Recruitment

Recruitment is defined as searching for and

obtaining potential job candidates in
sufficient numbers and quality so that the
organization can select the most appropriate
people to fill its job needs.

Selection
Employee Selection is the process of
putting right men on right job. It is a
procedure of matching organizational
requirements with the skills and
qualifications of people

Difference between Recruitment

and Selection
Recruitment

Selection

Meaning

It is an activity of establishing contact

between employers and applicants.

It is a process of picking
up more competent and
suitable employees.

Objective

It encourages large number of

Candidates for a job.

It attempts at rejecting
unsuitable candidates.

Process

It is a simple process.

It is a complicated
process.

Hurdles

The candidates have not to cross over

many hurdles.

Many hurdles have to be

crossed.

Approach

It is a positive approach.

It is a negative approach.

Sequence

It proceeds selection.

It follows recruitment.

Economy

It is an economical method.

It is an expensive
method.

Time Consuming Less time is required.

More time is required.

Job Analysis
Job analysis is a systematic
investigation of the tasks, duties and
responsibilities necessary to do a job.
Job analysis is the process of
collecting job related information.

Job analysis aims to answer questions such as:

Why does the job exist?
What physical and mental activities does the
worker undertake?
When is the job to be performed?
Where is the job to be performed?
How does the worker do the job?
What qualifications are needed to perform the job?
What are the working conditions (such as levels of
temperature, noise, offensive fumes, light)
What machinery or equipment is used in the job?
What constitutes successful performance?

Job Description and Job Specification in

Job Analysis
Job Analysis
A process of obtaining all pertinent job facts

Job Description
A statement containing
items such as
Job title
Location
Job summary
Duties
Machines, tools, and
equipment
Materials and forms used
Supervision given or
received
Working conditions
hazards

Human Resource
Management, 5E

Job specification
A statement of human
qualifications necessary to do the
job. Usually contains such items as
Education
Experience
Training
Judgement
Initiative
Physical efforts
Physical skills
Responsibilities
Communication skills
Emotional characteristics
Unusual sensory demands such as
sight, smell, hearing

Nature of Job Analysis

Job task
Job Duties
Job Responsibility

Purpose of Job Analysis

Human Resource Planning

Recruitment
Selection
Placement and Orientation
Training
Counselling
Employee Safety
Performance appraisal
Job design and Redesign
Job evaluation

JOB
JOB ANALYSIS
ANALYSIS

IDENTIFY
IDENTIFYAND
AND RATE
RATE JOB
JOB
TASKS
&
KSAs
TASKS & KSAs

CONNECT
CONNECT TASKS
TASKS
TO
TO KSAs
KSAs
JOB
JOB DESCRIPTIONS
DESCRIPTIONS

RECRUITMENT
RECRUITMENT

APPLICATION
BLANKS

DEVELOP
DEVELOPSELECTION
SELECTION
DEVICE
DEVICE (S)
(S)

PAPER & PENCIL

TESTS
SITUATIONAL
INTERVIEW

FEEDBACK AND
GOAL SETTING

PERFORMANCE
TEST (HANDS-ON)
SIMULATION
TESTS

IDENTIFY
IDENTIFY TRAINING
TRAINING NEEDS
NEEDS &
&
TECHNIQUES
TECHNIQUES

DEVELOP
DEVELOPPERFORMANCE
PERFORMANCE
EVALUATIONS
EVALUATIONS

DEVELOP
TRAINING
ASSESSMENTS

CAREER
DEVELOPMENT

Process of Job Analysis

Organisational Analysis
Selection of representative positions to be
analysed
Collection of job analysis data
Preparation of job description
Preparation of job specifications

Human Resource
Management, 5E

10

Basic Methods to Collect Job Analysis Information

Interviews (Individual or group)
Format: Individual or group with SME (Subject Matter Experts)
SMEs: Employees and/or supervisors

Key Points:

Make purpose of the job analysis clear

Interviewers need to be trained

Use a structured format

Potential Limitations:
Employees may distort the responsibilities of their job
Supervisors may lack detailed information as to how the job is done

Classification of job analysis

interview
* Individual interviews with each
employee.
* Group interviews with groups of
employees having the same job
* Interview supervisor who are
knowledgeable about the job being
analyzed.

