HUMAN RESOURCE IN MANAGEMENT - PRELIMS TO MIDTERMS REVIEWER

CHAPTER 1 - OVERVIEW OF HUMAN human resource aspects of a management

RESOURCE MANAGEMENT position, including recruiting, screening, training,
rewarding, and appraising comprise HRM.
WHAT IS HUMAN RESOURCE MANAGEMENT?
HRM is the study of activities regarding people HRM is the management of employees within
working in an organization. It is a managerial organizations, focusing on acquiring, developing,
function that tries to match an organization’s needs utilizing, evaluating, maintaining, and retaining the
to the skills and abilities of its employees. right skills to achieve organizational goals, while
maximizing productivity and effectiveness.
HRM refers to a set of programs, functions, and
activities designed and carried out to maximize In short, Human Resource Management (HRM) can
both employee as well as organizational be defined as the art of procuring, developing, and
effectiveness. maintaining a competent workforce to achieve the
goals of an organization effectively and efficiently
DEFINITIONS OF HUMAN RESOURCE
MANAGEMENT (HRM) NATURE OF HUMAN RESOURCE
MANAGEMENT
HRM is a management function concerned with
recruiting, motivating, and keeping up with HRM is an administration work that assists the
individuals in an association. It centers around management team with recruiting, selecting,
individuals in associations. Human resource training and developing individuals for The
management is designing executive frameworks to organization. HRM is focused on individuals'
guarantee that human ability is utilized viably and dimensions in organizations.
productively to achieve authoritative objectives.
The following constitute the core of HRM:
HRM is the staff work that is concerned about the -​ HRM Involves the Application of
acquisition, improvement, remuneration, mix, and Management Functions and Principles.
upkeep of the faculty of an association to contribute The functions and principles are applied to
towards the achievements of the association's acquiring, developing, maintaining, and
targets. Therefore, personnel management is the providing remuneration to employees in the
planning, organizing, directing, and controlling of organization.
the performance of those operative functions -​ Decision Relating to Employees must be
(Edward B. Philippo). Integrated. Decisions on different aspects
of employees must be consistent with other
According to Invancevich and Glueck, “HRM is human resource (HR) decisions.
concerned with the most effective use of people to -​ Decisions Made Influence the
achieve organizational and individual goals. It is the Effectiveness of an Organization. The
way of managing people at work so that they give effectiveness of an organization will result in
their best to the organization”. the betterment of services to customers in
the form of high-quality products supplied at
According to Dessler (2008), the policies and reasonable costs.
practices involved in carrying out the “people” or
 -​ HRM Functions are not Confined to ●​ Personnel Research and Information
Business Establishments Only but System
applicable to nonbusiness organizations
such as education, health care, recreation, a) Human Resource Planning: The focus of HR
and the like. Planning is to guarantee that the association has
the perfect sorts of people at the perfect time at the
SCOPE OF HRM opportune spot. It plans HR inventory to survey
The extent of HRM is surely tremendous. All present and future necessities, accessibility, and
significant exercises in the functioning existence of potential deficiencies in human assets.
a laborer – from the hour of their entrance into an Immediately, HR Planning gauges interest and
association until the individual leaves the supplies and recognizes wellsprings of choice. HR
association go under the domain of HRM. Planning creates procedures both long haul and
present moment, to meet the labor prerequisite.
The major HRM activities include HR planning, job
analysis, job design, employee hiring, employee b) Design of Organization and Job: This is the
and executive remuneration, employee motivation, task of laying down organization structure,
employee maintenance, industrial relations, and authority, relationship, and obligations. This will
prospects of HRM. likewise mean the meaning of work substance for
each position in the organization. This is executed
The scope of Human Resources Management by a "set of working responsibilities". Another
stretches out to: significant step is "Job Specification" which
●​ All the choices, techniques, factors, distinguishes the attributes of people who will be
standards, tasks, rehearses, capacities, generally appropriate for each work which is
exercises, and strategies identified with the defined by the job description.
administration of individuals as
representatives in an association. c) Selection and Staffing: This is the process of
●​ All the measurements identified with recruitment and selection of staff. This involves
individuals in their business connections, matching people and their expectations with which
and every one of the elements that stream the job specifications and career path available
from it. American Society for Training and within the organization.
Development (ASTD) conducted a fairly
exhaustive study in this field and identified d) Training and Development: This involves a
nine broad areas of activities of HRM. ​ systematized and organized effort to find out the
training needs of the staff to meet the knowledge
These are given below: and skills which is required not only to execute the
●​ Human Resource Planning job but also to achieve the future needs of the
●​ Design of the Organization and Job organization.
●​ Selection and Staffing
●​ Training and Development e) Organizational Development: This is an
●​ Organizational Development important aspect whereby the “Synergetic effect” is
●​ Compensation and Benefits generated in an organization i.e. healthy
●​ Employee Assistance interpersonal and inter-group relationships within
●​ Union/Labour Relations the organization.
f) Compensation and Benefits: This is the area of ●​ Helping to maintain performance standards
wages and salaries administration where wages and increase productivity through effective
and compensations are fixed scientifically to meet job design; providing adequate orientation,
fairness and equity criteria. In addition, labour training, and development; providing
welfare measures are involved which include performance-related feedback; and
benefits and services. ensuring effective two-way communication.
●​ Helping to establish and maintain a
g) Employee Assistance: Each employee is harmonious employer/employee relationship
unique in character, personality, expectation, and ●​ Helping to create and maintain a safe and
temperament. By and large each one of them faces healthy work environment
problems every day. Some are personal some are ●​ Developing programs to meet the economic,
official. In their case, he or she remains worried. psychological, and social needs of the
Such worries must be removed to make him or her employees and helping the organization to
more productive and happy. retain productive employees
●​ Ensuring that the organization complies with
h) Union-Labour Relations: Healthy Industrial and provincial/territorial and federal laws
Labour relations are very important for enhancing affecting the workplace (such as human
peace and productivity in an organization. This is rights, employment equity, occupational
one of the areas of HRM. health and safety, employment standards,
and labor relations legislation). To help the
i) Personnel Research and Information System: organization reach its goals
Social science and industrial psychology provide ●​ To provide the organization with well-trained
insights into employee expectations, behaviors, and and well-motivated employees
expectations. Innovation and globalization have ●​ To increase the employee's satisfaction and
transformed workplaces, while ergonomics studies self-actualization
offer better work experiences. Consistent research ●​ To develop and maintain the quality of work
in HR is crucial for data exchange, particularly on life
ergonomics and motivation. ●​ 11. To communicate HR policies to all
employees. 12. To help maintain ethical
OBJECTIVES OF HRM policies and behavior.
The primary objective of HRM is to ensure the
availability of a competent and willing workforce to The above-stated HRM objectives can be
an organization. The specific objectives include the summarized under four specific objectives: societal,
following: organizational, functional, and personnel.

