HRM TUTORIAL

1. Define the term management and how it relates to human resource management (HRM).

Human Resources Management(HRM) is the part of management that deals withpeople working in an organization. It takes care of the well – being of these people sothat they can work effectively as a group and contribute to the success of theorganization.

2. Give five(5)characteristic difference between “theory X” managers and “Theory Y”managers.

Theory X Theory YResults – driven , concerned with thecompletion of a given task by issuedeadlines.

Tolerant in nature.

Intolerant in nature. Do not distance out from their employees.Think oneself as part of a team and providesmotivation and encouragement to the team.

Distances themselves for workers. Do not threat employees for non-compliance. Instead , they explain themabout the norms and compliance issue andmake them realize that instructions are forthe betterment of work.

Do not participate in the process of teambuilding.

Actively participate in the team buildingprocess.

Issue threats and warnings to make peoplefollow their instructions.

Very much concerned about the welfare andmorale of employees.

3. Describe in detail how maslow’s hierarchy of needs can be applied in the context of HRM. Physiological needs – These are need for basic amenities of life : air , water , food ,

clothing and shelter. Safety needs – Safety needs include physical , environmental and emotional safety

and protection. For instance , job and financial security , protection from threats ,etc.

Social needs – Social needs include the need of love , affection , care , belongingness ,and friendship.

Esteem needs – esteem needs are of two types : internal esteem need ( self-respect ,confidence and freedom) and external esteem needs ( recognition , status ,attention).

Self – Actualization need : the urge to become what you are capable of becoming ,the need for growth and self-contentment . It also include desire for gaining moreknowledge, social service , creativity and being aesthetic.

4. Give two(2) limitations of maslow’s hierarchy of needs to be applied in HRM.

It is essential to note that not all employees are governed by set of needs. Differentindividuals may be driven by different needs at same point of time. It is always themost powerful unsatisfied need that motivates an individual.

The theory is not applicable in case of starving artist as even if the artists basic needsare not satisfied, he will strive for recognition and achievement.

5. What are the main similarities and differences between Maslow's hierarchy

of needs and ERG theory?

Hierarchy of Needs was proposed by Abraham Maslow in his 1943 paper “A Theory of

Human Motivation”[6].

TheoryMaslow assumes the existence of a hierarchy of five needs within each

individual. Low-level needs such as physiological requirements and safety

must be satisfied before higher-level needs such as self-fulfillment are

pursued. In his hierarchical model, when a need is mostly satisfied, it no

longer motivates and the next higher need takes its place.

Hierarchy description [5]:

Physiological needs: These are the need for basic amenities of life: air, water, food,

clothing and shelter.

Safety needs: Safety needs include physical, environmental and emotional safety and

protection. For instance,job & financial security, protection from threats,etc.

Social needs: Social needs include the need for love, affection, care, belongingness, and \

friendship.

Esteem needs: Esteem needs are of two types: internal esteem needs (self-respect,

confidence and freedom) and external esteem needs

(recognition, status, attention).

Self-actualization need: The urge to become what you are capable of becoming, the need

for growth and self-contentment.It also includes desire for gaining

more knowledge, social service, creativity and being aesthetic.

Application in the HRM Context [5]:

Physiological needs: the managers should give employees appropriate salaries to

purchase the basic necessities of life. Breaks and eating opportunities

should be given to employees.

Safety needs: the managers should provide the employees job security, safe and hygienic

work environment, and retirement benefits so as to retain them.

Social needs: the management should encourage teamwork and organize social events.

Esteem needs: the managers can appreciate and reward employees on accomplishing and

exceeding their targets. The management can give the deserved employee

higher job rank / position in the organization.

Self-actualization needs: the managers can give the employees challenging jobs in which

the employees skills and competencies are fully utilized.

Moreover, growth opportunities can be given to them so that they

can reach the peak.

Some limitations of the theory [5]:

It is essential to note that not all employees are governed by same set of needs.

Different individuals may be driven by different needs at same point of time. It is

always the most powerful unsatisfied need that motivates an individual.

The theory is not empirically supported.

The theory is not applicable in case of starving artist as even if the artist´s basic

needs are not satisfied, he will still strive for recognition and achievement.

ERG Theory

The ERG Theory is proposed by Clayton P. Alderfer, where he distinguishes

three categories of human needs that influence worker’s behavior: existence,

relatedness and growth.

A model that appeared in 1969 in a Psychological Review article entitled"An Empirical

Test of a New Theory of Human Need".

The ERG Theory categories human needs are:

Existence Needs: physiological and safety needs (such as hunger, thirst and sex). The first

two levels of Maslow.

Relatedness Needs: social and external esteem (involvement with family, friends,

co- workers and employers). The third and fourth levels of Maslow.

