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Organisational Bahavior Hr Practices

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Organisational Bahavior Hr Practices

  1. 1. ORGANISATIONAL DYNAMICS <ul><li>TOPIC: </li></ul><ul><li>HR PRACTICES (RECRUITMENT AND SELECTION) </li></ul><ul><li>BY:MAYA </li></ul>
  2. 2. Human Resource Management <ul><li>Involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organization. </li></ul><ul><li>Human resource management is the function performed in an organization that facilitates the most effective use of people(employees ) to achieve organizational and individual goals. </li></ul>
  3. 3. HRM policies & practices <ul><li>The formulation of HRM policies & implementation of personnel practices & procedures should be based on underlying philosophies of managing behaviour & employee relationships </li></ul>
  4. 4. Range of HRM practices <ul><li>Human resource planning </li></ul><ul><li>Recruitment, selection & induction </li></ul><ul><li>Salary & wage administration </li></ul><ul><li>Organisational design & patterns of work </li></ul><ul><li>Education, training & development </li></ul><ul><li>Employee relations </li></ul><ul><li>Employee services, welfare and health & safety </li></ul>
  5. 5. Maintaining HR
  6. 6. Ethical frameworks for judging personnel practices <ul><li>Basic right – to be consulted on all matters affecting the individual at work </li></ul><ul><li>Organisational justice – fairness in treatment, equality of opportunity & equity </li></ul><ul><li>Universalism – acknowledging respect for the individual </li></ul><ul><li>Community of purpose – recognition of how organisational decision-making affects different groups & stakeholders </li></ul><ul><li>Winstanley et al. </li></ul>
  7. 7. Recruitment & selection of staff
  8. 8. SELECTION PROCESS <ul><li>CANDIDATE APPLIES FOR THE JOB </li></ul><ul><li>APPLICANT MEETS BASIC QUALIFICATIONS </li></ul><ul><li>APPLICANT AMONG BEST QUALIFIED. </li></ul><ul><li>APPLICANT RECEIVES JOB APPOINTMENT LETTER </li></ul>APPLICANTS WHO DONOT FALL IN THE CRITERIA ARE REJECTED THE LESS QUALIFIED APPLICANTS ARE REJECTED APPLICANTS WHOO FAIL THE CONTINGENT SELECTION,ARE REJECTED Initial selection Substantive selection Contingent selection
  9. 9. <ul><li>Initial Selection Methods : </li></ul><ul><ul><li>Resumes and Cover Letters </li></ul></ul><ul><ul><li>Application Blanks </li></ul></ul><ul><ul><li>References </li></ul></ul><ul><ul><li>Handwriting Analysis </li></ul></ul><ul><ul><li>Initial Interview </li></ul></ul><ul><li>Substantive Selection Methods: </li></ul><ul><ul><li>Personality Tests </li></ul></ul><ul><ul><li>Ability Tests </li></ul></ul><ul><ul><li>Work Samples </li></ul></ul><ul><ul><li>Integrity Tests </li></ul></ul><ul><ul><li>Interviews </li></ul></ul>
  10. 10. Substantive Selection <ul><li>Written Tests </li></ul><ul><ul><li>Renewed employer interest in testing applicants for: </li></ul></ul><ul><ul><ul><li>Intelligence: trainable to do the job? </li></ul></ul></ul><ul><ul><ul><li>Aptitude: could do job? </li></ul></ul></ul><ul><ul><ul><li>Ability: can do the job? </li></ul></ul></ul><ul><ul><ul><li>Interest (attitude): would/will do the job? </li></ul></ul></ul><ul><ul><ul><li>Integrity: trust to do the job? </li></ul></ul></ul><ul><ul><li>Tests must be show validated connection to job-related performance requirements. </li></ul></ul>
  11. 11. Substantive Selection <ul><li>Personality tests will be conducted to dertermine the personality traits of the candidate </li></ul>
  12. 12. Substantive Selection <ul><li>Integrity tests: </li></ul><ul><li>Tests used to assess whether an applicant is honest and trustworthy or not. </li></ul>
  13. 13. Substantive Selection <ul><li>Performance-Simulation Tests: </li></ul><ul><ul><li>Based on job-related performance requirements. </li></ul></ul><ul><ul><li>Yield validities (correlation with job performance) superior to written aptitude and personality tests. </li></ul></ul>