●​ Human capital: assisting the organization in 1) Societal Objectives: attempt to ensure

obtaining the right number and types of that the organization turns out to be socially
employees to fulfill its strategic and dependable to the requirements and
operational goals difficulties of the general public while limiting
●​ Developing organizational climate: helping the adverse consequence of such requests
to create a climate in which employees are upon the association. The disappointment of
encouraged to develop and utilize their skills the associations to utilize their assets for the
to the fullest and to employ the skills and general public's advantage in moral
abilities of the workforce efficiently manners might prompt limitation.
 -​ Legal compliance Individual objectives of staff should be met in case
-​ Benefits they are to be kept up with, held, and roused.
-​ Union-management relations Otherwise, employee performance and satisfaction
may decline giving rise to employee turnover.
2) Organizational Objectives: it
recognizes the role of HRM in achieving THE FUNCTIONS OF HRM
hierarchical viability. It ensures that HRM
isn't an independent division, but instead a HR managers manage organizational challenges
way to help the organization with its by reconfiguring roles, responding to staffing
essential targets. The HR division exists to needs, and aligning HRM elements with core
serve the rest of the organization. objectives, influenced by external forces like legal,
economic, technological, global, environmental,
-​ Human Resource Planning and political.The functions can be grouped as
-​ Employee Relations follows:
-​ Selection
-​ Training and Development Strategic HR Management: As a part of keeping
-​ Appraisal up with organizational competitiveness, strategic
-​ Placement planning for HR effectiveness can be increased
-​ Assessment using HR measurements and HR innovation.
Human resource arranging (HRP) work decides the
3) Functional Objectives: to keep up with number and kind of staff expected to achieve
the division's commitment at a level fitting to organizational goals. HRP incorporates making
the organization's necessities. HR is to be groups with a reasonable expertise blend, recruiting
acclimated to suit the organization's the correct individuals, and voluntary team
requests. The division's worth ought not to assignments. This function investigates and
turn out to be excessively costly at the decides staff needs to create effective innovation
expense of the association it serves. teams. The fundamental HRP technique is staffing
and development of employees.
-​ Appraisal
-​ Placement Equal Employment Opportunity: Compliance
-​ Assessment with equal employment opportunity (EEO) laws and
regulations affects all other HR activities.
4) Personnel Objectives: it is to help
employees accomplish their objectives, Staffing: Staffing aims to give an adequate supply
essentially to the extent these objectives of qualified people to fill occupations in an
upgrade the person's commitment to the organization. Job analysis, recruitment, and
association. selection are the primary functions of understaffing.
-​ Training and Development Job design and analysis are crucial in staffing,
-​ Appraisal identifying individual roles and their influence. Job
-​ Placement analysis describes job nature, including knowledge,
-​ Assessment skills, and experience, resulting to job description
-​ Compensation outlining work duties and employee activities.
-​ Assessment
Talent Management and Development: Starting Risk Management and Worker
with the orientation of new workers, talent Protection: HRM addresses different work
management and development incorporates environment dangers to guarantee the
various kinds of training. Orientation is the initial protection of employees by meeting legal
step in helping new staff adjust to their new position requirements and being more receptive to
and organization, familiarizing them with pay, concerns for working environment wellbeing
working hours, and company rules and and security alongside calamity and
expectations. recovery planning.

Training and Development programs Employee and Labor Relations: The

Training and development programs ensure relationship between managers and workers
employees are fit for satisfactory work should be legitimate and adequate,