Growth Needs: internal esteem and self actualization (the desire to be creative, productive

and to complete meaningful tasks). Maslow’s fourth and fifth levels.

ERG Theory Vs Maslow ‘s Theory

Contrarily to the idea by Maslow that access to the higher levels of his pyramid

required satisfaction in the lower level needs, the ERG areas of Alderfer are

simultaneous needs.

ERG Theory recognizes that the importance of the three categories may vary for each

individual.

According to the ERG theory, if you focus exclusively on one need at a time, this will

not effectively motivate.

Managers must recognize that an employee has multiple needs, which must be

satisfied simultaneously.

6. Explains how human resource management practice differs using an example of each of

the following different scenarios.

(i) Labor-intensive factories versus automated factories

There was little evidence of investment is automation in the sewing process. The low labor

cost and higher avaibility of labour in the industry mean that they would often be a sound

case for employing more workers rather than investing in technology. However, the enduring

labour-intensive nature of garment manufacturing seemed to lead the investment in human

resource that supported the wider goals. There was an awareness of the wokers contribution

to corporate success, given the labour-intensive nature of the industry, and the consequent

need for good standard of wokers welfare human resource and practice addressed

protection from harm as well as nurturing and empowerment of employee. The chaiman of

company recognised the role of the factory wokers in the success of the business.

(ii) Manufacturing versus retailing

Substantial effort has been devoted to exploring the transfer

of human resource managementpractices within multinational companies. Particular attention

has been paid to countries with ‘strong’ HRM traditions, to transfers between economically

developed countries and to firms in themanufacturing sector. This paper addresses the

transfer of a British-owned retail firm's HRM practices from the United Kingdom to the

People's Republic of China. From a variety of perspectives the expectation might be that the

transfer of parent-country practices in this instance would be limited: HRM has not been

considered a particular strength of UK firms, retailfirms operate in a multi-domestic context

directly serving local customers rather than as part of an integrated international production

network; and there is a high cultural distance between the UK and China. When this

multinational retailer entered the China market the express intention was to replicate as

nearly as possible the management style of its UK stores. This paper examines the extent to

which the firm's parent-country HRM practices, which the company increasingly considers as

a key source of competitive advantage, have in fact been transferred to the Chinese stores.

The paper seeks to provide fresh insights on the phenomenon of transfer by adopting a

qualitative case study approach. This study also focuses on shopfloor employees'

perspectives rather than purely the view of managerial staff, as has tended to be the case.

Several aspects of HRM transfer are explored briefly: communication with the workforce,

work pattern, age composition of the workforce, reward system, training, and employee

representation. Attention then focuses on the transfer of the firm's relatively flat

organizational structure to a country which is perceived to place a high value on hierarchy,

and where hierarchies tend to be quite rigid and clearly demarcated. This provides useful

insights into the nature of the transfer process. It is suggested that structural dimensions

such as the country of origin, the degree of international production integration and the

nature of product markets appear to have less utility in explaining the transfer of

HRM practices than institutional and cultural features of the host-country environment and,

above all, specific firm-level practices and the presence of expatriates in key management

roles.

Relationships among underlying dimensions of human resource management practices and

manufacturing performance are examined. The study found support for the proposed

framework, suggesting that human resource management practices can be grouped into five

distinct factors, four of which are associated with specific manufacturing competitive

dimensions (quality, flexibility, cost and time). The remaining HRM factor is generic. The four

priority-specific HRM factors are strongly related to their respective manufacturing

performance dimensions.

(iii) unionized versus non-unionized

is to enhance direct employee participation in workplace decision making through practices

like self-directed work teams and employee participation groups. By creating a context in

which employees have a greater say in how the workplace is organized and run, this

approach is designed to transform the character of employment relations at the point of

production and potentially substitute for more indirect forms of representation such as union

representation and collective bargaining. The second approach to enhancing non-union

employee representation is to establish processes and procedures that provide non-union

employees with forms of indirect representation and formal employment protections that

parallel those commonly provided by union representation. In this second category would fall

practices like non-union employee representation committees and plans that parallel the

representative function of local unions or union-dominated works councils, as well as non-

union dispute resolution procedures that parallel the function of union grievance procedures.

In this study, examine the impact of these two alternative approaches in the context of

workplace conflict and dispute resolution for non-union employees. Conflict and dispute

resolution provide a particularly useful area in which to examine these issues, because they

are a key element indicating the nature and character of employment relations in a workplace

and also implicate both day-to-day relations between managers and workers and the

implementation of broader organizational human resource and employment policies.

