Dbm1204 Employee Sourcing

8/12/2019 Dbm1204 Employee Sourcing

1/91

DEPARTMENT OF BUSINESS AND SOCIAL STUDIES

DBM1204: EMPLOYEE SOURCING


2/91

2

DBM1204: EMPLOYEE SOURCINGPurpose: To equip learners with knowledge and skills required for employee sourcingCourse Objectives: By the end of the course, students should be able to:-

Course Content:

Recruitment and selection process in organizations; Methods of job analysis used in determining requisiteknowledge, skills, and abilities for job performance; Development of internal and external recruitmentstrategies; Choice and validation of selection devices; Calculation and analysis of selection utility;Recruitment and selection in both line and staff capacities; Ethical and legal considerations involved in

staffing decisions.Teaching / Learning Methodologies: Lectures and tutorials; group discussion; demonstration; Individualassignment; Case studiesInstructional Materials and Equipment: Projector; test books; design catalogues; computer laboratory;design software; simulators

Recommended Text Books:

A Handbook of Human Resource Management (8th Edition), MillenniumEdition

Text Books for further Reading:

,Principles of Human Resource Management

Other support materials: Various applicable manuals and journals; variety of electronic information

resources as prescribed by the lecturer

Course AssessmentExamination - 70%

Continuous Assessment Test (CATS) - 20%

Assignments - 10%

Total - 100%

Recommended Text Books:i. Managing human resources, Wayne Cascio, 2009ii. Torrington, Derek and Hall, Laura. Human Resource.

Management. London: Prentice Hall, 1998iii. Byars, Lloyd L and Rue W. Leslie. Human Resource

Management. Boston: MC Graw Hill, 2004iv. Cole, G.A. Personnel Management. London: ELST, 2002v. Crane, Donald P. Personnel, The Management of Human

Resource. Boston: Kent 2002vi. Flippo, Edwin. Personnel Management. New York: Mc Graw-hill,

2001

Text Books for further Reading:i. Graham, HT and Bennett, Roger. Human Resources

Management. London: Pearson Professional Ltd, 1998ii. Nzuve, S.N.M. Management of Human Resources, A Kenyan

Perspective. Nairobi: Nairobi University Press, 1997iii. Amstrong, Michael. A Handbook of Human Resource

Management, London: Kogan Page Ltd, 2001


3/91

3

iv. Donnelly, James et al. Fundamentals of Management. Chicago:Irwin, 1995

v. Dessler, Gary. Human Resource Management. New Delhi:Prentice-Hall of India Ltd, 2001


4/91

4

ContentsAbout this Content 1How this Content is structured .......................................................................................... 1

Course overview 3Welcome to Employee resourcing ........................................ 3

is this course for you? ......... ....3

Course outcomes ............................................................................................................... 4Assignments ...................................................................................................................... 6Assessments ...................................................................................................................... 7

Unit 1Employee resourcing ........................................................................................................ 9Introduction ...................................................................................................................... 9

Meaning and definition .................................................................................................. ..10. ......................................................................................................................................... 11Functions of Human Resource Management .................................................................... 11Levels of management ..................................................................................................... 12Labour markets ................................................................................................................. 14

1Definition .................................................................................... .17

Check Out These Guidelines to See if a Policy Is Needed ........................................... 172. Local labour ............................................................................ 173. Internal labor .......................................... 184.Labour market issues for human resource managers............................................ 18

5.Nature of the problem and causes impacting on the Kenyan labour market.......... 18

6. Labor market issues for human resource manageers................................................... 187. Inability of economy to generate more jobs................................................................ 188. Mismatch between skills imparted and skills demanded in the labor market........... 18

9. Effective recruitment and selection practices................................... 1910. Enterpreneurial collapse of the economy................................................................. 19

Unit summary ................................................................................................................. 21

Assignment ..................................................................................................................... 21Assessment ...................................................................................................................... 21

Unit 2

Productivity .............................................................................................. 23Impact of education and training on employment opportunities.................................... 23Social economic challenges........................................................................................... 23Manpower (Human resource planning) .......................................................................... 26

Job Analysis ..................................................................................................................... 28

Techniques of job analysis............................................................................................... 30Job Design..32Importance of human resource planning..34


5/91

5

Process of recruitment37Unit summary ................................................................................................................. 39

Assignment ..................................................................................................................... 39

Assessment ...................................................................................................................... 40

Unit 3Auditing of recruitment and selection............................................................................ 41

How this Content is structuredThe course overviewThe course overview gives you a general introduction to the course.

Information contained in the course overview will help you determine:

If the course is suitable for you.

What you will already need to know.What you can expect from the course.The overview also provides guidance on:

Course assignments and assessments.We strongly recommend that you read the overview carefullybefore

starting your study.

The course contentThe course is broken down into units. Each unit comprises:

An introduction to the unit content.

Unit outcomes.New terminology.Core content of the unit with a variety of learning activities.

A unit summary.Assignments and/or assessments, as applicable.

Course overview

Welcome to the Employee resourcing unitFor as long as owners and managers have been claiming that their people are their greatest asset, HRprofessionals and academics have been looking for the evidence that connects the way people are treated

to the success of their organisation. (If we can demonstrate that business success depends upon good

people management and development, key decision makers are much more likely to pay attention to HR

issues.) The good news is that evidence is now available and widely accepted. The bad news is that there is

no one right way to manage and develop people, which will guarantee an organisations success. There are

many other variables to be taken into account.

Employee resourcingis this


6/91

6

course for you?This course is intended for people who are in the Human resource profession or general management

where people resource is required to be policed in a professional manner. Its also relevant for those who

wish to a make a career out the Human resource subject. It is also intended for students who are seating for

any human resource management unit in general

Human resource management is a prerequisite subject for understanding Employee resourcing.

Course outcomes

Upon completion of this employee resourcing unit you will be able to:Outcomes

[verb] Appreciate the importance of employee resourcing in the overall strategic plan of organisations.[verb] Link the importance of employee resourcing to the success or failure of organisations..[verb] Understand ethical issues and dilemmas which affect the management of people and the

organisations approach to its stakeholders.


7/91

7

Unit 1

Employee resourcingIntroductionFor as long as owners and managers have been claiming that their people are their greatest asset, HRprofessionals and academics have been looking for the evidence that connects the way people are treated

to the success of their organisation. (If we can demonstrate that business success depends upon good

people management and development, key decision makers are much more likely to pay attention to HRissues.) The good news is that evidence is now available and widely accepted. The

bad news is that there is no one right way to manage and develop people, which will guarantee anorganisations success. There are many other variables to be taken into account.

Upon completion of this unit you will be able to:Outcomes

[verb] Describe Employee resourcing.[verb] Describe the functions of Human resource management.[verb] Summarize the types of assistance provided by employee resourcing department.[verb] Explain how it can affectorganisational performance.

[verb] Understand about importance of employee resourcing

EMPLOYEE RESOURCING

FUNCTIONS OF MANAGEMENT

The main functions of management are:

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Controlling/Coordinating

6. Budgeting

7. Decision making


8/91

8

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Human Resource Management

Procu

rement

Development

Compe

nsation

Maintenance

Integ

ration

Sepa

ration

Figure 1: Pillars of Human Resource Management

1. Procurement of HR

2. Development of HR

3. Remuneration of HR

4. Integration of HR

5. Maintenance of HR

6. Separation of HR

1. HR Procurement

This is the first operative function of HRM. It is concerned with obtaining proper kind and number

of personnel necessary to accomplish the organizations goals. It specifically deals with such

subjects as the determination of HR requirements and their recruitment, selection and placement.

