Human Resources Management

Third year

2024

Final Revision Part (2)

A.GH
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 Ch3: RECRUITMENT

Terms

1. is the process of attracting individual on a timely basis, in sufficient numbers, and with
appropriate qualifications to apply for jobs with an organization. (Recruitment)

2. what the individual needs to know to carry out the role. (Knowledge)

3. what the individual should be able to do to carry out the role. (Skills and abilities)

4. the types of behavior required for successful performance of the role.

(Behavioral competencies)

5. the professional, technical or academic qualifications required or the training that the candidate
should have undertaken (Qualifications and training)

6. the types of achievements and activities that would be likely to predict success. (Experience)

7. anything that the role holder will be expected to achieve in specified areas, ex: develop new
markets or products, or new system (Specific demands)

8. Travelling, unsocial hours, mobility (Special requirement)

Notes

1. A recruitment plan will cover:

 Number and types of employees required to cater for expansion or new developments
and make up for any deficits
 The likely sources of candidates
 Plans for trapping alternative sources
 How the recruitment program will be Conducted

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2. Person specification headings

 Knowledge- what the individual needs to know to carry out the role.
 Skills and abilities- what the individual should be able to do to carry out the role.
 Behavioral competencies- the types of behavior required for successful performance
of the role.
 Qualifications and training - the professional, technical or academic qualifications
required or the training that the candidate should have undertaken
 Experience - the types of achievements and activities that would be likely to predict
success.
 Specific demands - anything that the role holder will be expected to achieve in
specified areas, ex: develop new markets or products, or new system
 Special requirement- travelling, unsocial hours, mobility

3. Analyze recruitment strengths and weaknesses

 It should cover matters such as,

 the national and local reputation of the organization
 security of employment
 pay, employee benefits and working conditions
 the intrinsic interest of the job
 opportunities for education and training, career prospects,
 the location of the office or plant.
 Candidates are selling themselves, but they are also buying what the organization has to
offer.

4. Analyze the requirement

 Establish how many jobs should be filled and by when.

 Set out information on responsibilities and Competency requirements.
 Consider where suitable candidates are likely to come from
 Define the terms and conditions of the job (pay and benefits).
 Consider what is likely to attract good candidates

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5. identify sources of candidates

 First, consideration should be given to internal candidates. An attempt can be made

to persuade former employees to return to the organization or obtain suggestions from
existing employees (referrals).
 If these approaches do not work the main Sources of candidates are:
 Advertising
 Online recruiting
 Consultants
 Recruitment process outsourcing providers
 Agencies and job centers
 Direct approaches to educational establishments

6. Aims of an advertisement:
 Generate candidates - attract plenty of good candidates at minimum cost
 Attract attention - it must compete for the attention of potential candidates against
other employees.
 Create and maintain interest - it should communicate in an attractive and
interesting way information about the job, the company and the terms and conditions
of employment.
 Stimulate action - the message needs to be conveyed in a way that will prompt
enough replies from candidates with the right qualifications for the job.

7. Information in a recruitment advertisement:

 The organization;
 The job;
 The person required – qualifications, experience, etc.;
 The pay and benefits offered;
 The location
 The action to be taken

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8. Online recruitment

 Online or e-recruitment uses the internet to:

 Advertise or 'post' vacancies,
 Provide information about jobs and the organization and
 Enable e-mail communication to take place between employers and candidates.
 Applying for jobs online:
 E-mail application forms and their CVs to employers or agencies.
 Tests can be completed online

9. Using agencies and job centers

 Agencies should be briefed carefully on what is wanted.

 They produce unsuitable candidates from time to time, but the risk is reduced if they
are clear about your requirements

10. Using recruitment consultants

 Recruitment consultants generally advertise, interview and produce a short-list.
 They provide expertise and reduce workload.

11. Dealing with recruitment problems

 Ensure that all the possible sources of candidates have been used.
 Consider any ways in which the advertisement or website entry could be made more
attractive.
 Check that the person specification is realistic – that the requirements have not been
overstated.
 Consider whether it might be necessary to improve the package offered to candidates
–
 check market rates to ensure that the level of pay and benefits are competitive.
 In discussion with the line manager, examine the possibility of reshaping the role to
increase its attractiveness
 If the worst comes to the worst, and again in discussion with the manager, consider
alternative ways of carrying out the work involved with existing staff

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 Questions

True or false

1. compensation is the process of attracting individual on a timely basis, in sufficient

numbers, and with appropriate qualifications to apply for jobs with an organization. (F)
2. Candidates are selling themselves, but they are also buying what the organization has to
offer. (T)
3. First, consideration should be given to internal candidates (T)
4. Online or e-recruitment uses the internet to Enable e-mail communication to take place
between employers and candidates. (T)
5. agencies and job centers produce unsuitable candidates from time to time (T)
6. Recruitment consultants generally advertise, interview and produce a short-list (T)
7. recruitment consultants provide expertise and reduce workload (T)
8. First, consideration should be given to external candidates (F)
9. Experience is anything that the role holder will be expected to achieve in specified areas,
ex: develop new markets or products, or new system (F)
10. Behavioral competencies are the professional, technical or academic qualifications
required or the training that the candidate should have undertaken (F)

