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 with
people working in an organization. It takes care of the well being of these people so
that they can work effectively as a group and contribute to the success of the
organization.
2. Give five(5)characteristic difference between theory X managers and Theory Y
managers.
Theory X Theory Y
Results driven , concerned with the
completion of a given task by issue
deadlines.
Tolerant in nature.
Intolerant in nature. Do not distance out from their employees.
Think oneself as part of a team and provides
motivation and encouragement to the team.
Distances themselves for workers. Do not threat employees for non-
compliance. Instead , they explain them
about the norms and compliance issue and
make them realize that instructions are for
the betterment of work.
Do not participate in the process of team
building.
Actively participate in the team building
process.
Issue threats and warnings to make people
follow their instructions.
Very much concerned about the welfare and
morale of employees.
3. Describe in detail how maslows 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 more
knowledge, social service , creativity and being aesthetic.
4. Give two(2) limitations of maslows hierarchy of needs to be applied in HRM.
It is essential to note that not all employees are governed by 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 applicable in case of starving artist as even if the artists basic needs
are 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].
Theory
Maslow 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 artists 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 workers 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). Maslows 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 conflicts
between employees and supervisors over workplace decisions to major disputes implicating
rights to be free from discrimination in employment, conflicts arise regularly in the
management of employment relations. These conflicts in turn have impacts on organizations
ranging from the disruption of relationships in the workplace and negative impacts on
productivity to legal disputes that may expose the organization to significant liability.
Organizations, as a consequence, have strong incentives to develop procedures to manage
conflict and help resolve disputes that arise in the workplace. In recent years, the incidence
of adoption of organizational dispute resolution (ODR) procedures in non-union workplaces
has increased, particularly in the United States, and systems for managing workplace conflict
have grown in sophistication (Colvin 2003a; Lipsky, Seeber, and Fincher 2003).
The nature of dispute resolution introduces a number of complicating factors in investigating
this phenomenon. First, there is a major divide in the United States between dispute
resolution in unionized and non-union workplaces, with unionized workplaces almost
universally characterized by elaborate grievance arbitration procedures and often intense
conflict (Lewin and Peterson 1988), whereas non-union grievance procedures vary widely in
their adoption and structure (Colvin 2003a; Colvin, Klaas, and Mahony 2006; Feuille and
Chachere 1995). Second, a distinction needs to be made between the effects of
the 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 of
these procedures may not have the same positive association. Third, a distinction also needs
to be made between indicators of conflict in the workplace, such as employee behaviors
leading to disciplinary actions, and indicators of the process of resolution of conflicts, such as
grievances filed through dispute resolution procedures. High numbers of grievances may
indicate high levels of underlying conflict in the workplace or alternatively a dispute resolution
procedure that is effective in giving expression to and then resolving these conflicts. Moving
beyond previous research, the present study will incorporate these three distinctions into
conceptualizing and examining a range of different aspects of non-union workplace conflict
and 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 qualied.
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 decision
3. 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 cope
with 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 finders 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 added
downtime, the loss of relationship, critical process, key knowledge or client
information not passed on. Lost business opportunity during training which
results 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 each
challenge.
i. Technology Managers and HR professionals need to be able to redefine work to
maximize the value of technology in the organization. This means making technology a
viable and productive part of the work setting and requires that HR professionals keep
ahead on the information curve. For example, we need to use a latest technology to
provide convenience for workers.
ii. Profitability through Cost and Growth Revenue growth is a key component of the
profitability equation. The main paths to growth include through leveraging customers,
leveraging core competencies and mergers, acquisitions or joint ventures. Each of these
has HR implications and requires co-operation between management and HR
professionals to design and deliver new organizational practices. For example, we need a
high 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 in
decisions about hiring, pay increases and the payments or incentives available. This method is
more likely to recruitment among prospective minority candidates actively. Style this way fail
to recognize that the practice of discrimination in the past may prevent candidates from getting
a job now.
* Pure affirmative action is a collaborative effort of an organization so as to broaden the
candidate 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 and
have the best potential, regardless of race or gender.
*Affirmative action by taking a preferred define as actions contrary to affirmative action. It was
done systematically and prioritize women and minority groups in the decision to recruitment
and 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 members
of minority groups.