The determination of the HR required must rest upon a prior design of job duties, a decision that is

increasingly being affected by the Hr managers objective of meeting human needs.

2. Development of HR

After personnel have been obtained, they must be developed to some degree. Development has to do

with the increase of skills through education and training that is necessary for proper job


9/91

9

performance. This is an activity of very great importance and will continue to grow because of the

changes in technology that the re-alignment of jobs and the increasing complexity of managerial

tasks. Training is for acquisition of skills and a sub-set of education.

3. Remuneration/Compensation

This function is defined as the adequate inequitable remuneration of personnel for their contribution

to the organizations objectives. It basically concerns itself with job evaluation, wage policies, wage

systems and some of the recently devised extra-compensation plans.

4. Integration of HR

With the employee procured and reasonably compensated, there follows one of the most difficult

and frustrating activities for the management i.e. integration. Integration is concerned with the

attempt to effect a reasonable reconciliation of individual, organizational and societal interests.

5. Maintenance of HR

If we have executed the foregoing functions well, we now have a willing and able workforce.

Maintenance is concerned with the perpetuation of this state i.e. willing and able workforce. The

maintenance of willingness is heavily affected by communication with employees. The physical

condition of employees should be maintained while the health and safety of individuals and groups

will be of utmost importance here.

6. Separation of HR

If the first function of HRM is to secure the employee or member, it is logical that the last function

should be separation and return of that person to society. Most people dont die on the job. The

organization, and in particular HR, is responsible for meeting certain requirement of due process in

separation as well as ensuring that the returned person is in as good shape as possible. This therefore

calls for proper retirement, lay-offs, outplacements, discharge and termination.

LEVELS OF MANAGEMENT


10/91

10

Three levels of management, namely:

1. Strategic management

2. Administrative management

3. Operative management

EMPLOYEE RESOURCING

What is employee resourcing?

Employee resourcing refers to the HR practices that seek to understand the acquisition of human

resources while at the same time considering other factors which include demographic changes,

technological changes and changes in the labour market (local, national and international). The

aspect of employee resourcing is thus wider than just finding and choosing new employees.

Employee resourcing also addresses other ways (other than new recruitments) through which an

organization may address its HR needs. These may include but not limited to:

Staff transfers

Retraining of staff

Labour substitution / mechanization

Overtime working

Raising productivity

Modifying output targets

In an era where the labour supply is changing, skill needs turbulent and the legal framework more

exacting, only the most imaginative company in these circumstances is likely to compete well for

this resource: the ideal employee.

LABOUR MARKETS

One of the most basic tasks to be undertaken by the HR function in an organization is to fill

vacancies. These are the identified gaps in the manpower resources that an organization requires. It

is necessary first to determine manpower needs and secondly to decide how these needs can be met.

It may be by employing a person, by employing a lot of people, by contracting a slice of the persons

time or by subcontracting the requirement to another organization. This aspect of personnel strategy

and policy is mainly dealt with in HR planning. However, a preliminary to this is to consider

features of the labour market theories. This is how economists explain the way supply and demand


11/91

11

works between those who offer employment and those who offer their labour with emphasis on the

economic aspects of the options open to the parties.

Theory suggests that job choice is determined by the bundle of wage and non-wage conditions

attached to different jobs. Current earnings, employment prospects, probable future earning, the

nature and conditions of work and similar factors are evaluated by the person seeking employment

whose ultimate decision between alternative job openings depends on the balance of net advantages.

DEFINITIONS

LABOUR MARKETS

This is a general geographical and/or occupational area of labour supply and demand.

Local Labour Market

This is both the geographical area containing those actual or potential members of the labour force

that a firm may induce to enter its employment under certain conditions and other employees with

which the firm is under constant flux as firms expand and contract, as transport facilities and housing

change or medication and training provisions alter.

Internal Labour MarketThis term is used to describe a single employing organization within which employees can move

from one position to another.

Within these broad definitions, there are a number of practical variations and special cases. The

labour market for accountants is different from that of chemists with quite different modes of dealing

with other conventions.

There is a growing interest in the world labour market as organizations not only choose a country in

which it most cost effective to locate their manufacturing, but also increasingly import and export

large volumes of temporary workers.

Although we are considering aspects of labour markets, it is unrealistic to view these operations

separate from the workings of products markets. It is clearly unrealistic to think of labour market as


12/91

12

a single entity for people enter some markets and not others. Even the grade leveler of

unemployment operates on the assumption that some people will be sorted out and classified as

professional and executive while others will not.

For managers, the importance of these differences lies in being sure of the conventions of the

particular market place they wish to enter. They need to know the convention in the mode of dealing

and the going rate. It would be ridiculous to suggest that employees and employers always behave in

a rational economic way in making mutual selections and terminations. However, the employer

needs to know the going rate as accurately as possible in order to make the right offer in the market

place. Modes of dealing vary greatly. For some jobs, the convention is to begin with face to face

transactions in which the prospective employee canvases employers door-to-door. In other cases, the

convention is to deal through intermediaries like employment agencies or consultants. Still in others,

the ways of making contact is through newspaper adverts or some other means.

The level of the labour market will vary with the type of work to be done. Graduates seeking a first

post are typically likely to come from a wide area so that the market is nationwide. The same applies

to senior, professional and middle management posts as the balance of net advantages could be

sufficient to justify a move over several hundreds of miles. At the other extreme, the market for

word processor operators, telephonists, semi-skilled personnel and clerical staff tends to be local

with the majority of prospective employees seeking employment only within a limited geographical

area. There is then a number of intermediate levels so that the catchment area of 5 to 10 miles for the

clerk may become a 15 mile radius for the area sales manager. For highly specialized employment

like technologists in mineral exploration, the market is international and in any organization apart

from the smallest, there is also an internal labour market.

In understanding the operations of the labour markets, we have already said that it is unrealistic to

expect employers and employees to behave in a complete rational way. Every one may have their

price but there is a host of differences in terms and conditions of payment between various jobs that

cannot be explained in purely financial terms. The labour economist talks of factors that put added

structure into labour markets. In other words, factors that prevent an explanation of labour market

behaviour in straight forward terms of supply and demand; some of which are:


13/91

13

- First there are preferences of individual workers who may assist in jobs that pay less than

would be earned with a competitor for reasons of sentiments, familiarity, convenience or

inertia.

- A second factor is the preference of the individual employers who also dont always behave

with ruthless logic. Some will strive to develop loyalty and attachment to the organization

while others will prefer a higher level of turn over to ensure a constant input of fresh ideas

and enthusiasm.

- Actions of trade unions can have major effects although this is less marked. The nationally

agreed terms and conditions of employment for trade or occupation shift the basis of

competition between employers for scarce employees to the fringe considerations like

starting time and parking space. In some cases, the employer may actually consider re-

designing the job.

- To a small extent, employers associations put added structure into the labour market in the

same way as unions.

- The final factor is actions by the government. The overwhelming influence is incomes policy

when labour markets flexibility is deliberately restrained in an attempt to reduce inflation by

preventing employers overbidding each other.

The main source of labour market data is the national employment bureau in the ministry of labour

and human resource development. This includes articles on labour market issues as well as statistics.

The main indicators of interest to HR managers should be figures on employment, vacancies and

earnings which are analyzed by occupation, industrial sector and region.

Another source is the central bureau of statistics in the ministry of Planning and National

Development.