Conflict is a widespread phenomenon in the workplace. Ranging from quotidian conflictsbetween employees and supervisors over workplace decisions to major disputes implicatingrights to be free from discrimination in employment, conflicts arise regularly in themanagement of employment relations. These conflicts in turn have impacts on organizationsranging from the disruption of relationships in the workplace and negative impacts onproductivity to legal disputes that may expose the organization to significant liability.Organizations, as a consequence, have strong incentives to develop procedures to manageconflict and help resolve disputes that arise in the workplace. In recent years, the incidenceof adoption of organizational dispute resolution (ODR) procedures in non-union workplaceshas increased, particularly in the United States, and systems for managing workplace conflicthave grown in sophistication (Colvin 2003a; Lipsky, Seeber, and Fincher 2003).

The nature of dispute resolution introduces a number of complicating factors in investigatingthis phenomenon. First, there is a major divide in the United States between disputeresolution in unionized and non-union workplaces, with unionized workplaces almostuniversally characterized by elaborate grievance arbitration procedures and often intenseconflict (Lewin and Peterson 1988), whereas non-union grievance procedures vary widely intheir adoption and structure (Colvin 2003a; Colvin, Klaas, and Mahony 2006; Feuille andChachere 1995). Second, a distinction needs to be made between the effects ofthe existence versus the usage of dispute resolution procedures and systems (Lewin 1999).For example, whereas the adoption of effective dispute resolution procedures may be

positively associated with desirable employment relations outcomes, high levels of usage ofthese procedures may not have the same positive association. Third, a distinction also needsto be made between indicators of conflict in the workplace, such as employee behaviorsleading to disciplinary actions, and indicators of the process of resolution of conflicts, such asgrievances filed through dispute resolution procedures. High numbers of grievances mayindicate high levels of underlying conflict in the workplace or alternatively a dispute resolutionprocedure that is effective in giving expression to and then resolving these conflicts. Movingbeyond previous research, the present study will incorporate these three distinctions intoconceptualizing and examining a range of different aspects of non-union workplace conflictand dispute resolution.

(iv) Family-owned versus publicly listed company

Business succession planning involves planning for the smooth continuation and success of

a business which depends greatly on the availability of competent people. Be it profit or non-

profit organization, one of the concerns is there may be no successor to drive it once the

leader or key person leaves – either by choice or by circumstances. This concern has been

repeatedly expressed in the papers by leaders from the private and government sector. It is

people, or more aptly, the right people, that make things happen. But the music will stop one

day! If the leader or key person does not retire (whether by old age, disability or choice) he

will end his time of service when he dies. And when they do, problems often set in. The day

after is often filled with chaos and uncertainty.What is likely to happen to the organization

when a key leader is eliminated without succession planning in place? Here are some things

to expect. First, there would be either no able successor or where there is, the successor is

often either unprepared to handle the heavy responsibilities placed upon them or he/she

simply does not have the ability to manage the organization in the way it used to be.

Whatever the case may turn out to be, the situation can be dire for the organization. Profit

may be lost. Business can become untenable to continue. In the case of the unplanned

death of an owner, the remaining co-owners and the heirs may be embroiled in a relationship

crisis that threatens to wreck the business.in an unplanned situation, ineffective quick-fixed

solutions are the only answers left. If no able successor can be found, a temporary

replacement is often the only choice left, and the ultimate result may still be the downfall of

the organization. It is difficult enough to run an organization with experience and ability.

Without the requisite qualities in the new leader, the rot of the organization is almost likely to

set in immediately; unless it is lucky to have a replacement who happens to be suitable and

motivated. If not, an unmotivated successor is equally bad news for the set-up. Without the

drive, the organization will stay stagnant and more than likely, to slide.

Without succession planning, a business that has become successful can just as easily fall.

The business grows because there is a leader (probably the owner) with experience, drive

and ability. Without proper succession planning, the future success of the business is left to

chance once that leader is gone. Under such a circumstance, if it succeeds at all, it is by

default rather than planned. That is not all. The passing of the baton from one generation to

the next is often clouded by the stakeholders‘ differing views and agendas. Without proper

planning, the clashes of views and agendas can pull the business in several directions and

this may wreck an otherwise viable business.With so much at stake, business succession

planning has to be a priority and should be part of every business planning. There are

two main options available to business succession planning, which are:

1. Retention Planning: Retention of the business within the family circle, and

2. Buy-sell Planning: Selling of the establishment to other business owners or key

employees or interested outsiders.

It is a norm in many parts of Asia that succession planning is a sensitive issue to discuss

amongst partners or shareholders. This is despite the fact that a successful transition

minimizes disruption, ensures continuous profitability and guarantee satisfactory returns to

the partners and shareholders.

Tutorial question

6 List three (3) challenges of HRM in today's marketplace and explain each challenge

using an example.

Globalization : globalization here refers to the tendency of companies to extend

their sales, ownership, or manufacturing to new markets in other countries. It has

strategic implication, where companies are facing competition globally. Translated

into HRM, it means lower costs, making employees more productive, new ways to

do things better ang cheaper.

