LESSON 3 Flashcards
1
Q
is the process of attracting applicants who may comply with the criteria of a position to be filling an organization.
A
Recruitment
2
Q
is the process of attracting and discovering potential applicants for actual or anticipated organizational vacancies.
A
Recruitment
3
Q
According to ??
“Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected.
A
Werther and Davis
4
Q
In the total process of acquiring and placing human resources in the organization, recruitment falls in between different sub processes:
A
Job Analysis - Manpower Planning - Recruitment - Selection - Placement
5
Q
indicates the organizations’ code of conduct in this area of activity.
A
recruitment policy
6
Q
A typical policy statement for recruitment may include many relevant issues. In its recruitment activities, the company will:
A
- all vacancies internally and/or externally,
- respond to every job applicant without any delay,
- Inform job applicants the basic details and job conditions of every job advertised,
- Process all applications with efficiency and courtesy,
- Seek candidates on the basis of their qualifications,
- Aim to ensure that every person invited for interview will be given a fair and thorough hearing
- Not discriminate unfairly against potential applicants on the basis of sex, race, religion, caste, etc.;
- Not knowingly make any false or exaggerated claims in its recruitment literature or job advertisements.
7
Q
Features of Recruitment
A
- Recruitment is a process or a serious action.
- It is a linking activity as it brings employer and prospective employees together.
- It is a positive function.
- The basic function of recruitment is to locate the sources of people to meet the job requirements.
- It is a pervasive function.
- Recruitment is a two way function as it takes both recruiter and recruits together.
8
Q
Purposes or Uses for proper recruitment
A
a) Greater productivity
b) Better moral
c) Better public image
d) Lower turnover
9
Q
when the recruitment is scientific, productivity increase
A
Greater productivity
10
Q
When the recruitment is proper, the morale of the work force will be high.
A
Better moral
11
Q
: when an organization employs a scientific method, it can get better reputation from the public.
A
Better public image
12
Q
when the recruitment is proper, there will be better job adjustments, and then labor turnover will be lower.
A
Lower turnover
13
Q
the external political, social, legal and economic issues, and internal policy and procedural issues that may influence the recruitment process.
A
Environmental factors
14
Q
Recruiting function require
A
money
15
Q
refer to the present work force of an organization.
A
Internal sources
16
Q
sources of recruitment
A
- internal
- external
17
Q
The following external (outside) sources are utilized for recruitment process:
A
1) Advertisement
2) Employment Agencies
3) On Campus Recruitment
4) Employee Recommendations
5) Labor Unions
6) Gate Hiring
7) Deputation
18
Q
– is the most effective means to search potential employees from outside the organization
A
Advertisement
19
Q
There are specialized agencies, which on receiving requisitions from companies advertise position descriptions in leading newspapers without disclosing the name of the client company.
A
Employment Agencies
19
Q
they provide employment services particularly for selecting higher level and middle level executives
A
Employment Agencies
20
Q
organizations conduct interviews at the campuses of various institute, universities, and collages in search of prospective employees. This source is quite useful for selecting people to the posts of management trainees, technical supervisor or other entry-level positions.
A
On Campus Recruitment
21
Q
– The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. Employee recommendations are considered to employ personnel particularly at the lower levels.
A
Employee Recommendations
22
Q
used as source of manpower supply though at the lower levels.
are asked to make recommendations for employment of people as a matter of goodwill and cooperation.
A
Labor Unions
22
Q
- Many organizations take people on delegation from other organizations. Such people are given choice either to return to their original organization after a certain time or to opt for the present organization.
A
Deputation
23
– some organizations rely upon the concept of gate hiring to select people who approach on their own for employment in the organization. This method is mostly used in case of unskilled and semi-skilled workers.
Gate Hiring
24
is to determine whether an applicant meets the qualification
for a specific job and to choose the applicant who is most likely to perform well in that job.
selection process
25
are screened by the application of these tools qualified applicants go on to the next handle, while the unqualified are eliminated.
candidates
26
Goals of Selection
* To maximize Person/Job/Organizational fit
* Select the best person for the job
* To maximum performance, efficiency, effectiveness, profit.
27
Selection method standards
1. Reliability
2. Validity
3. Utility
4. Legality
28
Free from random error, stability or consistency
Reliability
29
It is the degree to which a predictor or criterion measures what it purports to measure
Validity
30
ways to measure value added by selection tool
Utility
31
All selection methods must match to existing laws and legal precedents
Legality
32
basis for selection
educational qualifications
technical skills
achievements
33
Categories of criteria
1. Education
2. Experience
3. Physical characteristics
4. Other personal characteristics
5. Preliminary requirements for successful selection process
33
The standard selection process has the following steps:
1. Screening of Applications
2. Selection Tests
3. Interview
4. Checking of References
5. Examination
6. Approval by Appropriate Authority
7. Placement
33
is a common, cost effective way to screen for these abilities.
