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How to Hire Employee?

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How to Hire Employee?

All the sources on this topic give the student an idea that American managers are being urged to change how they manage employees.

Multiskilled, flexible employees are desired, specialists are not. Adversarial relations with unions that in the past have led to strikes and work stoppages need to be replaced with cooperation, teamwork, and the search for mutuality of interest.

The organization’s human resources should be managed with the same care and logic for human resource management to be regarded as a “soft” management function demonstrating little impact on an organization’s bottom line. This is unfortunate because the potential returns from effective human resources management decisions can match and even surpass the returns from these other management functions.

Milkovich, G.T., Boudreau J.W., Personnel – Human resource management: A diagnostic approach (Homewood: BPI, 5 ed., 1988) 872. Chapter 10 of this source gives needed information on recruitment and individual job search. Recruiting activities identify and attract a pool of candidates for changes in employment status, from which some will later be selected to receive offers. This chapter examined internal and external recruiting the human resource activity that identifies and attracts a pool of candidates for employment offers. Recruitment is a two-sided process, with both employers and candidates exchanging information. Recruitment decisions include choosing: (1) sources, (2) communication methods, (3) recruiters, (4) recruitment messages, and (5) required applicant qualifications. By establishing the characteristics of the candidate pool, recruitment sets the limits on what subsequent selection activities can accomplish. Thus, recruitment is the first step in the external staffing process. Eleventh Chapter explains the reader what employee selection is for. Selection employees to join the organization affect important human resource objectives. Selection works when it identifies differences among applicants that predict important differences in their job behaviors. The quality of selection often determines the match between individuals and jobs. Moreover, because external selection serves as the gateway into the organization, all subsequent human resource activities depend on the results of external selection. However, selecting the best is more valuable if you can keep the best. Organization must also manage employee separations. Separation patterns determine whom it selects. Source provides a lot of psychological tests, examples of resume, cover letters and advice.

Graham, H.T., Bennett, R., Human resources management (London: M+E, 8 ed., 1995) 439. Source teaches the student that HRM is a subject, which under various titles appears to an increasing extent in many professional and technical courses. It combines elements of work psychology, personnel management, training and industrial relations. This book brings together in concise form the essential points the student requires and relates the various parts of the subject to each other by cross-references between chapters and sections. Book gives additional information on recruitment and selection.

  • Direct links with educational establishments;

  • Government agencies;

  • Private agencies;

  • Headhunting – very senior managers are sometimes recruited by process known as ‘executive search’ or ‘headhunting’. Its advocates believe that the best candidates are not those who reply to advertisements or look for new jobs other ways, but those who are successful in their present jobs and are not thinking of moving elsewhere.

  • Advertising.

Information of a candidate should be provided in a logical and uniform tests;

  • Type of interview: individual, successive or panel and what tests should be used, e.g. an intelligence test, an aptitude test, an achievement test.

Cascio, W.F., Managing human resources: Productivity, quality of work life, profits (New York: McGraw Hill Book Company, 3 ed., 1992) 580. Source addresses three major aspects of the employment process: analyzing jobs, determining their human resource requirements, and hiring employees. Logically, before an organization can select employees, it needs to be able to specify what work needs to be done, how it should be done, the number of people needed, and the knowledge, skills, abilities and other characteristics required to do the work. Just as corporation complete to develop, manufacture, and market the best product or service, so they must also compete to identify, attract, and hire the most qualified people. Recruitment is a business, and it is big business. Yet each set of organizational circumstances differs, and the range of recruitment needs is broad.

Byars, L.L., Rue, L.W. Human resource management (Boston: Irwin, Homewood 3 ed., 1991) 545. Changing government and legal requirements, increasing demands for a more skilled and better motivated work force, and intensifying foreign competition are just a few of factors that have contributed to making HRM more complex and more important to organizations. Source gives detailed information on recruiting. Advantages and disadvantages of using internal methods of recruitment:

  • The advantages – the firm has a better knowledge of the strengths and weaknesses of the job candidates; the job candidates have a better knowledge of the company; the employees’ motivation and morale are enhanced; and the return on investment that an organization has in its work force is increased.

  • The disadvantages are that people can be promoted to the point where they cannot successfully perform job; infighting for promotion can negatively affect morale; and inbreeding can stifle new ideas and innovation.

Advantages and disadvantages of using external methods of recruitment:

  • The advantages are that the pool of talent is much larger; new insights and perspectives can be brought to the organization; and it is frequently cheaper and easier to hire technical, skilled, or managerial employees from outside.

  • The disadvantages are that attracting, contacting, and evaluating potential employees is more difficult; adjustment or oriented time is longer; and morale problems can develop among those employees within the organization who feel qualified to do the job.

Imagine applying for a job without ever touching a pen or paper. You enter the employment office, sit down at a computer terminal, respond to questions on the screen by typing your answers on a keyboard, and receive a printout of your information when you are finished. At the end of each day, electronic resumes are fed into the organization’s central memory bank, where they can be quickly scanned to identify the desired number and characteristics of applicants for various jobs. This is not futuristic description, but the actual system currently used by IBM at its Tucson, Arizona, manufacturing site. Electronic Application System for Employment (EASE) offers the advantages of speed, efficiency, accessibility, and potential cost savings to IBM. EASE is one of many options for identifying and attracting individuals to be job candidates.

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