Technological Advances : the internet and information communication technology

(ICT) have enabled companies to become more competitive in global marketplace.

This also introduces new working styles such as home office and co-working.

The Nature of Work : technology is also changing the nature of work. There is a

shift to use non-traditional workers, where they include those who hold multiple

jobs, or who are “contingent” or part time workers, or people working in

alternative work arrangement.

7. Define the following terms: (i) Recruitment (ii) Selection

i) Recruitment is the process of attracting suitable people to apply for job

Vacancies.

When a worker leaves, an opportunity arises for reorganizing. It may

prove possible to distribute the workload amongst the remaining workers

and thus avoid recruiting at all.

ii) Selection involves choosing the most suitable candidate from amongst a group of

applicants.

The aim at this stage is to attract a group of applicants, all of whom are at

least minimally qualified.

Potential applicants can be found both inside and outside the

organization

8. Give three (3) primary functions of HRM in human resource development.

a. Recruit suitable workers

b. Ensure the workers receive appropriate training

c. Establish systems for compensation and rewarding employees

9. Explains the functions that you have mentioned in question above (Q8) in the context

of a fast food store operation.

a. Recruit suitable workers

Suggests the type of manpower required in the fast food store with

necessary details. This facilitates recruitment and selection of suitable personnel

for jobs in the company such as manager, cashier, cleaner and food handler. The

fast food company should recruit their workers with suitable qualification.

b. Ensure the workers receive appropriate training.

Provide appropriate health and safety training and supervision for workers.

The fast food store need to make sure their workers are doing the job in the right

way and monitor them so that they didn't make mistake during their job. The

training are also to avoid the workers from any risk during work hours. This

training is also to ensure the rising of productivity of the company.

c. Establish systems for compensation and rewarding employees

The company should provide compensation and rewarding their

employees. For example, in food store context, the workers should get dicounts

when purchasing product in the food store, free meal, yearly bonus and incentive

when they perform well in their job. Employer also should reward their worker

such as by giving title "Best Worker Of The Month" and put inside of their store.

This compensation and reward can motivate others workers so that they

challenge each others positively and this also can contribute to company

productivity.

Chapter 3: Recruitment and Selection of Employees

2. Describe three (3) implications of a bad hiring decision3. Explains two (2) challenges of HR in the globalization era with an example for each

challenge.

QUESTION 2

Describe three (3) implications of a bad hiring decision.

i. Cost of mistakes, accidents and loss of customers, caused by employees who cannot copewith the job. Exposed to the risk of death. At the same time, the compony must provide the

insurance cover. If loss of customer, the income of the compony will be decrease. It will be more

complicated if the customer tell others about our bad compony.

ii. Cost of recruiting a replacement Attracting applicants Pre-employment administrative expences Entrance interviews Aptitude, skill, drug for example testing. Hiring decision meeting Post employment physical exams Post-employment information gathering (records, payroll) Signing bonus Employee finder’s fee

iii. Cost of training a replacement The cost is made up of many factors such as resource needed to retrain the new

employee, external training, the disruption to business and clients, the addeddowntime, the loss of relationship, critical process, key knowledge or clientinformation not passed on. Lost business opportunity during training whichresults in a loss of profits.

Information literature for example manuals, brochures, policies and others. General orientation. Job orientation.

QUESTION 3

Explains two (2) challenges of HR in the globalization era with an example for eachchallenge.

i. Technology – Managers and HR professionals need to be able to redefine work tomaximize the value of technology in the organization. This means making technology aviable and productive part of the work setting and requires that HR professionals keepahead on the information curve. For example, we need to use a latest technology toprovide convenience for workers.

ii. Profitability through Cost and Growth – Revenue growth is a key component of theprofitability equation. The main paths to growth include through leveraging customers,leveraging core competencies and mergers, acquisitions or joint ventures. Each of thesehas HR implications and requires co-operation between management and HRprofessionals to design and deliver new organizational practices. For example, we need ahigh cost to provide training for workers.

4. Elaborate the steps involved in a recruitment and selection process.

* Make decision to recruit new employee

There are four types of recruitment new employee is likely to be done by a company:

* Passive non-discrimination is a commitment to serve all races and both sexes equally indecisions about hiring, pay increases and the payments or incentives available. This method ismore likely to recruitment among prospective minority candidates actively. Style this way failto recognize that the practice of discrimination in the past may prevent candidates from gettinga job now.

* Pure affirmative action is a collaborative effort of an organization so as to broaden thecandidate collection that no one will be excluded on grounds of discrimination past and present.However, the decision to hire or to raise the rank is based on individuals who are qualified andhave the best potential, regardless of race or gender.