Types of job analysis

interview
There are two types of interview:
* unstructured interview
* structured interview

Questionnaires (e.g., Position Analysis Questionnaire; PAQ )

Dimensions measured by the PAQ:
a) Where and how employees get job/task information
b) Cognitive process involved (e.g., planning, organization, making decisions)
c) Output (e.g., activities performed, tools/processes used)
d) Interpersonal relationships required (e.g., co-workers, clients)
e) Context of job (physical and social)
Advantages:

PAQ can allow comparisons and generalizations across jobs

Decent internal consistency reliability (.80)

Inter-rater reliability of .66

Limitations:

Cannot clarify questions or follow up on respondents answers

Best used for manual labor jobs (lots of items related to equipment use)

Relatively high reading level (10th - 12th grade)

Task differences may not be measured due to behavioral similarities

. Definition of task inventory method

A task inventory is a list of the

discrete activities that make up a
specific job in a specific organization.
A task inventory is method to
identifyingwith the help of
employees and managersa list of
tasks and their descriptions that are
components of different jobs.

Task inventory process:

Incumbents can respond to tasks
listed by interview.
Rate the frequency, time spent of
each task by analyst, supervisors,
incumbents
These tasks then allow inferences
about KSAs needed to perform the
job
The rating scales allow inferences
about weighting KSAs & tasks in

Four key criteria for a good task

inventory
Immediate: Task unit intermediate in
specificity; between job function and
procedure.
Discrete: Each task distinguishable;
definite beginning and ending.
Active: Action verb and object of
each action.
Comprehensive: all work activities
concerned/..

Dfinition of Position Analysis

Questionnaire (PAQ model)
PAQ model developed by McCormick,
Jeanneret, and Mecham (1972), is a
structured instrument of job analysis
to measure job characteristics and
relate them to human
characteristics.
It consists of 195 job elements that
describe generic human work
behaviors.

Contents of PAQ method / technique:

187 items of job elements includes six
categories:
i) information output
ii) mental processes
iii) work output
iv) relationships with other people
v) job context
vi) other job characteristics

Advantages of PAQ method / technique:

PAQ method / technique: is structured to

allow for easy quantification.
The format of this method include in
both data collection and computer
analysis and can yield results much
faster than the other methods.
It has been shown to be extremely
reliable, results usually replicate on a
second administration.
The taxonomic approach of the PAQ
makes comparison of jobs relatively
easy.

Disadvantages of PAQ method /

technique
One of the major disadvantages of
PAQ, however, is related to its
taxonomic approach.
Getting Human Resources probably
because its language is not specific
to particular jobs.
Another criticism of the language
used in PAQ is that its reading level is
too difficult.

Process of PAQ method / technique:

Job incumbents (and sometimes their

managers) answer questions on form
outlining skills, abilities and
knowledge needed to perform the
job.
Responses are compiled and a
composite job requirement
statement is produced.

SUBJECT EXPERT
WORKSHOP
It is a necessary process which defines the knowledge, skills
and abilities necessary to operate a successful business. Job
analysis
impacts the recruiting and selection process, policy
development training and development initiatives,
promotions and lateral moves.
In this:
the importance of job analysis,
the different methods and appropriate uses of each,
the linkage between job analysis and other areas of the
organization,
legal considerations,
managing both the process and politics,

Definition of critical incident

technique (CIT model)
CIT model is method used for
collecting observations of human
behavior that are judged to be
effective or ineffective in work,
activities.
Simply, critical incident involves the
collection of observations of
employee behaviors that are both
effective and ineffective

History of CIT method / technique:

This method was developed by
Flanagan during World War II (Director
of the Division of Aviation Psychology,
United States Army Air Forces).
He described critical incident technique
as a set of procedures used to collect
observations of human behavior. These
observations are used to solve practical
problems and develop psychological

Purpose of CIT method / technique:

Built job descriptions, job specification

and job standard.
Create a list of good and bad
behaviors which can then be used for
performance appraisal.
Testing the effectiveness of the job
description and job specification.

