The factor of Recruitment

The recruitment function of the organisations is affected and governed by a mix of various
internal and external forces. The internal forces or factors are the factors that can be controlled
by the organisation. And the external factors are those factors which cannot be controlled by the
organisation. The internal and external forces affecting recruitment function of an organisation
are:

Objective of recruitments
To attract people with multi-dimensional skills and experience that suit the present and future
organizational strategies. To induct outsiders with a new perspective to lead the company.To
infuse fresh blood at all levels of the organization. To develop an organizational culture that
attracts competent people to the company. To search or head hunt/head pouch people whose
skills fit the company’s values. To devise methodologies for assessing psychological traits To
seek non-conventional development grounds for talent. To search for talent globally and not just
within the company. To design entry pay that competes on quality but not on quantum. To
anticipate and find people for positions that do not exist yet.

There are two type of factors will be effected on recruitment

 Internal Factors
 External factors

Internal factors
 Quality of Work life
 Organizational Culture
 Career Planning and Growth
 Company’s Size
 Company’s Products/Services
 Geographical Spread of the Company’s Operations
 Company’s Growth Rate
 Role of Trade Unions
 Cost of Recruitment
 Company’s Name and Fame
External factors
 Socio-economic Factors
 Supply and Demand Factors
 Employment Rate
 Labor Market Conditions
 Political, Legal and Governmental Factors
 Information System like Employment Exchanges/Telerecruitment like Internet.

This are include for the Job description

Job Title

This may be determined by a project or bid proposal, otherwise, there are many sources of IT-
specific job titles which will provide a handle for recruitment and employment purposes.

Job Summary

This may also be called the Job Objective or Purpose Statement; a short paragraph of no more
than three to four sentences which concisely informs the reader of the nature, level, and objective
of the position.

Job Duties

This may also be called Tasks Performed; may be as lengthy as necessary to fully describe each
essential duty or responsibility which comprises the employee's functions, generally starting with
principle duties.

Roles and Responsibilities

This includes supervisory level, managerial requirements, and any working relationships.

Job Specifications

This may also be referred to as Qualifications and includes education (where certain specific
experience can be substituted for education under certain circumstances), experience-level,
knowledge and skill sets, as well as any physical limitations (such as "able to lift 30 lbs"). It may
also comprise the ability an individual has to get on with other people or groups of people
(interpersonal skills.)

General Guidelines
These guidelines insure that the information concerning a position is as descriptive as possible to
pull viable candidates and provide guidance to the interviewers when sifting through applicants.
These guidelines may include items which do not easily fit under other categories, but play a part
in the performance of the job.

Key Role Interactions

These define the people and/or departments which the position will be require to relate with in
the course of the job. Though not necessarily an exhaustive list, certainly will provide both
interviewer and applicant a basis of understanding when discussing past positions and potential
responsibilities.

Professional Skills

These describe, in enough detail, the key ability sets and experiences which will be required
from past positions to allow a new hire to function and perform the duties of the job from day
one.

Interpersonal Skills

These define the 'softer' skills and talents which make for a well-rounded and efficient employee,
as well as effective worker, regardless of the position. Included in this section may be:

 Personal Attributes
 General Business Skills
 Leadership Skills

Job Analysis

Job analysis is the systematic study of jobs to identify the observable work activities, tasks, and
responsibilities associated with a particular job or group of jobs.

What job analysis is:

 It is a systematic method for gathering information

 It focuses on work behaviors, tasks, and outcomes
 It identifies the personal qualifications necessary to perform the job and the conditions
under which work is performed
 It reports the job as it exists at the time of analysis; not as it was in the past nor as it exists
in another organization
What job analysis is not:

 It is not an analysis of thought processes, attitudes, traits, or aptitudes

 It is not a time and motion study
 It is not an analysis of an individual position
Why Do Job Analysis?

 Job data obtained by job analysis serves a variety of organizational purposes and provides
a basis for decision making. Click here for a listing of common applications of job
analysis.
 Job analysis serves as a legal compliance tool for EEOC and ADA
 Job analysis can be used to help organizations cope with change. In today's rapidly
changing world, organizations need a flow of accurate and reliable information about the
content and requirements of their jobs.

