QUESTION 1

A) Describe two change human resource management. (5marks )

There are two change human resource management. The first change is technological
changes. With the development of new and innovative products and machines and with the
increasing influence of computers, employees skills and knowlwdge must be constantly
updated. Although not all jobs change at the same pace, in some industries new method of
work are being introduced all the time. Employees have little choice but to learn these new
methods even though they keep on changing. Similarly , employers have few options.
Organization must provide appropriate training to their employees so they will be able to
cope with jobs that require higher and greater levels of knowledge and skill. Firms today also
talk about the need for lifelong learning. If employees are to remain employable they must,
throughout their career, be willing and keep to learn and to upgrade their skills and
knowledge.

The second change human resource management is globalization and increased

competition. While globalization means that products and services may be produced in any
country considered desirable by the company concerned, labour is not so mobile. Nearly all
countries, including Malaysia, place restrictions on the right of foreigners to work. At the
same time, employers from one country are opening businesses in other countries and wish to
employ their own nationals in the key positions to look after their interests . Malaysian
companies, for example, are opening businesses in China, Vietnam, Mynmar, South Africa,
Sudan and in many other places around the world. Thus, Malaysians are being posted as
expatriate staff in these countries. This, in itself, raises a host of human resource-related
issues.

B) Explain four problems relating to recruitment and selection in organization. (10

marks)

There are four problems relating to recruitment and selection in organization. The first is
employment of children. Child labour is an abhorrent practice, not to be recommended in any
circumstances. In the previous chapter, Children and Young Persons (Employment) Act was
mentioned. Under this Act, it is legal to employ children and young persons under the age of
18 in Malaysia, although this practice is severely restricted. Employers can only offer certain
types of job to children and young persons, and the hours of their employments are limited.

The second problrm relating to recruitment and selection in organization is hiring older
workers. Workers can be encouraged to work longer. To achieve this, the age at which
pensions are made payable is being pushed back. In turn, this means that employers must be
willing to employ older workers and make any necessary adjustments to job so that older
workers can cope.

Discrimination in recruitment and selection also the problem relating to recruitment and
selection in organization. It has been noted several times in this chapter as well as in the
introductory chapter that there is no legislation outlawing discrimination in the recruitment
and selection process or in any other human resource function in Malaysia. Employers have
the freedom to choose the candidate that they believe is most suited to the position available.
The only restrictions on the right of the employer to hire whomsoever he please are the
Children and Young Persons Act discussed earlier and the Trade Unions Act.

The last problem relating to recruitment and selection in organization is evulating the
recruitment and selection process. All human resource management practice and processes
need to be evaluated. It is definitely not an easy task to calculate the cost of recruitment per
hider but human resource practitioners have no choice. In order to defend their processes, at
the very least it is helpful is the cost is calculated. To calculate cost per hire, employers need
to consider various expenses such as advertising expenses, signing on bonuses and referral
bonuses, if any selection tests.

C) Explain Donal Kirkpatrick’s model of evaluating training effectiveneess. (10marks)

Kirkpatrick have four level training evalution model. The first level is reaction. This
level measures how your trainees, reacted to the training. Obviously, you want them to feel
that the training was valuable experience, and you want them to feel good about the
instructor, the topic, the material, it’s presentation, and the venue. It is important to measure
reaction, because it help you to understand how well the training was received by your
audience.

The second level is learning. At this level you measure what your trainees have learned.
How much has their knowledge increased as a result of the training. When you planned the
training session, you hopefully started with a list of specific learning objectives. These should
be the starting point for your measurement. Keep in mind that you can measure learning in
different ways depending on these objectives, and depending on whether you are interested in
changes to knowledge, skills, or attitude.

The third level is behaviour. At this level you evaluate how far your trainees have
changed their behaviour, based on the training they received. Specifically, this looks at how
trainees apply the information. It is important to realize that behaviour can only change if
conditions are favourable.

The last level is result. At this level, you analyse the final results of your training. This
includes outcomes that you or your organization have determined to be good for business,
good for the employees, or good for the bottom line.