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 Ch4: Personality

Terms

1. A theory that identifies six personality types and proposes that the fit between personality
type and occupational environment determines satisfaction and turnover.
(Person-job fit theory)
2. That people are attracted to and selected by organizations that match their values and leave
when there is no compatibility. (Person-organization fit theory)
3. is a dynamic concept describing the growth and development of a person's whole
psychological system. (Personality)
4. refers to those factors that were determined at conception. (Heredity)
5. is one of the most widely used personality frameworks. It is essentially a 100-question
personality test that asks people how they usually feel or act in particular situations.
(The Myers-Briggs Type Indicator (MBTI))
6. captures one's comfort level with relationships. (Extroversion)
7. refers to an individual's propensity to defer /accept to others. (Agreeableness)
8. is a measure of reliability. (Conscientiousness)
9. taps a person's ability to withstand/ resist stress. (Emotional stability)
10. addresses one's range of interests and fascination with novelty. (Openness to experience)
11. a constellation of/group of negative personality traits (The Dark Triad/ triangle)
12. the degree to which an individual is pragmatic, maintains emotional distance, and believes
that ends can justify means. (Machiavellianism)
13. the tendency to be arrogant, have a grandiose sense of self-importance, require excessive
admiration, and have a sense of entitlement. (Narcissism/ self-admiration)
14. the tendency for a lack of concern for others and a lack of guilt or remorse/ regret when
their actions cause harm. (Psychopathy)
15. bottom line conclusions individuals have about their capabilities, competence, and worth
as a person. People with positive core self-evaluation perform better than others because they
set more ambitious goals, are more committed to their goals and persist longer to reach them.
(Core self-evaluations (CSEs))
16. measures an individual's ability to adjust his or her behavior to external, situational factors.
(Self-Monitoring)
17. people who identify opportunities, show initiative, take action, and persevere insist until
meaningful change occurs. (Proactive Personality)
18. casts personality traits as motivations (The approach-avoidance framework)
19. is attraction to positive stimuli. (Approach motivation)

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20. is our aversion/dislike to negative stimuli. (Avoidance motivation)
21. describes how the situation affects whether personality predicts behavior.
(Personality and Situations)
22. indicates that the way personality translates into behavior depends on the strength of the
situation. (Situation strength theory)
23. A theory that predicts that some situations, events, or interventions "activate" a trait more
than others. (Trait activation theory (TAT))
24. basic convictions about what is right, good, or desirable. (Values)
25. ranks values in terms of intensity. (Value system)

Notes

1. Holland presented six personalities and proposed that satisfaction and the propensity to leave
a position depend on how well individuals match their interests to a job.

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2. Person-organization fit theory
 Using the Big Five terminology, Research on person organization fit has also looked at
whether people's values match the organization's culture.
 A match predicts job satisfaction, commitment to the organization, and low turnover

3. Personality Determinants

 Is personality the result of heredity or environment?

 Heredity refers to those factors that were determined at conception.
 The heredity approach argues that the ultimate explanation of an individual's personality is
the molecular structure of the genes, located in the chromosomes.

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 Early research tried to identify and label enduring personality characteristics.
 Shy, aggressive, submissive obedient, lazy, ambitious, loyal, and timid /fearful.
 These are personality traits.
 Early efforts to identify the primary traits that govern behavior often resulted in long lists
that were difficult to generalize from and provided little practical guidance to organizational
decision makers.

4. Myers-Briggs Type Indicator Personality

 One of the most widely used personality frameworks is the Myers-Briggs Type Indicator
(MBTI).
A. Extraverted (E) versus Introverted (I)
 Extraverted individuals are outgoing, sociable, and assertive.
 Introverts are quiet and shy
B. Sensing (S) versus Intuitive (N).

 Sensing types are practical and prefer routine and order, and they focus on details.
 Intuitive rely on unconscious processes and look at the "big picture.
C. Thinking (T) versus Feeling (F)

 Thinking types use reason and logic to handle problems.

 Feeling types rely on their personal values and emotions.
D. Judging (J) versus Perceiving (P)

 Judging types want control and prefer order and structure.

 Perceiving types are flexible and spontaneous."

E. The Myers-Briggs Type Indicator (MBTI)

 is one of the most widely used personality frameworks. It is essentially a 100-question

personality test that asks people how they usually feel or act in particular situations.
 Based on the answers individuals give to the test, they are classified as extroverted or
introverted (E or I), sensing or intuitive (S or N), thinking or feeling (T or F), and
perceiving or judging (P or J).
 These classifications are then combined into sixteen personality types.
 The MBTI has a place in training and development, since it can help employees to better
understand themselves. It can also provide aid to teams by helping members better
understand each other

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  INTJs are visionaries
 ESTJs are organizers.
 ENTPs are conceptualizers.

