HR MANAGEMENT 1

HR MANAGEMENT

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SECTION A- QUESTION 2

Approach to Online Recruitment

E-recruitment has revolutionized the traditional hiring procedure in the recent decade. As

a result, the pool of applicants has grown, and the ability to find the best candidate has been

made easier. E-recruitment, as defined, is the use of internet tools to conduct the recruiting

process (CIPD, 2021). When it comes to finding the best new employees, many companies will

struggle without the help of electronic recruiting. Over the past decade, e-recruitment has

emerged as a crucial success element for Human Resource Management because it influenced

efficiency and performance. Companies may publish job ads in the morning, receive applications

by noon, and hire staff by evening. Furthermore, the internet is the perfect location to maximize

talent because it is not geographically bound. Internet recruiting is beneficial when organizations

prioritize speed and worldwide staffing (Koong et al., 2015 p. 134). The case studies of Marks &

Spencer, Sainsburys, and Revolut, who lowered their recruiting expenses and the time it took to

fill openings by simplifying their HR process, are provided.

Marks & Spencer

The online recruitment method at Marks & Spencer is excellent. They maintain a

database of job openings on their website in a jobs section. Interested parties select the position

they want to apply for, fill up their personal information, and then create or upload a CV to be

considered for the position. Applicants for some occupations must take an online assessment

exam that ranges from 40 to 70 questions in length. Depending on the position, they may be

based in various parts of the UK or a different nation or area. In the case of job interviews, the
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company's website or landline is typically used. Visitors to the site for whatever reason will also

find a FAQ section that answers all of their inquiries.

For the Marks & Spencer recruiting procedure, you will get a confirmation email after

completing the online registration. An email receipt will be sent to the email address provided by

the applicant after the application form is completed and delivered. Candidates may browse the

Marks & Spencer website to see how their application for a job is progressing, and they can

change their personal information if necessary. If a candidate has a handicap or learning

challenge, Marks and Spencer provide a phone line to assist them in the application process.

Marks & Spencer's recruiting procedure has a six-month limit on reapplying for a job once a

candidate has already applied for a position.

Because it incorporates several of the best practices outlined in the preceding section, this

strategy provides some significant advantages for Marks & Spencer. Targeted recruiting may

help people better organize themselves and match their skills to their jobs by identifying the job's

specific criteria and the ideal candidate's traits. Identifying industry talent and reaching out to

them personally or through a recruitment agency is made easier as a result. Thereby, leaders

hired using this method are more likely to be aligned with the organization's values and perform

at a higher level, thus contributing to the organization's overall success.

Sainsburys

Career opportunities are advertised on Sainsburys’ website. The company and

employment openings are both well-represented on the website. The person specification lists all

of the traits and talents needed to do the task at hand to the specified standards. Human resources

must clarify in the job description whether a part-time sales assistant must have certain ICT skills
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to operate at a cash register, for example. According to the six-point proposal, Sainsbury's would

provide this information in one of six categories. Basic to the six-point strategy are the following

categories: physical characteristics, academic accomplishments, unique talents and hobbies, and

unique life situations. From the bottom to the top of a company, the selection process is

becoming increasingly complex and detailed. Candidate attitudes, communication abilities, and

the capacity to cooperate with others are important considerations for Sainsbury's when looking

for an Administrative Assistant. But Sainsbury's focuses on individual personalities and

experiences of applicants when selecting management-level staff, like in the case of the

Department Manager in customer service detailed above.

The HR department will choose the best candidates based on their experience and

personality and their ability to perform the assigned duties. Sainsbury's will request letters of

reference from qualified applicants and reject applicants who do not meet the requirements. A

candidate's worth to the firm will be evaluated using several selection processes, including an

interview. Candidates for a job may be needed to collaborate with others and submit their ideas

to potential employers. The organization will compare eligible interviews and choose the best

applicants. Candidates who meet the requirements of the position will get a formal offer. When

hiring new staff, Sainsbury's follows all applicable laws and collaborates closely with them.

Suppose the remuneration offered by Sainsbury's is lower than that of the current employee in

the same position or lower than what was promised under the Employment Protection Act. In

that case, the selected candidate has the right to refuse the post and bring legal action against

Sainsbury's. When an applicant is passed over for a position because of their race rather than

their qualifications, the firm is disadvantaged. Sainsbury's is used as an example to analyze how
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to pick acceptable people to carry out essential activities in HRM, where one of the most

significant aspects is how to retain its employees.

