Human Resource

Planning and
Recruitment
Unit 2
 Learning Objectives

Job requirements- the role and importance of

jobs;
Job analysis and Job design- concepts,
methods and outcomes;
Human Resources Planning- importance,
purpose and major elements of HR planning;
HR inventory; Replacement and succession
planning; Recruiting from within and outside
the organization;
Recruitment of protected classes; Electronic
recruitment;
 Learning Objectives

Selection process; Matching people and jobs;

Sources of information about job candidates;
Employment interview; Employment tests;
Reaching a selection decision; Issues of
gender in recruitment and selection;
Induction and placement.
 Relationship of job requirements to HRM

Strategic HR planning:- assesses whether org. has the right types of jobs to
fulfill its strategy.
Recruitment: specification:- Job specification must determined on basis of
skills needed before they find capable employees
Selection : description:- job description must state tasks and duties of
position to be filled
Training and development:- org. must determine how much it will invest
on trainings
Performance appraisal:- it must be referenced to the requirements of job
description.
Compensate management:- worth of a job and skills that individual
possess
Legal Compliance: o Job data must ensure that jobs duties match its job
description
 Human Resource Planning

Apple
 One of the most admired and valuable brands in the world
 Its worldwide annual revenue in 2015 totaled $234.64 billion.
 The company had 94,500 permanent full-time.  
Assume,
 All the employees of the company quit at once.
What do you think will happen?
 Human Resource Planning

Thus,
 Organizations are composed of people, and these people represent
one of the organizations most valuable assets
 Its supply of human resources must be sufficient to ensure the
healthy operation of the organization
 Organization should ensure that it has right number and kinds of
peoples, at right places for the overall objectives
 Human Resource Planning

Since it is important to have the right people in the right

jobs at the right time, human resource planning is the
process to achieve that. What the organization will do is
make an assessment of the current capabilities of its
employees, determine what it will need in the future, and
design a program to meet those needs.
 Human Resource Planning

Human resource planning is a process by which

an organization ensures that -
 it has the right number and kinds of people
 at the right place
 at the right time
 capable of effectively and efficiently completing those tasks that will
help the organization achieve its overall strategic objectives
 Human Resource Planning
Definition:
 HRP is the process by which an organization ensures that it has right number
and kinds of peoples, at the right places, at the right time, capable of
effectively and efficiently completing those tasks that will help the
organization achieve its overall objectives.

 HRP is the process of assessing an organizations human resources needs in

relation to organizational goals and making plans to ensure that a competent,
stable workforce is employed.

 HRP is the process of deciding what positions the firms will have to fill, and
how to fill them.
Human Resource Planning

Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

Developing a
Program to Meet
Needs
 Importance of HRP

HRP matches the organisation and its

HR objectives with its people requirements

It ensures:
 that the available talent is correctly allocated
 labour costs are controlled
 the headcount is appropriate
 productivity is improved
 talented employees are retained
 Benefit of HR Planning
Better view of the HR dimensions of business decisions
Lower HR costs through better HR management.
More timely recruitment for anticipate HR needs
More inclusion of protected groups through planned
increases in workforce diversity.
Better development of managerial talent
 Assessing Current Human Resources

Human Resource Planning begins by

 Developing a profile of the current status of human resources –
internal analysis that includes an inventory of the workers and
skills already available within the organization
 Comprehensive job analysis
 Human Resource Inventory

Human resource inventory report

 A report listing the name, education, training, prior employment,
current position, performance ratings, salary level, languages
spoken, capabilities, specialized skills and other information about
each employee in the organization
Importance
 Helps in determining what skills are currently available in the
organization
 Act as a guide for considering new pursuits for the organization and
can take advantage of opportunities to expand or alter the
organization’s strategies
 Helps in personnel activities – like selecting individuals for training
and executive development for promotion and transfers
Human Resource Information System (HRIS)

 Human Resource Information Systems

(HRIS) are increasingly popular computerized
databases that contain important information
about employees
Uses
 For storing employment, training and
compensation information on each employee
 Permits an organization to track information
about an employee and about jobs and retrieve
that information when it is needed
 Succession Planning