There are also a number of commercial agencies that supply labour market information and most of

the professional journals include regular comments on going rates in their particular sector of labour

market.

LABOUR MARKET ISSUES FOR HUMAN RESOURCE MANAGERS

Core and Peripheral Workforces: The Flexible Firm


14/91

14

Firms are developing flexibility in their approach to employment and therefore inducing changes in

labour market mechanisms. Firms have found themselves under pressure to find more flexible way

of manning they have put a premium on achieving a workforce which can respond quickly,

easily and cheaply to unforeseen changes which need to contract as smoothly as it expands in which

worked time precisely matches job requirements and in which unit labour costs can be held down.

The flexible firm has a variety of ways of meeting the need for human resources. First are core

employees who form the primary labour market. They are highly regarded by the employer, well

paid and involved in those activities that are unique to the organization or give it a distinctive

character. These employees have improved career prospects and offer the type of flexibility to the

employer that is so priced in the skilled crafts worker who does not adhere rigidly to the customary

protective working practices.

There are then two periphery groups:

First those who have skills that are needed but not specific to the particular firm like typing and word

processing. The strategy for these posts is to rely on the external labour market to a much greater

extent to specify a narrow range of tasks without career prospects so that an employee has a job but

not a career. This is a further development of the labour process. Some employees may be able to

transfer to core posts, but generally limited scope is likely to maintain a fairly high turn over so that

an adjustment to the vagaries of the product market is eased.

The second peripheral group is made up of those enjoying even less security as they have contracts

of employment but are limited either to a short or to a short time attachment.

An alternative or additional means towards this flexibility is to contract out the work that has to be

done either by employing temporary personnel from agencies or by sub-contracting the entire

operation as has happened in office cleaning and catering.

It is difficult to see how far this tendency has developed and it is almost certainly more common in

newer companies and industries. To most people, it may be an unwelcome development as it

provides few safe havens for people seeking security. For others, however, it provides the attraction


15/91

15

of being ones own boss having a variety of work experiences and being able to organize ones life

to accommodate, for instance, periods of several months from work to take a long holiday, renovate

the house, update skills or simply to have a break.

Posts in the peripheral group of jobs appear more suitable for, and may be more attractive to married

women many of whom adopt a life style that is called portfolio living maintaining a mix of

activities without a single minded preoccupation with one job as seems to be more common among

men.

LABOUR MARKETTHE KENYAN SCENARIO

The most challenging situation facing Kenya in the 21st century is that of finding productive

employment opportunities for its ever growing labour force. Kenyas most pressing economic

challenge, the rapid creation of employment has been studied by various government committees

and international organizations each emphasizing different aspects of the problem.

The government has been engaged in quest for new strategies of programmes and incentives to

influence the labour market. Indeed the government has strived to provide an enabling environment

for its citizens to realize their aspirations but this goal has not been fully achieved.

NATURE OF THE PROBLEM AND CAUSES IMPACTING ON THE

KENYAN LABOUR MARKET

The causes impacting in the labour market in Kenya are many and varied. However the major ones

include:

1. the high rate of population growth and the consequent increase in labour force2. the inability of the economy, particularly that of the modern sector to grow at reasonable

rate that would efficiently generate employment to absorb all the job seekers

3. the attitude of both parents and students to blue color technical and manual labour jobs

coupled with selectivity among school leavers

4. inappropriate technological applications


16/91

16

5. skill imbalances which have resulted in vacancies existing in some sectors in the midst

of unemploymentthis is especially in agriculture

6. the growing inability in some sectors of the economy to safeguard the already secured

jobs as a result of either mismanagement of the affected firms or their collapse due to

competition and liberalization of the economy

7. the ongoing Structural Adjustment Programs (SAPs), and

8. the resultant retrenchment exercise both in the public and private sector.

The Population Factor

Kenyan population was 30 million in 1999 and is still growing rapidly. The increase trend of the

growth rate reached its peak in the 1969 1979 period with an annual growth of 3.8%. During the

following decade, the annual average growth began to moderate as fertility rate began to decline.

Rapid population growth of the magnitude described above has had the consequence of swelling the

countrys labour force to level which outstrips the growth of the economy in relation to creation of

new job opportunities. The estimate of the total labour force of Kenya in 1992 was 10.2 million. The

total was expected to grow at an average rate of 4.1% and hence injecting annual additions of about

half a million. This figure is expected to rise gradually based on reasons already explained above.

Almost all the new entrants to the labour market would have been educated up to at least primary

level and at least one third would have received education through secondary school and beyond.

Given their educational standards and prevailing attitudes about jobs, most of these entrants would

begin looking for employment outside the small holder agriculture. This would mean that on average

only about one quarter of the new entrants to be employed in the modern and informal sectors,

employment has to grow at an average of at least 14% per year. On the other hand, if all the new

entrants were to employed only in the modern sector for wages, then employment in that sector

would have to grow at an average of about 17% per year. Thus, rapid population growth over the

past few decades has swollen the size of the labour force to a level which the economy has not been

able to absorb.


17/91

17

Another problem with our population is its age structure which is skewed in favour of the young

who are largely dependants. About 50% of Kenyas population consists of children aged 15 years

and below. The result has been high dependency ratio, low savings and inadequate investment so

that the resources which would have been used in generating jobs are instead utilized in maintaining

the dependant population.

INABILITY OF THE ECONOMY TO GENERATE ENOUGH JOBS

While the population has boosted the supply factor of the labour market equation, the demand side

of the equation has not been dynamic enough to fully respond to the challenge. This is explained by

the fact that economic growth, especially growth in the modern wage sector, has not generated

enough job openings over the years so as to absorb potential entrants. Projections reveal that even

with an ambitious employment growth rate of about 4.2% per annum, the sector will still only be

able to employ slightly over 2 million persons out of a labour force that will have more than doubled

to 14 million. It will be the non-wage agricultural sector, supported by informal sector activities both

in the urban and rural areas that will continue to shoulder a bigger burden of providing job

opportunities for the nations workforce.

SCHOOL LEAVER EMPLOYMENT PROBLEM

Since independence, there have been major achievements in education and training fields. Under

formal education, the most notable change has been the quantitative increase in education fueled by,

among others, rapid population growth and universal free primary and now free secondary

education. The quantitative increase in enrolment in our schools and training institutions has equally

meant a bigger number entering the labour market each year at the end of their education or training.

The sad fact is that the economy, particularly where this category of the workforce expect and aspire

fine work has always been nearly saturated. Projections indicate that the situation described above is

bound to worsen with time thus worsening the school leaver unemployment problem.

MISMATCH BETWEEN SKILLS IMPARTED AND SKILLS/ATTITUDES

DEMANDED IN THE LABOUR MARKET


18/91

18

Each cycle of our education system has not adequately prepared the beneficiaries for the world of

work demands. Consequently, the general aspirations and attitudes of both parents and students

towards work and employment in the modern sector and in the government has have contributed

greatly to the serious unemployment situation prevailing in the country. The education system as

structured in the past and present coupled with the reward system which has favoured white color

jobs, have tended to inculcate virtues of white color jobs and lack of appreciation of blue color,

technical and manual labour. The end result has been a paradox of chronic unemployment especially

among the school leavers existing side by side with a chronic shortage of skills in certain critical

areas of the economy.

University graduate unemployment is becoming a regular and indeed a concern in the labour market.

This is because the numbers admitted to university education and the type of training available is an

administrative decision by the government and the social-cultural factors leading to large demand for

university educationoften in non-technical subjects form supplies side for graduates.