Observation:

A trained observer observes a worker, recording what the worker does, how the work is
done, and how long it takes. There are two types of observation: (1)Continuous
observation involves observing a job over a given period of time. (2)Sampling involves
observing several incumbents over random, relatively short periods of time. Observation
is a simple and frequently used method of job analysis.

Interview:

A trained job analyst interviews a job incumbent, usually utilizing a standardized format.
Sometimes more than one worker is interviewed, and the results are aggregated. Another
variation is the group interview, where several incumbents are interviewed at the same
time.

Critical Incident:

Behaviorally based critical incidents are used to describe work, and a job analyst
determines the degree of each behavior that is present or absent in the job.

Diary:

The job incumbent records activities and tasks in a log as they are performed.

Checklist:

A worker or supervisor check items on a standardized task inventory that apply to the job.
Checklists may be custom-made or purchased from an outside vendor.
Questionnaire:

There are two types of questionnaires: The structured questionnaire uses a standardized
list of work activities, called a task inventory, that job incumbents or supervisors may
identify as related to the job. In addition, the respondent may also identify additional
information such as how much time is spent on the task, the amount of supervision
required, and/or the expertise required. The open-ended questionnaire asks the job
incumbent to describe the work in his or her own words.

Job Analysis Methods

Common methods of job analysis include the following

The Informational Interview

On the opposite end of the stress spectrum from screening interviews is the informational
interview. A meeting that you initiate, the informational interview is underutilized by job-seekers
who might otherwise consider themselves savvy to the merits of networking. Job seekers
ostensibly secure informational meetings in order to seek the advice of someone in their current
or desired field as well as to gain further references to people who can lend insight. Employers
that like to stay apprised of available talent even when they do not have current job openings, are
often open to informational interviews, especially if they like to share their knowledge, feel
flattered by your interest, or esteem the mutual friend that connected you to them. During an
informational interview, the jobseeker and employer exchange information and get to know one
another better without reference to a specific job opening. 

Interview Questions: Work History

 Name of company, position title and description, dates of employment. -

 What were your expectations for the job and to what extent were they met?
 What were your starting and final levels of compensation?
 What were your responsibilities? - 
 What major challenges and problems did you face? How did you handle them? - 
 What did you like or dislike about your previous job? -
 Which was most / least rewarding? - 
 What was the biggest accomplishment / failure in this position? -
 Questions about your supervisors and co-workers. - 
 What was it like working for your supervisor? -
 What do you expect from a supervisor? -
 Who was your best boss and who was the worst?
 Why are you leaving your job? -
 What have you been doing since your last job?
 Why were you fired? -

What is motivation? 
Many people know motivation as the driving force behind an action. This is probably the
simplest explanation about motivation. Motivation can be considered the state of having
encouragement to do something. 

Why do people do what they do?

Why do we go on everyday, living our lives and trying to find justification for our existence?
Some people think that they can find purpose in the things that motivate them. Others just see
the motivation and react automatically. 

According to Maslow, employees have five levels of needs (Maslow, 1943): physiological,
safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied
before the next higher level need would motivate employees. Herzberg's work categorized
motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959).
Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction.
Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction.

Vroom's theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative.
The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated.

Adams' theory states that employees strive for equity between themselves and other workers.
Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee
outcomes over inputs (Adams, 1965).

Skinner's theory simply states those employees' behaviors that lead to positive outcomes will be
repeated and behaviors that lead to negative outcomes will not be repeated (Skinner, 1953).
Managers should positively reinforce employee behaviors that lead to positive outcomes.
Managers should negatively reinforce employee behavior that leads to negative outcomes.

Organizational structure

An organizational structure is a mainly hierarchical concept of subordination of entities that

collaborate and contribute to serve one common aim.
Organizations are a variant of clustered entities. An organization can be structured in many
different ways and styles, depending on their objectives and ambience. The structure of an
organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions
and processes to different entities such as the branch, department, workgroup and individual.
Individuals in an organizational structure are normally hired under time-limited work contracts
or work orders, or under permanent employment contracts or program orders.

Success factors

Common success criteria for organizational structures are:

 Decentralized reporting
 Flat hierarchy
 High transient speed
 High transparency
 Low residual mass
 Permanent monitoring
 Rapid response
 Shared reliability
 Matrix hierarchy

Advantages and disadvantages of organizational structures

Advantages

Organizational charts provide the greatest value when used as a framework for managing change
and communicating current organizational structure. When fully utilized, organizational charts
allow managers to make decisions about resources, provide a framework for managing change
and communicate operational information across the organization.

