Professional Documents
Culture Documents
Human resources have increasingly become the crucial resource for the organizations, as it plays a vital role in determining the success of the organization.
Introduction
Effective management of the human resources available in the organization helps the organization to develop a pool of skilled and motivated employees.
You have to know about the existing policies, systems, and practices that will help in building a group of trained and motivated workers. A manager's job does not only involve recruiting workers to fill up available job positions, but a manager's responsible to assure that the worker achieves his job satisfaction.
Staffing consists of three important components; 1- HR planning; before an organization actually conducts the recruitment
and selection process, it must first develop its own HR plan. HR planning is a systematic process that analyses the human resource requirements to ensure that the number of employees with necessary qualifications is matched to the job which is being advertised. A crucial; instrument used in HR planning as job analysis. Job analysis is used by most employers to plan on the human resources supply in their organizations. Job analysis is a process that develops a detailed job description which includes the list of work responsibility in the job position, the inter-relationship of that particular job with other related job positions; and the required knowledge, skill and qualification for the job position. This is critical to ensure that the recruited employee manages to perform the job efficiency.
3- Selection; is the process through which the organization chooses the best
candidates from a group of applicants to fill in the job vacancy. The objective of having an effective selection process is to match the individual
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characteristics and traits of the candidate like capabilities, knowledge and academic qualifications with the recruitment of the job itself. If the management is failing to do the appropriate matching process, it will affect the performance and job satisfaction of the recruited candidate. Selection is seen as the most difficult process for a manager. Try to look at the recruitment and selection process in your organization. What can you deduce from the process?
Orientation; is a formal process that aims to get the new employees to become more
familiar with the organization specially the tasks involve rules and regulations, organization objectives and other co-workers. Each newly recruited employee is required to attend orientation program conducted by the organization. This is important for the employees to adjust the new work environment in the organization
Training and Development; all employees in the organization must undergo continuous
organizational training and development so that they can maintain their effective work performance and adapt the newly emerged work practices.
Performance Appraisal; the manager must assess his staff's performance based on the
tasks assigned to them. The manager can do that by using performance appraisal. In performance appraisal process, the manager needs to use the appropriate forms and
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appraisal systems that are designed by the human resources department. Performance appraisal encompasses the process of identifying, evaluating and managing the performance of the individuals in the organization. By using the performance appraisal, a typical employee can be appraised to see how far he has accomplished the job as assigned by his superiors.
Performance Evaluation comes handy for the new employees to learn about how they
can improve their own productivity to meet the organization's need for quality. In your opinion, when can the organization conduct the orientation program? When it is suitable for the organization to arrange for the employee training and development.
-Salary; money received by the worker for the work rendered for a period of
time (weekly, monthly etc.) -Allowance; additional financial and non-financial rewards beside the basic salary such as annual leaves, sick leaves and medical insurance. -Incentives; additional financial reward given to the employees to motivate them. For example, sales incentives may include the sales commission and holiday vouchers. Other incentives can be performance bonuses, attendance bonus and excellent performance awards -Health and safety of workers; the organization is responsible for the health and safety of its employees at the office. The organization also has to ensure that the job offered is safe and happy. In this context, health refers to the overall physical and mental well-being of the workers, and safety is associated with the organization's actions to protect the workers from possible injuries that could be caused by hazards at the workplace -Industrial relations; an organization consists of workers with diverse backgrounds who collaborate together to achieve the common organizational goals. Sometimes, the personal needs of these individuals are not parallel with the organization objectives or their work styles do not fit into the organization system. These discrepancies can create conflict. Industrial relations refers to the developed systems and approved regulations that are embedded in organization policies to provide a conducive work environment. They are components in the industrial relations; namely Relationship between the employer and the employee; to maintain a pleasant working
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environment, the organization must focus on the relationship between the employer and the employees. A stressful working environment in which there are numerous conflicts between the employee and employees would affect the workers' performance and, eventually the organizational performance.
Discipline of the employees; industrial relations also involves taking disciplinary action
on the employees that fail to adhere to the organizational rules and regulations.
Labor unions
shareholders
com petition
custom ers
External factors include economy, technology, customers, competition, share holders, labor unions, labor market and legal requirements. Each respective factor, either by itself or by a combination of other factors, can influence human recourse management recession
1- The Economy of the nation is a major environmental factor that affects human
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resources management. In general, an economic boom or recession can determine the level of demand and supply of the workforce. In the recession period, more potential candidates would be looking for jobs and organization could have more choices to consider from a larger pool of human resources. The state of economy can also affect the career development of the employee. When the economy is booming, the organization tends to reduce the training and development activities for its staff as compared to when the economy faces recession. For example, companies contributing to the human resources development fund (HRMF) are allowed to use some of the contributions for the training and development of its staff. Another function of human resources management that is affected by the economy is the compensation and rewards for the staff. When the economy is stable , the organization would give out lucrative bonuses and promotions.. The organization might put the bonus or salary increment on hold or it could come up with salary cut among its workers if necessary. In your opinion, how far is the effect of the 2009 economic recession on the management of human resources in your organization?
2- Technology; the rate of change in technology accelerates at an amazing pace. The most
challenging aspect for the HR managers is to train and develop their employees so that they can keep up with the evolving technology With various changes in technology, certain competencies become obsolete, and eventually employees need to re-learn new skills like the skill to use the latest models of computers (PC tablet, etc.), utilize the latest method in information technology and adopt the more advanced communication technology (teleconferencing) (videoconferencing) etc Technological advancement has also enabled the process of recruiting candidates to be done over the internet (e.g. online recruitment). Job vacancies in certain organizations would be advertised in the organization's web-site or a special recruitment web-site that scouts for possible candidates There are also some organizations which conduct computer based training. Another common use of technology in human resource management is the organization's human resources information system. The human resources information system can be used to produce accurate and current reports that could help the management to make decisions related to the needs of human resources, the career planning and promotion; policy assessment and human resources
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practices.
3- Customers; customers are the people who actually use a firm's goods and services, and
they also are part of the firm's external environment. Since sales is crucially important for the survival of an organization, management needs to insure that its human resources practices are customer- friendly Customers constantly demand high quality products and after purchase service. If the longer look forward to continue buying products from the firm. Therefore, the employees capable of providing top quality goods and services. These scenarios are correlated with the skills, qualifications, at motivation of the employees
4- Marketplace, and the Labor Market: there will always be other firms that produce
the similar products or services. Thus, a firm must maintain a supply of competent employees if it aims to succeed, grow and prosper in the competitive business environment. the firm's task is to ensure that it obtains a retains a sufficient number of employees in various careers to maintain its competitive advantage Employees have high mobility. Employees changing jobs from company to another. To encourage the high-performers to continue working with the organization, the management must have excellent human resources policies, attractive compensation package (even better than what the competitors are offering), safe working environment and continuous training and development programs for staff so that they equip themselves with new skills.