*Affirmative action by taking a preferred define as actions contrary to affirmative action. It wasdone systematically and prioritize women and minority groups in the decision to recruitmentand promotion and pay. This is a system of "soft quota".

*Hard quotas represent the power to take or increase the amount or part of women or membersof minority groups.

Legal issues in employment preference to a particular case and the dispute arising. SupremeCourt sets out the principles that: 1 personnel selection decision should be made on a case-by-case, race or gender can be considered as a factor in the preference of the applicant, but thedecision to select or reject whole should be made on the basis of a combination of factors, suchas test admission and previous performance. This is similar to affirmative action in recruitmentand assessment strategies. Indeed, this is the way to do in a free labor market and open. (NoranRafaei fauziah and Wan, 1993)

* Conduct job analysis

As you are aware, prior to the organization Conduct job analysis of a requires information aboutthe needs or demands of human resources. This is intended to estimate the number and types ofemployees needed by the organization in the future.

Someone human resource planners must identify and study the organizational goals as the firststep in the process of identifying these. Data with respect to production plans, sales forecastsand so is the basic input of human resources planning. In addition to this internal information,external information such as market trends, economic conditions and political climate shouldalso be obtained. (June ML Poon, 1994).

There are several techniques used to determine human resource needs in this recruiting process.According to June ML Poon, other managers based on subjective judgment, quantitativetechniques such as trend analysis, ratio analysis and correlation analysis can be used. However,it should be noted that the models in identifying the needs of recruiting is based on the existingrelationship with the level of employment demand with certain business factors of predictivefactors.

When an organization's human resource needs have been determined either by planning or bythe human resources manager in certain parts, all these needs can be met through a variety ofalternatives such as overtime, temporary workers or sub-contract. But if these options are notsuitable carried out, the activities of recruitment (recruiting) should be carried out. According toJune ML Poon in this recruiting process, at first the human resources department mustdetermine the job requirements by reviewing job analysis information. Once the position isfilled on offer, it requires the certainty of human resource management in determining whetherthe need to recruit to meet the needs of the work.

Besides, many of the question will arise when the recruiting process is carried out. Among themis the need for a post that is filled with new employees and whether there is a significant need inputting new employees in the same job and are readily available. Hence, the human resourceplanners need to think of ways in determining the need for this recruiting process is done or not(Barry Cushway, 1994). According B.Cushway yet there are several factors that can be takeninto account in avoiding recruitment or recruitment is done. It will be explained through thenext chapters.

1. work reorganization ( Reorganization ).2. Flexible Working ( Flexible working )3. Using temporary staff ( casual staff ) or part-time employees ( part-time staff).4. Using contractors.5. Share job.6. Transfer or promotion of employees.7. Computing ( Computerization )

* Source for applicants

There are two available resources in recruiting, through internal resources and externalresources.

Internal Resources

Bernardin & Russell (1997) said that recruiting through internal resources refers to therecruitment of a job position of the existing employees in the company.

According to the June (1994), internal recruitment sources is important is that the existingemployees. Most organizations prefer if you can fill up the vacancy by internal candidates.

There are some inherent advantages when recruiting through internal resources. Among themare:

a) Involves a lower cost than if done externally.

b) Skill and ability of the applicant is known to work better against the applicant from externalsources.

c) policy organization that provides opportunities for promotion (when done through internalresources) will strengthen employee morale, commitment and job satisfaction.

However there are also some drawbacks that exist through the use of internal sources,including:

a) This approach is said to be working to maintain the old ways of doing things.

b) the diversity of ideas and new thinking can not be germinated with greater due to the use ofinternal resources only.

Internal politics will probably have a major impact in the recruitment process and alsopemilihan.apabila process through internal resources.

External Sources

Bernardin & Russell (1997) states that it refers to recruit for a position outside of the work ofthe company's resources.

Some organizations prefer hiring new employees from outside the organization as to get ideas

and innovation and often external sources is intended to fill a vacancy in an entry-level job(June, 1994).

Advantages of using an external recruitment sources are:

a) It is an approach that can grow thinking and new ideas in the process of making a work-related decisions.

While the weaknesses that may exist about are:

a) Recruitment of new employees from outside the company may have a negative impact onmorale and camaraderie of the existing work in the company.

b) Employees from outside the company often takes more time to learn the aspects of the job.

c) Recruitment from outside also require higher costs compared to the use of internal resources.

There are several methods of recruitment by external sources, namely:

a) Walk-in interviews (walk-ins)

Approach is inexpensive and commonly used, through direct application in which job seekerssubmit materials (like resumes) without being asked or told directly to the parties concernedthat he would like to apply for a position in the company.

b) Reference (referrals)

It is a reference or recommendation (recomand) from the company's own internal staff.

