HRM & OB

DR. SAMINA KARIM

SAMPLE JD
METHODS OF JOB DESIGN

Job Simplification: In job simplification, the complete job is broken down into small subparts; this is done
so that employee can do these jobs without much specialized training.
Job Rotation: Another technique designed to enhance employee motivation is job rotation, or periodically
assigning employees to alternating jobs or tasks.
Job Enlargement: Another means of increasing employee’s satisfaction with routine jobs is job enlargement, or
increasing the number of tasks performed (i.e. increasing the scope of the job). Job Enlargement is on the horizontal
level. Thus, the job remains the same, but becomes of a larger scale than before.
4. Job Enrichment: The concept of job enrichment has been derived from Herzberg’s two-factor theory of motivation
in which he has suggested that job content is one of the basic factors of motivation. If the job is designed in such a
manner that it becomes more interesting and challenging to the job performer and provides him opportunities for
achievement, recognition, responsibility, advancement and growth, the job itself becomes a source of motivation to the
individual.
WHY EFFECTIVE RECRUITING IS IMPORTANT
• employee recruiting: Finding and/or attracting applicants for the employer’s open positions.
• Purpose of recruitment is to generate an applicant pool
• Even when unemployment rates are high, many employers have trouble finding qualified applicants.
• One survey found that about two-thirds of the manufacturing executives surveyed a few years ago
faced a “moderate to severe shortage of skilled labor.”
• A recent Lloyd’s of London risk index listed “talent and skill shortages” as the number 2 risk facing
businesses today
• it’s not just recruiting but effective recruiting
• Even the employer’s “brand” or reputation will impact recruiting success, if the employer’s reputation is
that it’s an awful place to work
 THE RECRUITING YIELD PYRAMID

• Filling a relative handful of positions might require recruiting dozens or hundreds of candidates.
• Managers therefore use a staffing or 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.”
• KNOW YOUR EMPLOYMENT LAW
SOURCES OF HIRING

• Recruiting typically brings to mind LinkedIn, employment agencies, and

classified ads, but internal sources—in other words, current employees or
“hiring from within”—are often the best sources of candidates.
• Advantages of Internal Hiring.
• there is really no substitute for knowing a candidate’s strengths and weaknesses.
Finding Internal Candidates
• Employees may also be more committed to the company.
• Morale and engagement may rise if employees see promotions as rewards for job posting:
loyalty and competence. Publicizing an open job to employees
(often by literally posting it on
• Inside candidates requires less orientation and (perhaps) training than outsiders.
bulletin boards) and listing its attributes,
Hiring from within can also backfire. like qualifications, supervisor,
• Inbreeding is a potential drawback, if new perspectives are required. working schedule, and pay rate.

• The process of posting openings and getting inside applicants can also be a Promotion from Within: to improve
waste of time, since often the department manager already knows whom he or employee engagement
she wants to hire.
• Rejected inside applicants may become discontented;
SOURCES OF HIRING

• Informal Recruiting: Many (or most) job openings aren’t publicized at all; jobs are created and become
available when employers serendipitously encounter the right candidates
• Recruiting via the Internet: Most employers recruit through their own websites, or through online job
boards such as Rozeepk and LinkedIn.
• Online recruiting generates more responses quicker and for a longer time at less cost
• older people and some minorities are less likely to use the Internet
• The second problem is Internet overload: Employers end up deluged with résumés.
• Applicant tracking systems (ATS) are online systems that help employers attract, gather, screen, compile,
and manage applicants
 OTHER SOURCES

• Advertising: Web-based recruiting is replacing traditional help wanted ads

• The MedIA - the local paper
• Employment Agencies
• Recruitment Process Outsourcers: special vendors that handle all or most of an employer’s recruiting needs
• Temporary Workers or Alternative Staffing: Employers increasingly supplement their permanent workforces by hiring
contingent or temporary workers. Temporary employees are examples of alternative staffing.
• Contract Employees: employed for a certain period of time
• Offshoring and Outsourcing Jobs: Rather than bringing people in to do the company’s jobs, outsourcing and
offshoring send the jobs out. Offshoring means having outside vendors or employees abroad supply services that the
company’s own employees previously did in-house.
• Executive Recruiters: special employment agencies employers retain to seek out top-management talent for their
clients.
OTHER SOURCES