performance, providing both on-the-job and ensuring worker rights and creating effective
off-the-job training for new and experienced HR strategies. Labor relations, which refers
employees and those undergoing position changes. to collaboration with employees who are
represented by trade unions, are crucial for
Total Rewards: Compensation in the form of pay, employees to gain more voice in decisions
incentives, and benefits are the rewards given to affecting wages, benefits, working
the employees for performing organizational work. conditions, and resolving disputes and
grievances.
Compensation management is the
technique for deciding how much ROLE OF HRM
employees ought to be paid for performing According to Dave Ulrich, HR plays four key roles.
out specific task or work. Compensation
significantly influences staffing, as 1.​ Strategic Partner Role - turning strategy
individuals are drawn to organizations into results by building organizations that
offering higher pay. Businesses refine their create value;
pay frameworks and use variable 2.​ Change Agent Role - making change
compensation projects like motivation happen, and in particular, helping it happen
rewards, group advancement, and fast
recognition rewards to motivate employees 3.​ Employees Champion Role — managing
towards efficiency, productivity, and the talent or the intellectual capital within a
higher-paying jobs. firm
4.​ Administrative Role — trying to get things
Benefits are another type of pay to workers to happen better, faster, and cheaper.
other than direct compensation for the work
performed. Benefits incorporate both legally Organizations are shifting from traditional personnel
required items and those offered at the management to an HR management approach,
employer's decision. Benefits are primarily focusing on overall organization, personal
related to the area of employee satisfaction, and socio-economic development, with
maintenance as they provide for many basic an emphasis on creation and efficiency.
employee needs.
CURRENT CLASSIFICATION OF HR ROLES determining manpower needs and formulating
According to R.L Mathis and J. H. Jackson (2010) plans to meet them.
several roles can be fulfilled by HR management.
The nature and extent of these roles depend on An HR PLANNING PROCESS simply involves the
both what upper management wants HR following four broad steps:
management to do and what competencies the HR
staff have demonstrated. ●​ Current HR Supply: The initial HR planning
step involves assessing an organization's
CHAPTER 2 - HUMAN RESOURCE PLANNING human resource availability, including skills,
competencies, and experience. HR
Human Resource Planning (HRP) consultants conduct interviews with leaders
Human Resource Planning (HRP) is significant for to understand HR concerns and employee
aiding organizations and workers to plan for the abilities essential for organizational
future. Human resource planning aims to anticipate processes.
future human resource needs and execute projects
accordingly, focusing on comparing current ●​ Future HR Demand: The second step in
capabilities to future needs. It involves creating HR planning involves examining future
policies and practices to address potential issues, workforce requirements, considering known
such as training programs to prevent skill and unknown variables such as attrition,
deficiencies. lay-offs, retirements, promotions, and
dismissals.
DEFINITION OF HUMAN RESOURCE PLANNING ●​ Demand Forecast: Match current supply
with future HR demand, making demand
According to Vetter, “HRP is the process by which predictions based on corporate plans and
management determines how the organization long-term objectives, ensuring employee
should move from its current manpower position to demand forecast aligns with organizational
desired manpower position. Through planning, goals.
management strives to have the right time, doing ●​ HR Sourcing Strategy and
things which result in both the organization and Implementation: The HR Consulting Firm
individual receiving maximum long-run benefits”. develops plans to address HR supply and
demand gaps, including communication
According to Gordon Mc Beath, “HRP is programs, relocation, talent acquisition,
concerned with two things: Planning of manpower recruitment, management, training, and
requirements and Planning of Manpower supplies”. policy revision.

