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Human Resource Management

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Human Resource Management (MGT501)
VU
Lesson 20
SELECTION PROCESS... CONTD.
After studying this chapter, students should be able to understand the following:
A.
Explain Background Investigations
B.
Describe Conditional Job Offer
C.
Identify Physical Exams
D.
Understand Permanent Job Offer
E.
Discuss the selection of managers
F.
Explain Socialization
LESSON OVERVIEW
We will continue the selection process in this lecture by discussing the remaining steps of selection process.
A. Background Investigations
This step is used to check accuracy of application form through former employers and references.
Verification of education and legal status to work Credit history Criminal records is also made. Personal
reference checks may provide additional insight into the information furnished by the applicant and allow
verification of its accuracy. Past behavior is the best predictor of future behavior. It is important to gain as
much information as possible about past behavior to understand what kinds of behavior one can expect in
the future. Knowledge about attendance problems, insubordination issues, theft, or other behavioral
problems can certainly help one avoid hiring someone who is likely to repeat those behaviors. Background
investigations primarily seek data from references supplied by the applicant including his or her previous
employers. The intensity of background investigations depends on the level of responsibility inherent in the
position to be filled.
Negligent Hiring and Retention
Negligent hiring has become a critical concern in the selection process. An employer can be held
responsible for an employee's unlawful acts if it does not reasonably investigate applicants' backgrounds and
then assigns potentially dangerous persons to positions where they can inflict harm. This liability exists for
an employer even if the employee's actions are not job related. Negligent retention, a related potential
liability, involves keeping persons on the payroll whose records indicate strong potential for wrongdoing.
Employers are beginning to be held responsible for actions outside the scope of the employee's duties.
Employers are required by law to provide employees a safe place to work. This has been extended to
include providing safe employees because a dangerous worker is comparable to a defective machine.
B. Conditional Job Offer
After obtaining and evaluating information about the finalists in a job selection process, the manager must
take the most critical step of all: making the actual hiring decision. The person whose qualifications most
closely conform to the requirements of the open position should be selected. Initially the conditional job
letter is offered that is followed by the physical exam/test.
C. Physical Exam
After the decision has been made to extend a job offer, the next phase of the selection process involves the
completion of a physical examination for the successful applicant. Typically, a job offer is contingent on
successfully passing this examination.
Substance Abuse Screening ­ Because drug abuse is a serious problem for employers, it is common practice
for most employers to conduct drug screening just before employees are formally hired.
D. Permanent Job Offer
If physical test/exam proves eligibility of the candidate as per requirement of the job, final offer is made to
applicant by the concerned department or supervisor in the concerned department.
Notification to Candidates: The selection process results should be made known to candidates--
successful and unsuccessful--as soon as possible. Any delay may result in the firm losing a prime candidate,
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Human Resource Management (MGT501)
VU
as top prospects often have other employment options. As a matter of courtesy and good public relations,
the unsuccessful candidates should also be promptly notified.
E. Selecting Managers
While selecting mangers for the organization, organizations can hev three ptions which are:
I. Hiring Parent Country Nationals (PCN)
II. Hiring Host Country Nationals (HCN)
III. Hiring third Country Nationals (TCN)
All of these approaches are having some pros and cons let's discuss them briefly:
I. Parent-Country Nationals
Parent country nationals are residents of home country.
Advantages
Better organizational Control and Coordination
Promising managers are given International experience.
PCNs are the best people for the job.
Disadvantages
Adaptation to the host country may take a long time
PCNs may impose an inappropriate headquarter style
Compensation for PCNs and HCNs may differ
II. Host-Country Nationals
Host country national are residents of the host country.
Advantages
Language and other barriers are eliminated
Hiring costs are reduced
No work permit is required
Continuity of management improved
Disadvantages
Control and Coordination of headquarters may be impeded.
Hiring HCN's limits opportunities for PCN's to gain overseas experience.
III. Third-Country Nationals
If required talent is not available in home or host country than national s of the third country can be hired
as mangers.
Advantages
Salary and benefits requirements may be lower than for PCNs
TCNs may be better informed than PCNs about the host country.
Disadvantages
The host Government may resent the hiring of TCNs
TCNs may not want to return to their own countries after assignment.
Once selection decision is made at any level of the organization, every applicant that is selected requires to
be create awareness about the organization regarding basic work policies , rules regulations , do's and don'ts
of the organization this information is communicated through socialization process.
F. Socialization:
Teaching the corporate culture and philosophies about how to do business
Assumptions about Socialization
·  Influences performance
·  Increases organizational stability
·  New members suffer anxiety
·  Does not occur in a vacuum
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Human Resource Management (MGT501)
VU
Socialization
Employee orientation programs provide new employees with the basic background information required to
perform their jobs satisfactorily.
The HR specialist usually performs the first part of the orientation by explaining basic matters, then
introduces the new employee to his/her supervisor, who familiarizes the new employee with the workplace
to help reduce first day jitters.
·  Welcome party
·  Job rotation
·  On job training etc.
Key Terms
Socialization: Teaching the corporate culture and philosophies about how to do business
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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, Manager’s 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:HR’s 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 PROCESS… 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
  26. PERFORMANCE APPRAISAL:What to Evaluate, The Appraisal Interview, PROBLEMS IN PERFORMANCE APPRAISAL
  27. JOB EVALUATION AND PRICING:THE APPRAISAL PERIOD, Ranking method,
  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 Leader’s 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