Companies must provide detailed information about their openings and select the most

appropriate distribution channels to create effective job descriptions and advertisements. Job

openings are more likely to attract applications if they are comprehensive and widely publicized.

When a corporation decides on a good applicant, they conduct various tests to see if they are the

right fit. Modern companies need a high level of human capital to be successful. A wide range of

initiatives and investments have been implemented by Sainsbury's to improve working

conditions for the company's workers. Having a well-functioning HR department helps firms

achieve their goals and boost productivity.

Revolut

All of Revolut's online hiring and selection takes place on its website. Recruitment

strategies that are swift, efficient, and cost-effective play a critical part in the success of an

organization. Employers may meet qualified, competent, and diversely skilled workers without

having to go through laborious processes constrained by time and distance (Leat 2019, p.130).

Job seekers begin the process of online recruiting by visiting the company websites and applying

for positions that have been posted. Job seekers use online platforms to submit their applications

after learning about the specifications of a particular post.

E-recruitment at Revolut uses major phases, one of which is a publication of the

company's open positions on the internet. Afterwards, the job seeker must look around the

website for openings. Candidates are then supplied with any relevant information about the

position. The use of applications aids in the selection process when hiring the right person. Pre-
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screening and self-assessment tools are included in these programs. The entire procedure has

been simplified to improve communication between the HR manager and potential workers to

foster a long-term relationship (Lee 2017 p. 58).

Document screening and phone screening are used as part of the online screening

procedure for job applications. Employers examine application forms, personal qualifications,

and other online attachments during document screening (Leat 2019, p. 113). The Revolut

interview panel makes a decision and compiles a list of possible job candidates throughout the

shortlisting process. On the other hand, during a phone screening, a panel of interviewers from

the company may contact potential workers to get further information to determine whether or

not they fulfil the selection criteria (Compton 2018, p. 57).

In conclusion, E-recruitment of M&S, Sainsbury's, and Revolut was discussed in this

article, and its components were outlined. According to the participants, e-recruitment has

altered the hiring process. Compared to the old technique, where the HR department has to deal

with piles of papers and applications, e-recruitment speeds up and improves the accuracy of

processing resumes. Since e-recruitment can boost production and efficiency, its costs are

justified. For this reason, it is strongly recommended that all organizations and businesses utilize

e-recruitment, which helps them get highly qualified employees, the actual asset of any

company. Online recruiting and selection processes can help organizations if the leadership team

emphasizes the equal opportunity to all job seekers. However, online job seekers who are

uncooperative should be avoided to save everyone's time in the interview process.

SECTION B-QUESTION 4
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Performance Management

Bias in judgment can develop when a person allows biases or personal interests to sway

their assessment of another person. Rater bias is the most common cause of rating distortion.

Rater biases are all too typical when evaluating an organization's effectiveness (Larsen, 2019).

Depending on the employee's actual performance, the rater's bias can have a significant impact

on the evaluation. For example, a typical employee can influence his job performance, but he

cannot influence any rater bias against him. There are a few key elements to keep in mind when

it comes to appraising personnel at the company. Because managers and principals are

vulnerable to rating distortion, their rating cannot convey an employee's actual performance. Due

to a lack of attention to the areas that require improvement, an employee who receives good

marks may not improve his performance (Tziner, 2018 p. 12).

All of the guiding principles are at play while assessing the engineers in this case. Using

numerous evaluation and feedback sources helps keep partiality in check and fosters a merit-

based culture. Aside from that, a large number of the new hires were recruited through the

company's alumni pool, which accounted for around three-quarters of the total. Conflicting

interests come to the forefront because he is involved. Performance rating assessment alludes to

the possible biases that affect performance evaluation rating, which can be both positive and bad.

' These distortions are usually linked to the manager's mood and attitude. The Halo effect,

Distributional, Contrast effect, Similar-to-me bias, and Halo effect are all common rating biases.

Overcome rating distortion by training managers.

