive strategy

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10
Q

What are some things that can be done to understand current employee needs? [2]

A
  1. Job analysis
  2. Job description and job specification
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10
Q

What is important in planning for the future?

A

Understand the present; current picture of employee needs by the business

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11
Q

What is the purpose of job analysis?

A

The purpose of job analysis is to determine, by observation and analysis, the basic elements of
a job.

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12
Q

What is a job description?

A

Job description summarises the job scope, duties and responsibilities.

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13
Q

How is job analysis conducted? [3]

A

Specialists who do this interview job occupants about what they do, observe the flow of
work and learn how results are accomplished.

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14
Q

What is a job specification?

A

A job specification describes the minimum qualifications a job holder must have to perform the job successfully.

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15
Q

What can job analysis, descriptions and specifications help with the business?

A

Job analysis and the resulting job descriptions and specifications can help businesses avoid
hiring people who are overqualified (and presumably higher paid) or underqualified (and thus not productive) for a particular job.

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16
Q

What do many internal and external factors affect?

A

Many factors both internal and external, that include nature of the tasks, availability of
employees with the required skills and abilities, technological advancements, etc affect the design of a job and hence job descriptions would change over the course of time.

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16
Q

How do management predict future employee needs effectively? [2]

A

Management would need to have knowledge about future
human resources demand, and the possible sources (supply) for these human resources.

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17
Q

What do basing forecasts of the demand for human resources on as much relevant information as possible show?

A
  1. Provide information about future business ventures, new products, and projected
    expansions or terminations of specific product lines.
  2. Information on past human resources
    levels, new technologies, industry human resources practices, and projected economic trends
    are also useful indicators.
  3. Such information would be used to determine both the number of
    employees required and their qualifications.
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17
Q

What do management want to look out for when looking at external source?

A

Factors to consider include the availability of talent in the industry and the geographic location’s labour pool, the qualifications and skillsets of those
graduating from tertiary schools, as well as the quality of migrant workers moving into the country.

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18
Q

What do management want to look out for when looking at internal source?

A

Mangement might want
to consider factors like nature of the tasks, suitability of employees that includes which
employees are motivated, trainable and promotable, as well as the types of training the business
might have to conduct.

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19
Q

What is the central purpose of human resource management?

A

The central purpose of human resource management (HRM) is to recruit, train and use the workers of a business in the most productive manner to help the business achieve its objectives.

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20
Q

What activities do human resource management include? [9]

A
  1. Recruitment and selection
  2. Compensation
  3. Orientation
  4. Training and development
  5. Performance appraisal
  6. Promotions
  7. Transfers
  8. Disciplining
  9. Dismissals
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21
Q

What is recruitment?

A

Recruitment is the process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it, and attracting suitable candidates for the job.

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22
Q

What are the types of recruitment? [2]

A

Internal and external recruitment.

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23
Q

What is internal recruitment?

A

Internal recruitment is when the business looks to fill the job vacancy from within its existing workforce.

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24
Q

What is external recruitment?

A

External recruitment is when the business looks to fill the vacancy from any suitable
applicant outside the business.

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25
Q

What are the requirements of internal recruitment?

A

Internal recruitment would require management to make the job vacancy known to its existing
employees and encouraging them to apply for and be willing to accept organisational jobs that are available.

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26
Q

How is internal recruitment conducted?

A

Most vacant positions in businesses are filled through internal recruitment, mainly
through job postings, such as placing information about job vacancies and qualifications on
bulletin boards, in newsletters or in the intranet of the business.

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27
Q

What are the disadvantages of internal recruitment? [3]

A
  1. Internal recruitment restricts the competition for positions and limits the pool of fresh
    talent and fresh viewpoints.
  2. It may encourage employees to assume that longevity and seniority will automatically result
    in promotion.
  3. Whenever a job is filled, it creates a vacancy elsewhere in the business.
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27
Q

What does it mean when a vacant position arises?

A

When vacant position arises, the firm will look for capable existing employees with potential for promotion.