Legal issues in employment preference to a particular case and the dispute arising. Supreme
Court 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 the
decision to select or reject whole should be made on the basis of a combination of factors, such
as test admission and previous performance. This is similar to affirmative action in recruitment
and assessment strategies. Indeed, this is the way to do in a free labor market and open. (Noran
Rafaei fauziah and Wan, 1993)
* Conduct job analysis
As you are aware, prior to the organization Conduct job analysis of a requires information about
the needs or demands of human resources. This is intended to estimate the number and types of
employees needed by the organization in the future.
Someone human resource planners must identify and study the organizational goals as the first
step in the process of identifying these. Data with respect to production plans, sales forecasts
and 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 should
also 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, quantitative
techniques 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 existing
relationship with the level of employment demand with certain business factors of predictive
factors.
When an organization's human resource needs have been determined either by planning or by
the human resources manager in certain parts, all these needs can be met through a variety of
alternatives such as overtime, temporary workers or sub-contract. But if these options are not
suitable carried out, the activities of recruitment (recruiting) should be carried out. According to
June ML Poon in this recruiting process, at first the human resources department must
determine the job requirements by reviewing job analysis information. Once the position is
filled on offer, it requires the certainty of human resource management in determining whether
the 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 them
is the need for a post that is filled with new employees and whether there is a significant need in
putting new employees in the same job and are readily available. Hence, the human resource
planners 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 taken
into account in avoiding recruitment or recruitment is done. It will be explained through the
next 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 external
resources.
Internal Resources
Bernardin & Russell (1997) said that recruiting through internal resources refers to the
recruitment of a job position of the existing employees in the company.
According to the June (1994), internal recruitment sources is important is that the existing
employees. Most organizations prefer if you can fill up the vacancy by internal candidates.
There are some inherent advantages when recruiting through internal resources. Among them
are:
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 external
sources.
c) policy organization that provides opportunities for promotion (when done through internal
resources) 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 of
internal resources only.
Internal politics will probably have a major impact in the recruitment process and also
pemilihan.apabila process through internal resources.
External Sources
Bernardin & Russell (1997) states that it refers to recruit for a position outside of the work of
the 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 on
morale 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 seekers
submit materials (like resumes) without being asked or told directly to the parties concerned
that 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 the
contents of the job and the characteristics required of a prospective employee to do the job to
meet the requirements set by the organization. It means that the picture of the job should be
explained precisely in advance. Subsequently this was to determine the fulfillment of a
requirement in the job, ensuring that they meet the requirements and needs of the particular
organization. And the last is the individual characteristics that have been set to meet the needs
and 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 involved
in a job and the skills and knowledge needed to do the job. From this analysis of job
information can be obtained and this information can be used to provide a breakdown of work
and job specifications. (June ML Poon, 1984).
Some of the information in the analysis and description of the job in June ML Poon is as
follows;
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). This
document 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 including
employee selection process, the selection, the process of interviewing employees, penilihan
testing, background checks and offers available.
1. Selection Process employee
2. Method of Selection
3. Interview jobs
4. Interviewing Process.
5. Before the Interview
6. 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 is
required to undergo a medical examination to determine whether he is in a state of physical and
mental health. This also allows employers to keep health records of the applicant. Health
screening 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 candidate
the employee. Date of commencement of work is dependent on the organization, but still can be
negotiated for specific reasons such as the need for a letter of resignation for being employed
elsewhere.
* Hold induction once employee reports for duty
In the process of identifying the needs of the job, according to B. Cushway it includes the
contents of the job and the characteristics required of a prospective employee to do the job to
meet the requirements set by the organization. It means that the picture of the job should be
explained precisely in advance. Subsequently this was to determine the fulfillment of a
requirement in the job, ensuring that they meet the requirements and needs of the particular
organization. And the last is the individual characteristics that have been set to meet the needs
and 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 involved
in a job and the skills and knowledge needed to do the job. From this analysis of job
information can be obtained and this information can be used to provide a breakdown of work
and job specifications. (June ML Poon, 1984).