According to Beach, “HRP is a process of OBJECTIVES OF HR PLANNING

determining and assuming that the organization will 1.​ To guarantee top use of human resources
have an adequate number of qualified persons, presently existing in the organization.
available at proper times, performing jobs which 2.​ To measure or forecast the future skill
meet the needs of the enterprise and which requirement of the organization.
provides satisfaction for the individuals involved.” 3.​ To deliver control measures to guarantee
that needed resources are available as and
HRP forecasts future organizational demands for when required.
and supplies the right people in the right numbers,
 4.​ A sequence of specified reasons is there V.​ International Factors – International
that attaches importance to manpower factors like the demand for resources and
planning and forecasting exercises. They supply of human resources in various
are elaborated below: countries.
VI.​ Outsourcing – The availability of
●​ To link manpower planning with outsourcing facilities with the required skills
organizational planning and knowledge of people reduces the
●​ To determine recruitment levels. dependency on HRP and vice-versa.
●​ To anticipate redundancies.
●​ To determine optimum training Internal Factors:
levels. To provide a basis for I.​ Company policies and strategies –
management development Company policies and strategies relating to
programs. expansion, diversification, alliances, etc.
●​ To cost the manpower. determine the human resource demand in
●​ To assist productivity bargaining. To terms of quality and quantity.
assess future accommodation II.​ Human resource policies – Human
requirements. resources policies of the company regarding
●​ To study the cost of overheads and quality of human resources, compensation
value of service functions. level, quality of work-life, etc., influence the
●​ To decide whether certain activity human resource plan.
needs to be subcontracted, etc. III.​ Job analysis – Fundamentally, a human
resource plan is based on job analysis. Job
HUMAN RESOURCE PLAN (EXTERNAL & description and job specification determine
INTERNAL FACTORS) (DALVI, 2019). the kind of employees required.
IV.​ Time horizons – Companies with stable
External Factors: competitive environments can plan for the
I.​ Government Policies – Policies of the long run whereas firms with unstable
government like labor policy, industrial competitive environments can plan for only
relations policy, policy towards reserving short- term range.
certain jobs for different communities and V.​ Type and quality of information – Any
sons of the soil, etc. affect the HRP. planning process needs qualitative and
II.​ Level of Economic Development – The accurate information. This is more so with
level of economic development determines human resource plans; strategic,
the level of HRD in the country and thereby organizational, and specific information.
the supply of human resources in the future VI.​ Company’s production operations policy
of the country. – The company’s policy regarding how
III.​ Business Environment – External much to produce and how much to buy from
business environmental factors influence outside to prepare a final product influences
the volume and mix of production and the number and kind of people required.
thereby the future demand for human VII.​ Trade unions – The influence of trade
resources. unions regarding number of working hours
IV.​ Level of Technology – The level of per week, recruitment sources, etc., affect
technology determines the kind of human the HRP.
resources required.
HUMAN RESOURCE PLANNING AT DIFFERENT Human resources play a crucial role in a nation's
LEVELS: Different institutions make HRP at economic growth, as consumers and production
different levels for their purposes, of which national factors. They contribute to economic development
level, industry level, unit level, departmental level, alongside capital, with growth rates determined by
and job level are important (Dalvi, 2019). quantitative and qualitative aspects.

