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Human Resource Management

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Human Resource Management (MGT501)
Lesson 18
After studying this chapter, students should be able to understand the following:
A. Explain Selection Process
B. Describe Environmental factors affecting the selection process
C. Identify Steps in the selection process
We begin the chapter with a discussion of the significance of employee selection and the environmental
factors that affect it. Then, we describe the selection process, the preliminary interview, and review of the
application for employment.
Selection Process an Overview
Selection is the process of choosing from a group of applicants those individuals best suited for a particular
position. Most managers recognize that employee selection is one of their most difficult, and most
important, business decisions. This process involves making a judgment -not about the applicant, but about
the fit between the applicant and the job by considering knowledge, skills and abilities and other
characteristics required to perform the job Selection procedures are not carried out through standard
pattern and steps in this. Process can vary from organization to organization some steps performed and
considered important by one organization can be skipped by other organization
A permanent, standardized screening process could greatly simplify the selection process. However,
development of such a process--even if it were possible and desirable--would not eliminate deviations to
meet the unique needs of particular situation.
 Legal Considerations
Legislation, executive orders, and court decisions have a major impact on human resource management. It
is important for hiring managers to see the relationship between useful and legally defensible selection tools.
 Speed Of Decision Making
The time available to make the selection decision can have a major effect on the selection process. Closely
following selection policies and procedures can provide greater protection against legal problems; however,
there are times when the pressure of business will dictate that exceptions be made.
 Organizational Hierarchy
Different approaches to selection are generally taken for filling positions at different levels in the
 Applicant Pool
The number of applicants for a particular job can also affect the selection process. The process can be truly
selective only if there are several qualified applicants for a particular position. The number of people hired
for a particular job compared to the individuals in the applicant pool is often expressed as a selection ratio.
 Type of Organization
The sector of the economy in which individuals are to be employed--private, governmental, or not-for-
profit--can also affect the selection process.
 Probationary Period
Many firms use a probationary period that permits evaluating an employee's ability based on performance.
This may be either a substitute for certain phases of the selection process or a check on the validity of the
Human Resource Management (MGT501)
 Selection Criteria:
Mostly the selection of applicant depends upon the following factors or criterions.
Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right
person for right job should be hired person who is over or under qualified for the particular job will not be
able to adjust in the organization.
The selection process typically begins with the preliminary interview; next, candidates complete the
application for employment. They progress through a series of selection tests, the employment interview,
and reference and background checks. The successful applicant receives a company physical examination
and is employed if the results are satisfactory. Several external and internal factors impact the selection
process, and the manager must take them into account in making selection decisions. Typically selection
process consists of the following steps but it is not necessary that all organization go through all these steps
as per requirement of the organization some steps can be skipped while performing the selection process.
1. Initial Screening
2. Application Blank
3. Pre-employment Testing
 General Intelligence Tests
 Aptitude Tests
 Personality and Interest Tests
 Achievement Tests
 Honesty Tests
4. Interview
 Structured Interview
 Unstructured Interview
 Mixed Interview
5. Background Checks
6. Conditional job offer
7. Medical Exam/Drug Tests
8. Final Selection Decision
1. Initial Screening
INITIAL SCREENING: The selection process often begins with an initial screening of applicants to
remove individuals who obviously do not meet the position requirements. At this stage, a few
straightforward questions are asked. An applicant may obviously be unqualified to fill the advertised
position, but be well qualified to work in other open positions. The Purpose of Screening is to decrease the
number of applicants being considered for selection.
Sources utilized in the screening effort:
Personal Resume presented with the job application is considered as source of information that can be used
for the initial screening process. It mainly includes information in the following areas:
 Employment & education history
 Evaluation of character
 Evaluation of job performance
Screening Interviews:
Screening interviews are used to:
Human Resource Management (MGT501)
 To verify information provided on resume or application blank.
 They are usually very short (approximately 30 minutes or so).
Advantages of Successful Screening:
If the screening effort is successful, those applicants that do not meet minimum required qualifications will
not move to the next stage in the selection process. Companies utilizing expensive selection procedures put
more effort in screening to reduce costs.
APPLICATION BLANK: is a formal record of an individual's application for employment The next step
in the selection process may involve having the prospective employee complete an application for
employment. The specific type of information may vary from firm to firm and even by job type within an
organization. However, the application form must reflect not only the firm's informational needs but also
EEO requirements. Application forms are a good way to quickly collect verifiable and fairly accurate
historical data from the candidate.
Key Terms
Selection Process: Selection is the process of choosing from a group of applicants those individuals best
suited for a particular position.