* Collect information on applicants

In the process of identifying the needs of the job, according to B. Cushway it includes thecontents of the job and the characteristics required of a prospective employee to do the job tomeet the requirements set by the organization. It means that the picture of the job should beexplained precisely in advance. Subsequently this was to determine the fulfillment of arequirement in the job, ensuring that they meet the requirements and needs of the particularorganization. And the last is the individual characteristics that have been set to meet the needsand characteristics of a work.

Identify the job to be offered on a new employee, the organization should make the analysis of

the work that could be offered. Job analysis is a process in order to determine the tasks involvedin a job and the skills and knowledge needed to do the job. From this analysis of jobinformation can be obtained and this information can be used to provide a breakdown of workand job specifications. (June ML Poon, 1984).

Some of the information in the analysis and description of the job in June ML Poon is asfollows;

1. The duties and responsibilities of the job, the actual work activities performed and

how, when and why the activity.

Equipment and machinery used in the work.Work context, the working conditions such as physical environment in the workplace.Knowledge, skills, abilities and behaviors that are required to perform the job well.Set performance standards required performance.Through job description or job description also, a document that describes the scope, functions,duties, responsibilities and aspects of other work to be made available (June ML Poon). Thisdocument brief description of the work and it covers the important parts below.

* Select most suitable applicant

This selection methods and strategies have to go through some important processes includingemployee selection process, the selection, the process of interviewing employees, penilihantesting, background checks and offers available.

1. Selection Process employee2. Method of Selection3. Interview jobs4. Interviewing Process.5. Before the Interview6. During the Interview

* Offer employment to successful applicant

After a decision is made to offer a job to a particular job candidate, usually the applicant isrequired to undergo a medical examination to determine whether he is in a state of physical andmental health. This also allows employers to keep health records of the applicant. Healthscreening is usually done in clinics panel appointed by the organization

As soon as someone working skip doctor, issued a formal job offer and given to the candidatethe employee. Date of commencement of work is dependent on the organization, but still can benegotiated for specific reasons such as the need for a letter of resignation for being employedelsewhere.

* Hold induction once employee reports for duty

In the process of identifying the needs of the job, according to B. Cushway it includes thecontents of the job and the characteristics required of a prospective employee to do the job tomeet the requirements set by the organization. It means that the picture of the job should beexplained precisely in advance. Subsequently this was to determine the fulfillment of arequirement in the job, ensuring that they meet the requirements and needs of the particularorganization. And the last is the individual characteristics that have been set to meet the needsand characteristics of a work.

Identify the job to be offered on a new employee, the organization should make the analysis ofthe work that could be offered. Job analysis is a process in order to determine the tasks involvedin a job and the skills and knowledge needed to do the job. From this analysis of jobinformation can be obtained and this information can be used to provide a breakdown of workand job specifications. (June ML Poon, 1984).

To describe these conditions in the individual specification, there is a system or method that canbe used as a reference. One of them is represented by Alec Rodger's through the "Seven-PointPlan". Through this system is done based on individual assessment;

1. A physical2. Achievement3. Intelligence or general intelligence4. Natural gifts and abilities.5. Individual interests6. Tendency7. Matters or other matters

5. Is job recruitment a necessary exercise?

Yes,

What are the considerations for an organization when a job vacancy is available?

Yes

Explain the rationale behind a job recruitment exercise.

Intake and selection is a function of human resource management is important because of itsimpact on the quality of employees that will be selected for the organization. Actually dependson the quality of many of the workers are provided quality recruits according to some importantspecifications by an organization. Involve recruitment activities to memeperoleh applicantqualified workers while related to employee selection methods to determine the most qualifiedpotential employees from the employee.

An organization that can fill the vacant posts with their employees sendiriatau to recruit fromoutside the organization. The methods to recruit employees from outside the organizationselected rounder including employee referrals, advertising, employment agencies and recruiters.Each method has its own advantages and drawbacks.

Employee selection process usually begins with the applicant will complete an application form.This form allows the employer basic information about the applicant. Then mengkhendakiapplicant organization will usually follow the interview process. Intended this interview toobtain additional information regarding the applicant and provide little information about theapplicant organization. In addition to the application form and interview provided, theorganization can also determine the suitability of the applicant through the selection of tests,background checks and physical examinations. All these factors require consideration existingAdWords explained properly and wisely.

BBP 20102: Human Resource Management (HRM)

1

8. Define person/job specifications and give two (2) examples of such a spefication.

Employers use a competency-based approach to define managerial work. Competencies are the attributes which make one person more or less successful than

another in the same job. For exampleo Oral communicationo Problem-solving skillso Written communication abilitieso Leadershipo Self-motivation

Discriminatory specifications are not illegal in Malaysia, but they are old-fashionedand bad for business. Stereotype for example a receptionist should be female, salesexecutive should be younger, etc.