 Succession Planning
 includes the development of replacement charts
 portray middle-to-upper level management positions that may
become vacant in the near future due to retirements, promotions,
transfers, resignations, death of the incumbent
 lists information about individuals who might qualify to fill the
positions
Organizational Strategy &
Human Resource Planning

Employment Planning and

the Strategic Planning Process
 Organizational Strategy &
Human Resource Planning
Determining the Demand for Labor
 A human resource inventory can be developed to project
year-by-year estimates of future HRM needs for every significant
job level and type.
 Forecasts must be made of the need for specific knowledge, skills
and abilities.
 Organizational Strategy &
Human Resource Planning
Predicting the Future Labor Supply
 A unit’s supply of human resources comes from:
 new hires
 transfers-in
 individuals returning from leaves
 Predicting these can range from simple to complex.
 Transfers are more difficult to predict since they depend on
actions in other units.
 Organizational Strategy &
Human Resource Planning
Predicting the Future Labor Supply
 Decreases in internal supply come about through:
 Retirements
 Dismissals
 Transfers-out
 Lay-offs
 Voluntary quits
 Prolonged illnesses
 Deaths
 Organizational Strategy &
Human Resource Planning
 Retirements are the easiest to forecast.
 Other factors are much more difficult to project.
 Dismissals, transfers, & lay-offs, are more easily controlled
by management.
 Organizational Strategy &
Human Resource Planning

Where Will We Find Workers

 recent graduates
 increase in the number of unemployed and
employed individuals seeking other opportunities,
either part-time or full-time
 Organizational Strategy &
Human Resource Planning

 Matching Labor Demand and Supply

 Employment planning compares forecasts for demand
and supply of workers.
 Special attention should be paid to current and future
shortages and overstaffing.
 Decruitment or downsizing may be used to reduce
supply and balance demand.
 Rightsizing involves linking staffing levels to
organizational goals.
 Approaches to HRP

HRP involves estimating the size and composition of the future

work force
It determines future human resource needs and choosing
actions to satisfy those needs
Three approaches:
1. Top-down approach(Quantitative Approach) 1.
Human Resource Management Information System and
Human Resource Inventory
2. Bottom-up approach (Quantitative Approach)
promotion, performance evaluation, career development, work
flexibility, creativity
3. Mixed approach
 J O B A N ALY S I S : T H E C O N C EP TU A L
F R A M EW O R K
While doing job analysis, we are basically gathering information
about the job.
Since jobs are compound, it is advisable that we Career
collect information in a defined sequence.
Occupati
The jargon used in this regard is “Job Job on
Analysis Information Hierarchy” Family

Job

Position
Duty

Task
Element
 Pareto Principal: 80/20 rule

 It states that typically 80% of unfocused effort

generate only 20% of results, and that the remaining
80% of the results are achieved with only 20% of
focused effort.

In an organization, it is the supervisors responsibility to

let the employees know what are their essential and
marginal job duties. It is identified through job analysis.
 Job Analysis

Job Analysis is a systematic exploration of the

activities within a job.
It defines and documents the duties, responsibilities
and accountabilities of a job and the conditions under
which a job is performed.
This analysis involves compiling a detailed description
of tasks, determining the relationship of the job to
technology and to other jobs and examining the
knowledge, qualifications or employment standards
accountabilities and other requirement.
 Uses of Job Analysis

Recruitment and Selection

 Provides information about what duties the job entails and what human characteristics are
required to perform these duties
Compensation
 Provides information to determine the relative worth of each job – and thus its appropriate class
Training
 Lists the jobs specific duties and required skills and therefore the training that the job requires
Performance Appraisal
 Helps to compare each employees actual performance with his or her performance standards

Discovering Unassigned Duties

 Helps reveal unassigned duties as few essential duties within the organization might not be
assigned to anyone
Job Evaluation (Legal compliance)
 Helps to judge relative worth of jobs in an organization