INAPPROPRIATE TECHNOLOGICAL APPLICATION

Although Kenya is a relatively labour surplus economy, industry in Kenya has in many cases

continued to rely on capital intensive techniques of production. This has been mainly because

subsidiaries of locally based multi-national corporations have been the major avenue for the supplyof industrial technology. Therefore Kenya is largely dependent on industrialized countries for

technology and capital goods which are currently capital intensive.

The transfer of technology to Kenya comes in rigid package form which makes it highly

inappropriate in terms of creating adequate employment opportunities fast enough to address the

problem of joblessness. While the government should encourage foreign investment and importation

of capital goods for industrialization, there is need to institute more effective measures to control the

importation of inappropriate capital goods. There is also need for the restructuring of modern

industry and trade in order to make them more productive and capable of competing in the world

market. In addition, there should be standardization of machinery, equipment and vehicles to

facilitate the establishment of more firms in the tools and parts making industry. In particular, labour

intensive machinery and tools should be produced locally for use in our industries.


19/91

19

ENTREPRENEURAL COLLAPSE IN THE LABOUR MARKET

Of late there has been unemployment caused by lay-offs of workers as a result of failure of a number

of entrepreneurial undertakings as exemplified in the cases of Miwani and Ramisi sugar mills,

KICOMI and KTM in the textile industry, several leather processing factories, etc. The government

divesting from loss making corporations and parastatals and the liberalization of the economy have

resulted in workers being declared redundant and many more are threatened for reasons which

include among others poor management by operators of these firms resulting to bankruptcy and

excess importation of cheap substitutes from abroad which flood local market thereby affecting local

industries. Certainly, while measures should be taken to create more job openings, there is an urgent

need to safeguard the present employment levels.

SUMMARY AND CONCLUSIONS

To improve the labour market situation in Kenya, there is need to reverse the declining trend in

economic growth and make economic production more labour intensive. Kenya is capable of

meeting the challenge. It has the natural and HR required. It also has the strategic location which it

can exploit to expand exports of light manufactured goods to the Eastern, Southern and central

African regions (being a member of E.A.C and COMESA) and of processed agricultural products to

the Arabian Gulf states. These advantages make Kenya one of the countries of Africa with the

greatest potential to attract foreign investment. In view of this potential, the poor economic

performance of Kenya in recent years must be attributed mainly to failures in policy rather than to

lack of resources. Policy makers in Kenya face a clear choice. They can either seriously implement

policies that will help the economy grow rapidly in line with its potential and thereby help solve the

unemployment and poverty problems or they can continue with poor policies and half-hearted

reforms of the recent past and watch the problems get worse.


20/91

20

Unit 2

PRODUCTIVITY

Productivity is the quantity or volume of the major product or service that an organization provides.

In other words, it is the amount of work that is being produced in the organization in terms of how

much and how well. High productivity is what makes an organization thrive. Without a good product

or service to sell, problems in an organization are sure to arise. Accordingly, productivityimprovement programs are becoming more popular with organizations.

Many components constitute the productivity factor. These ca be condensed into four categories:

1. capital investment

2. innovation

3. learning

4. motivation

Capital Investment

This includes having the best possible machinery available that will help improve efficiency of the

workers. These machines or equipment can be in many forms from robots to word processors. The

concept behind capital is to provide the latest technologically advanced equipment that will help the

workers to work smarter but not harder.

Innovation

This is the process whereby new and creative ideas are welcomed, studied for their feasibility and if

feasible, implemented. Some better selling ideas have come from ideas submitted by employees.

Learning


21/91

21

This looks at training issues not only we want to work effectively (doing the right things) but we

want them to be efficient as well (doing the things right). To be effective and efficient in their work,

employees must have proper skills and in many cases these have to be taught especially if we

consider the skills needed to use a new piece of equipment.

Motivation

Finally, productivity is based on an employees motivation. The best trained employee, one who not

only has the ability but has accessibility to the most advanced piece of equipment, will not be

productive if s/he is unwilling to be so. Attitude plays an important role as to whether an individual

has the willingness to work. Accordingly, to increase productivity, we must impart change on the

employees attitude or in academic terms, increase his or her morale.

While productivity improvements can be achieved through a series of events (proper equipment,

increased motivation, etc) one common threat exits. That threat is a workers ability to accept and

implement change.

IMPACT OF EDUCATION AND TRAINING (E & T) ON EMPLOYMENT

OPPORTUNITIES

In Kenya, both government and the great majority of the population perceive education and training

as factors influence development in important ways. The experience of developed countries and

world wide research findings bear witness that E & T are positively correlated with development.

However, two issues need to be clarified with regard to the role played by E & T. Beside E & T,

what other factors influence development? What roles do E & T play in development?

The role of E & T in development can be summarized as assisting the establishment of HR base

necessary for the generation of weather and, more important, its application to the creation of a

higher standard of living and improved quality of life. Although E & T should play a major role in

imparting skills that complement capital in the production of wealth, the HR base needs to be

perceived as comprising more than the labour force. For instance, an important aspect of the HR

base is its role as the market for goods and the beneficiary of the wealth ensuing from economic

production.


22/91

22

EDUCATION AND TRAINING: - THE DIFFERENCES

Distinguishing education from training helps to bring out the difference between HR base and labour

force. As it relates to economic activity such as manufacturing, training means the impartation of

skills needed to perform specified production functions. Thus, training is vital for creating the labour

force needed for various production activities. In comparison, education entails more than creating a

labour force. In its broadest sense, the concept of education can be equated with that of learning

defined as changes in mental processes and in overt behaviour as a result of a persons experiences.

Three aspects of education are pertinent:

1. Education is not confined to schooling (organized learning in institutions) in addition to the

effect of organized curricular, mental and attitudinal changes in the individual are influenced by the

family, peers and events in the society (example organized religion, the public audio visual media

and cultural values and practices).

2. Education is an innate process that is characteristic of the evolution of the human species and

is geared to enabling individual members of the species and the societies they live in to secure

sustenance and well being in all their manifestations. In this regard, the outcome of education needs

to go beyond acquisition of economic production skills.

3. In recognition of the multi-faceted nature of the outcome of education, curricular in learning

institutions should focus on nature of the abilities and skills which will be of benefit in the futurelives of the greatest number of learners. This is particularly important with regard to general (as

opposed to specialized) education especially at primary and secondary school levels. The most

important outcomes of general education should be population imbued with:

a) attitudinal and social skills such as philosophy of life (values and believes), self confidence,

ambition, interpersonal relationships in the family and society (including the spirit of service

to others) and exercise of civic duties and rights.

b) Cognitive skills such as reasoning, problem solving, precision, initiative and creativity

which enable individuals and various organs of society to operate intelligently and fairly.

c) Appreciation of economic production factors and interrelationship between them and social

dimensions (such as governance, demographic factors, health & nutrition and shelter) and the

natural environment.


23/91


24/91

24

Job analysis is a systematic process of identifying the component tasks, responsibilities and

outcomes of jobs and the knowledge, skills and abilities required to adequately perform these duties.

Job analysis, whether undertaken by a specialist consultant, human resource manager or project

group, seeks to find answers to a series of fundamental questions about the job i.i.

What are the tasks involved?

When is the job complete?

Where is the job conducted?

How does the job holder actually perform the job?

Why is the job necessary?

Responses to these questions will allow the analyst to determine the specific tasks and duties,

structural location, physical and interpersonal working conditions and the relationship of one job

relevant to others.