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27
Q

What is the advantages of internal recruitment? [3]

A
  1. Employees tend to be inspired to greater effort and loyalty. Morale is enhanced because
    they realise that working hard and staying put can result in more opportunities.
  2. The whole process of advertising, interviewing etc. is less costly.
  3. There are fewer risks, since internal candidates are already known and they are also familiar
    with the business.
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28
Q

Why do some businesses tap on employment agencies or consultant.

A

They are specialists who assist in the preliminary matching between the requirements of the business and the current pool of
candidates registered with the agencies.

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28
Q

What is external recruitment?

A

External recruitment means attracting job applicants from outside the business, when there is no suitable internal candidate for a particular vacant position.

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29
Q

What are some examples of external recruitment?

A

External recruitment can be done by advertising as it enables coverage through media such as newspapers, journals,
magazines and the internet.

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30
Q

What does selection involve with?

A

Selection involves the series of steps by which the candidates are interviewed, tested or
screened for choosing the most suitable person for the vacant position.

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30
Q

What are the benefits of using employment agencies or consultants? [2]

A
  • Save the business time and administrative work, especially for smaller firms which are not well equipped with skills and knowledge in recruiting the right staff.
  • This method is usually efficient with the employment agencies’ or consultants’ wide contacts and networks, other than being
    impartial in their assessment of applicants.
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30
Q

What do doing recruitment talks, career fairs or internship opportunities in universities help the business with?

A

This allow businesses to gain access to a pool of
potential candidates, as well as to screen them in advance.

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31
Q

What do casual applicants do?

A
  • Unsolicited applicants who ask about job opportunities even when there is no job
    opening.
  • These casual applicants can form a pool of potential candidates for future reference.
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32
Q

What are the disadvantages of external recruitment

A
  1. The recruitment process is more expensive and takes a longer time.
  2. The risks are higher because there is an unknown factorRefere about the people hired.
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32
Q

What are the advantages of external recruitment?

A
  1. Applicants are likely to possess specialised knowledge and experience.
  2. Applicants can offer fresh viewpoints.
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33
Q

What happens during a selection process?

A

During the selection process, managers must determine the extent to which each candidate has the
skill, ability and knowledge required to perform effectively for the position being considered.

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33
Q

What are some selection methods? [5]

A
  1. Application blank / resume
  2. Selection test
  3. Selection interview
  4. Reference check
  5. Medical screening
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34
Q

What is an application blank?

A

An application blank is a form containing a series of questions about the applicant’s personal particulars, educational background, previous job experience, physical health and any other information that may be useful in assessing an individual’s ability to perform on the job.

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35
Q

What is a resume?

A

A resume provided by the applicant also serves the same function. Information obtained is compared to the job specification and description to determine whether there is a good match between the job and the applicant.

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36
Q

What is a selection test?

A

A selection test is a device that assesses a job applicant’s characteristics
through a test or simulated exercise.

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37
Q

What can employers know through a selection test?

A

Through this test, the potential employer will gather more information about the applicant’s ability, aptitude, interests and personality.

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38
Q

What do performance and personality test measure respectively?

A

While a
performance test requires job applicants to complete some job activities under structured
conditions, a personality test measures characteristics such as patterns of thoughts, feelings
and behaviours which will influence their interactions in various situations.

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39
Q

What is a selection interview?

A

A selection interview is a relatively formal, in-depth conversation that
is conducted for the purpose of assessing a candidate’s knowledge, skills and abilities as well as providing information to the candidate about the organisation and the potential job.

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40
Q

What do these references do?

A

Both character and employee references are aimed at
verifying information provided on the application blank or resume and may also focus on
collecting additional data to facilitate the selection decision.

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41
Q

What is the process of selection interview? [2]

A
  • If this is done together with an application blank or selection test, it can allow the potential employer an opportunity to gather or clarify information provided by the applicant on the
    application blank or test.
  • Typically, interviews are conducted by professional recruiters from the HR department and also by the supervisor of the functional department of the vacant
    position.
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42
Q

What is a reference check?

A

A reference check is an attempt to obtain job-related information about the job applicants from other individuals who are in a position to be knowledgeable about
the applicant’s qualifications.

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43
Q

What is a medical screening?

A

A medical screening is a process to ascertain whether the applicant is
physically able and fit to perform the job.