6. big five personality model

 Extroversion.
 Agreeableness
 Conscientiousness.
 Emotional stability
 Openness to experience

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7. The Dark Triad

 Machiavellianism
 Narcissism/ self-admiration
 Psychopathy

8. Other Personality Attributes Relevant to OB that are powerful predictors of

behavior in organizations

 Core self-evaluations (CSEs)

 Self-Monitoring
 Proactive Personality

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 9. Approach- Avoidance

 The approach-avoidance framework - casts personality traits as motivations.

 Approach and avoidance motivation represent the degree to which we react to stimuli.
 Approach motivation is attraction to positive stimuli.
 Avoidance motivation is our aversion/dislike to negative stimuli.
 This approach organizes traits and may help explain how they predict work behavior.
 One study showed that approach avoidance motivation can help explain how core self-
evaluations affect job satisfaction.
 The framework also addresses our multiple motives when we act.

10. Personality and Situations

 Personality and Situations describes how the situation affects whether personality
predicts behavior.
 Situation strength theory indicates that the way personality translates into behavior
depends on the strength of the situation.
 The degree to which norms, cues/signs, or standards dictate/directive appropriate
behavior toward work duties and responsibility.
 Clarity
 Consistency
 Constraints
 Consequences

11. Trait Activation Theory

 Trait activation theory (TAT): A theory that predicts that some situations, events, or
interventions "activate" a trait more than others.
 For example, a commission-based compensation plan would likely activate individual
differences in extraversion because extraversion is more reward- sensitive than say
openness.
 For example, people learning online respond differently when their behavior is being
electronically monitored

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12.Abilites

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13. Values

 The Importance and Organization of Values

 Values lay the foundation for understanding of attitudes and motivation.
 Values generally influence attitudes and behaviors.
 Terminal values - desirable end-states of existence.
 Instrumental values - preferred modes of behavior or means of achieving terminal
values.

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 Questions

True or false

1. Person-organization fit theory that identifies six personality types and proposes that the fit
between personality type and occupational environment determines satisfaction and turnover.
(F)

2. Holland presented six personalities and proposed that satisfaction and the propensity to
leave a position depend on how well individuals match their interests to a job. (T)

3. According to Holland Typology Investigative personalities prefers physical activities (F)

4. According to Holland Typology conventional personalities prefers verbal activities in which

they can influence others (F)

5. Personality is a dynamic concept describing the growth and development of a person's whole
psychological system (T)

6. The most common means of measuring personality is through self-report surveys in which
individuals evaluate themselves on a series of factors such as "l worry a lot about the future.
(T)

7. when people know their personality scores are going to be used for hiring decisions, they
rate themselves much higher on desirable traits (T)

8. Environment refers to those factors that were determined at conception. (F)

9. The heredity approach argues that the ultimate explanation of an individual's personality is
the molecular structure of the genes, located in the chromosomes. (T)

10. Introverts individuals are outgoing, sociable, and assertive. (F)

11. Intuitive types are practical and prefer routine and order, and they focus on details. (F)

12. Thinking types use reason and logic to handle problems (T)

13. Perceiving types want control and prefer order and structure. (F)

14. The Myers-Briggs Type Indicator (MBTI) is one of the most widely used personality
frameworks. (T)

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15. The MBTI has a place in training and development, since it can help employees to better
understand themselves. It can also provide aid to teams by helping members better understand
each other (T)

16. Emotional stability refers to an individual's propensity to defer /accept to others. (F)

17. Extroversion addresses one's range of interests and fascination with novelty. (F)

18. Emotional stability associated with higher stress levels (F)

19. Agreeableness associated with lower levels of deviant behaviors (T)

20. Narcissism/ self-admiration the degree to which an individual is pragmatic, maintains

emotional distance, and believes that ends can justify means (F)

21. Proactive Personality measures an individual's ability to adjust his or her behavior to
external, situational factors (F)

22. Approach and avoidance motivation represent the degree to which we react to stimuli (T)

23. One study showed that approach avoidance motivation can help explain how core self-
evaluations affect job satisfaction. (T)

24. Person job indicates that the way personality translates into behavior depends on the
strength of the situation (F)

25. Trait activation theory (TAT) is a theory that predicts that some situations, events, or
interventions "activate" a trait more than others. (T)

26. Inductive reasoning I the ability to do speedy and accurate arithmetic (F)

27. Memory is the ability to identify a logical sequence in a problem (F)

28. Stamina is the ability to maintain equilibrium (F)

29. Ethics are basic convictions about what is right, good, or desirable. (F)

30. Instrumental values preferred modes of behavior or means of achieving terminal values.
(T)

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