Chapter 4

Information Needed to Make Decision

 Learning Objectives

This chapter:

 Explores how the information supplied to applicants by

employers and vice versa influences the decision made
by both.

 Describes some of the mistakes applicants and

recruiters can make.

 Ways of improving the information so that right

decisions can be made.
 Decision Making

 Information supplied to applicants

 Information supplied by the employers

 Recruitment & Selection process:

 Systematically exchanged flow of information
 Supplying and obtaining more details by both parties
 Information is based on contents and medium used to
transmit
 Most Significant Functions Of
Information (Roe, 1989)
• Information Gathering:
Obtaining information about job openings, job content, job
requirements etc, and about physical, behavioral and
biographical characteristics of applicants.

• Prediction:
Transforming information on (past or present) applicant
characteristics into predictions about their future behavior
and resulting contribution to organizational goals.
 Most Significant Functions Of
Information (Roe)

•Decision Making:
Transforming predictive information on applicants into a
preferred action.

•Information Supply:
Producing information on applicant characteristics,
predicting behavior, plans for action (decisions), etc.
What an applicant needs to know from
the organization
What is the job to be done?

What is to be achieved?

What standards are expected?

What skills, knowledge and expertise is the post holder

expected to possess?

What challenges and problems are to be faced?

What rewards are to be obtained?

What job satisfaction will the job offer?

What opportunities for growth, development and

enhancement will there be?

Will I be able to do the job?

Will it give me what I want?

What is it like to work for that organization?

What are the other people who work there like?

What the organization needs to know
from an applicant
If an applicant is to convert into a candidate, the organization
needs to know:

 Does the applicant have the skills, expertise and

knowledge required to do the job?

 Has the applicant worked for employers previously,

who will have provided the right sort of training and
experience?

 Has the applicant had the right sort of education and

training?

 Are the referees the right sort of people with the right
addresses?
Do the applicant’s interests complement the values of the
organization?

Does the applicant say the right sort of things in the

application letter and fill in the other information supporting
the application?

Is the application presented in an acceptable form to a

standard that complies with that expected by the
organization?
 The Nature of Information

 Employment contract is essentially a set of expectations

Employee

 that will satisfy individuals’ different needs

 in return, they will expend their energies and talents

Employer

 list of payments or outcomes given to employees

Basic Questions From Potential Employees

Where is this job going to take me?

What will I learn?

How will I be treated during the selection process and as an

employee?

NB: Relevant and accurate information in advertisement and

additional information packs make the ground for negotiation
of employment contract. It also creates an image in the future
employees’ mind about the organization and the job
Information Flow during R & S
 Announcement of a job to be filled
 Expression of interest by applicants
 Further information
 Informal inquiry
 Informal information
 Decide to apply
 Application
 Shortlist
 Meeting/discussion between parties
 Decide to cease application or reject
 Selection event
 Decide to cease application or reject
 Final appointment
 Decide to withdraw or reject
 Negotiations on details of contract
 Decide to finalize a contract
Impact of Wrong Information at Early
Stage
Being in the wrong job, an employee damages:

• Job satisfaction
• Self-esteem
• Career progression
• Family life, and
• Future prospects

Poor appointment decision for the organization may lead to:

• Mistakes
• Loss of productivity
• Low quality customer service
• Shoddy goods, and
• The lowering of morale of other staff (worse than a high
turnover)
Appointing more qualified individual for lower job may lead to:

• Boredom
• Frustration
• Rebellion, revolt and
• Disgruntlement

Type I and Type II errors

o Less qualified and wrong individuals selected

o Qualified and appropriate individuals rejected

 The Difficulties In Making Decisions
 Escalation

 Over Confidence

 Availability of Information

 Confirmation of Initial Impressions

 Predictions of Success