6- Labor Unions; types of compensation, work benefits, salary level and working
conditions reflect the joint decisions made by the labor union and the management of the organization. A union is established by a group of employees who aims to improve their working conditions. Usually, labor unions will negotiate with the management in the organization that has labor unions. Labor union can influence the management decision on the compensation and benefits received by the employees Normally, the main issues by the union include compensation packages and work place surroundings.
7- The Labor Supply Market; an organization gets its supply of human resources from
the labor supply market. Labor supply market is viewed as an external environmental factor
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since newly recruited employees are taken from this labor market. The labor supply market changes periodically and these changes directly affect the organization's manpower The organization has a group of employees who originate from different races, religions and ethnic groups. The multifarious backgrounds of employees have wide impact on managing human resources in the organization. Managers must ensure that they are sensitive to the different needs of these groups and practice fair judgment in their course of action The labor market provides organizations with employees of diverse backgrounds and qualifications, different job positions within the organization require the organization to hire people with combination of multiple skills Conducting the training and development programs will accommodate these changes in the human resources management in the organization. If the human diversity in the organization is not well-managed, then the organization has to face high turnover, difficult communication and interpersonal conflicts between the employees and the organizations.
L eadershipstyle
Corporateculture
3- Senior Management; senior management plays a big role to generate success and
income for the organization, and the management needs the back-up support from the staff. Focus should be given to human resources and its respective functions.
4- Corporate Culture; corporate culture is the system of shared values, habits within an
organization that ties the members of the organization together. For example, an organization needs to encourage its staff to build on their skills, and support human resources policies such as informal recruitment, flexible compensation schemes or generic work plan
Third, when jobs are changed significantly as results of new technologies, methods, procedures, or systems. Job analysis will have to be carried out to take into account the current changes. The information gathered in job analysis is used to prepare both job description and job specifications. A job description is a written statement that provides information regarding the tasks, duties, and responsibilities for the job Besides, describing the nature of the job, it also points out what is expected to be done by the job holder. On the other hand, a job specification outlines the minimum acceptable qualifications a person should possess to perform a particular job. The following chart illustrates how job analysis is conducted and its various uses
Selection; carrying out a selection process to obtain employees for the organization needs
careful planning. A complete and detailed job analysis would assist the human resources manager to match the individual with the most appropriate job position according to the skills, knowledge and abilities that he has.
Training and development; job analysis plays an important role in identifying the need
for employees training and development. Job analysis information is used to develop training programs. Job analysis and specification usually reflect the career development path for employees. If the job specification suggests that the job position requires certain knowledge, skills, or abilities and the individual in that position does not possess the requirements needed, then
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he needs to undergo training or development programs. Training and development helps employees to perform the job as detailed in the job description or to prepare them for higher posts in the future
Performance evaluation; the performance standards that are used to assess the
employee's performance for the purpose of job promotion, gratuity, discipline or dismissal must be related to the job. Information contained in the job analysis must be helpful to the managers to make better human resources decisions
Compensation; job analysis information is also used to compare the relative contribution
value for every job to overall performance of the organization. To be able to give out the compensation, the relative value of a particular job in the organization must be derived before the job can be estimated in its financial terms In general, the more worthy the job and its responsibilities are the more valuable the job's role to the organization. A job position that requires better knowledge, skills, and abilities should be worth more to firm
Safety and health; job analysis information is also very useful to identify safety and
health considerations. For example, an employer needs to specify if a particular job is exposed to certain hazards or otherwise. The job description/specification should reflect this condition.
Your idea;
Think how job analysis can help in the human resources management functions in your organization
Exercise
Job analysis is the most basic tool in human resources management. Discuss.
There is also some job analysis process that determines the level of accomplishment of the job position. Sometimes, job measurement is also used to decide on the duration needed to complete the task. Apart from that, the job analyst looks at the job context like, the job schedule, financial and non financial incentives and the physical work environment Since some of the job positions require collaboration with other job positions, then the organizational and social context need to be taken into account as well. Educational qualifications, training and required work experience related to the job should also be considered.
function is supposed to be When collecting the information from the employees, the job analyst should get information from a group of employees instead of an individual worker only. If there is a discrepancy in the information received, the job analyst should obtain additional Information from the employees involved, his manager or from other fellow workers who are doing the same job. It is also a common practice for the managers and supervisors to re-examine the job description produced
Job analysis
Combinati on
Critical incidents
1- Interviews;
Job analysis data can be obtained through three types of interviews; an individual interview (a one- to- one interview), and team interview (an interview with a team of workers with similar job positions) and an interview with supervisor/s. A team interview is conducted when there is a large number of employees are doing the same job. It is the most cost-effective and the fastest way to learn about a particular job. Usually, the job analyst interviews the employee first and assists him in describing his job activities. Then, the job analyst contacts the supervisor to obtain additional information, check the information accuracy, and clarify
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certain points.
2- Surveys;
Information also can obtained by structured questionnaire to be filled by the workers and their supervisors. The questionnaire is used to gain information on the job tasks and responsibilities, job objectives, physical environment, other requirements to perform the job (skills, education, physical and mental needs, etc.), Other work tools that will be used, and issues regarding the job health and safety. Even though this method is fast and economical, but sometimes the worker's limited oral communication ability might affect the effectiveness of this method.
3- Observation;
By using the observation method, the job analyst watches the employee performing the job task and records his observations This method is used to collect information on hard labor work like the machine operators. It can also help the analyst to identify the interrelationship between physical and mental tasks However, observation alone is not sufficient to conduct job analysis; specially the mental skills that would be a major part of the job itself. For example, if we are observing an accountant at work, there is no much information that we can collect on the requirements of the job.
4- Employee Notes;
The employees are asked to elaborate on their daily work activities in a daily log book or diary. The activities would be recorded in the log book at specific times (e.g. when working shifts, and employee may need to record his activity every hour or half an hour), Normally the employee will need to record his daily activities for a period of time (e.g. a week period or a two-week period). Still, the job analyst needs to be cautious of any fabrication that could have been made by the employees.
the job. 2- Mental process- cognitive activities, decision-making, planning and processing information related in performing the job. 3- Work output- physical activities and tools used by the worker to do the job. 4- Job context- physical and social context when performing the job. 5- Personal relationship- interaction with other workers when doing the job. 6- Other activities- situation and features related to the job. A completed position analysis questionnaire will be analyzed by the computer to produce a profile and its traits.