Job analysis seeks to explore in details:

Work activitiestasks processes and procedures

Work attitudes and behaviuorsphysical, mental and social job demands and requirements

Work performance aspects and outcomesstandards and measures (error rates, targets)

Job conditions rosters and reward systems (salary/hours) and the physical environment

(health/safety/risks)

Personal requirements education, skills, experience and personal qualities of the job

holders.

Job analysis is generally undertaken at three stageswhen a job is first created, when jobs are being

re-designed or when jobs change substantially in response to introduction of new technology,

methods or procedures. Human Resource Management Information Systems (HRMIS) can assist

with updating job analysis in cases of minor change.

PURPOSES OF JOB EVALUATION

JOB ANALYSIS

JOB EVALUATION

RECRUITMENT &

SELECTION

PERFORMANCE

APPRAISAL

REMUNARATION


25/91

25

Figure 2: Uses of Job Evaluation

Job analysis and resultant job descriptions and person specifications form the basis for the initial

employment of staff, establishment of employee performance standards, determination of grade,

classification levels and remuneration systems. Training and development programs, occupational

health and safety systems and, above all, recruitment and selection process are linked with the

outcomes of job analysis. These relationships are shown the diagram above.

HR planners use job analysis data to determine the continuing need for jobs, present and future skills

supply, recruitment programs or alternative strategies.

Accurate job analysis improves liaison between employers and recruitment consultants and provides

a basis for the effective selection of suitable job applicants.

Job analysis must take into account the implication of current equal employment opportunity,

affirmative action and occupational health and safety legislation ensuring that unnecessary or

discriminatory tasks or expectations are avoided.

TECHNIQUES OF JOB ANALYSIS

The size, complexity and nature of organizations and jobs will determine the most suitable methods

of job analysis. Some techniques are quite straight forward and inexpensive while others are highly

sophisticated and costly.

Common job analysis techniques include:

ObservationThejob analyst simply watches employees carry out their tasks often on time

and motion basis.

OCCUPATIONAL

HEALTH & SAFETY

TRAINING &

DEVELOPMENT


26/91

26

Employee diaries or logs Job holder records daily, weekly or monthly his job activities in

detail

Check list questionnaireWritten or verbal surveys given to job holders and/or supervisors

Conferences of experts A gathering of several employees and their supervisors to discuss

the elements of chosen jobs

Individual and group interviews

Of the above techniques, interviews appear to be the most widely used technique.

All these techniques may be conducted within organizations by HR practitioners, specialist analyst

or line managers. It appears that line managers are the most frequently involved. Single techniques

or combined strategies can be used relatively inexpensively to provide accurate and consistent job

data.

It is important, however, to be careful of employee exaggerations of work load and levels of

difficulty and to ensure that current job holders do not fear the outcome of job analysis (such as extra

work load, down grading of status or adverse reflections on their competence).

Time, expertise and cost factors will necessarily affect the choice of job analysis technique. Some

larger organizations prefer to employ consultants to conduct wide ranging job analysis problems

especially in times of organizational restructuring.

Two common types of consultant/administered job analysis are:

Functional job analysis (FJA) and

Position analysis questionnaires (PAQ)

Functional Job Analysis (FJA)

Functional job analysis is a highly structured technique which divides job tasks into three componentareas data, people and things and then rates these tasks according to levels of skills difficulty

required. It is useful for most jobs although costly and may be invaluable for large organizations in

the process of reward restructuring.

Position Analysis Questionnaires


27/91

27

Position analysis questionnaires examine jobs according to six categories, i.e. :

Job context

Information input

Mental processes

Work output

Relationship with other people

Other job charatceristics

JOB DESCRIPTION

A job description is the practical outcome of job analysisand usually consists of written statements

detailing the tasks, activities and responsibilities of a job, its work outcomes, working conditions and

relationships to other jobs. A person specification (or job specification) is often attached indicating

the personal abilities, skills and knowledge required to perform the job.

Job descriptions and person specifications based upon accurate job analysis are crucial to the

development of selection criteria and thus to the choice of suitable candidates for job vacancies.

They should therefore clearly reflect the actual activities of jobs and avoid discriminatory language.

It is useful to prepare job descriptions across the organization using standard formats, specific job

codes and classifications and consistent expression (examples of a variety of job descriptions and

formats are shown in the hand out).

CONSTRUCTION OF JOB DESCRIPTION

Formats for job description will vary according to organizational requirements but most will include

the following information

Job title and identification

Summary statement

Detailed tasks and responsibilities

Working conditions and relationships

Conditions of service


28/91

28

Job Title and Identification

The job title and identification section attempts to relate individual jobs to organizational structures

by listing job name, section location, supervisors title and number and level of subordinates. It may

also include a job code and payroll number.

Job Summary

The summary statement should briefly describe the principle purpose of the job.

Detailed Tasks and Responsibilities

These sections list all actual tasks performed including occasional duties preferably in order of

priority or time allocation. Tasks may be weighted or ranked and include required standards of

performance and review procedures. Managerial and operational functions are usually separated.

The responsibilities for subordinates, budgets, tools and equipment should also be detailed. Job

applicants can be screened on the basis of proven previous tasks performed.

A common flaw of job descriptions is the inclusion of an other duties as requested designed to

allow flexibility and adaptability to change. In practice, this leads to loss of job purpose and a

reduction in the usefulness of job descriptions to recruitment, selection, training and remuneration

programs. Another common failure is the lack of emphasis placed on work outputs. Often, job

descriptions tend to overemphasize the process of work at the expense of its outcomes.

Working Relationships

This refers to contact between job holder and supervisors, subordinates and clients.

Working Conditions

Encompass environmental demands of the job (health and safety aspects such as heat, cold and other

hazards) and manual requirements (such as lifting and dexterity).

Adherence to equal employment opportunity legislation requires job descriptions to be free from

bias (avoid gender specific or discriminatory language) and to include only relevant qualifications or

skills requirements.


29/91

29

Flexibility may be required in some job descriptions to allow for employee self direction or

reallocation of duties e.g. the job description for a management consultant may be quite general

whereas that foe a production or sales position may be highly specific.

Person Specification

Job descriptions specify the requirements of the job whereas person specification detail the qualities

needed to successfully perform the job. Academic and trades qualifications, skills, work experience

and personal qualities/attributes are listed usually as essential for effective performance or merely

desirable.

In some positions (such as customer service enquiries and complaints, sales and managerial areas)

the correct personality, temperament, interests and interpersonal skills may have high priority. In

others, prior work experience, qualifications or training will be essential.

Decisions will have to be made concerning essential criteria relevant to the job descriptions.

Assessment of the suitability of job applicants will accordingly differ with the use of tests, reference

checks or work samples.

It is important that any specified qualifications are indeed essential to job performance. Is it really

necessary to possess a trade certificate to be successful as a labourer or maintenance worker? Are

university degrees crucial for clerical positions?

Unnecessary qualifications may simply decrease the potential labour supply, increase recruitment

and appointment costs and may create motivational problems for overqualified employees.

JOB RE-DESIGN

While job analysis examines the content of jobs and job description codifies this information, job re-

design techniques actively attempt to re-arrange tasks and duties to make jobs both more meaningful

for employees and more efficient. The impact of new technology and quality of work life issues have


30/91


31/91

31

Furthermore, if job analyses are to be used as a selection tool, the organization must review not only

contents of the job but the relation of one job to another. This allows checking promotion

opportunity and focuses on growing areas. Inconsistencies in range and level of responsibilities as

well as rewards or assets should be ironed out at this stage.