• WAlk-Ins: Particularly for hourly workers, walk-ins—direct applications made at your office—are a big source of
applicants.
• on-demand recruiting services (odRS): Services that provide short-term specialized recruiting to support
specific projects without the expense of retaining traditional search firms.
• college recruiting: Sending an employer’s representatives to college campuses to prescreen applicants and
create an applicant pool from the graduating class.
• Internships: a win–win situations. For students, they can mean honing business skills, learning more about
potential employers, and discovering one’s career likes
• Telecommuters: Telecommuters do all or most of their work remotely, often from home, using information
technology.
• Military Personnel: Returning and discharged U.S. military personnel provide an excellent source of trained and
disciplined recruits
DIVERSITY & INCLUSION

• Recruiting Women:
• Recruiting Single Parents:
• Older Workers
• Recruiting Minorities
• The Disabled
A MODEL

One model of human resource planning suggests that companies need to focus on four interrelated
processes (Cascio, 2003). These are:
• Talent Inventory. An assessment of the current KSAOs (knowledge, skills, abilities, and other
characteristics) of current employees and how they are used.
• Workforce forecast. A plan for future HR requirements (i.e., the number of positions forecasted, the
skills those positions will require, and some sense of what the market is for those workers).
• Action plans. Development of a plan to guide the recruitment, selection, training, and compensation of
the future hires.
• Control and evaluation. Having a system of feedback to assess how well the HR system is working, and
how well the company met its HR plan (you will find that evaluation is critical for all HR functions—we
need to constantly evaluate I/O programs and interventions to determine their effectiveness).
DEVELOPING AND USING APPLICATION FORMS

• application form: The form that provides information on education, prior work record, and skills.
• Application Guidelines: employment history, education, criminal record, membership organization, etc.
• Using Application Forms to Predict Job Performance: Some employers use analyses of application
information (“biodata”) to predict employee tenure and performance.
 STEPS IN THE EMPLOYEE SELECTION PROCESS
• employee recruitment: the process by which companies attract qualified applicants
• understanding of the job and what kinds of worker characteristics are required to perform the job
• to attract a large pool of qualified applicants
• recruitment techniques and tactics includes job advertisements on Internet sites, employee referrals and walk-ins.

• Realistic job preview (RJP): an accurate description of the duties and responsibilities of a particular job. Realistic job
previews can take the form of an oral presentation from a recruiter, supervisor, or job incumbent; a visit to the job
site; or a discussion in a brochure, manual, video, or company Web site.
• research indicates that face-to-face RJPs may be more effective than written ones.
• Historically, RJP has shown increase in job commitment and satisfaction and in decreasing initial turnover of new
employees.
STEPS….

• employee screening: the process of reviewing information about job applicants used to select workers
• employee selection: the process of choosing applicants for employment
• A MODEL FOR EMPLOYEE SELECTION: It consists of two categories of variables: criteria and predictors.
• Criteria: measures of job success typically related to performance
• Predictors: variables about applicants that are related to (predictive of) the criteria. In employee selection, we
measure predictors, such as job-related knowledge and expertise, education, and skills, in an effort to predict
who will be successful in a given job.
• negligent hiring : Hiring workers with questionable backgrounds.
MAKING EMPLOYEE SELECTION DECISIONS
• Primary goals in this process are to maximize the probability of accurate
decisions in selecting job applicants and to assure that the decisions are made
in a way that is free from both intentional and unintentional discrimination
against these applicants.
• There are two types of decision errors in employee selection.
• When we erroneously accept applicants who would have been unsuccessful on the
job, we are making false-positive errors .
• On the other hand, when we erroneously reject applicants who would have been
successful in the job, we are making false-negative errors.