JOBANAL S Y IS
S OURCEOFINF ORMA TION Work analysis, Workers, supervisors JOBD CRIPTION ES Objectives, Task, Responsibilities, Required capabilities, Relationship with other jobs, Work environment
WORKD T AA Task, performance quality responsibilities, , required knowledge, work context, tools used
F UNC ION OF H T UMAN RE OURC S MANAGE NT S E ME Recruitm , s ent election, tra in a developm t, in g nd en perform nce appra a com a is l, pens ation m g ent, ana em rela tions betweenem hip ployer a em nd ployee, em ployee hea a s lth nd afety
INF ORMA TIONGA ERINGMETHOD TH S Interviews, questionnaires, observations, worker notes, crucial event methods,
JOB DESCRIPTION
Information obtained through job analysis is crucial for development of the job description. A job description is defined as " a document that states the tasks, duties, and responsibilities of the job" It is important that job description is appropriate and accurate. It should provide a concise statement on what the employee is expected to do on the job, and indicate what employee does, how he does it, and the work conditions. There is no standard format for job description, so job description varies from one organization to another. Position Human resources officer Job station Department Job analyst Analysis date Salary category Reporting to Job code Checked on Khartoum Human resources management Mohamed Adam June 14th 2010 Executive Human resources manager A-66 June 16th 2010
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Job Introduction
Job Statement
recruitment and selection, testing, employee orientation, employee transfer, updating and maintaining employee files. 2. Job holder is also expected to administer employee welfare, give training and analyze matters related to employee compensation, benefits and incentives. 3. Job holder is also required to prepare the human resources reports.
1. Conduct the recruitment process to fill in vacancies in the organization. 2. Check and review the job advertisements. 3. Examine the resume and application letters of the candidates to select
the potential candidates. 4. Schedule and conduct interviews to decide the candidate's suitability with the job advertised. 5. Inform the employees on compensation and company policies through training, memo, letters, meetings, and/or bulletin. 6. Carry out orientation process for new employees
Job Specification 1. University graduate with a degree in human resources management, business management, or psychology. Or advanced diploma in human resources management with three years work experience. Or combination of work experience, education and training which are equivalent with university qualifications. 2. Have experience in recruitment and selection of employees and manpower allocation. 3. Knowledgeable in the labor laws. 4. Independent and self-initiative. 5. Able to work with all levels of employees. 6. Competent in Microsoft Office.
Job Title
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The first item in the job description is the job title which has several uses. A correct job title reflects the features of the job and differentiates the job from the other jobs in the organization, job title such as "electronic engineer", "salesman", "food inspector" can provide a clear picture of the job task. Unfortunately, some job titles are confusing For example, a "Marketing Executive" in one organization has to do the market planning, but another marketing executive in another organization might have to be salesperson as well. The job title is important to attract potential employees in the organization. Today, an individual's social position is closely related to the type of job he holds. The job title carries a psychological effect in terms of the position and status of the employee. For instance, "hygiene control engineer" sounds better than "trash assistant". The job title of certain position also has to reflect the employee's position in the organization. Surely, a senior engineer highlights that the person holding that position is far more experienced than a mere engineer.
Job Introduction
Job title is always followed by a job introduction. The job holder would need to report duty on the day the analysis is done. The date of the analysis is included in the job description to help assist in identifying the changes in the nature of the job. By signifying the chain of command like who reports to whom, then a clear picture on the job position in the organizational hierarchy can be created.
Critical Functions/Responsibilities;
Statement on the respective job tasks will be arranged according to the importance of the tasks. Job list statement has to focus on the job responsibilities and decisions to be made. It is a common practice also to highlight the tools used by the job holder in his job. This section provides guidelines on the type of training provided. No doubt, a job position experiences changes over the period of time. The job scope will span over bigger areas and the task would become more completed. Thus, the last task shown in the job description will highlight; The job holder will also be required to perform other tasks as stipulated by his supervisor Inserting the above phrase in the job description would avoid future problems if the employees refuse to perform other duties not mentioned in their job descriptions. The tasks and responsibilities should be clearly stated, otherwise, they cannot be used as the basis for performance appraisal.
Job Specification;
Job specification contains all the acceptable qualifications that a person should possess in order to perform a particular job. There are two components in the job specifications; 1) the needed skills, and 2) physical needs of the job
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-Writing an accurate job description -When writing a job description, it is important to use clear and accurate statements. -The manager might think that the job description is taxing as it disturbs the responsibility and the task of other employees. -It is interesting to note that there are some many software packages to help this task. -These software can be obtained from HR magazines and the internet. -Writing an accurate job description -As an international standard It is advised to use the present continuous tens. -Use direct words and statements that describe the task specifically and precisely. -Arrange tasks in a way that represent the importance of tasks compared to other tasks. -Use simple language to be understood by all levels of workers.
Job Specification
Job specification addresses issues like "what are the needed features and experience that an individual should have in order for him to do the job efficiently. Job specification is a statement that lists the knowledge, skills, and abilities that an individual should possess to do the job. It can be a different section from a job description or it can be part of the job description.
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S upplyforecast
D andforecast em
-Quantitative methods; The quantitative methods include Zero-Based Forecasting, Bottom-up Method and Trend Analysis.
Zero-Based Forecasting;
The approach uses the organization's current level of employment as the starting point for determining future staffing needs. If an employee retires, fired, or leaves the firm for any other reason, the position is not automatically filled. Instead, an analysis is made to determine whether the firm can justify filling it. It is concern for creating new positions when they appear to be needed. An open position is analyzed before a replacement is approved. The position is not filled and the work spread out among remaining employees
Bottom-up Approach;
A forecasting method that begins with the lowest organization units and progresses upwards through an organization, ultimately, to provide and aggregate forecast of employment needs. It is based on the reasoning that the manager in each respected unit is the most knowledgeable about employment requirements. Human resources forecasting is often most effective when managers periodically project the human resources needs, comparing their current and anticipated levels, and giving the human resources department adequate lead time to explore internal and external source.
Trend Analysis;
Is a quantitative method that uses the organization index; like sales or production to forecast the human resources need. This method based on the amount of the workers in the organization, so the information must be accurate and recorded. This method involves few steps 1- Choose one of the organization index (sales) 2- Get the information of the trend history with the index of the number of workers need. 3- Count the productivity of the workers for five years. 4- The productivity is counted by dividing the total sales by the worker; and. 5- Last, make forecast about the human resource need.