 Sets fair compensation rates

 Job Analysis

Job Analysis Methods

 Observation method – job analyst watches employees directly or
reviews film of workers on the job.
 Individual interview method – an individual worker is selected
and extensively interviewed.
 Group interview method – a number of job holders are
interviewed simultaneously.
 Structured questionnaire method – workers complete a
specifically designed questionnaire on which they check or rate items
they perform on their job from a long list of possible task items.
 Technical conference method – uses supervisors with an
extensive knowledge of the job.
 Diary method – jobholders record their daily activities.
 Job Analysis Processes

Functional Job Analysis

 Developed by the Department of Labor
 Describes what a worker does by having someone
observe and interview the employee
 Information gathered is then cataloged into three general
functions that exist in all jobs – data, people and things
 For example,
 Office Receptionist
 Responsibilities – Copy the data, Speak with other people in
office and handle things
 Coding of key elements has been done for over thirty
thousand job titles listed in Dictionary of Occupational
titles
 This publication reduces the managements burden of
gathering information on jobs for its organization
 Purpose of Job Analysis

The job analysis is the conceptual, analytical process

or action from which we develop tangible outcomes
 Job Descriptions
 Job Specifications
 Job Evaluations
 Job Description

 A statement indicating what a job entails.

 Written statement of what jobholder does, how it is done and why it
is done.
 Common format:
 Job title, level of the job
 Location of the job
 Job summary
 Duties to be performed
 Distinguishing characteristics of the job
 Authority and responsibilities of the jobholder
 Cont….

 For e.g.
 Job Title – Record Clerk
 Reports to – Record Supervisor
 Supervises – None
 Functions – Originate, process and maintain records; implement required controls;
collect and summarize data as requested
 Duties and Responsibilities –
 Provide functional guidance to lower level personnel as required

 Prepare simple requisitions, forms and other routine memoranda

 Used to
 Describing the job (either verbally by recruiters and interviewers or in written
advertisements) to potential applicants
 Guiding newly hired employees in what they are expected to do
 Providing a point of comparison in appraising whether the actual activities of a job
incumbent align with the stated duties
 Job Specifications

 States minimum acceptable qualifications that the incumbent must

possess to perform the job successfully
 Identifies the knowledge, skills, and abilities needed to do the job
effectively
 Includes education & training, experience, physical health, skills,
abilities (mental/physical), maturity,
 Cont…

 Uses
 Helps the selector’s attention on the list of qualifications necessary
for an incumbent to perform the job and assists in determining
whether candidates are qualified
 For e.g.
 Job Title – Record Clerk
 Education – Minimum number of years of formal schooling 12
 Previous Work Experience – Minimum of one year, preferably
in an industrial organization
 Knowledge or Skills – Skilled in filing document, checking
records, compiling data
 Job Evaluations

 Specify relative value of each job in the organization.

 Used to design equitable compensation program.
 Job evaluation is made possible by the data generated from job
analysis.
 Job Analysis

The Multi-faceted Nature of Job Analysis

 Job analysis is the starting point for sound HRM.
 Almost all HRM activities are tied to job analysis.

Labor relations Recruiting

Selection
Safety and
health Human resource
Job analysis-job planning
description-job
Compensation Employee
specification
training

Career Employee
Performance development
management development
 Job Analysis

Job Analysis and the Changing World of

Work
 Globalization, quality initiatives, telecommuting, and teams
require adjustments to the components of a job.
 Today’s jobs often require not only technical skills but
interpersonal skills and communication skills as well.
Job Analysis in
Perspective
 Job Design

A systematic process of organizing specific job or the

logical sequence of job analysis which provides job
related data and skills requirement of the incumbent
Focuses on what to do, how to do and what are
required to accomplish the job
It is the way in which job tasks are organized into a
unit of work and it is the management function of
organizing tasks, duties and responsibilities into a
unit of work
 Job Design

Includes job content & the method of doing the job

Directly related with productivity of employees
(works are scientifically or poorly managed?)
It helps to collect job related information and
grouping them in such a way that a manageable job
can be created with sufficient motivational reward
system
 Why Job design?

