2 hrm recruitment
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Academy of Economic Studies of
Bucharest
Faculty of Business Administration
HUMAN RESOURCE MANAGEMENT
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MANAGEMENT PROCESS:
- FORECASTING
- PLANNING
- ORGANIZING
- STAFFING
- LEADING
- CONTROLLING
L ecture 2
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an organization·s labor force
people working in an
organization
people having specific
skills and knowledge
different people with different
perceptions, needs and goals
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impossible to draw some guiding lines and to win immediately a
sustainable adhesion from every body , especially on the long run
HRM works to ensure that employees are able to meet the
organization's goals.
As HRM has become viewed as more critical to organizational success,
many companies have realized that it is the people in an organization
that can provide a competitive advantage.
µ object of manag e m e n t should be to secure the maxim u m p ros p er i ty for the
e mp loyer, cou p led wi th the maxim u m p ros p er i ty for e a ch e mp loyee·.
F reder i ck W . Ta ylor
The theoretical discipline the assumption that employees ar e individuals with
differ ent perce ptions, needs and goals
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The reality shows though that many employees remain undervalued,
under trained, underutilized, poorly motivated and in consequence
they will not fell mobilized to perform at the true level of their
capabilities.
" P eo p le a re our m ost va lu a ble a sset " is a cliché which no
member of any senior management team would disagree
with.
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" T he map i s n ot the terr i tory´ A. Korzybski
WORLD
-neurological filters
(our senses which are
very subjective),
-socio-cultural filters
(influenced by the
environment that
every person was
born and lived in),
-individual filters(given by the personal
experience).
G E N E R A L
I Z A T I O N
P R O C E
S S
D I S T O R
T I N G P
R O C E S S
S E L E C
T I O N
P R O C E S S INDIVIDUAL
WORLD MAP
VERBAL
COMMUNICATION
NON-VERBAL
COMMUNICATION
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HRM de a ls wi th the des ign of for ma l syste m s in an or ganiza t i o n to e n sure the effect iv e an d eff i c i e n t use of hu man t a le n t to
a cco mp l i sh or ganiza t i o na l g o a ls .
- br inging p eo p le in to the or ganiza t i o n ,hel ping the m p erfor m the i r w ork ,
co mp e n s a t ing the m for the i r l a bors,an d sol ving p roble m s th a t a r i se
GENERAL
MANAGEMENT
restr i ct ing i ts p roble m s an d subject to de a l ing wi th
p erso nn el
HRM
-holistic
interdisciplinary
-strategic & coherent
too r igi d r a t i o na l th in k ing c an le a d the e v olut i o n a t p roble m
p o in t.
G. Bachelard
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-necessity of selecting
tribal leaders,
-of recording and passing
knowledge about safety,health, hunting, and
gathering, on to youth
beginning of
mankind1000 - 2000 B.C
China and employee
screening tests
ancient Greek and Babylonian
civilizations and the earliest form
of industrial education, the
apprentice system
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EMPIRICAL STAGE
Industrial revolution
Cottage system Factor y pr oduction
(For d¶s first line manuf actur ing)
-new jobs filled with emigrants
-need for adequate management of
employees
OWNER = the only holder of the capital +
the only organizer of the work
³master of the house´
(nowadays = in state administration & Japanese f amilies)
-INTUITION, TRADITION, EXPERIENCE
-activities took place by r e petitive attempts, with no
scheduling and no pr evious training
-pr oblems wer e dealt with as they appear ed and the aim
was to adapt to the situations that might occur
the end of the XIXth century
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the 1880s - the 1940s
United States = the land of opportunity where good-paying industrial jobs were
plentiful
Early HRM techniques:
TEACHING ENGLISH, HOUSING, MEDICAL CARE
-TRAINING incr easing pr oductivity
until World War II
§ wellbeing (prosperity) stag
immigration
significantly
rose
however
hazardous tasks,
long hours,
unhealthy workenvironments
labor unions· pressure
(existing since 1790 in USA,
they became much mor e
power f ul dur ing the late 1800sand early 1900s)
- low-cost but low-
sk ill immigrant
work ers
- differ ent languages
spok en
F.W. Taylor's
(1856-1915)
Scientific
Management
&
B.F. Goodrich
Co.(1900)
National Cash
Register (1902)
-work er gr ievances,
-wage administration,
-r ecor d k ee ping, etc.