Qualitative Methods;
Management forecast; unlike quantitative methods, qualitative method does not require statistical or mathematical calculations to do the forecasting. A normally used qualitative method is the management forecast in which it highlights on the fact that the future needs for human resources in an organization relay on the suggestions of the supervisors or the department managers Human resource planners in the small and large organization seek opinions from the experts that can assist them in developing forecast that would determine the human resources needs in the organization. In this method, each respective supervisor or manager is responsible to estimate their human resources needs.
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Skill Inventory System; the skill inventory system provides a collection of information
on the non-management workers which usually is stored in the computer. The information is listed as below 1- The background of the workers 2- Experience 3- Skill and knowledge. 4- Past time performance report. 5- Objectives and 6- Training program the worker involved in. The system shows the readiness level of non-management workers to hold a higher position. And updated and well-prepared inventory system would allow the organization to match the expected job vacancy with the worker's background
Management Inventory; the management inventory stores the information about the
managers. It retains the information from the skill inventory system and extra information like -Development needs. -The potential of promotion after undergoing advanced training and development. -Job specification. -Type of work and location. -Purpose and aspiration of work. -The retirement date. -The worker's test results
Markov Analysis; Markov analysis is a method used to identify the working pattern of
the different types of work. This analysis shows the percentage and number of workers who are still working in the organization, workers who were promoted, changes in the workplace, and layoff Replacement Chart; this chart shows the Information about the post in the organization, including the name holding the position and the names of the respective successors. This chart is developed to identify the current worker position and inform the higher management on the potential workers who will be promoted, retired, replaced or retrenched.
Sometimes, the workers in the organization are unable to fulfill the forecasted needs of the organization's human resources. The reason why the organization has to depend on the outside supply may include - Internal workers are not equipped with the necessary qualifications and skills. or - The rapid expansion in the organization results in insufficient number of workers to accommodate the growth. or - None of the employees in the organization is fit for promotion. - Management is seeking for candidates to fulfill the senior management positions. When the situation occurs, the organization needs to hire outside personnel. Some organizations will recruit fresh graduates from universities, institutes, vocational centers, or competitor companies. There are many factors affecting the labor supply, among them; - Changes in demography, and - Demand for skill workers, and - Economy, and - Level of manpower, and others. - What else?????
alternative solutions include; - Early Retirements, - Demotions, - Layoffs, - Terminations Surplus employees' decisions are some of the most difficult decisions managers must make, because the employees who are considered surplus are seldom responsible for the conditions leading to the surplus. A shortage of a raw material such as fuel, or poorly designed or marketed product can cause an organization to have a surplus of employees.
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external
recruitm ent
internal
surplus
Earlyretirem ent
term ination
Part Four R E C R U I T M E N T;
Recruitment is the process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, and encouraging them to apply for jobs with the organization Finding the appropriate way of encouraging the qualified candidates to apply for employment is extremely important when a firm needs to hire employees. Tapping productive source of applicants and using suitable recruitment methods are essential to maximize the efficiency and effectiveness of recruitment
Alternatives to recruitment
Human resources planning indicates a need for additional or replacement of employees. A firm may decide against increasing the size of its database of workers. The cost of recruitment and selection is expensive as the organization has to consider; the
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search process, interviewing, agency fees, orientation and training cost, and relocation and processing the new employees. Therefore, a firm may consider its alternatives carefully before engaging in recruitment Alternatives to recruitment commonly include; outsourcing, use of contingent workers, employee leasing, and overtime Outsourcing; a process of transferring responsibility for an area of service and its objectives to an external provider. Subcontracting various jobs to other firms has been a common practice in industry for decades. This decision is usually made when the subcontractor can perform with greater efficiency and effectiveness
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1.The organization can choose the right candidate based on the performance record 2.The organization can cut down the cost and time 3.The organization is able to motivate workers to perform well 4.The organization is able to increase loyalty of workers towards the organization
5.Lack of new ideas 6.The recruitment process might be influenced by some factors 7.Skills and knowledge needed by the organization may not be met.
1. New candidates is the resource for new ideas 2. New candidate might have new and wider skills and knowledge than the internal worker 3. The external candidate might have the required experience needed by the organization
4. The candidate who is not selected may leave the organization 5. Higher recruitment cost 6. The chances of selecting unsuitable candidates will increase. 7. Additional cost of orientation and training.
RECRUITMENT METHODS
By examining the recruitment source, a firm determines the location of potential job applicants. It then seeks to attract these applicants by specific recruitment methods. Suitable recruitment for an organization includes; internal recruitment method and external recruitment method;
The management inventory has detailed information on every manager and can be used to identify potential individuals that can move up to the senior positions. The skill inventory system has recorded the readiness level of non management workers to either move to higher positions or transfer to other department in the organization. As recruitment devices, these tools are very useful as it assist the management to identify whether the individual is ready to be promoted or not Job posting and job bidding; job posting is a procedure to inform employees that job opining exist. Job bidding is a technique that permits employees who believe that they possess the required qualifications to apply for an advertised job The job posting and bidding procedures can help minimize the common complaints that insiders are not aware of a job opening until it has been filled. It also provides the freedom of choice and encourages career growth. However, a job posting and bidding system have some negative features. An effective system requires the expenditure time and money.
Job fair; sometimes, a group of firms might have their own job fairs to attract
bigger numbers of potential candidates for their firms. Also universities and
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SELECTION PROCESS;
The process starts with a preliminary screening, at which the applicant's resume is submitted to the human resources department to determine the suitability of the applicant. Generally, the human resource executive will use the job description as a guideline to assist them in reviewing the applicant's information. Besides identifying the required competencies possessed by the applicant, job description also helps to differentiate the suitable applicants from the rest of the applicants.
SCREENING APPLICATION
Usually, applicants send their resume when they apply for jobs in certain companies. Resumes are standard documents used by the applicants to highlight their qualifications. If the response towards the recruitment process is favorable, then the company has a bigger pool of applicants that it can consider The main purpose of having a screening application process is to ensure that the applicant have the needed qualifications and knowledge in order for them to be hired for the job. The human resources executive will use the job description as a guide to decide on the required skills, knowledge and abilities of the particular job. Unsuitable applicants will be disregarded at this stage.