• Although both errors are problematic to the organization, it is more difficult to

identify false-negative errors than false-positive errors. We cannot eliminate
these errors entirely, but we can minimize them by using more objective
decision strategies.
EMPLOYEE SELECTION
Accuracy of Prediction in Employee Screening
Source: Millsap & Kwok (2004)
The multiple regression and multiple cutoff
methods can be used in
combination.
All too often employee selection decisions are made subjectively, using
what is often referred to as the clinical approach. In this approach, a
decision maker simply combines the sources of information in whatever
fashion seems appropriate to obtain some general impression about
applicants. Based on experience and beliefs about which types of
information are more or less important, a decision is made.
multiple regression model: an employee selection method that combines
separate predictors of job success in a statistical procedure.
Rather than having only one predictor of job performance, as in the
correlation coefficient or bivariate regression model, multiple regression
analysis uses several predictors.
multiple cutoff model: an employee selection method using a
minimum cutoff score on each of the various predictors of job
Performance.
An applicant must obtain a score above the cutoff on each of
the predictors to be hired. Scoring below the cutoff on any one predictor
automatically disqualifies the applicant, regardless of the scores on the
other screening variables. Used in public sector to test large numbers of
applicants
EMPLOYEE SELECTION

• Another type of selection decision-making method is the multiple hurdle model. an employee selection
strategy that requires that an acceptance or rejection decision be made at each of several stages in a
screening process.
• One advantage of the multiple hurdle strategy is that unqualified persons do not have to go through the
entire evaluation program before they are rejected.
EMPLOYEE PLACEMENT

• employee placement: the process of assigning workers to appropriate jobs

• Placement also becomes important when large organizations close departments or offices, and the
company does not want to lay off the workers from the closed sites, but instead wants to reassign these
workers to other positions within the organization.
SOME IMPORTANT CONCEPTS
• Equal Employment Opportunity: to protect against discrimination in employment
• protected groups: groups including women and certain ethnic and racial minorities that have been
identified as previous targets of employment discrimination
• Adverse impact: is when members of a protected group are treated unfairly, either intentionally or
unintentionally, by an employer’s personnel action.
• Affirmative action: the voluntary development of organizational policies that attempt to ensure that
jobs are made available to qualified persons regardless of Gender, age, or ethnic background. In
general, affirmative action programs will hire or promote a member of a protected group over an
individual from the majority group if the two are determined to be equally qualified
METHODS FOR ASSESSING AND SELECTING EMPLOYEES
• EVALUATION OF WRITTEN MATERIALS: process involves the evaluation of written materials, such as applications and
resumes.
• standard application forms are used for screening lower-level positions in an organization, with resumes used to provide
biographical data and other background information for higher level jobs.
• application and resume is to collect biographical information such as education, work experience, and outstanding work or
school accomplishments.
• first impressions play a big role in selection decisions, i.e. CV, now a days online videos, online forms are used
• Weighted application forms: it assigns different weights to each piece of information on the form. The weights are
determined through detailed research, conducted by the organization, to determine the relationship between specific
bits of biographical data, often referred to as biodata, and criteria of success on the job.
• Another type of information from job applicants is a work sample. Often a work sample consists of a written sample
(e.g., a report or document), but artists, architects, and software developers might submit a “portfolio” of work
products/samples.
REFERENCES AND LETTERS OF RECOMMENDATION

• Two other sources of information used in employee screening and selection are references and letters
of recommendation.
• It can provide four types of information:
• (1) employment and educational history,
• (2) evaluations of the applicant’s character,
• (3) evaluations of the applicant’s job performance, and
• (4) recommender’s willingness to rehire the applicant
EMPLOYMENT TESTING

• Employee screening programs is employment testing.