Better organizational structure

Helps in HR planning
HR acquisition and selection
Employee motivation & commitment
Good industrial relation
Better quality work life
Easy supervision
Environmental adaptation
Organizational goal attainment
Provides Core Job Characteristics
 Methods of Job design

Classical Method Social-Technical Behavioral Method

System Method

Work Simplification Job Enrichment

Specialization

Job enlargement Autonomous Team

Job rotation Job Characteristics

Modified work
schedule
 Classical Method:

Work Simplification/Specialization:
Jobs are at first divided into number of simple
activities of units
Similar activities need to be grouped into a work unit
and each work unit is assigned to a worker
Works are repetitive in nature
Increases the work efficiency
 Job rotation

one responsibility of a employee is transferred to

other job
Works are changed one after other after certain
interval of time without changing level or position
Main reason is to remove monotony or boredom
Employee can handle their job with the same KSAOs
 Job enlargement

It is the process of expanding the job responsibilities

within the same job
Different tasks or activities having similar nature
and characteristics are added to create new job
Motivates employees by adding variety of tasks
Opportunity for personal growth and also reduces
operation cost by reducing employees
 Socio-technical system approach

Focuses on social needs of employees and their

participation
gives emphasis in satisfying individual needs so that
it guide them for the better result
Here, jobs are designed to satisfy individual needs
and organizational requirements (technical
requirements)
Peer supervisor relationship, need of group work,
creation of supportive environment, etc are some key
elements
 Behavioral Approach

Job Enrichment:
Adding some higher order responsibilities in the job
(Vertical adding)
jobs are designed including task demanding higer
order skills, greater experience and better expertise.
Enhances personal growth, provides challanging
works too
Also prepares employees for the upper position
require to fulfill in the future
 Autonomous team

They are self directed, self managed and self

motivated employees for interrelated and
interdependent works
They set the standard for output, set the working
procedure, take actions, evaluate outputs and take
full responsibility of outputs
They select team members, create norms, values,
responsibility, plan and carry out the activities
If the works are to be done combine, this method
becomes fruitful
 Five Core Job Characteristics
Skill variety
Extentto which work allows
employee to use variety of skills
Task identity
Extent to which work allows
employee to complete whole or
identifiable piece of work
Task significance
Extent to which employee
perceives that work is important
and meaningful to those inside
or outside organization
Autonomy
Extent to which employee is
able to work and determine
work procedure at own
discretion
Feedback
Extent to which work allows
employee to gain sense of how
well job responsibilities are met
 Modified work schedule method

In this method, work schedule, timing, shift or

routine of the work is rescheduled as per the
convenience or demand of the workers. For e.g.
Shortening work week (8 hrs to 6 or day)
Flex time (Shift wise)
Jobs sharing (dividing number of works between
employees)
Home work: (no need to come office, works can be
typing, writing, painting,etc)
Recruitment
RECRUITMENT – An Introduction

Recruiting
Once an organization identifies its human
resource needs through employment planning,
it can begin the process of recruiting potential
candidates for actual or anticipated
organizational vacancies.
 Recruitment

The process by which a job vacancy is identified and potential

employees are notified.
Recruiting brings together those with jobs to fill and
those seeking jobs.
The nature of the recruitment process is regulated and subject
to employment law.
Main forms of recruitment through advertising in newspapers,
magazines and internal vacancy lists.
The bottom line is that your recruiting plans must be
internally consistent, and make sense in terms of your
company’s strategy. “Strategic Fit”
Recruitment
 Process of locating,
identifying and attracting
potential candidates
 Provides information that
will attract a significant
pool of qualified
candidates and
discourage unqualified
ones from applying.
 Can be for current or
future needs
 What source do we use
for recruitment
Factors Affecting Recruitment Decision