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44
Q

What is the benefit of a medical screening?

A

This is also to protect the business from
unfounded and unreasonable compensation claims under workmen compensation and
lawsuits.

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45
Q

What is compensation?

A

Compensation is the payment employees receive in return for their labour / effort. It is equally important to employees and to the management of the business, as it can account for a
significant proportion of business expenditure.

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46
Q

Why must the compensation system of the business be carefully designed?

A

Provide for employees’ needs while keeping labour costs within
reasonable limits.

46
Q

What are the components of compensation? [3]

A
  1. Wages or salaries
  2. Incentives
  3. Benefits
47
Q

What is basic wage or salary and how is it determined?

A
  • The basic wage or salary is the base pay paid to employees in exchange for doing their jobs.
  • The basic compensation is determined by various factors such as the prevailing pay levels in a particular industry or location, the amount competitors are paying, whether the jobs are
    unionised, if the jobs are hazardous, the individual’s position in the business and how much experience he or she has.
47
Q

Why are incentives good?

A

To induce employees to be more productive, or to attract and retain top performers, many
businesses offer incentives such as performance-related pay (bonuses), profit sharing and share
ownership.

48
Q

What are benefits?

A

Benefits, or fringe benefits, are additional non-monetary forms of compensation designed to enrich the lives of all employees in the business, which are either fully paid or partly paid by the
business.

49
Q

What are some examples of benefits?

A

Benefits, or fringe benefits, are additional non-monetary forms of compensation designed to enrich the lives of all employees in the business, which are either fully paid or partly paid by the
business.

50
Q

What are some examples of benefits?

A

Examples include company cars, pension schemes, private health insurance, discounts
on company products and low interest rate loans.

51
Q

What is orientation?

A

Orientation, also known as induction training, is conducted to help newcomers fit smoothly into the job and the organisation.

52
Q

What is the difference of orientation between a large and small businesses?

A

In a large business, orientation may be a formal, established process. In a
small business, it may be so informal that employees may have to make most of the effort
themselves.

52
Q

What are the objectives of orientation?

A

It has the objectives of introducing them to the people they will
be working closely with, explaining the detailed organisational structure, outlining the layout of the premises and making clear essential health and safety issues, such as procedures during a
fire emergency.

52
Q

What is induction?

A

Induction helps in the effective integration of the employee into the
organisation.

52
Q

Why is the initial socialisation period of orientation designed?

A

Give employees the information they
need to be effective.

53
Q

What are the three matters the employees should know?

A
  1. Job routine
  2. Organisation’s mission and operations
  3. Organisation’s work rules and employee benefits
54
Q

What should be known about job routine?

A

At minimum, the new employee needs to have learned what is required in the job for which he or she was hired, how the work will be evaluated, and who the immediate co-workers and managers are.

55
Q

What should be known about the organisation’s mission and operations?

A

Both managers and low-level employees need to know what the organisation is about, such as its purpose, products or services, operations and history. They are able to perform better with such knowledge.

55
Q

What should be known about the organisation’s work rules and employee benefits?

A

All employees should be made aware
of matters of laws (such as ethics, conflict of interests, fairness and honesty) affecting work
operations. The business might also have established processes outlining formalised work
rules, overtime requirements, grievance procedures, and elaborate employee benefits.

55
Q

What is training?

A

Training refers to educating and upgrading the skills of technical and operational employees in how to better do their current jobs.

56
Q

What is the aim of training and development?

A

Training and development are aimed at improving employees’ skills and abilities.

57
Q

What examples of training employees?

A

For example, electronics technicians, data processors,
computer network administrators and X-ray technicians, among others, need to be schooled in
new knowledge as the requirements of their fields change due to technological advancements.

58
Q

What is development?

A

Development refers to educating professionals and managers in the skills they need to do their jobs in the future.

59
Q

What examples of development of employee?

A

For example, accountants, nurses, lawyers and managers of all levels need to
be continually educated in how to better do their jobs for the immediate and long-term future.

59
Q

What are the types of training? [2]

A
  1. On-the-job training
  2. Off-the-job training
59
Q

What is on-the-job training?