 More easily control over the resources because with it resources can be rationed and
allocated to different units to use them to their most productive uses at micro level.
 Clearly defined reporting lines make it easy for employees to know to whom to report.
 Reduce redundancies by eliminating extra and unproductive processes.
 Stream line processes by giving it more focus and adoptive nature.
 It help to reduce costs because the controlling of various cost control centers are
controlled at micro level.
 It gives focus and direction to an organization.
 Easy communication among specialists
 People grouped together according to similarities in their positions can easily
communicate and share information with each other.
 Quick decisions
People who approach problems from the same perspective can often make decisions more
quickly and effectively than can people whose perspectives differ.
 Learning
Makes it easier for people to learn from one another's experiences. Thus a functional
structure helps employees improve their skills and abilities and thereby enhances
individual and organizational performance.

Disadvantages

 Facilitates performance evaluation for supervisor

Supervisors are in a good position to monitor individual performance, reward high
performance, and discourage social loafing. Functional supervisors find monitoring easy
because they usually possess high levels of skill in the particular function.
 Facilitates performance evaluation for peers
Allows group members to monitor and control one another's behavior and performance
levels.
 Creates teamwork
Can also lead to the development of norms, values, and group cohesiveness that promote
high performance.
 Creates a career ladder
Functional managers and supervisors are typically workers who have been promoted
because of their superior performance

 Static and inflexible. Organizations change and go through Growth Phases.

 Does not help much to understand what actually happens within the informal
organization. In reality, organization often behaves quite chaotic and follows complex
guesswork and amplification mechanisms.
 Traditional org charts cannot cope with changing boundaries of firms due to Outsourcing,
Information Technology, Strategic Alliances, and the Network Economy.

Organization Chart

Chart showing the interrelationships of positions within an organization in terms of authority and
responsibility. There are basically three patterns of organization: line organization, in which a
single manager has final authority over a group of foremen or middle management supervisors;
functional organization, in which a general manager supervises a number of managers identified
by function; and line and staff organization, which is a combination of line and functional
organization, with specialists in particular functions holding staff positions where they advise
line officers concerned with actual production.

Budget Monitoring System

Departments send in their spending request to the budget monitoring system. The request is
checked against the budget allocation file to ensure that the request is valid.
If it is not valid, a special request is sent to management for approval. If this special request is
approved by management the request is then valid. If it is not approved by management, the
request is rejected and sent back to the appropriate department.

Details of all valid requests are entered into the budget monitoring department’s accounts file.
The valid requests stored in this file are then used to send out part orders to the suppliers. This
accounts file is also used to generate monthly reports for management.

Advantages of budgets

A budget helps us in the following ways:

1. It brings about efficiency and improvement in the working of the organization.

2. It is a way of communicating the plans to various units of the organization. By
establishing the divisional, departmental, sectional budgets, exact responsibilities are
assigned. It thus minimizes the possibilities of buck passing if the budget figures are not
met.
3. It is a way or motivating managers to achieve the goals set for the units.
4. It serves as a benchmark for controlling on-going operations.
5. It helps in developing a team spirit where participation in budgeting is encouraged.
6. It helps in reducing wastage and losses by revealing them in time for corrective action.
7. It serves as a basis for evaluating the performance of managers.
8. It serves as a means of educating the managers.

Budget Controller

Although the chief executive is finally responsible for the budget programme, it is better if a
large part of the supervisory responsibility is delegated to an official designated as Budget
Controller or Budget Director. Such a person should have knowledge of the technical details of
the business and should report directly to the president or the Chief Executive of the organization
Management information system

A management information system (MIS) is a system or process that provides information

needed to manage organizations effectively. Management information systems are regarded to be
a subset of the overall internal controls procedures in a business, which cover the application of
people, documents, technologies, and procedures used by management accountants to solve
business problems such as costing a product, service or a business-wide strategy. Management
information systems are distinct from regular information systems in that they are used to
analyze other information systems applied in operational activities in the organization
Academically, the term is commonly used to refer to the group of information management
methods tied to the automation or support of human decision making, e.g. Decision Support
Systems, Expert systems, and Executive information systems.