Demetri and other potential leaders may bring up some of these issues working at the

organization. As a result of the fact that the new engineers were from the same university as
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Demetri, he was eager to participate in the training program. As a result, Demetri may be a

victim of the most common form of rating distortion: the inadvertent halo effect. According to

the Hallo effect, an employee who scores exceptionally high or low in one attribute is more

likely to score similarly or low in other traits. Workers with infrequent absences may receive a

high evaluation from their supervisor in other work areas, such as productivity. Another way of

saying this is that we tend to let our appraisal of one characteristic impact our assessment of that

individual's abilities in other areas. Managers often do this if they have a good relationship with

the individual they are assessing and don't want to be too harsh. They often do this when they

have a soft spot for a particular employee and allow their sentiments about that person to

influence their performance ratings. This is a fairly common mistake, and it's much more

difficult to fix.

Demetri, the principal of Expert Engineering Inc., may have a favourable impression of

the Purdue University-educated engineers who work there. He is more likely to give them a good

rating than scrutinize them. These engineers may be obtaining consistently high ratings on their

performance evaluations. This is a serious issue that has the potential to devastate the company.

Inaccurate assessments like this can cast a shadow on engineers doing a good job. Attending the

same university does not imply that they should be rated highly. Demetri is purposefully

inflating his rating because he isn't aware of his actions' ramifications on the organization.

The Demetri could also make a mistake known as the leniency error. The psychological

cost of disclosing poor performance, partiality, and a concern for fairness in rewards motivates

bosses to bias the performance evaluation of subordinates (Prendergast, 2018 pp. 67-91).

Performance evaluation bias is a concern since it has immediate and long-term consequences.

There is a direct cost involved with overpaying subordinates, which is not supported by their
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actual performance. It is difficult to make critical personnel decisions based on the performance

ratings and the effect of incentives on motivation, which have an indirect cost.

The Demetri may also make an unintended leniency error. Bias in performance

evaluation has direct and indirect costs. The direct costs are larger than the actual performance of

subordinates. Incentive costs are related to the difficulty of making critical personnel decisions

focused on performance ratings. The psychological cost of expressing bad performance,

partiality, and desires for parity in rewards motivate superiors to skew performance ratings of

subordinates (Prendergast, 2018 pp. 67-91).

Managers who award reasonably high marks to nearly anyone under their supervision are

easy A professors. Inactive employees are open to abuse here. Studies have revealed that

leniency mistake is a key concern when evaluating decisions that affect official decisions like

prizes and promotions. The contrary occurs when the management believes in the tyranny of

accurate assessment, focusing on the individual's flaws and harshly assessing. Managers

frequently give positive feedback expecting a poor performer would "grow into" it. However, if

everyone is rated highly, the system has little to distinguish between employees. The former

raters can be defined as easy or lenient, whereas the latter might be harsh or severe. There is

evidence that accountable raters are more careful when rating others (Thomton, 2019 pp.54-71).

Similarly, Doyle (2018 pp.1449-60) identified a link between accountability and rating errors in

negative appraisals. Giel (2021 pp. 195-45) obtained comparable results.

Also, the other principles may have a horn rater effect, associating these Purdue

University engineers with Demetri rather than themselves as individuals. This is the antithesis of

the Halo effect, as it may cause the principals to dislike the new employees, even if they perform
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well. As a result, they tend to dislike them. Intentional rating manipulation is a question of

integrity that must be properly addressed. When evaluating an employee's performance, the

person accountable must be considered. Performance appraisal ratings are only useful when

accurate. Human resource personnel, managers/principals, and supervisors must eliminate

performance appraisal rating bias and distortion. Among the strategies that could be used to

reduce intentional rating distortion are: First, train raters on the impact of rating distortion on

overall organization performance. This can be achieved by teaching the principles of

performance assessment management, including the company's ideology and ethical procedures.

Before evaluating performance, Demetri and the other executives should be taught objective

evaluations and smart targets. And in the case of Demetri, he should clearly announce it as a

conflict of interest and enable the other partners to take charge if the company wants to avoid

intentional stereotyping of individuals from the same culture, background, or institutions.

The second approach is to keep tabs on things. However, even if you teach the teachers

how to avoid rating distortion, there is no way to know if this is being done. emPerform, an

automated performance management system, can provide you with reliable performance ratings

reports that you need to implement as a firm. The principals/managers' evaluation can also be

found here. Management can be questioned about their grading style if there are any

discrepancies in the numbers. This works because if you can see it, you can take disciplinary

measures to correct it. Corrections, suspensions, and disciplinary warnings or sections are all

possible disciplinary measures in this situation.