 Cost
 Organization size
 Nature of Jobs
 Organizational Policies (Promote with in,
Outsourcing, sons of soil, quotas, merit and other
HR Plans)
 Employee Turnover
 Union requirements/Government regulation
 Employment conditions in the community
 Working conditions and benefits packages
 Recruitment Process
Successful recruitment involves the several processes of:
 development of a policy on recruitment and retention and the systems that give life to the
policy;
 needs assessment to determine the current and future human resource requirements of
the organization. If the activity is to be effective, the human resource requirements for
each job category and functional division/unit of the organization must be assessed
and a priority assigned;
 identification, within and outside the organization, of the potential human resource
pool and the likely competition for the knowledge and skills resident within it;
 job analysis and job evaluation to identify the individual aspects of each job and
calculate its relative worth;
 assessment of qualifications profiles, drawn from job descriptions that identify
responsibilities and required skills, abilities, knowledge and experience;
 determination of the organization's ability to pay salaries and benefits within a defined
period;
 identification and documentation of the actual process of recruitment and selection to
ensure equity and adherence to equal opportunity and other laws.
 Recruitment Process
HR Planning

Alternatives to Recruitment

Recruitment

Internal Source External Source

Internal External
Methods Methods

Recruited
Individuals
Internal Source

 Succession Planning/ Promotion with in (Vertical

movement)
 Job Posting (Horizontal Movement)
 Rehiring
 HR Inventory Search
 Employee Referrals
 Dependent of deceased employees
Pros and Cons

 Better Selection  Limited Choice

 Morale Building  In-breeding
 Adaptability  Favoritism
 Cost-Effectiveness  Limited Opportunities
 Promotes Commitment  Seniority-Based
 Management Development
 Succession planning

The ongoing process of systematically identifying,

assessing, and developing organizational leadership
to enhance performance.
Steps of succession planning are:-
1. Identifying and analyzing key jobs
2. Creating and assessing candidates
3. Selecting those who will fill the key positions.
External Source

 Advertisement
 Employment Agencies
 Educational Institution
 Walk-in/Write-in
 Employee Referrals
 Labour Contractor
 Internet search/Electronic Recruitment
Pros and Cons

 Qualitative HR
 Organizational Rejuvenation
 Environmental Adaptation
 Balanced HR Mix
 Fairness in Recruitment
 High-Cost
 Poor Employees Morale
 Adaptability Problem
 Electronic recruiting

Most people today go online to look for jobs.

Advantages:-
1. Cost effective
2. Quicker response
3. Longer lifespan
 Disadvantages
1. Minority and old people hardly access net.
2. Complicated and confusing while selection.
 Recruiting a more diverse workforce

Single parent
Older workers
Recruiting minorities and women
The disabled
Reservations
Selection
 Selection

The complex decision making process of choosing

the best personnel for the organization
Organizational effectiveness ultimately depends
upon the quality of human resources selected; hence
selection is very important function of HRM.
Selection is a two way process
The employer chooses the employee & vice versa
 Selection

Assessing the applicants against the criteria

established in job analysis in order to predict which
job applicants will be successful if hired
Successful means performing well on the criteria
the organization uses to evaluate personnel
Correct decisions are those where the applicant was
predicted to be successful and later did prove to be
successful on the job, or where the applicant was
predicted to be unsuccessful and would have
performed accordingly if hired
 The Cost of Selection

The cost of selecting people who are inadequate

performers or who leave the organization before
contributing to profits is a major cost of doing
business
The cost incurred in hiring and training any new
employee is expensive, sometimes in the thousands
of dollars
 Objectives of Selection

Selection has two objectives :

 To predict which job applicants would be successful if hired
and
 To inform and sell the candidate on the job and the
organization
Recruitment Yield Pyramid
 Selection
50

100
 Offers Made

150
 Candidate Interviewed

200
 Candidate Invited

1200  Applicants Generated

 Some Employers use a recruiting Yield Pyramid to
calculate the number of application they must generate
to hire the required number of new employees. It’s a
arithmetic relationship.
 The Discrete Selection Process

 The selection process typically consists of eight

steps:
1.Application Form Evaluation
2.Preliminary interview
3.Employment/Selection tests
4.Comprehensive interview
5.Reference Checks
6.Medical/physical exam
7.Selection Decision
Each step in the process seeks to expand the
organization’s knowledge about the applicant’s
background, abilities, and motivation and it
increases the information from which decision
makers will make their predictions and final choice.
Step may differ from one organization to other
 Application Form Evaluation