PRELIMINARY INTERVIEW
After the application forms have been screened and enlisted, the potential applicants will called for preliminary interviews. The preliminary interview gives an opportunity for the applicant to see whether the organization and the job vacancy meets his expectation in terms of salary, work environment, location and career advancement opportunities During this interview, the interviewer gets firsthand knowledge on the applicant which cannot be obtained from the resume alone. This is known as the visual screening. Though some applicants might have sent detailed resumes, they still need to fill up the application forms when they attend the preliminary interviews.
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SELECTION TEST
Even though most employers use interviews to assess the candidate's skills and capabilities, the assessment can further be verified by using the selection test. Selection test is a sample behavior measurement which is objective and constant and it is used to measure knowledge, skills, abilities and other individual traits Selection tests can range from simple test to ( a typing test for the clerical position, driving test for the drivers etc) to a combination of a few complex tests (cognitive tests for management positions) to choose the most appropriate candidates for the vacant position Since a selection test can be used to assist a manager in making a selection, then it is crucial to ensure that the test is well developed. Only a well designed test will be valid and reliable to choose the most qualified candidates
TYPES OF SELECTION TESTS Cognitive ability test; cognitive ability test measures an individual's competency to
perform a job. It tests on the general reasoning ability, vocabulary, verbal ability and numerical skills. Examples of cognitive ability test is intelligence test and specific cognitive test;
Intelligence test (IQ test) IQ test measures the general intellectual ability of
a person; it doesn't only assess a single intellectual trait but also it tests on memory, numerical ability and vocabulary. IQ test is a good performance indicator for most job functions.
Specific cognitive test; specific cognitive test evaluates the mental capability
like deductive and inductive reasoning, oral comprehension, memory and numerical ability. The test is also known as the attitude test in which the test also checks how inclined the candidate is towards his job.
Job knowledge test; this test is designed to measure the level of understanding of a
candidate in the job he is applying for. Job knowledge test can be specially developed for a certain job based on the information gathered from job analysis.
Work sample test (simulation); work sample test measures how the candidate can
actually perform parts of the job. Work sample test simulates the real work environment and gives the employer an opportunity to observe the candidate "in action". Work sample test will give a real picture of the candidate's actual capabilities and skills. These tests have high content and predictive validity. In other words, work sample test is valid, cheap, reliable, and fair and can be accepted by the candidate Personality test; if the cognitive ability test measures the mental capability, then
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personality test assesses the personal traits and behavior of the candidate. It also used to identify the candidate who is highly motivated, flexible and excellent team player. Some companies use personality test to classify the personality types Personality test is the most difficult test to conduct. It is also very costly and the assessment of the test can only be done by the qualified experts. An expert must analyze the person's reaction and make a conclusion based on the person's behavior. The use of this kind of test depends on the assumption that there is a relationship between the personality aspect of the candidate and the completion of the job. Though, the predictive validity of this test is low, still, if it is used together with the cognitive ability test, a better prediction on the work performance can be attained
Individual recruitment yes yes yes yes yes yes yes Screeningapplication Preliminaryinterview Selection test Job interview Background investigation Selectionresults Medical check appointment No No No No No No
basic knowledge needed to perform the job. Example; "what factors should you consider when developing a health awareness program for the public?"
Unstructured interview;
In an unstructured interview, the interviewer is free to ask any question that comes to his mind. In contrast with the structured interview, the questions asked will not follow a certain format or guidelines. Questions may differ for each respective candidate. The interviewer will only ask additional questions based on the answers provided by the candidate. This type of interview gives the freedom to the candidate to determine the direction of the session and the candidates are encouraged to speak up as much as possible. The interviewer might ask open-ended questions like "tell me about your experience in your previous job". And usually, the interviewer will give the opportunity for the candidate to speak without interruption. In general, in an unstructured interview, the interviewer will be the passive party by listening to the candidate's explanation, not arguing with him, or change the topic of communication without warning. Additional questions will be asked to allow the candidates to elaborate more on the answers than structured interview.
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The freedom given to the candidate in an unstructured interview is invaluable as it can highlight the actual traits, personality and behavior of the candidate which cannot be observed in a structured interview. Since the direction of the unstructured interview is largely determined by the candidates and there are different information gathered from different candidates, the reliability and validity of an unstructured interview is very low.
Situational interview;
Another structured interview that focuses on questions on how the candidate would behave in a given situation. Unlike the behavioral specification interview, questions asked in the situational interview are based on assumed events only. Situational interview emphasizes on a particular situation. For instance, a candidate for the supervisory position will be asked on how he will react if one of his subordinates is late for work. The response given by the candidate will be appraised by comparing it with the pre-determined feedback.
3- Panel interview
Panel interview means the candidate will be interviewed by a panel of interviewers. In the panel interview, the candidate will meet up with three or five persons who will take turns to question him. At the end of the session, all
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interviewers will share their observations to achieve a consensus on the suitability of the candidate. panel interview normally is more reliable than a one-to-one interview because it involves more than one person, allows for a better decision to be made and reduces the decision-making time.
4- Group interview;
In a group interview, a few candidates will be interviewed simultaneously by a panel of interviewers. Generally, in a group interview, the panel will give a problem to the candidates to solve, and the candidates will respond to the problem accordingly. This time-saving method is very useful for busy officers.
5- Computerized interview;
With the advent of information technology, many organizations are now using computers and internet to assist them in conducting interviews. In a computerized interview, the candidate normally is required to answer a set of multiple questions (may range between 75-125 questions). The candidate's responses will be compared to the best answers from other candidates. Computerized interview is used to reject unqualified candidates and select the potential candidates for a face-to-face interview. Through a computerized interview, making judgment based on the person's personality will be eliminated. However, some candidates might feel that the computerized interview reflects that the employer-to-be is less interested to develop personal contact with the employees.
