PAD215/214 – INTRODUCTION TO HUMAN RESOURCE MANAGEMENT IN

PUBLIC SECTOR/ INTRODUCTION TO PUBLIC SECTOR PERSONNEL

ADMINISTRATION

FINAL EXAMINATION

ANSWER TEMPLATE

Name NORAMYZA AKMA BINTI JAMALUDIN

Matric No 2021838226

Group N4AM1102C

Lecturer’s
Name LECTURE: NURUL AKMA BINTI KAMARUDIN

TUTORIAL: MOHAMMAD BASTYIAN BIN MAHMUD

 PART A
QUESTION 1

Answer:

Job specification is the element of job analysis. According to Mondy, job

specification is the document that outlines the minimum acceptable qualifications a person
should possess to perform a particular job. Meanwhile, Gary Dessler state that job
specification is a list of human requirements that is the required education, skills, personality
and so on. The job specification is significant because it enables potential employees to
determine immediately whether they are qualified for the position or not. Even if the job
specification may sometimes include optional aspects, it stands to reason that an applicant
would be more qualified for the position if they met more of the requirements. There are four
core information of a job specification.
First core information of job specification is requisite knowledge, skills, attitude
and personal attributes. It looks at the knowledge and skill set requirements for the employee
to effectively carry out the job. In comparison to the needed experience section, the required
skills section goes a little further into the details of the knowledge or abilities you'll need.
These abilities frequently have a direct connection to the tasks of the work. For a higher
position within an organization, you can anticipate a bigger number of required knowledge
and skill requirements. While managerial roles demand that you have the abilities before
applying, entry-level employment frequently allow candidates to learn many of those talents
on the job. While necessary skills can be learned or acquired via practical experience,
personality attributes come naturally to each individual. These are the qualities that help you
handle the job more easily or perform your job tasks more successfully.
Next core information of job specification is specific qualification. This element
draws attention into the candidate's academic background. It often includes information about
high school education, graduation, master's degrees, technical certifications, and diplomas.
Some employment could just need a two-year academic degree, while others might demand a
four-year degree. Some jobs have specific education and qualification requirements. The
requirements for these certifications differ depending on the requirements of the state
governments, and they are frequently awarded at the state level. For instance, a background
check for teachers in public schools may call for a bachelor's degree, a test, and state teaching
licences. Examine the job specification to see if you must have valid qualifications in order to
apply or if you can obtain them after being employed.
Other than that, core information of job specification is previous experience.
Employers may need a certain number of years of relevant experience or work history in
related roles. For instance, the job specification for a marketing manager can specify a
minimum number of years of experience in the marketing industry as well as knowledge of
digital marketing. Entry-level positions typically don't have a work experience requirement,
while management or advanced careers frequently do. They must, for instance, have at least
five years of marketing-related work experience, including email and content marketing, or at
least two years of experience in technical writing or a closely similar field. This option
specifies the number of years of experience an applicant must have in a specific field to be
qualified for the job.
Lastly, the core information of job specification is health. Health information
includes any details regarding your physical condition or disability. It contains details or
opinions regarding your illness, suffering, or condition. Health information can contain things
like notes about your symptoms or a diagnosis and details regarding a health service you
have or will get. Employers who seek out physically demanding and dangerous jobs are also
more likely to find healthy employees.
In conclusion, there are four core information of a job specification which is
requisite knowledge, skills, attitude and personal attributes, specific qualification, previous
experience and health. Our education level, work experience, talents, duties, and other
information will be explained in the job specification. It's because our prospective manager
asks about our competences and skills in the job specification. As we all know, every job has
a different set of responsibilities, thus the likelihood that we will be hired for a particular
position is high if our abilities allow us to carry out those responsibilities.
QUESTION 2

Answer:

According to Mondy, recruitment is a process of attracting individuals on a timely