Application Blank: Application blank is a formal record of an individual's application for employment
Table of Contents:
  1. INTRODUCTION TO HRM:Growing Importance of HRM, Road Map of the Course
  2. ESSENTIALS OF MANAGEMENT:Concepts and Essential of Management, Managerís Roles
  3. ORGANIZATION AND COMPONENTS OF ORGANIZATION:Open versus Closed Systems, The Hawthorne Studies
  4. PEOPLE AND THEIR BEHAVIOR:Why to work in organizations?, The Goals of Organizational Behavior
  5. INDIVIDUAL VS. GROUP BEHAVIOR:What Are Roles?, Problem solving Team
  6. PERSONNEL MANAGEMENT TO HUMAN RESOURCE MANAGEMENT:Records and Administration, Competitive Advantage
  7. HRM IN A CHANGING ENVIRONMENT:Productivity, New Trends at Work Place
  8. How organization Cultivate a Diverse Workforce, STEPS TOWARD MANAGEMENT OF DIVERSITY
  9. FUNCTIONS AND ENVIRONMENT OF HRM:Compensation and Benefits, Safety And Health, Interrelationships of HRM Functions
  10. LINE AND STAFF ASPECTS OF HRM:Authority, Line versus Staff Authority, Staff Manager
  11. LEGAL CONTEXT OF HR DECISIONS:Doing the Right Thing, Affirmative Action, Unintended Consequences
  12. HUMAN RESOURCE PLANNING (HRP):Benefits of HR Planning, Forecasting Human Resource Availability
  13. STRATEGIC PLANNING AND HRIS:HRís Strategic Role, Human Resource Information System, Common HRIS Functions
  14. JOB ANALYSIS:Purposes of the job Analysis, Questions Job Analysis Should Answer
  15. JOB ANALYSIS:Methods of Collecting Job Analysis Information, Observation, Source of Data
  16. JOB ANALYSIS (CONTD.):SURPLUS OF EMPLOYEES FORECASTED, Diversity through Recruiting Efforts
  17. SOURCES OF RECRUITMENT:ALTERNATIVES TO RECRUITMENT, Quantity of the Applicants, Quality of the Applicants
  18. SELECTION:Initial Screening, Advantages of Successful Screening
  19. SELECTION TESTS:Characteristics of Properly Designed Selection Tests, Guidelines for Conducting an Interview
  20. SELECTION PROCESSÖ CONTD:Background Investigations, Physical Exam, Selecting Managers
  21. SOCIALIZATION:Compensation and Benefits, Team Membership, Stages in socialization Process, Training and Development Trends
  22. TRAINING AND DEVELOPMENT:Learning, Phases of Training, Why Transfer of Training Fails
  23. MAXIMIZING LEARNING:Following up on Training, Repetition, Feedback, Purposes of T & D
  24. CAREER MANAGEMENT:Individual career planning, Career Planning and Development Methods
  25. PERFORMANCE:Determinants of Job Performance, Why is performance measured?, Performance Management
  28. COMPENSATION SYSTEM:Pay, Job Pricing, Compensation: An Overview, Compensation Surveys
  29. BENEFITS:Total Compensation, Discretionary Benefits (Voluntary), Workplace Flexibility
  30. ROLE OF MONEY IN PERFORMANCE OF EMPLOYEES:Types of Pay-for-Performance Plans, Empower Employees
  31. MOTIVATION:The Motivation Process, Motivational Theories, Challenges of motivating employees
  32. OCCUPATION, HEALTH & SAFETY:Physical Conditions, Accident Investigation, Smoking in The work place
  33. STRESS MANAGEMENT:Symptoms of Stress, Managing Stress,
  34. COMMUNICATION IN ORGANIZATION:Burnout, Social Support at Work & Home, Communication in organization, Meetings
  35. TRADE UNIONS:Collective Bargaining, The HRM Department in a Nonunion Setting, Phases of Labor Relations
  36. CONFLICT AND NEGOTIATION:Transitions in Conflict Thought, Individual Conflict Management Styles
  37. POWER AND POLITICS:Sources of Power, Advantages and Disadvantages of PowerPower and Politics in Context
  38. EMPLOYEE RIGHTS AND DISCIPLINE:Contractual Rights, Management Rights, Disciplining Employees,
  39. DISCIPLINE (CONT...):Factors to Consider when Disciplining, Disciplinary Guidelines, Employee Separations
  40. LEADERSHIP:The Leaderís Behavior, Situational Theories of Leadership, Becoming a Leader
  41. REVISION (LESSON 12-21):Plans, Job Specification, Human resource planning, Selection Process, Corporate Culture
  42. REVISION (LESSON 22-26):Training, Case Study Method, Training, Performance
  43. REVISION (LESSON 27-35):Classification Method, Compensation, Empowerment, Mediation
  44. INTERNATIONAL DIMENSIONS OF HRM:Global Corporation, Type of staff members, Approaches to Global Staffing
  45. CONCLUSION & REVIEW:Strategies for Gaining Competitive Advantage, High-performance Work System