9. Explain the pros and cons of recruiting internal applicants and external applicants.

internal externalAdvantages: Employment record of applicants are

available.

Accurate assessment is possible.No induction needed. Little or no cost

involved. Employees’ morale and motivation

increased.

Advantages: Avoid inbreeding Possible to widen choice of

applicants by having a pool ofcandidates

Disadvantages: Filling a vacancy in one

department may lead to amore serious gap in another.

No suitable candidates may beavailable.

Supervisors may be reluctant torelease key employees.

Disadvantages High cost of recruitment

process Frustration amongst existing

employees

In large organizations, it makes goodsense to allow existing employees toapply for any vacant position.

A number of different methods forattracting people to apply forvacancies in an organization are:Internet, Employment agencies andconsultants

BBP 20102: Human Resource Management (HRM)

2

6. What are the main differences between job specification and job description?

Job Specification Job DescriptionStatement which tells us minimumacceptable human qualities whichhelps to perform a job.

is an organized factual statement ofjob contents in the form of duties andresponsibilities of a specific job.

Job specification helps in hiring anappropriate person for an appropriateposition.

The preparation of job description isvery important before a vacancy isadvertised.

Job specification translates the jobdescription into human qualificationsso that a job can be performed in abetter manner.

This type of document is descriptivein nature and it constitutes all thosefacts which are related to a job

Job Specification is an analysis of thekind of person it takes to do the job,that is to say, it lists thequalifications.

Job description is a written statementthat defines the duties, relationshipsand results expected of anyone in thejob. It is an overall view of what is tobe done in the job

Job specification assists themanagement in selecting a match forthe job

While job description assists the jobincumbent to understand therequirements of the job which are tobe fulfilled by him.

7. Why a decent job title is important to a job seeker?

This is one of the most important sections of your ad. The title is one of the first things a jobseeker will see. In most career sites, when a job search is performed a list of results isreturned usually containing company name, location and job title.

If you are going to attract candidates, you need to grab their attention. Do this by writingcreative job titles. For example instead of writing just Bridge Carpenter, try Bridge Carpenter,Bonuses or Truck Driver, Best Trucks, Best Boss. These job titles will stand out and attract ahigher response than plain job titles. Try it for yourself. Post the identical job but choosedifferent job titles, then track which add drives more resumes.

NAME: NUR AZLINDA BTE JAINURI

NO MATRIX : DB120087

BBP 20102 : HUMAN RESOURCES MANAGAMENT (HRM)

TUTORIAL QUESTIONS

CHAPTER 3 : RECRUITMENT AND SELECTION OF EMPLOYEES

QUESTION NO

10) Elaborate on five (5) factors that influences the ability of an organization to attract suitable

candidates.

-1) The location of the organization

- The location of the organization it each user can be assigned to at most one organization

inheriting the permissions and associations of the parents of that organization that have been

marked as recursable. The name organization was chosen because it’s agnostic and matches well

with most real world uses. It can be used for deparments, groups, divisions, partner companies,

providers.

-2) The physical working conditions in the organization

- Physical working conditions in the organization that review empirical research on the physical

environment in professional, organization work setting such as offices, meeting rooms, and

design work spaces. Instead, these elements are routinely associated with both desired and

undesired outcomes. Physical environments in organization requires an understanding of

common trade-offs in tensions that are inherent to the functions that physical environment serve

such as instrumental, and symbolic and function. An outline of these tensions and trade-offs in

relation to common elements of the environment and suggest that researches consider these

tensions and trade-offs in their future research.

-3) The public image of the organization

- Sensible organizations are careful to develop and sustain a good public image. They strive to

become good neighbours, showing concern for the affairs of the community in which they

operate. And if they don’t live up to community expectations, they will rightly be subjected to

community criticism. Public support is therefore of the almost importance.

-4)The relationships between people in the organization or the physcho-social environment

- Is widely used in connection with health, and large number studies have shown associations

between psychosocial factors at work. Among these critical job features are job demands,

autonomy, skill variety social support and feedback. Other vital components of these models are

workload and stress perceptions. A vast number of studies show an association between aspects

of the psycho-social work environment and adverse health effects in general, including musculo-

skeletal symptoms. A number of recent reviews have concluded that there is evidence for

significant associations between psychosocial factors at work high job demands and workload,

low job control and lack of social support.

-5) The internal policies of the organization, including fair disciplinary practice and

whether tranning opportunities are made available to employees.

- The disciplinary procedure provides that a fellow employee or a shop steward of a recognised

trade union should represent an employee. If a shop steward is called to attend a displinary

hearing requires and employer to consult with the shop steward’s trade union prior to issuing any

notice to attend a disciplinary enquiry. The employee being charged broke a rule of conduct in

the workplace, the rule was valid or reasonable, the employee knew about the rule or should have

known about the rule and the employer has been consistent in applying the rule.

