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HUMAN RESOURCE MANAGEMENT (HRM) > Chapter 2: Recruitment, Selection, and Placement > Flashcards

Chapter 2: Recruitment, Selection, and Placement Flashcards

1
Q

HR department consider fully all the factors (resources) that may affect the recruitment process.

A

Allocation

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2
Q

The process of attracting applicants qualified to occupy vacant positions in the company.

A

Recruitment

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3
Q

What are the 3 Main Steps of Recruitment?

A
  1. Planning and Approval based on HR Planning
  2. Position Announcement/Job Vacancy/ies Posting
  3. Recruitment Strategies
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4
Q

Recruitment Strategies - (1)__________ (promotion and transfer) and (2)__________ (newspaper advertisement, internet, manpower agency, executive search, walk-ins, referrals, job fairs, campus recruitment and project basis)

A
  1. internal
  2. external
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5
Q

Under Recruitment:

Involves the selection and placement of qualified (internal - promotion, external - recruitment) candidates for a vacant position.

A

Adjustment

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6
Q

“HR Department should make the necessary adjustment regarding the selection process particularly the (1)__________, (2)__________, and (3)__________.”

A
  1. psychological test used
  2. background checks
  3. certain job requirements
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7
Q

Selection involves

(1)__________
(2)__________
(3)__________

A
  1. Psychological Testing
  2. Screen/interview and background check
  3. Job Offer - job offering to the chosen candidate
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8
Q

What are the 3 Psychological Tests?

A

a. Mental Ability Test or Intelligence Quotient (IQ) Test

b. Aptitude Test

c. Personality Test

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9
Q

Determine what Psychological Test:

Test of general knowledge

A

Mental Ability Test or Intelligence Quotient (IQ) Test

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10
Q

Determine what Psychological Test:

Test of the applicant’s inclination to succeed in a particular field

Specialization

A

Aptitude Test

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11
Q

Determine what Psychological Test:

Measure of patterns of behavior such as cooperation, initiative, dependability, responsibility, and sociability

Values

A

Personality Test

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12
Q

Under Selection:

Measures what it intends to measure

A

Validity

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13
Q

Under Selection:

Consistency in the test

A

Reliability

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14
Q

Under Selection: (Screen/interview and background check)

What are the 4 Types of Interviews?

A

a. Panel Job Interview

b. Behavioral or experience-based Interview

c. Structural Interview

d. Unstructured Interview

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15
Q

Putting the candidate in the position he/she is applying for.

A

Placement

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16
Q

Placement involves

(1)__________
(2)__________
(3)__________

A
  1. Post-selection Considerations
  2. Hiring
  3. Signing of Employment Contract
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17
Q

What are the 3 A’s?

A
  1. Acquisition
  2. Allocation
  3. Adjustment
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18
Q

3 A’s:

Done during job analysis; gathering all needed information (approved strategies, budget, and time) which is important in a particular job

A

Acquisition

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19
Q

3 A’s:

Used in recruitment, selection and placement (meaningful hiring)

A

Allocation

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20
Q

3 A’s:

The different ways by which the organization together with the new employees adapt to the work environment

This includes the organizational structure with the inclusion of new employees

A

Adjustment

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21
Q

The procedure of determining the duties and skill requirements of a job and the kind of person who should be hired for it

A

Job Analysis

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22
Q

Information that can be collected through job analysis:

A
  1. Specific tasks and activities
  2. Required behavior of the job - flexibility and integrity
  3. Required job standards - measure of evaluation
  4. Knowledge, tools, and equipment used
  5. Work Conditions - Organization, Safety, and Health (OSH)
  6. Personal Characteristics and Requirements
    • Requirements > Qualification > Credentials
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23
Q

JOB ANALYSIS PROCESS

A
  1. Formulation of Objectives - how it will be used
    SMART
    • Specific — Simple
    — Complicated
    • Realistic/Result-Driven
  2. Selection of Jobs - Proper utilization
  3. Application of Job Analysis Techniques
  4. Actual Conduct of Job Analysis - the actual data gathering needs consideration time and effort since the data include the features of the job, the proper attitude towards the jobs, and the characteristics of the employee who will perform the job
  5. Preparation of Job Description and Job Specification
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24
Q

What are the Job Analysis Techniques?

A
  1. Observation
  2. Interviews
  3. Questionnaire
  4. Logbook
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25
Q

Uses for a Job Analysis

A
  1. Workforce Planning
    — hiring, promotion > utilization
  2. Performance Management - evaluation
  3. Development
    — promotion, low knowledge > increase
26
Q

Lists of duties, responsibilities, reporting relationships and the job specifications.