6- Stress interview;
Stress interview is an interview with a set of harsh and probing questions that is specially developed to make the candidate feel uncomfortable. This kind of interview attempts to identify overly sensitive candidates and investigate whether the candidate has a high or low stress resistance level. This is important for jobs that require the candidate to have a very high stress resistance level especially customer based positions.
fails to distinguish between the potentially good candidates from poor ones. VARIFICATION OF INFORMATION GIVEN BY CANDIDATES; For the purpose of reference check and background investigations, candidates are required to provide a few contact persons that could provide extra information on them to the potential employer. Most firms conduct reference and background investigations to investigate more on the candidate's background. Reference check and background investigations provide additional information. The purpose of having reference checks and background investigations is to check on the validity of the information given by the candidate in his resume and to investigate whether the candidate has a criminal record, traffic offences, etc. Reference check and background investigations can be used as alternative screening tools to reject candidates who provide false information about their work experience. Besides that, these tools also help the management to probe into the candidate's background to see whether he has committed offences that would directly related to the job he is applying for. Reference checks and background investigations can be done either over the phone of via written correspondences. Generally, reference checks by phone are more popular as it saves time, information can be obtained immediately and the answers given are more honest and sincere. The supervisor is the best person who would know the work performance and behaviors of the candidate very well. Incomplete reference check will lead to high turnover, by conducting the reference check, the organization can acquire invaluable facts on the habits and behaviors of the candidate. In some rare cases a firm can verify the information validity by administering a polygraph test, the polygraph test or a lie detector test measures the changes in blood pressure and heartbeat of a person when he lies
SELECTION DECISION;
The most essential step in the selection process is the decision to accept the candidate. A final selection will be made based on whether the candidate has succeeded in all levels of the selection. This will be done after the interviewer has evaluated the candidate's score in the selection test and the interview session. Even though the human resources executive is involved in almost every stage of the selection process, the final decision will still fall upon the managers who are responsible for the job performance of the new employee.
Medical examination also creates a personal health record for the employee in order to make health claims in future from the insurance companies. Besides that, medical examination will also identify other health problems, reduce the possibility of tardiness or not showing up for work, or detect other diseases not known by the candidate.
What is the difference between - Education. - Learning. - Training. - Development. - Capacity building. Structure and function in training and development. Human resources training and development include the planned learning activities systematically and continuously in the organization. It is meant to give opportunity to all employees in the organization to equip themselves with knowledge, skills, capabilities and attitude in order to fulfill the job requirement currently and in the future. McLagan (1989) suggested three approaches which can be utilized to develop human resource and improve effectiveness and productivity of employees, work groups and organization. Through (training and development),( career development) and (organizational development), employees will be equipped with required skills to meet the standard work performance for now and for the future. Training is a planned learning process implemented by organization to provide knowledge, skills and required attitude in order to carry out the work, and increase current performance. Training provided to workers need to be related with the current work scope, so the workers can practice immediately what they have learned as soon as they get back to their work place. Development generally can be seen as a learning process to upgrade employees, and not necessary to be connected with current work scope. Normally employees would like to improve their career, either with current or other organization. The organization that sensitive towards employees' career requirements will provide facilities and opportunity for the employees to enroll in short term or long term courses, within their interest and organizations value. For principle functions human resources management, it can be seen that training and development, career development and performance management is part of the functions that need to be carried out by the organization that want the employee to be efficient and effective to help to achieve the organization's goals.
employees need to know about the organization's policy and regulations so there will be no problem in the future. They need to know the system and work instruction so they can work properly. Other than that, they need to know other employees in the organization especially the managers, supervisors and colleagues, and the employees who are from other departments who they need to work as team. Therefore, the orientation program organized need to take in the aspects relate to the organization, work scope and employees. Through the well organized orientation program, new employees can manage themselves with the organization, work scope, leaders, other employees as well as the new work environment in a short time. Training also needs to be given to the potential employees in their career. In this situation, the identified worker will be trained and be prepared in knowledge, skill, attitude and capability when times for promotion. For example, an identified officer with potentials to be promoted to a manager need to have higher level of efficiency compared to current level because of the different duties and responsibilities. Employees who transferred from one department to another department also need to be trained so they will understand the new job requirements. Training needs will arise when there are changes in technology or changes in the market request. These types of changes may influence and highly demand in the output process and work system. To ensure customer requests' are fulfill, organization need to re-evaluate and modify the output process and existing work system. When the structure and work system change, the workers who involve will need to be re-trained. Training need to ensure each worker understands and can do the work with the new work procedures correctly. Training also need to be provided when there are other changes in the organization such as re-structuring, changes in policy and procedures, new management, implementation of quality management system, new equipment, etc It is important to ensure the existing knowledge and skill not outdated and always be improved according to the individual needs, work requirement and organization requirement. For example, the organization needs to implement ISO 9002 quality system. To ensure the implementation successful until the certification, all employees, especially those who involve in quality work process, need to be trained so they will understand and support the organization's objective.
training and development effectively. Training process involves a few important steps. Each step need to manage carefully to get the results expected. The following chart shows the important steps to be taken in training process. It shows clearly that a trainer in organization not only organize training programs, but also act as an organizer, evaluator, designer and also as a counselor. Training process begins with needs analysis to identify where and whom in the organization that needs training. Not every problem or lacking in the organization can be solved via training. Therefore, careful in evaluation and prioritization for the training gaps need to solve first After that, suitable programs can be selected to achieve the objectives which have been set. Preparation for the materials and required tools, as well as the selection of the suitable location, selection of experts as facilitators is all essentials for the implementation
Effective training will generate efficient workers, actually, training is an investment that can give a positive return to the organization, if it is organized properly; otherwise, it will become a burden cost to the organization. If the workers do not show any difference after the learning process, it will make the training as a cost to the organization. However, if the workers are able to utilize what have been learned to increase the quality of the work, it will be a profitable return.
Technical efficiencies: requires 11 types of knowledge and skill to manage training process. This efficiencies emphasize on understanding of theory and adult learning principles, knowledge and skills in order to identify individual efficiency to implement their roles and tasks, and able to write the training objectives and skills to carry out researches Those who play the roles as researchers, program designers, training material developers, facilitators, evaluators and advisors, really need these efficiencies. Example, to be an efficient program designer, a person need to know how the adult learn, what factor will encourage them to learn and what are their needs, so the program design will attract their attention and interests Only after they understand the needs, they can set the program objectives and start to write about the program using computer. To write a program, they need to manage training venue, training tools and materials required. There are many other duties need to organize besides that, however in short, it shows the technical skills are important in this responsibilities
Business efficiency; business efficiency states ninety (90) types of knowledge and skills
relate to management, administration and economic are required to understand the business world and the surrounding where it operates. Two efficiencies emphasized are knowledge on business and decision making, and understand about organizational behavior. Other efficiencies include knowledge on cost-benefit analysis, delegation skills, organizational requirements, project management and record keeping This skill important for marketer, change agent, evaluator, manager or training executive. This is because they need to understand about the objectives and organization's requirement and current development in business world and relevant industries in planning and decision making about training Cost-benefit analyst need to estimate the investment towards training and the return to the organization and staff. Job will be divided to those in training unit to manage the project successfully
gather information, open mind, and observation skills are among the main skills required. Other skills include data processing, model development skills, self knowledge and vision. Researcher, change agent from evaluator needs all these intellectual efficiency to carry out the duties effectively.