Educational accomplishment
33
selection tests have different objectives and measure different attributes:
(i) Achievement Test
(ii) Intelligence Test
(iii) Personality Test
(iv) Aptitude Test
(v) Interest Test
34
Prospective employees have to fill up some sort of application forms while applying. These forms
have variety of information about the applicants like his personal bio-data, achievements,
experience etc.
Screening of Applications
35
are organized by the organizations to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection
Selection tests
36
is concerned with what one has accomplished.
Achievement
37
are conducted to measure how well the candidates know the things.
achievement tests
37
– dimensions of personality such as interpersonal competence, dominance-submission, and extroversion. Introversion, self-confidence, leadership ability, patience, ambition are measured through personality tests.
Personality Test
37
are designed to measure an applicant’s knowledge of a specific trade and to measure what the performance of a typist in terms of speed, accuracy and efficiency.
Trade tests
38
- It is also called performance test or trade test
Achievement Test
39
tries to measure the level of intelligence of a candidate. This test generally includes verbal comprehension, word fluency, memory, and inductive, reasoning, number facility.
Intelligence test
40
conducted to predict performance success for jobs that require dealing with people, or jobs that are essentially supervisory or managerial in character.
Personality Test
41
– These tests are designed to assess the special aptitudes of the applicants such as clerical aptitude, mechanical aptitude, mathematical aptitude manual dexterity, abilities and skills.
Aptitude Test
42
special aptitudes of the applicants such as
clerical aptitude
mechanical aptitude
mathematical aptitude
manual dexterity
abilities and skills.
43
– is conducted to discover a person’s area of interest and to identify the kind of jobs
that will satisfy him. It
interest test
44
is a selection technique that enables the interviewer to view the total individual.
interview
45
are intended to investigate the candidate’s background and can be obtained from the following sources-school and college officials, previous employer or other persons of prominence who may be aware of the candidate’s behavior and ability.
References (Checking of References )
46
is carried out to ascertain the physical standard and fitness of prospective employees
medical examination (examination)
47
Medical examination also serves the following purposes. :
(a) To reject those whose physical qualification are insufficient to meet the requirements of the work they are being considered for.
(b) To obtain the record of the physical condition of the person at the time of hiring.
(c) To prevent the employment of those with communicable disease.
48
suitable candidates are recommended for selection by the selection committee or personal department. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates.
Approval by Appropriate Authority
49
who are the approving authority
Board of Directors
50
after the completion of all formalities, the candidates are placed on their jobs initially on probation basis.
Placement –
51
Using criteria for final screening points and decisions that reflect or are based on gender is
unpleasant and is not legal unless for specific jobs which require men or women only.
Gender issues
51
According to article 11 of revised labor proclamation no. 1156/2019 Probation Period stated as follows
1. A worker may be employed for a probation period for the purpose of testing his suitability to a job position in which he is anticipated to hold.
2. A worker re-employed by the same employer for the same job shall not be subject to probation.
3. When the parties agree to have a probation period, the agreement shall be made in writing; in such a case, the probation period shall not exceed 60 working days beginning from the first date of employment.
4. Unless the law or work rules or collective agreement provides otherwise, the probationary worker shall have the same right and obligation that a worker who has completed his probation period possesses.
5. If the worker, during his probation, proves to be unfit for the post, the employer can terminate the contract of employment without notice and without being obliged for severance payment or compensation.
6. A worker on probation may terminate his contract of employment without notice as well.
7. If a worker continues to work after the expiry of the probation period, a contract of employment for the intended period or type of work shall be deemed to have been concluded from the beginning of the probation period.
52
main factor affecting the selection process was
government laws and regulations (legal consideration).
53
following discriminatory elements should be noted.:
a. Gender issues
b. Race and National Origin
c. Physical handicap and physical Requirement
d. Religion
e. Speed of Decision Making
54
Selection decision practiced by using discrimination in race and national origin is also unpleasant
and illegal. Due to this regard selection decisions should be made without regard of these factors.
Race and National Origin
55
Specification of requirements that restrict physical handicap and/ or physical requirement should be used only when the requirements are necessary for performing that particular job; discriminating individuals based on their physical conditions should not be requested in the selection process.
Physical handicap and physical Requirement
56
A selection decision, made on discrimination of religion, is illegal unless, the organization is working for its own religious sake. In public sector organizations like in Ethiopian civil service system and in any private business company, selection decisions based on religious belief is unacceptable.
Religion
57
making matters in the selection decision process. The time available to make the selection decision can have a major effect on the selection process.