This step evaluates different information generated

from application form submitted by the applicants
Assessment of minimum requirement as per job
specification should be done such as;
Personal background information (Name, age,
sex. marital status, nationality, etc)
Qualification (Educational, professional,
specialized skills, trainings, etc)
Work experience (Previous jobs, responsibilities,
name of previous organization, etc)
Salary (Expected salary Vs currently drawn salary(
References (Names & addresses of persons who can
be contacted)
Applications not fulfilling all requirements are
rejected and short listing is finalized
 Preliminary interview

Only short listed candidates are called

Personal interest, career goals, general attitude
toward jobs are evaluated
Not practiced in Nepal
 Selection/employment test

Candidates are required to appear in standardized written

test
Depending upon the level of job, nature and
responsibility and number of applicants, different types
of selection test can be used
Some examples are; Intelligence test, Psychological test,
Attitude and interest test, Professional test, Personality
test
Skills & qualification required for the job are judged from
selection test
Candidates get selected if minimum quality is maintained
 Types of tests

Ability Tests Personality Situational Honesty Tests

Tests Tests

Aptitude Test Interest Test

Achievement Attitude Test

Test

Intelligent Test Projective Test

 Ability Tests:

It examines job performance of the candidates

Are generally of objective types with even negative
marking for wrong answers
Consists of :
Aptitude Tests
Achievement Tests
Intelligence Tests
 Aptitude Tests

It measures ability, capacity and talents to ensure

that they can learn job related skills and knowledge
in the future
Can be Mechanical Test, G-MAT, Psychomotor Test,
etc.
 Achievement tests

Past achievement and performance of candidates are

measured
Can be of theoretical or practical
Can be of Job Knowledge Test & Work Sample Test
 Intelligence tests

Level of cleverness or intellects which shows the

level of brain is measured
Measures how quickly the candidate understands the
problem and provides the logic reasoning capacity to
solve the problem in the areas like numbers,
memory, etc
 Personality Tests

Measures assertiveness , emotional stability,

openness to experience, motivation, agreeableness,
conscientiousness (reliability), etc are measured
Can be:
Interest Test (likes, dislikes, hobbies, recreational
activities, etc)
Attitude Test (behavior, thoughts and feelings)
Projective Test (estimating future, usually consist
of pictures or incomplete items where candidates are
asked to narrate a story what he sees in the future)
 Situational Tests

How effectively a candidate tackles the situation is

measured
Situational based problem is assigned to the
candidate to respond
Group discussion can be conducted
Response can be captured by video too
 Honesty tests

Degree of accuracy (information provided by

candidate) is measured
 Comprehensive interview

Selected candidates from employment test are called for

this step
Process or tool where candidates require to appear in
face to face interaction between employer & candidate
An in-depth conversation where intelligence, speech
delivery, capacity of understanding problem, etc are
measured
Interview contains questions on the basis of job analysis
Questions related with personal skills, experience,
qualification, etc are asked
Provides an opportunity to show physical and
mental balance to the employer
Helps to get additional information which may not
seen in application form
Also measures: ability to do the job, motivation &
enthusiasm, pressure handling, test of "Fit-in",
general knowledge and career goals of the candidates
Interview can be Structured, Unstructured &
Semi Structured
 Structured Interview
A set of planned in advance or standard questions
are prepared
All questions from the set are asked to each
candidates where evaluation scheme (ratings) of the
response are maintained
Questions related with reason for joining
organization, strengths, weaknesses, reasons for
leaving previous organization, career goals, etc
Can be behavioral or situational structured interview
This method is appropriate when there are large
numbers of candidates but it can't assess
interpersonal skills
Has high reliability & validity
 unstructured interview

Questions are not planned in advance; they are

made up during the interview on the spur of the
moment
Questions vary from one candidate to other;
questions change as the environment of
environment of interview gets changed
Helps to observe the individual capacity and
intelligence for handling instant problem
Consumes more time hence not suitable in case of
large candidates
In addition; more important job-related questions
may not be explored which leads to low reliability
and validity
 Semi-structure interview

Also called mixed interview which considers both

structure and unstructured interview
Yields comparable data and widely used in practice
Consumes more time
Has moderate reliability & validity
 Method of Interview