A

This training takes place in the work setting while employees are
performing job-related tasks. Instructions are provided at the place of work on how a job
should be carried out.

60
Q

What are the benefits of training and development? [4]

A
  • Improved performance of previously unskilled workers and upgrade of employees’ skills in
    anticipation of their achieving higher positions in the organisation.
  • Improved skill levels of the whole business as workers will be more flexible, adaptable and
    better able to meet technological and other challenges. This prevents obsolescence of skills
    at all levels of personnel in the company especially when technology of performing a job is
    subjected to rapid changes.
  • Development of staff to reach their potential, which should lead to a more stable and
    committed workforce.
  • Improved efficiency of operation (thus productivity) and the quality of the finished product, leading to improved profitability for the business.
61
Q

What is off-the-job training?

A

This training is undertaken away from the business. Employees take
time off their work to attend external courses and workshops. Some off-the job training also
includes online courses and e-learning.

62
Q

What are the costs of training and development? [3]

A
  • Financial costs of training courses, some off-the-job training programmes or courses could
    be expensive.
  • Costs of employees tied up in undertaking training. Employees undergoing on-the-job
    training would be less productive during the course of training. Employees undergoing offthe-job training would mean loss of man hours for the business.
  • The risk of well-trained and qualified employees leaving for better opportunities with other
    businesses. This may result in the businesses cutting back on training programmes and may
    cause other employees to miss out on training and development opportunities.
63
Q

What is performance appraisal?

A

Performance appraisal is the process of accessing the effectiveness of an employee judged
against pre-set objectives.

64
Q

What are the types of appraisal methods? [2]

A
  1. Objective methods
  2. Judgmental methods
64
Q

What are objective methods?

A
  • Objective appraisal methods use some measurable quantity as the basis for assessing performance.
  • Units of output, dollar volume of sales, and number of defective
    products are some examples of objective, measurable quantities. - As objective methods
    measure results, it will be harder for employees to challenge the appraisal.
64
Q

What is judgmental appraisal?

A

Judgmental appraisal methods, sometimes known as subjective
methods, are used more frequently than objective methods.

64
Q

How is appraisal done?

A

Appraisal done periodically and systematically with constructive
feedback given to employees so that their overall effectiveness is enhanced.

65
Q

What are managers required to do when using judgmental methods? [4]

A
  • Managers are required to judge or estimate the employee’s performance level.
  • These methods are often based on
    employee ranking or rating scales.
  • When ranking is used, the manager ranks subordinates
    from best to worst.
  • This approach is often based on a manager’s perception of an
    employee’s traits or behaviours, and lack an absolute standard or benchmark.
66
Q

What are some judgmental errors when using judgmental appraisal methods? [5]

A
  1. Lack of objectivity
  2. Halo effect
  3. Leniency or strictness
  4. Central tendency
  5. Recency bias
67
Q

Why performance appraisal lack objective?

A

Performance appraisal largely a matter of one person’s opinion of
another and it remains a subjective process which requires human judgment and thus prone to judgment errors.

67
Q

Why performance appraisal has halo effect?

A

This occurs when a supervisor’s assessment of a subordinate on one dimension
influences the rating in other dimensions.

67
Q

Why performance appraisal too lenient or too strict?

A

The practice of rating all employees may not be consistent. For
example, a supervisor may give subordinates the benefit of the doubt and give lenient rating
to avoid conflict.

68
Q

Why performance appraisal has central tendency?

A

There is a tendency to rate all employees on average as a result of
supervisor fatigue and inability/unwillingness to commit time to be more discriminatory in
appraising performance or wanting to avoid conflicts or criticisms.

69
Q

Why performance appraisal has recency bias?

A

There is a tendency to recall the most recent events when evaluating
performance.

70
Q

What are the characteristics of an effective appraisal system? [4]

A
  1. Job-related criteria
  2. Performance expectations
  3. Standarisation
  4. Qualified appraisers
71
Q

What can job-related criteria do?

A

Criteria used for appraising employee performance must be based on
job information that has been determined through job analysis.