Written summary of the particular job

A

Job Description

27
Q

Provides clear overview of what the job is all about and minimizes inconsistencies in the actual job and what is actually written

A

Job Description

28
Q

Job Description Components

A
  1. Job Title or Position
  2. Reporting Relationships
  3. Job Classification
  4. General Description of the Job
  5. Specific duties and responsibilities
  6. Job specification
29
Q

Examples of Job Title/Position

A

Account Officer

Service Crew

Sales Clerk

Cashier

Loan Officer

30
Q

Reporting Relationships

A

Entry-Level Position > Middle Management > Top Management

“Top to Bottom”
“Bottom to Top”

31
Q

Uses of Job Description and Job Specification

A
  1. HR Planning - Job Combination
  2. Recruitment and Selection
  3. Compensation
  4. Training and Development - Training Needs Analysis (TNA)
  5. Performance Appraisal
  6. Safety and Health
  7. Labor Relations
32
Q

Formulated after Job Analysis

Modifications on certain duties of jobs to achieve the company’s goals and objectives

A

Job Design

33
Q

2 Categories of Job Design

A
  1. Job Enlargement
  2. Job Enrichment
34
Q

The Horizontal Approach to Job Design

Supervisor gives his/her subordinate more tasks to do, duties to perform, not empowered to decide on his/her own (no authority in decision-making)

A

Job Enlargement

35
Q

The Vertical Approach of Job Design

Satisfies the need for growth since the employee has a hand in decision-making; he/she is empowered and has some authority over certain tasks leading to motivation to become more responsible and the employee eventually enhances his/her self-worth

Given specific tasks with power

A

Job Enrichment

36
Q

Job Enlargement is the (1)__________ while Job Enrichment is the (2)__________.

A
  1. preparation of promotion
  2. actual promotion
37
Q

Job Design Principles (by Hackman and Oldham Job Characteristics Model)

A
  1. Task Variety
  2. Skill Variety
  3. Feedback
  4. Task Identity
  5. Task Autonomy - empowered to decide on some aspects of the job
38
Q

Job Design Principles:

Like Job Enlargement

A

Task Variety

Skill Variety

39
Q

Job Design Principles:

Checking, Monitoring > Evaluation > TP-MM-ELP

A

Feedback

40
Q

Job Design Principles:

Tasks clearly defined

A

Task Identity

41
Q

Job Design Principles:

Empowered to decide on some aspects of the job

A

Task Autonomy

42
Q

Recruitment Strategies:

Internal: (1)__________ - __________
External: (2)__________ - __________

A
  1. within - for promotion
  2. outside - for newly hired
43
Q

Structured: (1)__________

Unstructured: (2)__________

A
  1. ready/printed
  2. depends on the answer of the applicant
44
Q

Information that can be collected through job analysis:

How these tasks are done, the specific time they are performed, and the reason why they should be performed

A

Specific tasks and activities

45
Q

Information that can be collected through job analysis:

About the behavior required in the performance of various jobs such as communicating, writing, computing, driving among others

A

Required behavior of the job

46
Q

Information that can be collected through job analysis:

Regarding the performance levels or standards required by the job. This is needed to evaluate the performance of the employee

A

Required job standards

47
Q

Information that can be collected through job analysis:

On the tools and equipment used by the employee can be gathered. Knowledge of software applications, accounting procedures and law, among others is also taken into account

A

Knowledge, tools, and equipment used

48
Q

Information that can be collected through job analysis:

The physical aspects of the job such as work schedules, physical environment like field work; social contract information is also obtained like the kind of people the employee interacts with like suppliers

A

Work Conditions

49
Q

Information that can be collected through job analysis:

Educational backgrounds, experiences and the likes needed for the position

A

Personal Characteristics and Requirements

50
Q

Uses for a Job Analysis:

These methods can help a company plan for the skills and expertise they need to perform the duties of the role/responsibilities. With detailed results, it can create more accurate job descriptions and recruit talent that better matches its needs.

A

Workforce planning

51
Q

Uses for a Job Analysis:

As management teams frequently hold regular performance evaluations, these analyses can help with the process. You can identify if employees have the skills and abilities to meet the demands of the role and measure if they meet your expectations.

A

Performance management

52
Q

Uses for a Job Analysis:

By understanding what the skills, limitations and responsibilities are for a role, you can understand what development or training needs you might implement. This can help employees develop in their roles and prepare for more responsibilities as they grow with a company.

A

Development

53
Q

Process of work arrangement aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive tasks

A

Job Design

54
Q

Uses of job description and job specification:

Which jobs should be combined and jobs may be needed in the future

A

HR Planning

55
Q

Uses of job description and job specification:

Validate and ensure good decision-making at this HR activity

A

Recruitment and Selection

56
Q

Uses of job description and job specification:

Doing a certain job based on the tasks and responsibilities attached to it

A

Compensation

57
Q

Uses of job description and job specification:

Can identify skills the employee should have to improve on the job

A

Training and Development

58
Q

Uses of job description and job specification:

Standards are set during job analysis; with the assessment it can help supervisors set up better performance measures

A

Performance Appraisal

59
Q

Uses of job description and job specification:

Information obtained from employee’s evaluation of working conditions can help the HR department eliminate health hazards to ensure work safety

A

Safety and Health

60
Q

Uses of job description and job specification:

Helps in determining whether certain aspects of a job can be covered by union agreements; helps in avoiding future conflicts between the management and the union regarding the coverage of jobs negotiated for the employees

A

Labor Relations

HUMAN RESOURCE MANAGEMENT (HRM) (4 decks)

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