One important source of updated information is employees themselves. They should have

opportunities to update their own job descriptions with this information being combined information

from other sources.

TOO MUCH EMPHASIS ON ACTIVITIES

If job analysis concentrates on how something is to be done, either the incumbent or the

management or both may forget why the job is done. A description emphasizing activities could

lock out creative approaches to tasks and constrain the fulfillment of targets and personal needs.

There also needs to be an emphasis on outcomes rather than of the job i.e. the results which its

performance achieves. Emphasis on process rather than results can lead to loss of direction and

consequent failure to perform the job effectively.

GROUP JOB DESCRIPTIONS

It would also be good enough to consider group job descriptions which clearly explain to the

members of the group what is expected of them as members of a team. It is becoming increasingly

important in organizations to find that group performance is more critical than the sum of the

individuals performance. If all the members of the group are operating expertly but separately, aim

could be frustrated. Management as well as team members need to know what the team should be

achieving and how they are to relate to one another.

BENEFITS OF JOB ANALYSIS

1. Benefits to the organization

a) It clarifies jobs for which new recruits are sought

b) It produces job descriptions which can provide essential evidence for selection interviews


32/91


33/91

33

h) Measuring the effectiveness of HR planning

i) The systematic review and modification of plan

HUMAN RESOURCE PLANNING

Human resource planning is about people and is essentially concerned with the effective, controlled

and planned use of human resources. It entails an understanding of all the variables affecting the

employment of people, accurate assessment of demand and supply of labour both within the

organization and outside and constant revision plans over time.

PURPOSE OF HUMAN RESOURCE PLANNING

The purpose of HR planning is to develop skills for the organization and use the human resources so

that they contribute as effectively as possible towards the achievement of the corporate goals. HR

planning has both broad and specific objectives.

Broad

1. To develop skills for the organization

2. To ensure effective utilization of HR for attainment of corporate goals

3. Planning for substantive reasons

Making resources more flexible

Acquiring and nurturing skills

Identifying potential problems

Minimizing chances of making bad decisions

4. Planning because of the process benefits

Making the present a basis for confronting the future

Making decisions that can be challenged later

Short term thinking not driving out long-term thinking

5. Planning for organizational reasons

Communicating plans so as to gain support

Linking HR plans to business plans


34/91

34

Gaining corporate control over operating units

Integrating decision making and actions

Specific

To ensure that the right number of people with the right skills and abilities are employed at

the right time.

To be aware of current utilization of HR and improving on that utilization

To improve human resources and provide satisfying work

To anticipate problems of potential surpluses or deficits of HR

Although HR plans are not forecasts of the future, they help HR practitioners to set objectives in

terms of human resources, devise techniques to achieve these levels and feed back information and

results against the expectations.

WHY HUMAN RESOURCE IS DIFFERENT FROM OTHER RESOURCES

a) People are different to one another and have different needs and ambitions

b) People are less flexible than other resources and cannot be moved around as easily

c) People are unpredictable and can leave the business without warning. They cannot be

owned.d) People need to be motivated to work well and they need to feel respected

e) People work best when they are given interesting satisfying work at the right levels of

their abilities

f) People are expensive to employ and can be a drain on resources when they are not fully

utilized

g) People work when they are confident that the organization has agreed objectives and is

working towards meeting them

IMPORTANCE OF HUMAN RESOURCE PLANNING

a) Advantages to the organization

1) it ensures that the organization employs people with the right skills at the right time in the

right numbers


35/91

35

2) it should result in the organization operating effectively and being able to compete in the

market place

3) it leaves the organization less vulnerable to change (both external and internal). When change

has been anticipated, senior management has time to plan their responsibilities

4) staff are confident in the managements ability to manage and hence morale should be high

b) Advantages to the employee

1. high morale and sense of achievement where the employee is employed in suitable

work and his/her skills are utilized

2. improved opportunities for development within the organization

3. security from working within an organization which has planned for its future

AIMS OF HUMAN RESOURCE PLANNING1) To attract and retain the appropriate number of people

2) To develop a well trained and flexible work force

3) To reduce dependence on external recruitment by formulating retention and development

plans

4) To improve utilization of HR through flexible systems

STAGES OF HUMAN RESOURCE PLANNING

a) Agreeing on objectives HR objectives will in part be defined by the corporate plan

which normally concentrates on the following areas:

i) Develop a business strategy - A statement on overall purpose and direction

ii) Develop a resourcing strategy

iii) Develop a demand/supply forecasting strategy

iv) Develop human resource plans in line with the strategy

v) Systematically implement the strategies

The HR plan must therefore be developed in line with the requirements and objectives of the

overriding corporate plan and must also determine the human resources required to meet

those particular objectives i.e. numbers and skills required.

b) Internalan organization will normally have available to it relevant HR data on at least some

of the following areas:


36/91

36

- Age

- Length of service

- Job title and transfers

- Salary and salary progression

- Experience and qualifications (quantitative data)

It will also normally hold data regarding potential, levels of performance and skills (qualitative

data).

In addition, corporate plan will reveal any proposed changes or plans to expand or contract

which might have particular relevance to the preparation of the HR plan.

This information then provides the basis for analysis of the human resource within the

organization.

External

This information might include information concerning the external labour market, local and

national market requirements, competition or proposed competition, legal requirements or any

planned or predicted changes in the above.

ADVANTAGES OF HRP

1) To the organization Ensures organization has the right people in right numbers at the right time

Makes organization to operate effectively and competitively in the market place

Makes organization more responsive to change and hence less vulnerable

Leads to confidence of staff in managements ability to manage leading increased morale

2) To the employee

Increased morale and sense of achievement due to suitable deployment

Improved development opportunities

Generates a sense of securityan organization that has planned for its future

LIMITATIONS OF HUMAN RESOURCE PLANNING

Critics of HR planning state that:


37/91

37

1. HR plans have little value when reconciled with the complex and frequently changing

nature of manpower, the business and external environment

2. HRP fails because the ability to make estimates must be limited by the difficulty of

predicting the influence of external events

3. HRP predictions are likely to be based on broad scenarios rather than on specific

supply and demand forecasts

DEMAND FORECASTING

This involves the estimation of the HR needs by reference to corporate and functional plans and

any forecasts of future levels of activity. The following may have to be considered:

1. general levels of trading and production

2. levels of product/service demand

3. changes in technology

4. administrative changes

5. capital investment plan

6. market strategies

7. likely divestments, acquisitions and budgets

8. likely product diversification

9. degree of centralization/decentralization10.resources already available (staff, financial, equipment, etc)

METHODS OF FORECASTING DEMAND

There are a number of methods of forecasting demand ranging from experienced managerial

judgement to the more structural projection of past trends or the use of staffing yardsticks or work

study measurements.

SUPPLY FORECASTING

This involves the estimation of supply of manpower by analysis of current resources and future

availability (these include an inventory of existing staff and an assessment of how the workforce will

develop over time) and also assessing potential external source of supply i.e. local labour market,

national labour market, output from further and higher educational establishments, etc.


38/91

38

1. Labour Turnover IndexThis is calculated as:

No. of leavers over a specified period X 100

Average No. of employees during the period

2. Labour stability index

No. of employees with 1yr service or more X 100

No. employed 1 yr ago

3. Length of Service

No. Leaving

Length of service (in years)

RECRUITMENT AND SELECTION

Introduction

After determining the type and number of employees needed through HRP and

determining/identifying the various elements of a job through a job analysis, the next problem of

personnel management is to procure the employees.