One to one Interview

Panel Interview
Group Interview
 Limiting factors of interview

Snap Judgement
Contrast Effect
Halo Effect
Non Verbal Signals
Personal Biases
Pressures
Negative factors
Lack of Knowledge
 Reference check

Investigation of background with the reference

persons listed by candidates in their application
HR can get information regarding honesty,
discipline and regularity or the reasons to quit the
previous job by employees
Can be done by mail, telephone or personal visit
 Physical Examination

Candidates have to appear physical test in order to

check if there is any severe disease or not
Can be done with the help of questionnaire where
the candidates fill out a health related questionnaires
Or approved physician conducts the physical
examination which determines candidate's fitness
for job performance; reveals employee disabilities
and also protects form unwarranted compensation
claims
 Selection Decision

Final step of selection process which is made by the

management
Some are kept in waiting list
Appointment letter is issued congratulating
successful candidates stating JD, salary and benefits,
authority and accountability
Will inform about joining date or orientation and
socialization
 Placement

Next process after selection where selected

employees are given their roles, authorities,
responsibilities
Right people at right place at right time is the main
objective of placement
A proper placement of worker reduces employee
turnover, absenteeism and improves morale.
 Person-Organization Fit
Selecting for P-O fit facilitates achieving goals.

Person-Job (P-J) fit: the match between a person’s knowledge,

skills, and abilities and the requirement of a specific job
(Demand-ability fit).

Person-Organization (P-O) fit: the congruence of an individual’s

personality, beliefs, and values with the culture, norms, and
values of an organization.

Traditional Placement Vs Differential Placement

 Socialization/Induction
Definition:
Socialization refers to the adaptation that takes place when an individual
passes from outside the organization to the role of an inside member.
---DeCenzo and Robbins---

Socialization is the on-going process of instilling in all employees the

prevailing attitudes, standards, values, and patterns of behavior that are
expected by the organization.
--- Georgia Chao---

“A move from being an outsider to being an insider”

14–99
 What Do Newcomers Need?
100

 Clear information on:

 Expectations
 Norms
 Roles
 Values
 Assistance in developing needed KSAOs

14–100
 Objectives of Socialization

1. “Describe” company culture

2. Create first impression

3. Avoid problems of unmet expectations or reality shock

14–101
 Objective of Socialization

4. Define: Avoid:

Roles Role overload

Norms Role conflict
Values Role ambiguity

5. Produce organizational commitment

6. DO’s and DONT’s of the organization

14–102
 Other objectives

Employee orientation
Harmonious relation
Improved performance
Employee satisfaction
Organizational stability
Screen out deviant employees
 Orientation and Socialization Procedures

1. Focus on a long term program

2. Communicate cultural values

3. Foster links between employees and organization

14–104
Orientation and Socialization Procedures

4. Reemphasize realistic job previews

5. Provide employee handbook

6. Allow and encourage two-way interaction

14–105
 A Socialization Model

PRODUCTIVITY
●
Outcomes

Metamor COMMITMENT
Prearrival Encounter Outcomes
phosis
●

TURNOVER

14–106
 Stages in the Socialization Process

Pre-arrival stage:
Also known as pre-entry stage where they gain basic
information, knowledge, rules, regulations regarding
the job responsibilities before joining the organization
They accept organizational values, norms and work
ethics from their prior job experience and also get
information regarding the organization through the
recruitment & selection process
Thus, employees get socialization before they join the
organization
 Encounter Stage (Entry Stage)

 Employees may not have the clear understanding about

organizational norms, culture and values before joining the
organization
 Now they see the real world
 Their perceptions may not match with organizational culture,
rules and norms which might bring conflict in employees
 If their prior expectations matched with reality, no need of
socialization
 If not met, socialization is needed
 If the employees disillusioned with the reality, they resign
from the job
 Metamorphosis Stage (Change Stage)

Refers to employees going through changes

Begin to fully accept new values, norms and
attitudes along with procedure and technology
They change their behaviour and mind-set with
comfortable environment with high commitment
They internalize each and every work ethics and
guidance to complete their job responsibilities,
become self confident and understand how they
will be evaluated