&
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Behavioral
school
Hawthorne
productivity studies
between the two World Wars
development of personnel activities
- moder n SELECTION, TRAINING, EVALUATION
methods
until World War IIdevelopment of
the work unions
and legislation
-collective negotiations,
-work agr eements,
-r esolution of the
employees¶ claims
recruitment of a
large number of
soldiers during
World Wars
-employment of a large
num ber of women =
the main work force
&
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all medium-sized and large
companies and institutions
had some ty pe of HRM
pr ogram in place to handle
r ecruitment, training,
r egulator y compliance,dismissal etc
After the World War II
PERSONNEL ADMINISTRATION STAGE
the end of the 1970s
DEVEL OPMENT
STAGE
World war II ²
1950s·
-r ecruitment,
r emuneration
-unions str engthened
-personnel ser vices
r eor iented
MAT URITY
STAGE
1960s· - 1970s·
-mor e complex appr oach of the HR
- selection, training and evaluation
impr ovement
- ela borated system of work legislation
-to avoid lawsuits for violating this
legislation HRM pr ofessionals
&
1980s· the concepts of ´HRMµ and ³SHRM³ appeared
in the American universities
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each time has its own reality
- technological advances quickly applying technology to the task of impr oving
o perations
- the nature of work mor e and mor e peo ple is employed in pr oducing and deliver ing
ser vices, not pr oducts, most of all because of the technology
- center of gravity in employment = moved f ast f r om manual and
cler ical work ers to k nowledge work ers
- globalization extending sales, ownershi p, and/or manuf actur ing to new mark ets
a br oad
- exporting jobs pr ompted by competitive pr essur es and the search for gr eater
efficiencies
- workforce demographics mor e diverse work force in terms of age, sex, nationality,
belief s, etc
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L INE MANAGER = who is author ized to dir ect the work of su bor dinates ORDERS
who is r esponsible for accomplishing the organization¶s tasks
MANAGERS: L INE MANAGERS
STAFF MANAGERS
STAFF MANAGER = who assists & advise line managers
,
HR manager = STAFF MANAGER
Staff function = assists & advises
Coordinative function = coor dinates personnel
activities
L ine function = inside his own de pt. (dir ects the activity)
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VACANCY = when an existing occupant leaves the organization
when a new post is cr eated thr ough ex pansion & r eorganization
- Doing away with the work altogether
- Job enrichment
- Re-think the structure of the work & automate the work
- Sub-contracting (outsourcing)
- Working over-time
- Part-time position
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JOB ANAL YSIS = determining the DUTIES & SKILLS r equir ed by a job
and
the CHARECTERISTICS of peo ple who should be hir ed
JOB DESCRIPTION = list of job¶s duties, r e por ting r elationshi ps, work ing conditions
WHAT THE WORKER DOES
- simple version
- mor e complex version
O utd a ted & su p erfluous co mp ete n c i es fr am e w ork
JOB SPECIFICATION = list of job¶s human r equir ements personality, etc.
-esse n t ia l ch a r a cter i st i cs
-des i r a ble ch a r a cter i st i cs
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METHODS OF COLL ECTING JOB ANAL YSIS
INFORMATION
-QUESTIONNAIRES
(may exaggerate the importance of some aspects of work)
-EMPL OYEES· DIARIES
(employees may be reluctant or not be typical)
-OBSERVING EMPL OYEES
(time consuming & people act differently when they
know they are observed)
- INTERVIEWING EMPL OYEES
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RECRUIT MENT
WHAT TO L OOK FOR?
WHERE TO L OOK FOR?
WHO WILL TAKE CARE OF?
HOW TO L OOK FOR?
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METHODS OF RECRUIT MENT
- - IN-FORMAL METHODS from inside the CO
RECOMMENDATIONS (referral recruitment) ± risk of high
subjectivism
CONSUL TING THE PORTFOL IO WITH HIRING REQUESTS
GRADUATES HAVING AN INTERNSHIP
RE-HIRING FORMER EMPL OYEES (once they left, it is very likely to
leave it again)
PROMOTING INTERNAL CANDIDATES
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METHODS OF RECRUIT MENT
- - FORMAL METHODS external sources
CO alone (using advertising agencies)
Using RECRUIT MENT AGENCIES (staff recruited through agencies
has the tendency to move on quicker)
HEAD-HUNTING COs
EDU
CATIONAL
ESTABL ISH
MENTS
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Recruiting Yield Pyramid
Recruiting yield pyramid = the historical arithmetic relationships between
- recruitment leads and invitees,- invitees and interviews,
- interviews and offers made,
- and offers made and offers accepted.
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EEO = Equal Employment Opportunities- sources of discrimination
DISPARATE TREAT MENT = intentional discrimination where an employer treats an
individual differently because he is a member of a particular race, religion, gender
or ethnic group
DISPARATE IMPACT = an apparently neutral employment practice that
creates an ADVERSE IMPACT (disproportion within the pool of candidates
hired)
-Disparate rejection rates
-Four-fifths rule of thumb prima facie case of discrimination
-Restricted policy (intentionally or not)
-McDonnell ² Douglas test ± intentionally discrimination
-The person belongs to a protected class
-The person applied & was qualified for the job
-The person was rejected despite qualification
-After rejection, the position remained open
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EEO = Equal Employment Opportunities- BONA FIDE OCCUPATIONAL QUALIFICATION (BFOQ)
BFOQ = an employee to be of a certain religion, sex or national origin
where that is reasonably necessary to the organization¶s normal operation
BUSINESS NECESITY
-Good intentions are no excuse
-Employers cannot hide behind collective bargaining agreements
AFFIRMATIVE ACTION = employer to make an extra effort to HIRE &
PROMOTE those in a protected group
REVERSE DISCRIMINATION = average people are discriminated against
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T he de vi l w e a rs P r a d a