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased

costs for the organization, and lowering of morale in the existing workforce. Such people are likely

to be discontented, unlikely to give of their best hence affecting customer service and quality of


39/91

39

product. These end up leaving voluntarily or involuntarily when their unsuitability becomes evident.

They will not offer the flexibility and commitment that many organizations seek. Management has

to spend extra time on disciplinary procedures and further recruitment exercises, when what is

needed in the first place is a systematic process to assess the role to be filled, and the type of skills

and abilities needed to fill it.

Definition

Procurement is the function of recruiting, selecting and placing employees in the right jobs.

Recruitmentis the process of seeking out and attempt to attract individuals in the labor market who

are capable of and interested in filling available job vacancies.

Recruitment is the process of attracting qualified individuals in the labor market, who can be

available to carry out an organizations objectives with maximum efficiency.

Recruitment Is the process of searching for prospective employees and stimulating and encouraging

them to apply for jobs in an organization. Since it involves the process of search for prospective

employees, it is concerned with a range of sources of supply of labor and the techniques involved in

getting the employees into the organization.

Contrast between recruitment and selectionRecruitment Selection

1. Process of Attraction. 1. Process of Rejection.

2. Focuses on sources of workforce in

the labor market and stimulating

them to respond to vacancy

announcements.

2. Focuses on choosing the best among

the attracted workforce.

3. Aims to increase the number of

applicants for a larger pool to choose

from - Positive.

3. Aims to reduce the number of

applicants through discrimination

Negative.

4. Concerned with prospecting or

searching for interested qualified

individuals.

4. Concerned with comparison and

choice of interested qualified

individuals.


40/91


41/91

41

It complicates the selection process e.g. it may lead to lowering of hiring standards i.e

qualifications etc meaning that an additional cost will be met to train and develop the

employee so they can attain satisfactory level of performance.

When recruitment fails to meet organizational needs for talent, a typical response is to raise

pay. This can however distort organizational salary and wage relationships.

Activities in systematic recruitment

Recruitment comprises activities, which are distinctly different from those in selection. These

include:

1. Identification of need (replacement or new?).

2. Authority to hire.

3. Job description and job specification.

4. Terms and conditions of employment.

5. Determination of sources of labor.

6. Advertisement.

THE PROCESS OF RECRUITMENT.

(a)Preparation

1. Prepare a job description and specificationJob Analysis.

2. Decide a target employment date.

3. Decide appropriate salary or wage range.

4. Prepare an advertisement draft.

5. Set an application closing date.

6. If necessary, obtain advertising budget approval.

7. Select the appropriate advertising media.

8. Schedule interview date(s).

(b)Recruitment Action

1. Publish advertisement(s) in selected media e.g. newspapers or trade/professional association

journals.

2. Collect advertisement responses.


42/91

42

3. Acknowledge advertisement responses and distribute employment application forms for

completion and return.

(c)Follow-up

1. Evaluate response levels from each source.

2. Assess quality of candidate responses.

3. Move to candidate selection stage.

Steps in Recruitment

1. Identification of Need:

This first step in recruitment is a responsibility of a head of department or supervisor of a unit or

section. The need may arise from the following conditions:

Newly created position because of the organizations restructuring or

Replacement of staff because of resignation, dismissal, death, etc.

2. Authority to Hire:

No vacant position should ever be filled, not matter how small, without an authority. Authority to

hire is an approval by an authorized officer of the organization for the workforce to be either added

or replaces.

Steps in Recruitment

Identification of need

Job requisition

Is the engagement

Obtain authorityYes Yes

No

2

1


43/91

43

Does the job

Review and update Analyse job;

prepare job

Are the terms/

Is there a suitable

supply of internal

Agree terms and

Consider internal

Place internal

Consider external

Preparation and

GO TO SELECTIONGO TO SELECTION

Yes No

Yes

No6

5

4

3

6NoYes


44/91

44

Such approval would normally be given by the Chief Executive or his representative, depending on

the position being filled.

Also called staff requisition, authority to hire form is designed to provide information on factors

such as:

The number of employees required

Status of the position to be filled

Remuneration package (salary, benefits, etc)

Location of the job

Grade of the job

Person specifications (qualifications, education, experience etc)

Justificationwhy existing staff cannot to be utilized, etc.

3. Job description and Job specification:

A job description is prepared from a job analysis and is used to determine and specify:

The job content; and

Relative importance of the job in comparison with other jobs

Job description will list

The product of the job analysis process document descriptive in nature & constitutes record of

existing and pertinent job facts.

(i) Job titlethe section/department in which the jobholder will work, details of the work group

or groups the jobholder will be involved.

(ii) Purpose of the joba brief statement of its objectives.

(iii) Tasks and dutiesinvolved in the whole job.(iv) Responsibilitiesof the jobholderfor what and for whom they will be responsible.

(v) Relationships involved in the job with people both inside and outside the organization and

job title of position the jobholder will be responsible.


45/91

45

(vi) Working conditions- environment in which the jobholder will work e.g. private or open plan

office, or details of any dirty, noisy or dangerous conditions under which work will be

performed.

4. Job Specification:

Also called a person specification and is important for generalized recruitment of people into grades.

Job specification is often associated with job description in all recruitment processes.

Job specification identifies the type of individual the organization should try to recruit. It outlines

the right person in terms of attitude character, aspirations in their career, educational and other

qualifications.

Approaches to j ob specif ication

There are two basic approaches to job specifications:

The seven point plan by Prof. Rodgers.

The five point plan by Munro Fraser.

The Seven Point plan, by Prof. Rodgers draws the selectors attention to seven points about the

candidate:

i). Physical attributes weight in proportion to height, neat appearance, ability to speak

clearly without impediment, eyesight, hearing, age etc

ii). Attainmenteducational qualifications, experience in nursing, catering, etc.

iii). General intelligencequick-thinking, alert etc

iv). Special aptitudese.g. neat work, speed accuracy, languages, etc

v). Interestpractical and social, travel, flying first-aid etc

vi). Disposition manner, friendly, emotional, helpful, influence over others, steadiness,

dependability, self-reliance, etc.

vii). Circumstances irregular hours, standing for long periods, flexible domestic situation,

willing to live near airport, etc


46/91

46

The Five Point plan, by Munro Fraser draws the selectors attention to five points about the

candidate:

i). Impact on othersphysical make up, appearance, speech and manner etc

ii). Acquired qualificationseducation, vocational training, work experience etciii). Innate abilitiesnatural quickness of comprehension and aptitude for learning etc

iv). Motivation the kinds of goals set by the individual, his or her consistency and

determination etc

v). Adjustment emotional stability, ability to stand up to stress and ability to get on with

people.

5. Terms and Conditions of Service:

Any job or position for which a recruit is needed must have terms and conditions of service before

the position is filled. Terms and conditions of service are necessary because it forms the basis for

negotiation with the candidate.

6. Determining source of Labor:

This stage analysis of labor market composition in order to determine the most appropriate source.

The labor market comprises:

The organization itself.

Other organization.

Institutions of learning (universities and colleges).

The community.

The above labor market components constitute two broad recruitment approaches internal and

external sourcing. A decision must be make on whether to recruit from within or from outside the

organization.

7. Advertisement:

This step involves deciding on the method of job announcement. The job can be advertised

internally, externally or both, depending on the labor market component from which the recruits will

be drawn.