  14. 14. Substantive Selection <ul><li>Interviews: </li></ul><ul><ul><li>Are the most frequently used selection tool . </li></ul></ul><ul><ul><li>Carry a great deal of weight in the selection process. </li></ul></ul><ul><ul><li>Can be biased toward those who “interview well.” </li></ul></ul><ul><ul><li>Should be structured to ensure against distortion due to interviewers’ biases. </li></ul></ul><ul><ul><li>Are better for assessing applied mental skills, conscientiousness, interpersonal skills, and person-organization fit of the applicant. </li></ul></ul>
  15. 15. Interviews <ul><li>Unstructured interview: </li></ul><ul><ul><li>The interviewer has great discretion in choosing questions to ask each candidate </li></ul></ul><ul><ul><li>Structured interview: </li></ul></ul><ul><ul><li>Consists of a predetermined set of questions for the interviewer to ask </li></ul></ul>
  16. 16. Types of Interview Questions <ul><li>Situational interview </li></ul><ul><ul><li>The interviewer describes a situation likely to arise on the job, then asks the candidate what he or she would do in that situation </li></ul></ul><ul><li>Behavior description interview </li></ul><ul><ul><li>The interviewer asks the candidate to describe how he or she handled a type of situation in the past </li></ul></ul>
  17. 17. Interview considerations <ul><li>Seating arrangements </li></ul><ul><li>Types of questions to ask </li></ul><ul><li>Purpose of questions </li></ul>
  18. 18. Problems in the Interview Problems in the Interview Halo Effect Snap Judgments Negative Emphasis Biases and Stereotyping Cultural Noise
  19. 19. Contingent selection <ul><ul><li>Background Checks </li></ul></ul><ul><ul><li>Biographical Information </li></ul></ul>
  20. 20. Background Checks <ul><li>Method involves assessing reliability of applicants’ behavior, integrity, and personal adjustment </li></ul><ul><li>Type of information requested </li></ul><ul><ul><li>Criminal history </li></ul></ul><ul><ul><li>Credit information </li></ul></ul><ul><ul><li>Educational history </li></ul></ul><ul><ul><li>Employment verification </li></ul></ul><ul><ul><li>Driver license histories </li></ul></ul><ul><ul><li>Workers’ compensation claims </li></ul></ul>
  21. 21. Selection Practices
  22. 22. Selection Practices- Job Analysis (cont’d) © 2003 Prentice Hall Inc. All rights reserved. 17 –
  23. 23. Other Methods of selection <ul><li>Short-listing </li></ul><ul><li>Graphology </li></ul><ul><li>Peer rating </li></ul><ul><li>In-tray exercises </li></ul><ul><li>Selection tests </li></ul><ul><li>Peer questionnaires </li></ul><ul><li>Assessment centres </li></ul>
  24. 24. HR Ethics Activities in selection <ul><li>Staffing and selection </li></ul><ul><ul><li>Fostering the perception of fairness in the processes of recruitment and hiring of people. </li></ul></ul><ul><ul><ul><li>Formal procedures </li></ul></ul></ul><ul><ul><ul><li>Interpersonal treatment </li></ul></ul></ul><ul><ul><ul><li>Providing explanation </li></ul></ul></ul>
  25. 25. 10 ways to make HR effective <ul><li>Be the catalyst for making things happen </li></ul><ul><li>Avoid being the corporate soft touch </li></ul><ul><li>Understand the whole business </li></ul><ul><li>Keep people-management systems simple </li></ul>
  26. 26. 10 ways to make HR effective <ul><li>Remember line managers manage people, not HR </li></ul><ul><li>Work with, not above, line managers </li></ul><ul><li>Be super-efficient in the transactional stuff </li></ul><ul><li>Be leaders in the transformational stuff </li></ul><ul><li>Help the business to manage change </li></ul><ul><li>Accept that good ‘people ideas’ exist outside HR </li></ul>
  27. 27. MCDONALDS CASE STUDY

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