When evaluating an organization's total success, it's critical to evaluate the results of

numerous different principles (Grabner, Künneke, and Moers, 2020). The 3600-degree review is

another useful technique. Since the 3600 rater reviews effectively average out the ratings of
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various parties, this is a great way to eliminate rating mistakes. A single rater is seldom a reliable

source of information. For example, relying just on Demetri's findings is misguided in this

circumstance. A more accurate image of actual performance can be obtained by asking all

principals to rate their performance, as this eliminates the potential for bias on the raters.

Generally, performance management is a management tool for growth and efficiency. It

is now a tremendous competitive advantage. Evaluation is a critical component of HRM that

helps firms achieve their objectives while meeting employee needs. The management measures

and compares staff behaviour and performance to established criteria during the assessment

process. The manager then records the statistics and notifies the employee. However, accurate

and suitable evaluations are difficult to execute since they require judging individual behaviour

and performance. It is critical to evaluate without bias and inaccuracies. To achieve this, a mix of

error-free procedures can be used. Most HRM theorists agree that firms must gather accurate

information about employee performance before making decisions about promotion, wage rise,

transfer, nomination, or redundancy. Managers are expected to evaluate behaviour using

performance metrics.

Overall, experts agree that fewer errors and biases in performance evaluation lead to

higher employee performance, happiness, and efficiency. Like every empirical study, this one

has flaws. According to Moers (2005 pp.67-80), the statistics do not allow us to assess

exemplary behaviour. So the analysis assumes all superiors act the same. Although superiors are

known to skew performance judgments, it is possible that super-specific features lead to this

behaviour (Babagana, 2019, pp. 188-97). Second, the current study only looks at subjective

performance, although the literature suggests using many performance measures since no single
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performance metric is complete. HR managers and organizations should address bias in their

procedures to improve system credibility and fairness.

References

Babagana, S.A., 2019, November. Why Feedback Matters in Academics’ Performance

Management?. In The Proceedings of the 1st International Conference on Business,

Management and Information Systems 2019 (ICBMIS 2019) (Vol. 1, pp. 188-197).

Compton, C 2018, An Introduction to Positive Psychology, Wadsworth, Belmont.

Doyle, K.M. and Goffin, R.D., 2018. Accountability and accuracy in subordinates' ratings of

their supervisors' performance. Social Behavior and Personality: an international

journal, 46(9), pp.1449-1460.

Gennard, J & Judge, G 2021, Managing Employee Relations, CIPD, London.

Grabner, I., Künneke, J., & Moers, F. (2020). How calibration committees can mitigate

performance evaluation bias: An analysis of implicit incentives. 

Koong, S, Liu, L & Williams, D 2015, "An identification of Internet job board attributes",

Human Systems Management, 21(2): 129–135.

Larsen, D. A. (2019). Using the Elaboration Likelihood Model to Explain Performance Appraisal

Inaccuracies. Journal of Management Policy and Practice, 20(4). 

Leat, M 2019, Exploring Employee Relations, Butterworth, New York.

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Lee, I 2017, “The evolution of e-recruiting: A content analysis of fortune 100 career Web sites”,

Journal of Electronic Commerce in Organizations, 3(3): 57–68.

Lievens, F., & Harris, M.M 2020, “Research on Internet Recruiting and Testing: Current Status

and Future Directions”, International Review of Industrial and Organizational

Psychology, 16 (1): 131-165.

Millar, M 2018, “Internet Recruiting in the Cruise Industry”, Journal of Human Resources in

Hospitality & Tourism, 9(1): 17-32.

Moers, F., 2005. Discretion and bias in performance evaluation: the impact of diversity and

subjectivity. Accounting, Organizations and Society, 30(1), pp.67-80.

Noordzij, G., Giel, L. and van Mierlo, H., 2021. A meta-analysis of induced achievement goals:

the moderating effects of goal standard and goal framing. Social Psychology of

Education, 24(1), pp.195-245.

Storey, J 2017, Human Resource Management, Pearson, London.

Thornton III, G.C., Rupp, D.E., Gibbons, A.M. and Vanhove, AJ, 2019. Same‐gender and same ‐

race bias in assessment center ratings: A rating error approach to understanding subgroup

differences. International Journal of Selection and Assessment, 27(1), pp.54-71.

Tziner, A., & Rabenu, E. (2018). Performance appraisal and political considerations in the

workplace. In Improving Performance Appraisal at Work. Edward Elgar Publishing. 

มานพ ชู นิล , 2018. Job Satisfaction of Raters, Rater-Rate Acquaintance, Rater-Rate Similarity,

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