• Reliability refers to the stability of a measure over time or the consistency of the measure.
• test–retest reliability a method of determining the stability of a measurement instrument by administering the same
measure to the same people at two different times and then correlating the scores
• Validity: a concept referring to the accuracy of a measurement instrument and its ability to make accurate inferences about a
criterion
• construct validity: refers to whether an employment test measures what it is supposed to measure
TYPES OF EMPLOYEE SCREENING TESTS

• Test formats: Test formats, or the ways in which tests are administered, can vary greatly. Several distinctions are
important when categorizing employment tests.
• Individual versus group tests—Individual tests are administered to only one person at a time. In individual tests, the test
administrator is usually more involved than in group tests.
• Speed versus power tests—Speed tests have a fixed time limit. An important focus of a speed test is the number of items
completed in the time period provided. A typing test and many of the scholastic achievement tests are examples of
speed tests. A power test allows the test-taker sufficient time to complete all items. Typically, power tests have difficult
items, with a focus on the percentage of items answered correctly.
• Paper-and-pencil versus performance tests—“Paper-and-pencil tests” refers to both paper versions of tests and online
tests, which require some form of written reply, in either a forced choice or an open-ended, “essay” format.
• biodata refers to background information and personal characteristics that can be used in a systematic fashion to select
employees.
• Cognitive ability tests: Tests of cognitive ability range from tests of general intellectual ability to tests of specific
cognitive skills. Group-administered, pencil-and-paper tests of general intelligence have been used in employee
screening for some time.
 TYPES OF EMPLOYEE SCREENING TESTS

• Mechanical ability tests: Standardized tests have also been developed to measure abilities in identifying, recognizing,
and applying mechanical principles. These tests are particularly effective in screening applicants for positions that
require operating or repairing machinery, for construction jobs, and for certain engineering positions.
• Job skills and knowledge tests: Various standardized tests also assess specific job skills or domains of job knowledge.
Examples of job skill tests for clerical workers would be a standardized typing test or tests of other specific clerical
skills such as proofreading, alphabetical filing, or correction of spelling or grammatical errors, as well as the use of
software.
• work sample tests: measure applicants’ abilities to perform brief examples of some of the critical tasks that the job
requires. The sample tasks are constructed as tests, administered under standard testing conditions, and scored on
some predetermined scale. Their obvious advantage is that they are clearly job-related.
• Personality tests are designed to measure certain psychological characteristics of workers. A wide variety of these
tests are used in employee screening and selection in an attempt to match the personality characteristics of job
applicants with those of workers who have performed the job successfully in the past.
TYPES OF EMPLOYEE SCREENING TESTS

• emotional intelligence: ability to understand, regulate, and communicate emotions and to use them to
inform thinking.
• polygraphs, or lie detectors—instruments designed to measure physiological reactions presumably
associated with lying such as respiration, blood pressure, or perspiration—were used in employee
selection.
• integrity tests: measures of honest or dishonest attitudes and/or behaviors
• Other employee screening tests: drug use, handwriting analysis or graphology
ASSESSMENT CENTERS

• a detailed, structured evaluation of job applicants using a variety of instruments and techniques.
• situational exercise: assessment tools that require the performance of tasks that approximate actual
• work tasks.
HIRING INTERVIEWS

• an applicant must go through at least one hiring interview, which is the most widely used employee
screening and selection device.
• Care must be taken to ensure the reliability and validity of judgments of applicants made in hiring
interviews.
• A number of variations on the traditional interview format have been developed to try to improve the
effectiveness of interviews as a selection tool. One variation is the situational interview, which asks
interviewees how they would deal with specific job-related, hypothetical situation.
• increased use of videoconference technology to conduct hiring interviews.
• When used correctly as part of an employee screening and selection program, the hiring interview
should have three major objectives.
• First, the interview should be used to help fill in gaps in the information obtained from the applicant’s resume
and application form and from employment tests, and to measure the kinds of factors that are only available in
a face-to-face encounter, such as poise and oral communication skills.
• Second, the hiring interview should provide applicants with realistic job previews, which help them decide
whether they really want the job and offer an initial orientation to the organization.
• Finally, because the hiring interview is one way that an organization interacts directly with a portion of the
general public, it can serve an important public relations function for the company

snap judgment: arriving at a premature, early overall evaluation of an applicant in a hiring interview
Thank You