11) Describe one (1) benefit and shortcoming for each of the following employee information

i. Application Form

- Application forms should be customized for different jobs and include only question

relevant to determine whether the applicant is suitable for the job. The employer also

easy to identify the person comes from and where they leave.

ii. Resume

- Resumes are often incomplete wordy and inaccurate. They may provide very little

useful information about a job applicant that is important to the employers.

Otherwise, it can complete the data of someone like somebody need a job that can

easier the employers check the background person and experiences worked.

12) Explain the following selection test using an example

Aptitude tests

- Attempt to discover a person’s potential abilities and talents such as spatial abilities

of desgnes.

Personality test

- Personality test are to discover a person’s personality characteristics such as friendly

and cooperative.

Medical test

- Medical test are to determine whether a person is physically fit for a particular job.

13. Explain the importance of equal opportunity laws implementation and how it wouldbenefit the following parties.

(i) Organization (ii) Workers

- If an organization wants to use the experience to develop the company's employees,use their expertise and skills. For example if the employee is a breach of trust, theemployer can report police

- The company must assess the current state of affairs with respect to diversitymanagement. One study found that the most common tools for measuring diversityinclude equal employment hiring and retention metrics, employee attitude surveys,management and employee evaluations and focus groups.

14. Give two (2) examples of equal opportunity laws in the US.

1. EEOC (Equal Employment Opportunity Commission)

- is empowered to investigate job discrimination complaints and sue on behalf ofcomplainants.

2. ADEA (Age Discrimination in Employment Act of 1967)

- prohibits discrimination against employees or applicants who are between 40 and 65year of age.

15. Case Study: Read the following passage carefully and answer the questionsgiven.

In August 1999, a former female flight attendant in Hong Kong started a lawsuit against

Cathay Pacific after she was forced to retire at 45 years of age, ten years earlier than her

male colleague. In September 1999, she quit her job after 20 years of service because of

the rule that female cabin crew who joined before 1993 must retire at 45 while male crew

members could work until 15. The female flight attendant said that the airline's policy

violated Hong Kong's Sex Discrimination Ordinance, which was in force since 1996. She

claimed damages for loss of income since September 1998 and expenses on unsuccessful

job searches. (The Strait Times, 5th August 1999) (Taken from Ref[1]).

(iv) Discuss Cathay Pacific's policy of retiring female flights attendants at age 45from HR's perspective.

Cathay pacific’s policy is not relevant because according to Title VII of the 1964 CivilRights Act (as amended by the 1972 Equal Employment Opportunity Act) states that anemployer cannot discriminate based on race, color, religion, sex or national origin.

(v) Does the female flight attendant have the right to claim losses of income andexpenses on unsuccessful job searches using the Ordinance in the passage? Why?

Yes, female flight attendants have the right to claim losses of income and expenses onunsuccessful job searches because she have right of employees.

(vi) Must HR managers be aware of "equally employment opportunity" laws ofvarious countries? Why?

Yes because Equal Employment Opportunity was included in responsibilities of HumanResources and to ensure that organizations comply with antidiscrimination legislation.

16. Case Study: Read the following passage carefully and answer the questionsgiven.

In Singapore, the Retirement Age Act ome into effect in 1993. The objective is to state a

minimum retirement age for employees. The current retirement age is 62. employers can

ask the Ministry of Manpower for exemption where the jobs are physically demanding, or

hazardous for older workers. Other possible exemptions include workers in jobs that

require alertness, dexterity and good eyesight. The Ministry would also consider leaving

out from the Act employees who are needed to keep a certain corporate, or service quality

image. (Taken from Ref[1]).

(i) Is 62 a "reasonable" retirement age for all workers?

No

(ii) Give examples of persons who should be encouraged to retire before 62.

The workers have to require alertness, dexterity and good sight.

(iii) Give examples of persons who should be encouraged to continue to work after62.

Employees who are Singapore Citizens or Permanent Residents are eligible for re-

employment upon reaching the age of 62, if they meet the following criterion:

- are assessed by their employer to have at least a satisfactory work performance

- are medically fit to continue working

(vii) What kind of arrangements should employers provide for employees who areapproaching their retirement age?

The age regulations introduced a number of changes including a default

retirement age of 65. Employers need to be aware this means it is unlawful to

retire people below the employer’s normal retirement age, or below the default

retirement age of 65 unless this can be objectively justified. However, it is not

compulsory to have a fixed retirement age . Indeed, many businesses are

benefiting from adopting flexible approaches to retirement and are finding this

works well, not only enabling them to retain knowledge and experience, but

allowing them to work out a retirement plan which is beneficial to both the

employee and the company.