Strategic planning is an organization's process of defining its strategy, or direction, and making
decisions on allocating its resources to pursue this strategy, including its capital and people.
Various business analysis techniques can be used in strategic planning, including SWOT analysis
(Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic,
Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic,
Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatic, Social,
Technological, Economic and Legal).

The Strategic Planning Process

In today's highly competitive business environment, budget-oriented planning or forecast-based

planning methods are insufficient for a large corporation to survive and prosper. The firm must
engage in strategic planning that clearly defines objectives and assesses both the internal and
external situation to formulate strategy, implement the strategy, evaluate the progress, and make
adjustments as necessary to stay on track.

A simplified view of the strategic planning process is shown by the following diagram:

Budget: Generally refers to a list of all planned expenses and revenues. It is a plan for saving
and spending. A budget is an important concept in microeconomics, which uses a budget
 line to illustrate the trade-offs between two or more goods. In other terms, a budget is an
organizational plan stated in monetary terms.

Professional issues in IT

To function effectively, professional IT practitioners need not only the appropriate technical
knowledge, skills and experience, but also a broad understanding of the context in which they
operate.

A good grounding in the relationship between technological change, society and the law, and the
powerful role that computers and computer professionals play in a technological society, is
essential.

Professional Issues in Information Technology aids IT professionals to be capable in their chosen

professional areas, operate effectively in work and community situations and to be aware of their
environments.

Web 2.0

Web 2.0 is term that was introduced in 2004 and refers to the second generation of the World Wide Web.
The term "2.0" comes from the software industry, where new versions of software programs are labeled
with an incremental version number. Like software, the new generation of the Web includes new features
and functionality that was not available in the past. However, Web 2.0 does not refer to a specific version
of the Web, but rather a series of technological improvements.

Some examples of features considered to be part of Web 2.0 are listed below:

 Blogs - also known as Web logs, these allow users to post thoughts and updates about their life on
the Web.
 Wikis - sites like Wikipedia and others enable users from around the world to add and update
online content.
 Social networking - sites like Face book and MySpace allow users to build and customize their
own profile sand communicate with friends.
 Web applications - a broad range of new applications make it possible for users to run programs
directly in a Web browser.

Inter net

An intranet is a private computer network that uses Internet protocols, network connectivity to
securely share part of an organization’s information or operations with its employees. Sometimes
the term refers only to the most visible service, the internal website. The same concepts and
technologies of the Internet such as clients and servers running on the Internet protocol suite are
used to build an intranet. HTTP and other Internet protocols are commonly used as well, such as
FTP. There is often an attempt to use Internet technologies to provide new interfaces with
corporate "legacy" data and information systems.

Briefly, an intranet can be understood as "a private version of the Internet," or as a version of the
Internet confined to an organization.

Intranet

A network based on TCP/IP protocols (an internet) belonging to an organization, usually a corporation,
accessible only by the organization's members, employees, or others with authorization. An intranet's
Web sites look and act just like any other Web sites, but the firewall surrounding an intranet fends off
unauthorized access.

Like the Internet itself, intranets are used to share information. Secure intranets are now the
fastest-growing segment of the Internet because they are much less expensive to build and
manage than private networks based on proprietary protocols.

Knowledge management system

Knowledge-management systems are used to improve the performance of business processes. The fields
that most often use knowledge management include: computer science, public health, information
systems, business administration, public policy, and library and information sciences, as well as general
management. The departments in which knowledge management is used are typically called "Business
Strategy," "Human Resource Management" or "Information Technology."

Wireless networks

Mobile computers, such as notebook computers and personal digital assistants (PDAs), are the
fastest-growing segment of the computer industry. Many of the owners of these computers have
desktop machines on LANs and WANs back at the office and want to be connected to their home
base even when away from home or en route. Since having a wired connection is impossible in
cars and airplanes, there is a lot of interest in wireless networks.

Wireless networks have many uses. A common is the portable office. People on the road want to
use their portable electronic equipment to send and receive telephone calls, faxes, and electronic
mail, read remote files, login on remote machines, and do this from anywhere on land, sea, or air.

Wireless networks are of great value to fleets of trucks, taxis, buses, and repair people for
keeping in contact with home. Another use is for rescue workers at disaster sites where the
telephone system has been destroyed. Computers there can send messages, keep records, and so
on.