72
Q

Why standarisation required? [2]

A
  • Employees in the same job categories under a given supervisor should be appraised using the same evaluation instrument.
  • In addition, appraisals should cover similar
    period of time, and feedback sessions should be regularly scheduled.
72
Q

Why are performance expectations important? [2]

A
  • It is important for managers to explain clearly their performance
    expectations to their subordinates before appraising them.
  • This is because it is not fair to use yardsticks of performance which the subordinates are not aware of.
73
Q

Why qualified appraisers required?

A
  • Appraisers must have the opportunity to observe directly the job
    performance of the subordinates being appraised.
  • Other than ensuring that subordinates
    understand performance expectations, they must be objective and impartial when rating
    employees and conducting appraisal interviews.
73
Q

What is promotion?

A

Promotion means moving an employee to a higher position, and is the most obvious way to recognise an employee’s superior performance, apart from pay raise and bonuses.

74
Q

What do managers need to consider when promoting an employee? [3]

A
  1. Fairness
  2. Non-discrimination
  3. Resentment of other employees
75
Q

Why are employees given a warning or reprimand?

A

An employee continuously fails to meet the obligations laid down by the contract of
employment, such as failing to meet expectations in their performance or having punctuality
issues.

75
Q

Why is it important to be fair in promotion?

A

It is important for promotion to be fair. The step upward must be deserved. It
should not be for reasons of nepotism, cronyism or other forms of favouritism

76
Q

Why is it important to be non-discriminatory in promotion?

A

The promotion cannot discriminate on the basis of race, ethnicity,
gender, age or physical ability.

76
Q

What are transfers?

A

Transfer is the movement of an employee to a different job of similar responsibility. It may or
may not mean a change in geographical location.

77
Q

Why is it important to have no resentment of other employees in promotion?

A

If someone is promoted, someone else might be resentful
about being passed over. Managers would need to counsel and assure the people left
behind about their performance and their opportunities in the future.

78
Q

Why can employees be transferred? [4]

A
  • to solve issues faced by the business by using their skills at another location;
  • to broaden their experience in being assigned to a different position;
  • to retain their interest and motivation by being presented with a new challenge;
  • to solve some employee problems, such as personal differences with their bosses.
79
Q

What is an example of employee being temporarily removed from their jobs?

A

For example, a police
officer who is disciplined may be placed on suspension or administrative leave, where he is
removed from his regular job in the field, and given a paperwork job to do, or told to stay away from work altogether.

80
Q

What happens when an employee is demoted?

A

Have his or her current responsibilities,
pay and privileges taken away, such as a manager being demoted to become a supervisor.

80
Q

What is dismissal?

A

Dismissal means an employee is sacked or fired from a job due to incompetence or breach of
discipline.

80
Q

What can dismissal result in? [2]

A
  • Dismissal could result from the employee being unable to do the job to the standard
    that the organisation requires.
  • It may also be that the employee has broken one of the crucial
    conditions of employment.
81
Q
A
82
Q
A
83
Q

What should the HR department do before dismissal can happen? [2]

A

-The HR department must be seen to have done all that it can to help the employee reach the required standard or stay within
conditions of employment.
- It is important that the business does not leave itself open to
allegations of unfair dismissal.

84
Q

What are the procedures of a bad employee? [5]

A
  • inability to do the job even after sufficient training has been given;
  • a continuous negative attitude at work, which has badly affected the employees or their
    work;
  • continuous disregard of required health and safety procedures;
  • deliberate destruction of an employer’s property;
  • bullying of other employees.
85
Q

What are some situations where dismissal can be considered unfair or in breach of employment law?

A

There are certain situations in which dismissal can be considered unfair or in breach of employment law, and include pregnancy, a discriminatory reason, employee being part of a union, or non-relevant criminal record.

86
Q
A
86
Q
A
86
Q
A
86
Q
A
87
Q

What is tripartite relationship?

A

Tripartite relationship (tripartism) refers to the collaboration among unions, employers and the government.

88
Q

What is tripartism?

A

Tripartism is a means to effectively manage workforce-management issues, such
as conflict of objectives between these two parties. It provides guidelines on good employment
practices and wages.

89
Q

What do tripartism refer to?