basis, in sufficient numbers, with appropriate qualifications, and encouraging them to apply
for jobs with an organization. Snell and Bohlander stated that recruitment is the Human
Resource function concerned with locating and encouraging potential applicants to apply for
existing or future job openings. Every organization needs a human resources team to create
their product, market it, and manage the business as a whole. In a company setting, hiring
new employees only occurs infrequently or when a position becomes available. There are
four benefits of internal recruitment methods.
First benefits are organizations have a track record on existing employees. This is
because of the use of a human resource information system (HRIS). The human resources
department will review employee files to determine if there are any potential applicants if the
organization has a well-developed, current personnel records system. If such people exist,
they might be approached and asked if they would be interested in joining the list. The
companies will find it easier to use this strategy. If records are not kept properly, it may be
challenging to determine which employees have the necessary abilities to fill the vacancy.
Next benefits of internal recruitment methods are employees already familiar with
the organization culture. This is in line with the internal method of recruitment which is
transfer. Transfer is about relocating the employees with similar job duties and responsibility.
It leads to changes in duties and responsibilities, working conditions but not necessarily
salary. With this the employees already familiar with the organization culture. Finding and
interacting with such candidates will take significantly less time. Because new workers are
already a part of your team and are familiar with your culture and procedures, hiring from
within your company makes sense.
Other than that, help organization retain experience and knowledge of present
employees is also the benefits of internal recruitment methods. Promotions are an internal
recruiting method that involves promoting lower-level managers to upper-level management
and non-managing roles to managerial positions. It involves movement of employees from a
lower-level position to a higher-level position with changes in duties, responsibilities, status
and value. Making internal recruitment sends a very clear message to the rest of the
employees. It informs people that there are obvious chances for promotion inside the
organisation, enabling them to view their time at work as a career rather than merely a job.
This contributes to the development of a culture of trust that improves employee retention
and engagement.
Lastly, the benefits of internal recruitment methods are saved cost. Internal
recruitment costs less because organizations don't have to post job board advertising. Internal
job candidates can easily be notified of openings via email or the business' internal
newsletter. If all of their employees are located in one location, they may also post printed
postings on a bulletin board. The organization didn't need to subscribe to resume databases
other from that. To find employees who would be a fit for the available positions, the
organisation will check its HRIS or interview managers about their teams rather than
sourcing passive individuals from resume databases. Next, the organization was not required
to pay for background checks. this is due to the possibility that when you initially employed
them, company had already performed background checks on internal candidates.
In conclusion, there are four benefits of internal recruitment methods which is
organizations have a track record on existing employees, employees already familiar with the
organization culture, help organization retain experience and knowledge of present
employees and save cost. Internal recruitment can save a huge amount of time because there
aren't any drawn-out interview and onboarding procedures. The drawback of this strategy is
that it might discourage diversity, fresh ideas, and creativity.
QUESTION 3

Answer:

Performance appraisal is the Human Resource Management activity that is used to

determine the extent to which an employee is performing the job effectively. It is a
continuing assessment of an individual employee’s effectiveness or adequacy in the work
performed and his potential for the future. Performance appraisal is the systematic, periodic
evaluation of employee’s effectiveness or adequacy in the work performed and his potential
for the future. There are two challenges associated with evaluating an employee’s
performance appraisal.

First challenges associated with evaluating an employee’s performance appraisal is

appraiser errors. One of the actions occur in these challenges to associated with evaluating an
employee’s performance appraisal is personal bias. The biggest obstacle to doing
performance appraisal in any organisation is personal bias. When it comes to initiatives like
mentoring programmes, positive reinforcement, counselling, and awarding top performers,
feedback from performance is aimed at influencing change and adjustment of standards that
form workers' behaviour in the desired direction. Personal biases, however, have proven
common in organizations where employers give employees negative reviews in favour of
others. Such bias prevents performance appraisal from being used effectively to show staff
cohesion and enhanced role and responsibility performance. Additionally, it prevents the
organization's development agenda, goals, and objectives from being realised. This behaviour
is referred to as biases that lower employee innovation and motivation. Unbiased employee
rules, guiding principles for performance reviews, motivational strategies for employees,
effective compensation structures, and incentive programmes are all characteristics of good
employers.

Second challenges associated with evaluating an employee’s performance

appraisal is system design and operating problems. This is because of the poorly designed of
performance appraisal system and some evaluation techniques take a long time to carry out.
Other than that, it is also require extensive written analysis. Since they are the employers,
many organisations assume that managers have a sufficient understanding of what is expected
of them while conducting performance appraisal and pay little or no attention to it. Many
employee appraisal programmes are implemented incorrectly due to insufficient managerial
training regarding the criteria of the employee assessment. Employee dissatisfaction within a
company is a result of poor employee appraisal system. This condition also causes
misunderstandings between the employers and staff. As a result, such situations have a
negative impact on an organization's ability to meet its performance goals. It is usually
beneficial to have skilled managers conduct evaluation procedures.

In conclusion, there are two challenges associated with evaluating an employee’s

performance appraisal which is appraiser errors and system design and operating problems.
Performance appraisal are a key to effective management. Employees work efficiently when
they are productive. It will therefore be advantageous to the organization when appraising the
performance of its employees. As a result, other staff members might work more efficiently.
Question 4

Answer:

According to Mondy, discipline is a state of employee self-control and orderly

conduct disciplinary action. It is also invoking penalty against employee who fails to meet
established standards. Meanwhile Bohlander & Snell state that discipline is employee self-
control and orderly conduct that meets established standards. It is also a training that molds &
strengthens desirable conduct-or corrects undesirable conduct-& develops self-control. There
are two disciplinary approaches used by organizations.
First disciplinary approaches used by organizations is progressive disciplinary
action. It is a penalty imposed appropriate to the severity or stage of the offence or violation.
Progressive disciplinary action is also an application of corrective measure by increasing
degree. This is to ensure minimum penalty appropriate to offense is imposed. This action is
involves answering series of questions about severity of offense. It involves utilizing
strategies including warnings, penalties, firings, downsizing, transfers, and others.
Progressive discipline involves the application of a series of punishments, each of which is a
little harsher than the one before it. For instance, whereas the first crime may result in an oral
warning given within 24 hours of returning to work and a written record of the act being
retained in the employee's file, the second offence may result in a written warning that is to
be kept in the file of the employee. A record of the third violation will be stored in the
employee's file and could lead to a two-week suspension without pay. The employee
throughout problem may be let leave because of the fourth violation. In this approach, proper
documentation of each step is important.
Next disciplinary approaches used by organizations is disciplinary action without
punishment or positive discipline. This approach is a system of discipline that focuses on the
early correction of employee misconduct, with the employee taking total responsibility for
correcting the problem. Disciplinary action without punishment or positive discipline
happens in cooperative environment with the discussion and problem solving between
employee & supervisor. It is to motivate employee to correct his misconduct voluntarily.
Other than that, it also known as problem solving approach. In certain organisations, when an
act of lack of discipline is performed, simply a reminder about behaviour is given instead of a
warning. In replacement of a punishment or suspension for repeated violations, a "decision-
making leave" is enforced. If the employee continues to disobey the rules even after taking
the specified absence, his or her employment will be terminated. This strategy acknowledges
that people create mistakes. It believes in talking with the employee and giving behaviour
advice.
In conclusion there are two disciplinary approaches used by organizations which is
progressive disciplinary action and disciplinary action without punishment or positive
discipline. Employee discipline aims to increase flexibility in employees so they can change
as necessary and deliver their best effort to the organisation. Additionally, it aims to improve
human relations and internal relations, increase output while spending the least amount of
money, enable employees to behave in the desired way, respect their superiors, comply with
laws, regulations, and procedures, and discourage employees from breaking rules and
regulations.
 PART B

QUESTION ______6_________

According to Mathis & Jackson, orientation or induction is the process by which

the new recruit is familiarized with the working environment. The planned introduction of
new employees to their jobs, co-workers and the organization can be conducted by the
personnel department with a little help from the branch manager or immediate supervisor,
since much of the content is generic in nature. The objective of induction programs is to
educate new employees with their co-workers and working environment. A new employee
might be welcomed into the company by having them learn about their position, co-workers,
managers, and subordinates. They need to get familiarised with the new organization's
policies, procedures, and guidelines. There are four importance induction programs
conducted for new employees.
First importance induction programs conducted for new employees are to ensure
new employees understand the organization’s cultures and functions, mission and objectives,
compensation and benefits, responsibilities and expected contributions. Employees should be
highly productive, fit in well with their team and the organisation, and work in accordance
with those concepts. As a result, the new employees will put out their best effort and
experience the highest level of job satisfaction. The induction procedure is largely intended
for new employees who transfer into the company from other businesses, although it should
also be useful to them in some cases. They must be aware with the company's social policies
as well as the promotion, transfer, compensation structure, training, leave, and holiday
policies.
Second importance are to facilitate social adaptation. Newcomers experience a lot
of fear because they are so unfamiliar with the people, workplace, and working environment.
A new employee's anxieties are completely eliminated by an induction programme, and they
gain confidence. They also start to believe that their work is really essential and that it should
be acknowledged by others. They should be provided the right opportunity to participate in
original and creative activities. Their confidence grows as a result. For example, during
orientation and induction, they will assign roles to everyone, hold discussions, and use games
or activities. They will ask the new employees to learn about the business, the competitors,
the clients, or to come up with their own questions for you.
 Third importance are to enable new employees to understand their responsibilities
& expected contributions. This will establish reasonable goals right away. This is to make
sure our new employees are familiar with their duties and are aware of the various levels of
authority. Other than that, they should know how to describe the current objectives, future
ambitions, and prior successes of your organisation. They also need to know what are the
vision and objectives of the organisation, what direction does the organization intend to take,
what is they prioritise, who are their clients and where do they want stand in the market. This
is to courage enthusiasm for potential directions. As a result, the new employees will put out
their best effort and experience the highest level of job satisfaction.
Other than that, it can help the new employee feel welcome and start the person
toward being a loyal. The newcomer is informed about his position and how it fits into the
overall organisation through effective induction. They are also made aware of how they can
contribute to organisational effectiveness and who to contact in the event of a problem. The
newcomer becomes more loyal and passionate as a result. By letting the employee know what
is expected of him in terms of values, attitudes, work procedures, standards of behaviour, and
dress code, effective induction helps build reasonable expectations. Every organisation has a
unique set of values, principles, and rules of conduct that all of its employees are expected to
abide by. It would be much simpler for the new employee to incorporate these into his work
values if he learns and internalises them during orientation.
In conclusion, there are four importance induction programs conducted for new
employees which is to ensure new employees understand the organization’s cultures and
functions, mission and objectives, compensation and benefits, responsibilities and expected
contributions, to facilitate social adaptation, to enable new employees to understand their
responsibilities & expected contributions and to help the new employee feel welcome and
start the person toward being a loyal. When a new employee joins an organization, they
experience shyness, insecurity, and anxiety. Lack of proper information about the
organization, its policies and practises, the job, and work procedures may be the cause of
their concern. Every organisation uses formal or informal induction and orientation
procedures for the same reason. By introducing them to veteran personnel and the company's
culture, induction gives new employees important knowledge about the company.

END OF ANSWER