Organisational Bahavior Hr Practices
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Transcript of Organisational Bahavior Hr Practices
ORGANISATIONAL DYNAMICS
TOPIC:
HR PRACTICES (RECRUITMENT AND
SELECTION)
BY:MAYA
•
Human Resource Management Involves all management
decisions and practices that directly affect or influence the people, or human resources, who work for the organization.
Human resource management is the function performed in an organization that facilitates the most effective use of people(employees) to achieve organizational and individual goals.
HRM policies & practices
The formulation of HRM policies & implementation of personnel practices & procedures should be based on underlying philosophies of managing behaviour & employee relationships
Range of HRM practices
Human resource planning Recruitment, selection & induction Salary & wage administration Organisational design & patterns of work Education, training & development Employee relations Employee services, welfare and health & safety
Maintaining HR
Ethical frameworks for judging personnel practices
Basic right – to be consulted on all matters affecting the individual at work
Organisational justice – fairness in treatment, equality of opportunity & equity
Universalism – acknowledging respect for the individual
Community of purpose – recognition of how organisational decision-making affects different groups & stakeholders
Winstanley et al.
Recruitment & selection of staff
SELECTION PROCESS CANDIDATE APPLIES FOR THE JOB
APPLICANT MEETS BASIC QUALIFICATIONS
APPLICANT AMONG BEST QUALIFIED.
APPLICANT RECEIVES JOB APPOINTMENT LETTER
APPLICANTS WHO DONOT FALL IN THE
CRITERIA ARE REJECTED
THE LESS QUALIFIED APPLICANTS ARE
REJECTED
APPLICANTS WHOO FAIL THE CONTINGENT
SELECTION,ARE REJECTED
Initial selection
Substantive selection
Contingent selection
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• Initial Selection
Methods:
Resumes and Cover Letters
Application BlanksReferences Handwriting Analysis Initial Interview
• Substantive Selection Methods:
Personality TestsAbility TestsWork Samples Integrity Tests Interviews
Substantive Selection
Written TestsRenewed employer interest in testing
applicants for:Intelligence: trainable to do the job?Aptitude: could do job?Ability: can do the job?Interest (attitude): would/will do the job?Integrity: trust to do the job?
Tests must be show validated connection to job-related performance requirements.
Substantive Selection
• Personality tests will be conducted to dertermine the personality traits of the candidate
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Substantive Selection
Integrity tests:
Tests used to assess whether an applicant is honest and trustworthy or not.
Substantive Selection
Performance-Simulation Tests:Based on job-related performance
requirements.Yield validities (correlation with job
performance) superior to written aptitude and personality tests.
Substantive SelectionInterviews:
Are the most frequently used selection tool.
Carry a great deal of weight in the selection process.Can be biased toward those who “interview well.”
Should be structured to ensure against distortion due to interviewers’ biases.
Are better for assessing applied mental skills, conscientiousness, interpersonal skills, and person-organization fit of the applicant.
Interviews Unstructured interview:
The interviewer has great discretion in choosing questions to ask each candidate
Structured interview:Consists of a predetermined set of
questions for the interviewer to ask
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Types of Interview Questions
Situational interviewThe interviewer describes a situation likely to
arise on the job, then asks the candidate what he or she would do in that situation
Behavior description interviewThe interviewer asks the candidate to
describe how he or she handled a type of situation in the past
Interview considerations
Seating arrangements
Types of questions to ask
Purpose of questions
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Problems in the Interview
Problems in Problems in the Interviewthe InterviewProblems in Problems in the Interviewthe Interview
HaloHaloEffectEffect
HaloHaloEffectEffect
SnapSnapJudgmentsJudgments
SnapSnapJudgmentsJudgments
NegativeNegativeEmphasisEmphasis
NegativeNegativeEmphasisEmphasis
Biases andBiases andStereotypingStereotyping
Biases andBiases andStereotypingStereotyping
CulturalCulturalNoiseNoise
CulturalCulturalNoiseNoise
Contingent selection
Background Checks Biographical Information
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Background Checks
• Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment
• Type of information requested– Criminal history– Credit information– Educational history– Employment verification– Driver license histories– Workers’ compensation claims
Selection Practices
© 2003 Prentice Hall Inc. All rights reserved.
17–22
Selection Practices- Job Analysis (cont’d)
Other Methods of selection
Short-listing Graphology Peer rating In-tray exercises Selection tests Peer questionnaires Assessment centres
HR Ethics Activities in selection
Staffing and selection– Fostering the perception of fairness
in the processes of recruitment and hiring of people.Formal proceduresInterpersonal treatmentProviding explanation
10 ways to make HR effective
Be the catalyst for making things happen
Avoid being the corporate soft touch
Understand the whole business
Keep people-management systems simple
10 ways to make HR effective
Remember line managers manage people, not HR
Work with, not above, line managers Be super-efficient in the transactional
stuff Be leaders in the transformational stuff Help the business to manage change Accept that good ‘people ideas’
exist outside HR
MCDONALDS CASE STUDY