Theoretical knowledge on adult learning principles Theoretical knowledge on work development Skills to identify efficiency Computer skills Skills to use training tools Skills to manage facilities/logistics Skills and knowledge to set objectives Skills in observation towards work results
Business experience Knowledge on cost-benefit analysis Delegation skills Industrial relation knowledge Knowledge on organizational behavior Knowledge on organizational development Knowledge on organization Project management skills Knowledge on record keeping Coaching skills Feedback skills Group process knowledge Negotiation skills Presentation skills Questioning skills Network relation skills Writing skills
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INTELLECTUAL EFFICIENCY
EFFICIENCY Data processing skills Searching and data collection skills Open mind and versatile thinking knowledge Model development skills Self knowledge visionary
Early preparation:
Organizations should equip workers with knowledge, skills, attitude and capabilities required in the first place in order to allow them run their new duties and responsibilities Refresher training should be given to them from time to time. This is important because various changes may happen and influence daily work activities. Eg. Changes in latest technology may influence their existing efficiency, procedures and work system; this is an important level due to the suitability with the new change
Continuous learning:
Workers' skills and knowledge should be upgraded systematically and continuously align with the internal and external changes happened. Internal changes involved work activities
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like policies, procedures, instructions, technologies etc External changes included current country's economic situation, Political stability, technology, globalization and other factors which can influence training. Workers need to be train or re-train so they will become more competitive, innovative and able to suit themselves with the rapid changes.
and they will be asked to repeat until objectives are met Drills exercise in training will be emphasized at the work place. These drill exercise will make the workers more skillful and efficient. Therefore, productivity and work performance will increase. Work environment; training can be organized at work place to implement the changes planned in organization development. Normally changes will involve the attitude and motivational of the staff. Some may accept the changes, but there are some who reject and even try to prevent it
To change the workers is not easy job. We need to understand the factors that lead to
these behaviors at the work place. Work rotation can be implemented to make workers get use to the new environment. Through this work experience, they will understand better the activities in the organization and the importance of each task including the roles They need to have a full view on the organizational operations. When the workers are exposed about the work environment, they will be more motivated and activate what they have learned. Training strategies which are suitable should be based on the training objectives which have been identified. If the organization objectives to increase workers' knowledge and understand, then the training strategy based on cognitive is more suitable to be used. Mean while, to increase workers in daily work, then behavior strategy are more suitable. To increase the workers motivation, work environment strategy more suitable that workers are more motivated to carry out the roles and responsibilities given to them. Process on developing training and development Training needs analysis phase; Needs analysis is a process that need to be carried out to identify either training or development is required in the organization. Main purpose of the needs analysis is to determine where and who needs training in the organization. Through needs analysis, we can identify the gap or lacks that may exist in; Organization performance is the organization already achieves the objectives. Current work performance is every worker have the knowledge, skills, attitude and ability required to carry out the current duties effectively and efficiently. Future work performance is the current knowledge, skills, attitudes and ability sufficient to carry out the future duties. Whose work performance that need training now and in future, and what type of programs needed This needs analysis is important because the information can determine either training needs to be carried out or not, and where is it needed, in what form, who is involved in the program, in what format need to implement and what type of evaluation can be
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carried out for this program. Then, it is obvious the need analysis is important and acts as a base in development of the effective training program. DeSimone, Warner and Harris (2002) explain five types of training needs base on survey results done by Brinkerhoff (1998). They emphasize that training needs refer to the gap exist between current performance shown compared to the set performance standard which can be solved by training program.
Performance gap training required to assist workers who do not meet the
standard performance required. The gap here refers to the comparison between actual achievement and the standard achievement set. For example, a sales person must sell 50 books a week, but he managed to sell 38-45 books only for 15 consecutive weeks. Here we can see there is a gap in work performance achievement.
Democratic needs- training needs base on the majority request. There are
times the workers make request to attend training programs base on their needs, taste and interest. Diagnostic needs- this training depends on the factors that may influence the workers performance. Training is more focus to the factors that can lead them to an effective performance in future and not to the current problem only For example, an officer would like to be advance in his career will identify the training and development program that can lead him towards that without looking at the problems he face now.
Analytical needs- training that is required identifying new work or job procedures which
is better from the current ones. The program can encourage the workers to become more creative and innovative so that can improve current work process The programs that can improve the work quality is an example where workers will be exposed to various methods and techniques which can be used to ease daily work routine and eliminate any steps that are not required, combine certain new steps and etc.
Law needs- this training is fix by the law system or certain rules. For
example, occupational safety & Health (1994) has determine that the organization must give training to all the workers on safety and health issues at the work place, which this is to make them aware on their responsibilities.
to carry out the job effectively Meanwhile, individual analysis is to identify if the workers have the skills required to carry out the work. Organizational analysis involves the evaluation towards organization needs through vision, mission, long term objectives and short term objectives. What are the requirements to meet the organization's objective? Are there any gaps that can prevent the organization from achieving the objectives? Are there any factors like external pressure that can influence the organization's movement? There are many questions at the organizational level that need to analyze and to identify the gaps. Second activity in this phase is to analyze the job to determine the work performance for each job in the organization. Job analysis also known as operation analysis, in this step the required result by the organization need to be identified not to be fixed. Three important questions need to be answered; What is the job and responsibilities involve in the work scope? What knowledge, skill, and capabilities required to carry out the work effectively? What are the performances needs to be established? Usually, analysis at the job stage refer to the job description and job specification in order to identify the activities for certain job and skills needed to do the work. There are five steps in job analysis after the analysis is done. From the example in organization analysis, we can say that to select a work scope of a training officer; List the duties and responsibilities required to carry out the work. Here we are going to list all activities or steps taken to do the work. For example, among the duties of training officer is to carry out the training needs analysis, to choose training programs and suitable trainers, prepare the program and training calendar, manage the training activities and participants. To do the training evaluation and prepare the report for management review Identify the type and knowledge level, skill and capabilities required to carry out the work. Example, to carry out the duties and responsibilities for a training officer A person need to have a good knowledge on training process, good communications skills and interpersonal skills, computer skills, and other training equipments, and able to organize independently or work in team Identify the performance level in work performed. Example, to prepare a need analysis report at the end of the year and when needed, prepare report for the management on training activities and financial status at every six month and ensure workers attend the training program planned and as well as update the training record for each worker.