A

Tripartism refers to the collaboration among unions, employers and the government. It is a key competitive advantage for Singapore.

90
Q

What are the benefits of tripartism?

A

Tripartism has helped boost Singapore’s economic
competitiveness, promoted harmonious labour-management relations and contributed to
Singapore’s overall progress.

91
Q

What are examples of business conflicts? [3]

A
  1. Business change
  2. Rationalism
  3. Adverse economic conditions
91
Q

What are some tripartite partners? [3]

A
  1. Ministry of Manpower (MOM)
  2. The National Trades Union Congress (NTUC)
92
Q

What should business do during the conflict of objectives between management and workforce?

A

There is a need for active
negotiation to ensure collaboration between the parties.

93
Q

What does MOM do?

A

MOM is responsible for formulating and implementing
labour policies related to the workforce in Singapore. It aims to develop a globally
competitive workforce and a great workplace, for a cohesive society and a secure economic
future for all Singaporeans.

94
Q

What does NTUC do?

A

NTUC is national confederation of trade unions
in the industrial, service and public sectors in Singapore. NTUC’s objectives are to help
Singapore stay competitive and workers remain employable for life; to enhance the social
status and well-being of workers; and to build a strong, responsible and caring labour
movement.

95
Q

What do SNEF do?

A

SNEF is a trade union of employers
dedicated to preserving industrial harmony and helping employers achieve excellence in
employment practices, thereby enhancing productivity, competitiveness as well as the
quality of their employees’ work life.

96
Q

What is the Tripartite Alliance for Fair and Progressive Employment Practices
(TAFEP)?

A

Promotes the adoption of fair, responsible and progressive employment
practices among employers, employees and the general public.

97
Q

What are the key tripartite issues? [4]

A
  1. Job redesign
  2. Effective retirement age
  3. Workforce training and upgrading
  4. Fair and progressive employment practices
98
Q

What is the main objective of re-design?

A

The main objective of job re-design is to alter job elements so that companies
can achieve maximum output. Increasing output would mean an increase in employee
engagement, efficiency and productivity, improved quality and higher organisational
branding.

99
Q

What is effective retirement age?

A

As part of a set of measures to enable older employees to work longer, the Government enacted re-employment legislation to enable more people to
continue working beyond the current statutory minimum retirement age of 62. Businesses must offer reemployment to all eligible employees up to the age of 67.

100
Q

What consists of workforce training and upgrading?

A

Where opportunities for training arise, employers should
inform all eligible employees of the conditions and procedure for application. Employers
should assess all interested candidates based on objective selection criteria to ensure that
no one is overlooked.

101
Q

What is fair and progressive employment practices? [2]

A
  • This sets out fair employment practices for adoption by employers.
  • This will not only help prevent discrimination at the workplace, but
    also encourage employers to adopt progressive HR practices that will benefit both
    employers and employees.
102
Q

What is flexible wage system?

A
  • This is to support workers on flexible wage arrangements, which contribute to a supportive and conducive work environment.
  • This includes those on flexi-load (e.g. part-time or job-sharing), flexi-time (e.g. staggered hours and compressed work
    week), and flexi-place (e.g. telecommuting).
103
Q

What are the five principles of fair employment practices?

A

a. Recruit and select employees on the basis of merit (such as skills, experience or ability to
perform the job), and regardless of age, race, gender, religion, marital status and family
responsibilities, or disability.
b. Treat employees fairly and with respect and implement progressive human resource
management systems.
c. Provide employees with equal opportunity to be considered for training and development
based on their strengths and needs to help them achieve their full potential.
d. Reward employees fairly based on their ability, performance, contribution and experience.
e. Abide by labour laws.

104
Q

What environment should employers create?

A

Employers should create an environment of mutual respect and understanding and adopt employment practices that will enable employees to perform at their best.

105
Q

What should employers be assured of the human resources department?

A

Employers
should ensure that the human resources department is trained to conduct fair recruitment and
selection based on merit, regardless of age, race, gender, religion, marital status and family
responsibilities, or disability; and to handle sensitive issues without giving rise to
misunderstanding and perception of discrimination.

Management of Business (29 decks)

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