Speed of Decision Making
58
is ‘fusion’ process’ by which the individual identifies himself with the organization and tries to achieve his/her goal with the goal of the organization.
Orientation (Induction)
58
can defined as a process of introducing the employee to the organization and the work process.
Induction
59
Content of Induction
1. Organizational issues
2. Employee benefits
3. Introduction
4. Job Duties
60
Like: - Company history, Name, vision, Mission etc.
Organizational issues
61
Like: -Pay Scales, insurance, medical, recreation etc…
Employee benefits
62
Like: -To supervisors, to co-workers, to trainers, to employee…
Introduction
63
Like: - Job location, Job tasks, job safety needs, job objective, relationship with others etc…
Job Duties
64
A planned induction offers the following benefits:
* It creates favorable attitudes in the minds of the employee and this improves the moral and performance of the employees.
* It aids learning; it saves time, and trouble.
* It gives accurate information to the employee about the organization and the job. * It reduces the rate of employee’s turnover: as many new employees can be introverts, they may find it difficult to seek knowledge and acquaintance on.
65
induction serves the following purposes:
a. Removes fears
b. Creates a good impression
c. Act as a valuable source of information
66
Generally induction or orientation has the following purpose:
* Allowing the newly employed individual to adjust to the organization
* To provide information about the tasks and performance expected.
* To create a favorable impression on new employees
67
The HR department may initiate the following steps while organizing the induction program:
* Welcome to the organization
* Explain about the company.
* Show the location, department where the new recruit will work.
* Give the company's manual to the new recruit.
* Provide details about various work groups and the extent of unionism within the company.
* Give details about pay, benefits, holidays, leave, etc.
* Emphasize the importance of attendance or punctuality.
* Explain about future training opportunities and career prospects.
* Clarify doubts, by encouraging the employee to come out with questions.
* Take the employee on a guided tour of buildings, facilities, etc. and
* Hand him over to his supervisor.
68
merits of internal sources of recruitment
- economical
- suitable
- reliable
- satisfying
69
: The cost of recruiting internal
candidates is minimal. No expenses are incurred on advertising
Economical
70
: The organization can pick the
right candidates having the requisite skills. The candidates can choose a right vacancy where their talents can be fully utilized
Suitable
71
The organization has knowledge
about the suitability of a candidature for a position. Known devils are better than unknown angels.
Reliable
72
: A policy of preferring people
from within offers regular promotional avenues for employees. It motivates them to work hard and earn promotions. They will work with loyalty, commitment and enthusiasm. Therefore there are low turnover rate and absenteeism
Satisfying
73
demerits of internal sources of recruitment
- Limited Choice
- Inbreeding
- Inefficiency
- Bone of Contention:
74
: The organization is forced
to select candidates from a limited pool. It may have to sacrifice quality and settle down for less qualified candidates.
Limited Choice
75
It discourages entry for
talented people, available outside an organization. Existing employees may fail to behave in innovative ways and inject necessary dynamism to enterprise activities.
Inbreeding
76
Promotions based on length of
service rather than merit, may prove to be a blessing for inefficient candidates. They do not work hard and prove their worth.
Inefficiency
77
Recruitment from
within may lead to infighting among employees aspiring for limited, higher level positions in an organization. As years roll by, the race for premium positions may end up on a bitter note.
Bone of Contention
78
merits of external sources of recruitment
- Wide Choice
- Injection of fresh blood:
- Motivational Force
- Long Term Benefits
79
the organization has the freedom
to select candidates from a large pool. Persons with requisite qualifications could be picked up.
Wide Choice
80
It helps in motivating
internal employees to work hard and complete with external candidates while seeking career growth. Such a competitive atmosphere would help an employee to work to the best of his abilities.
Motivational Force
80
People with special
skills and knowledge could be hired to stir up the existing employees and pave the way for innovative ways of working
Injection of fresh blood
81
: Talented people could
join the ranks, new ideas could find meaningful expression, a competitive atmosphere would compel people to give out their best and earn rewards, etc.
Long Term Benefits
82
demerits of external sources of recruitment
- Expensive
- Time Consuming
- De-motivating
- Uncertainty
83
hiring costs could go up
substantially. Tapping multifarious sources of recruitment is not an easy task either.
Expensive
84
: It takes time to advertise
screen, to test and to select suitable employees, where suitable ones are not available, the process has to be repeated
Time Consuming
85
Existing employees who have
put in considerable service may resist the process of filling up vacancies from outside. The feeling that their services have not been recognized by the organization forces them to work with less enthusiasm and motivation
De-motivating
86
: There is no guarantee that the
organization, ultimately, will be able to hire the services of suitable candidates. It may end up hiring someone who does not 'fit' and who may not be able to adjust in the new set-up.
Uncertainty