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Identify the duties and skills needed in training program for a particular work. This determination will involve evaluation to know the difficulty level, importance and period required to carry out a particular work. Types and efficiency level also need to be determined for each job based on the evaluation. Example, if to prepare the report to management is important, we need to look either is it easy or difficult to do, and the dateline given to do it if training is not provided. Arrange the training needs identified according to priority. Duties and skills that are most important need to be solve prior to anything else. Example, if to prepare the report is important, but difficult to prepare and need longer period to do, no computer skills, then definitely need to give priority to it. Third stage in evaluation phase is to identify training needs at individual stage and to determine if the workers in the organization need the training to increase their work performance Two main questions need to answer that is; who needs to ensure which worker has the gap and lack of skills compared to current standard work performance. If gaps exist, we need to identify the type of suitable training to assist them close gap. Example, we have seen the organization requirement and duties of a training officer, now we need to observe the training officer performance to see if there is any gap exists in his work performance If the officer failed to update the workers' training record in a certain period, then we need to determine suitable training to give to him in order to increase efficiency. Maybe due to lack of skills in using computer system, causing the officer could not perform good performance. Therefore, suitable training in using computer needs to be given to the officer From that we can recognize that the needs analysis is a process run systematically by the organization to identify either training is required or not. Need analysis which is effective can give direction to the organization on a few important things including; Effectiveness for an organization to achieve the objectives compared to actual performance and the set performance standard.
Future skills gap compare the efficiency owned at present and the
efficiency required to carry out future duties and responsibilities.
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Survey; this method used to get feedback from public in a short time. Even it is low cost,
the feedback is beyond the control that many people do not return the forms within the period given and the forms are not complete when returned. Continuous monitoring need to be done to increase the percentage of forms returned Other than that, we need to use certain tactics like to make calls or to meet them personally with the respondents in order to get back the survey forms. This process takes longer time. In addition, the questions could be in long list which may bore the respondent. Also can find it difficult to get further details from the survey forms.
Observations; this method can produce precise information about a work because it can
be done base on the specific work flow. It can avoid from any interruptions at the work place. However, this also requires a skilled worker to observe and ensure nothing is overlook. Workers behavior is observe by someone. Other than that, this method may take a long time to get precise data and complete information.
Documentation; to use existing documentation may give precise information and data on
certain matters. However, existing documents may be obsolete and not suitable anymore. On the other hand, information needed may be difficult to get and take longer time if there is no proper filing system DeSimone, Warner and Harris (200) suggested resources of information can be used at each level in needs analysis to determine the training needs in the organization;
Organizational analysis;
Documentation analysis and organization planning- this can explain the organizational directions and to emphasize the
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training in the organization. Human resources inventory- this can determine the job vacancies due to resignation, retirement, etc. Vacancies will determine the skill level required for that particular job.
s alary
incentive benefits
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Types of equity
Many organizations attempt to develop a compensation system that will consider the issue of equity and fairness. Equity is the essential factor in the determination of salary rate, especially internal and external equity. For the employees, salary equity means the compensation received is parallel with the relative value of the work done. From the external perspective, the salary received in the organization must reasonably similar to the other salary rates in other firms. If not, the organization will have a problem to attract or maintain its competent staff. The following table presents the types of equities and its descriptions;
External equity refers to the situation in which the organization pays the wages relatively similar to the rate of wages paid by external companies for the same type of jobs. The compensation policies is said to achieve an internal equity when the employees of an organization believe that their salary rate is equitably the same with the job value in the organization.
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Individual equity is the extent of which the salary rate is distributed to certain individuals in the organization that reflects their respective merits.
and the employees A disadvantage of this system is it only provides the relative importance of a certain job and not the degree of differences that could exist among the jobs Besides that, the system appropriate to be used when it involves only a small number of jobs, not more than fifteen types of jobs. Yet, since it is easy to use this job ranking system, the method is most favorable in the smaller firms.
Factor comparison system; this system, just like the point system, allows the
job evaluation to be according to the factor-to-factor bases. The difference between the factor comparison system and the point system method is that the compensable factors in this system can be measured against the compensable factors of the major job functions in the organization, which acts as a job evaluation scales
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Major job can be defined as the essential job function that decides on the salary determinants that are commonly used in the labor supply market. The major job is assessed based on compensable factors such as skills, mental efforts, responsibilities and work conditions. Generally, a panel will be chosen to rank the criteria of the major job. The panel members will allocate the salary financial rate for each corresponding compensable factor. When the task is completed another factor comparison scale will be created to evaluate other types of job. The factor comparison system method has been often used in the organizations because of it several advantages. One of them is its accuracy and meticulous order Any job can be compared with other jobs to decide on its comparison value. The system also is more comprehensible for most employees in the organization. However, the system does not exist without its own flaw. In fact, the only set back of this system is its complexity in designing the system itself. It may look easy to some people but the development of the system is a whole other matter o be handled by the employee. Job evaluation is a technique used to decide on the relative value of each respective job. Bearing in mind that the job evaluation process is done internally and it does not take into account the market salary rate or the salary rate as practiced in other firms Job evaluation only focuses on the job value that complements each job and not the individual who is assigned to do the job. To achieve external equity, the firms need to conduct a salary survey.
Salary survey;
Salary survey aims to estimate the salary range for each grade level so that the salary rate in the organization is similar to the normal salary rate in the labor supply market. A good salary survey would produce a specific wage rate for particular jobs In practice, a formal written questionnaire is considered a comprehensive survey but telephone survey and newspaper survey can also be the sources of information The employer adopts salary survey in three ways; Firstly, the data survey is used to give a price to a benchmark job. A benchmark job is deemed as the most crucial job in the organization of which it represents the overall job structure. Also, it is a position in which most jobs are focused on. Secondly, most employers pay the compensation that is normally parallel to what has been provided by other firms for the same job type based on the informal and formal survey. Lastly, surveys also gather information on benefits like insurance; sick leave and any other type of leave which will be the bases of employee benefits
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decision. Large organizations conduct salary survey to seek for the comparable market wage rate in the labor supply market.
Benefits
Unlike incentives, benefits are not related to the employee's performance. Thus it is also not a motivation tool to improve productivity The benefits given are under the discretion of the management but there are compulsory benefits that should be provided by the employer as stipulated in the labor law; cost of living allowance, house to office transport allowance, housing allowance, over time payment, etc.
Incentives;
Incentive compensation always ties the salary with the productivity, the higher the productivity is the higher the compensation will be. It could be seen in different forms; The individual incentive scheme Team incentive scheme Profit sharing where a percentage of revenue is distributed to the employees. Employees share option plan Thank u C u in PhD. Program With my complements
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