To describe these conditions in the individual specification, there is a system or method that can
be used as a reference. One of them is represented by Alec Rodger's through the "Seven-Point
Plan". Through this system is done based on individual assessment;
1. A physical
2. Achievement
3. Intelligence or general intelligence
4. Natural gifts and abilities.
5. Individual interests
6. Tendency
7. 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 its
impact on the quality of employees that will be selected for the organization. Actually depends
on the quality of many of the workers are provided quality recruits according to some important
specifications by an organization. Involve recruitment activities to memeperoleh applicant
qualified workers while related to employee selection methods to determine the most qualified
potential employees from the employee.
An organization that can fill the vacant posts with their employees sendiriatau to recruit from
outside the organization. The methods to recruit employees from outside the organization
selected 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 mengkhendaki
applicant organization will usually follow the interview process. Intended this interview to
obtain additional information regarding the applicant and provide little information about the
applicant organization. In addition to the application form and interview provided, the
organization can also determine the suitability of the applicant through the selection of tests,
background checks and physical examinations. All these factors require consideration existing
AdWords 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 example
o Oral communication
o Problem-solving skills
o Written communication abilities
o Leadership
o Self-motivation
Discriminatory specifications are not illegal in Malaysia, but they are old-fashioned
and bad for business. Stereotype for example a receptionist should be female, sales
executive should be younger, etc.
9. Explain the pros and cons of recruiting internal applicants and external applicants.
internal external
Advantages:
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 of
candidates
Disadvantages:
Filling a vacancy in one
department may lead to a
more serious gap in another.
No suitable candidates may be
available.
Supervisors may be reluctant to
release key employees.
Disadvantages
High cost of recruitment
process
Frustration amongst existing
employees
In large organizations, it makes good
sense to allow existing employees to
apply for any vacant position.
A number of different methods for
attracting people to apply for
vacancies in an organization are:
Internet, Employment agencies and
consultants
BBP 20102: Human Resource Management (HRM)
2
6. What are the main differences between job specification and job description?
Job Specification Job Description
Statement which tells us minimum
acceptable human qualities which
helps to perform a job.
is an organized factual statement of
job contents in the form of duties and
responsibilities of a specific job.
Job specification helps in hiring an
appropriate person for an appropriate
position.
The preparation of job description is
very important before a vacancy is
advertised.
Job specification translates the job
description into human qualifications
so that a job can be performed in a
better manner.
This type of document is descriptive
in nature and it constitutes all those
facts which are related to a job
Job Specification is an analysis of the
kind of person it takes to do the job,
that is to say, it lists the
qualifications.
Job description is a written statement
that defines the duties, relationships
and results expected of anyone in the
job. It is an overall view of what is to
be done in the job
Job specification assists the
management in selecting a match for
the job
While job description assists the job
incumbent to understand the
requirements of the job which are to
be 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 job
seeker will see. In most career sites, when a job search is performed a list of results is
returned usually containing company name, location and job title.
If you are going to attract candidates, you need to grab their attention. Do this by writing
creative 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 a
higher response than plain job titles. Try it for yourself. Post the identical job but choose
different 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 its 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 dont 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 stewards 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 persons potential abilities and talents such as spatial abilities
of desgnes.

Personality test
- Personality test are to discover a persons 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 would
benefit 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, the
employer can report police
- The company must assess the current state of affairs with respect to diversity
management. One study found that the most common tools for measuring diversity
include 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 of
complainants.
2. ADEA (Age Discrimination in Employment Act of 1967)
- prohibits discrimination against employees or applicants who are between 40 and 65
year of age.
15. Case Study: Read the following passage carefully and answer the questions
given.
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 45
from HR's perspective.
Cathay pacifics policy is not relevant because according to Title VII of the 1964 Civil
Rights Act (as amended by the 1972 Equal Employment Opportunity Act) states that an
employer 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 and
expenses 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 on
unsuccessful job searches because she have right of employees.
(vi) Must HR managers be aware of "equally employment opportunity" laws of
various countries? Why?
Yes because Equal Employment Opportunity was included in responsibilities of Human
Resources and to ensure that organizations comply with antidiscrimination legislation.
16. Case Study: Read the following passage carefully and answer the questions
given.
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 after
62.
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 are
approaching 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 employers 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.