47/91

47

The main purpose of job advertisement is to inform potential candidate about the existence of a

vacancy, attract sufficient numbers of the right kind of candidates and stimulate them to respond.

The advertisement carries information about he duties, and responsibilities, and about therequirements of the job in terms of specifications about the person to fill the position.

Sources When HiringInternal and External

Organizations can choose a buy or make strategy when recruiting.

Make strategymeans hiring less skilled workforce and investing more in training and development

in them.

Buy strategyis hiring skilled or professional labor that possesses necessary skills to begin working

immediately. However the amount of money required attracting such labor might outweigh the

benefits.

Sources can be internal or external.

I nternal sources:i.e. promotion from within. Including:

i). Present employees: permanent, temporary or casual employees already on the payroll of

the organization.

ii). Retired and retrench employees who want to return to the organization may be

considered.

iii). Dependant and relatives of deceased and disabled employees (most public

organizations/parastatals in Kenya have been practicing this approach).

It is considered the best method for recruiting for top and middle level managers.

Advertisement methods for internal sourcing include:

Company newsletter

Internal e-mail, intranet


48/91


49/91

49

External sources: - The supply of personnel from sources outside the organization. Some of the

sources are:

Unsoli cited Appli cants: Walk-in or casual enquiries - Most common and least expensive

approach for candidates.

Recommendati ons / Referrals: Made by existing employees, friends and relatives of present

employees. There is, however a potential problem in that the people recommended are likely to

be of the same social and ethnic groups as existing staff hence preventing the same diversity

from appearing.

Former employees: those who worked with the organization but left for various reasons with

a good record. Coll eges and Uni versities: provide young and new entrants to the job labor market. These

require training.

Advertising: Many jobs are filled in response to advertisements. To be successful, the

advertisement should be well-worded and placed in an appropriate medium. The choice of the

medium depends on the nature of the job i.e. clerical jobs in local weekly newspapers, more

specialized jobs in regional or national papers and in trade and professional journals.

Employment agencies:collects curriculum vitaes and pass on to organizations looking for

particular skills.

Recruitment consul tants: e.g. Hawkins & Associates, Deloitte and Touch, Manpower

services etc

Professional organizationse.g. IHRMK, KIM, KASNEB or LSK (used for recruiting judges

in Kenya) etc

Internet:Increasingly, certain types of jobs are being advertised in the Internet, a method that

considerably extends the potential pool of candidates, although it does restrict the pool to those

which access to computers and who are actively seeking jobs though this medium.

Benefi ts of external sour ces

i). Increases diversity

ii). Provides a large pool of qualified candidates to choose from.


50/91

50

iii). Expertise and experience from other organizations can be brought in.

iv). Helps bring in new ideas and contacts

v). Most suitable when suitable candidates are not available internally

vi). Reduces infighting and organization politics.

vii). May facilitate change.

viii). Minimizes chances of promoting less qualified individuals.

ix). Can save training time and money - possess varied and broad experiences.

x). There is a constant source of labor.

Disadvantages of external recrui tment

i). Time consuming.

ii). Expensiveadvertising and other recruitment costs etc.

iii). Reduced incentive to good performance among present employees they see no chance

of promotion.

iv). There is less data on external candidates and therefore need for good assessment

procedures.

Choice of method for recrui tment depends on:

i). The type of job to be filled.

ii). Relative difficulty of attracting candidates by the organization.

iii). Geographical location of the organization.

iv). Time available to fill the position.

v). Past success or failure in using different methods.

vi). Size of the organization.

vii). Caliber of current employees.

viii). Attitude of top management.

ix). Recruitment strategy of the organization.

Recru itment Adverti sement

Style


51/91

51

The look of the advert may be the first impression of the company that the reader has. Use the

company logo for identity and choose a clear easily read typeface and layout.

Content

The essential information that a good recruitment advertisement should include is:

Job titleattractive yet describe the job accurately.

Job contentduties and responsibilities (plus working hours).

Person requiredqualifications, experience etc.

Location of jobespecially important if the job requires some flexibility of location.

Any unique elements to this particular job, e.g. travel, wider responsibilities, etc

Rewards, benefits offered and prospects (if any).

Clear instructions as to how to applywhom to contact.

Forms of Application

The number and quality of respondents to an advertisement depends not only on it being well written

and laid out, but also the way in which response is invited. The advertisement should state the way

in which application for the job may be made. There are two possibilities:

(a)By a Curriculum Vitae (CV); or

(b)By an application form.

Curriculum Vitae

Is a resume or review of an individuals life history and provides an account of an individuals

qualifications, past working history, etc.

Advantages

They give candidates the opportunity to detail their experience in previous jobs.

There is no standard format so a certain degree of flair can be used in designing a

curriculum vitae.


52/91

52

Disadvantages

They are open to fabrication and manipulation.

It can take longer to study a curriculum vitae than an application form.

Application Forms

A selection tool that is specifically designed by companies to match candidates to a job in a

structured way. Unlike a CV, the content of this form is determined by the company. In this way it

can control the information submitted.

Advantages

They help speed up shortlisting.

Allow information to be submitted in a structured way.

Can assess neatness, sentence construction and flair.

Give the opportunity for graphology to be used.

Help the HR department structure questions for the interview in order to obtain information

that may be ambiguous or absent from the form.

Disadvantages

Like the CV, they are open to manipulation. Candidates may restrict the information given so that it fits into the boxes provided and may

not continue on a separate sheet.

For an organization to operate effectively, it must give due regard to the quantity and quality of its

human resources i.e. it must obtain the right number and quality of staff to meet its needs at a

given point in time. Responsibility for the achievement of these objectives can be placed at different

points in the organization.

1. it can be a direct responsibility of all managers (where there is no specialized HRM function)

2. it can be the responsibility of a specialized HRM section or department

3. it can be the responsibility of senior management or Chief Executive

In some cases, No. 2 and 3 (above) may be combined with a specialized HRM function reporting

directly to a HR director holding a position on the executive board.


53/91

53

One of the most important Human Resource activities is the recruiting process i.e. the attracting of a

high performing workforce. We exist in a society of large, medium and smaller organizations. In

these organizations, managers and employees work together to accomplish goals that are too

complex to be achieved by any single individual. Before the organization can hire employees it must

locate and attract people who want the job. More and more it is recognized that the most significant

factor in determining the success of any organization is the quality of its people.

As a Banks CEO put it Employees are our number one priority. They will continue to be. If you

look after employees they will look after customers. And that is good for shareholders.

HRM activities focusing on recruitment of new employees are becoming a top priority in

organizations.

Emphasizing the essential nature of the recruiting function in todays business environment, Peter

Drucker notes that every organization is in competition for its most essential resource; qualified,

knowledgeable people

In all cases, the strategies and techniques adopted in reaching these objectives will need to take

account of current corporate aims and objectives, current HR policy, the nature of the organization,

the external environment (political and economic) and internal structures. In addition, cost

considerations and staffing considerations must be met.

MEANING OF RECRUITMENT AND SELECTION

Recruitment and selection are the processes by which organizations solicit, contact and stimulate

interest in potential new appointees to vacant positions in the organization and then in some way

establish their suitability for appointment. In general, the recruitment and selection process has four

main stages:

4. Analysis

5. Attracting

6. Assessment and appointment


54/91

54

7. Follow-up

1. ANALYSIS

The purpose of analysis is to define organizational needs and the first stage is to define a vacancy i.e.

a) What is the job?

Documents

Dbm1204 Employee Sourcing