Sources for critical incidents include:

Workers
co-workers
supervisors,
managers,
Customer
External and internal suppliers
And others.

Definition of Fleishman Job Analysis Survey

(FJAS model):

The Fleishman Job Analysis Survey

(F-JAS) is a system for describing jobs
and tasks in terms of the abilities,
skills, knowledge, and socialinterpersonal attributes required
The F-JAS method provides a direct
link between job tasks and the
characteristics of individuals required
to perform these tasks effectively.

Process of FJAS method:

The FJAS consists of a total of 73
knowledge and skill scales for a variety of
abilities from the cognitive, the
psychomotor and the sensory domain as
well as interactive and social domains. The
method assumes that jobs / tasks can be
differentiated by their skills / abilities that
are required to perform them and that
people, who know the job well (i.e. job
incumbents, supervisors) can make reliable
and valid assessments of the required skills
/ abilities.

Cognitive
Perceptual Abilities
* Spatial Abilities
* Idea Generation & Reasoning
Abilities
* Quantitative Abilities
* Memory
* Attentiveness
* Verbal Abilities

Psycho-motor
*Control Movement Abilities
* Reaction Time and Speed Abilities
* Fine Manipulative Abilities

Physical
* Endurance
* Flexibility, Balance, and
Coordination
* Visual Abilities
* Auditory and Speech Abilities
* Physical Strength Abilities

Sensory
The second step involve a meeting
of experts, each of whom provides
his/her. The analyst calculates and
obtains job description.

Definition of functional job analysis (FJA model)

FJA model is a method of job analysis

that was developed by the
Employment and Training
Administration of the United States
Department of Labor.

Who use FJA method / technique ?

This method were developed by
groups of four to six Subject Matter
Experts (SMEs are typically
supervisors, job incumbents, or job
analysts).

Procedure
The first involves the identification of the organizations goals for
the FJA analysis . This analysis describes what should be, as well as
what is:
The second step is the identification and descriptions of tasks ,
wherein tasks are defined as actions . The tasks, actions may be
physical (operating a computer), mental, (analyzing data) or
interpersonal (consulting another person) . The task statements
developed in FJA must conform to a specific written format.
The third step deals with analysis of tasks. Each task is analyzed
using 7 scales. These include three worker function scales of
reasoning, mathematics and language.
In the fourth step, the analysts develops performance standards to
assess the results of a workers task.
The final step deals with the development of training content
needed

Contents of FJA method / technique:

1 worker-instruction scale.
3 scales that measure reasoning,
mathematics, language.
3 worker-function scales: measure
% of time spent with: data, people,
things
Each scale has several levels that are
anchored with specific behavioral
statements and illustrative tasks.

job element method of job

analysis
This method, like the critical incident
technique, focuses on satisfactory
workers. It attempts to identify the
characteristics of satisfactory
workers (job elements).
JEM method focuses on work behaviors
and the results of this behavior
rather than more abstract
characteristics.

The steps to perform a Job Element

method
Step 1: Select a group of experts
Step 2: Conduct brainstorming sessions to
identify job elements
Step 3: Assign weights to each of the
elements based on the following criteria
Step 4: Derived scales is process of
delivering scale values from the expert
ratings
Step 5: Assigning elements to categories
Step 6: Use results in your application

Repertory grid
Identify a range of 10-20 people who do
the job (these are called elements).
Select three at random.
Select two that seem more similar in
some way.
Identify what it is about them that is
similar (this is the similarity pole).
Identify what is different about the other
person (this is the contrast pole).