●​ National level – Generally, the government VARIABLES DETERMINING THE QUANTITY OF

at the center plan for human resources at HUMAN RESOURCES:
the national level. It forecasts the demand
for and supply of human resources, for the 1.​ Population Policy: Some population
entire nation. policies function by influencing the factors
●​ Sector level – Manpower requirements for responsible for growth such as fertility,
a particular sector like agricultural sector, marriage, and mortality. These are known
industrial sector, or tertiary sector are as population-influencing policies. Another
projected based on the government policy, type of policy known as responsive policy is
projected output/operations, etc. applied to regulate the observed population
●​ Industry level – Manpower needs of a patterns with the assistance of programs
particular industry like cement, textiles, like health, nutrition, education, housing,
chemicals are predicted taking into account etc. The goal of population policies is to
the output/operational level of that particular reach an optimal population for improving
industry. the country’s development.
●​ Unit level – This covers the estimation of
the human resource needs of an 2.​ Population Structure: The structure or
organization or company based on its composition of the population is determined
corporate/business plan. by two factors, sex composition and age
●​ Departmental level – This covers the composition.
manpower needs of a particular department
in a company. i. Sex Composition: The sex ratio
●​ Job level – Manpower needs of a particular is the ratio of males to females in the
job family within a department like population. It is the basic measure of
Mechanical Engineer is forecast at this the sex composition of the
level. population of any area. The higher
●​ Information technology – The impact of the number of females, the higher
information technology on business will be the population growth rate in
activities, human resource requirements, the future.
and human resource plans is significant. It ii. Age Composition: It is the
requires multi-skilled experts, preferably distribution of population by age
fewer in number. groups. Age composition is the
result of past trends in fertility and
HUMAN RESOURCE PLANNING – mortality.
QUANTITATIVE AND QUALITATIVE
DIMENSIONS: 3.​ Migration: Net migration is another factor
that causes changes in the population. Age
and sex composition determine the natural
 population growth, but for calculating the FACTORS THAT DETERMINE THE QUALITY OF
overall changes in population it is important HUMAN RESOURCES ARE
to consider net migration also. 1. Education and Training: Education and
training, both formal and informal, significantly
Net migration = total immigrants – total impact human resources' knowledge and skills.
emigrants Formal education, imparted through schools and
colleges, focuses on theoretical knowledge transfer,
A positive net migration will lead to a rise in while informal education emphasizes practical
population growth rate while negative net application.
migration will reduce the growth rate of
population. Migration can be both 2. Health and Nutrition: Health and nutrition along
interregional and international. with education are vital for Human Resource
Development. Health and nutrition impact the
4.​ Labour Force Participation: The quality of life, productivity of labor, and the average
population of any country consists of life expectancy. Health status is determined by: (i)
workers and non-workers. The workers are Purchasing power of people. (ii) Public sanitation,
the people, usually in the age group of climate, and availability of medical facilities. (iii)
15-65, who participate in economically People’s understanding and knowledge of health,
productive activities by their mental or hygiene and nutrition.
physical presence.
3. Equality of Opportunity: Not all segments of
-​ Employers people comprising human resources get equal
-​ Employees employment opportunities. There is bound to be
-​ Self-employed persons some discrimination.
-​ Those engaged in family enterprises
without pay. The most common form of discrimination is
I.​ Social discrimination – Discrimination
Non-workers like students, infants, elderly, based on gender, religion, or social
beggars, and unemployed individuals standing.
contribute to economic activity, while II.​ Economic discrimination – Discrimination
workforce changes affect human resource based on financial positions or possession
development and job availability. of wealth by the sections of the workforce.
III.​ Regional discrimination – This is in the
QUALITATIVE ASPECTS OF HUMAN form of discrimination between rural and
RESOURCE PLANNING: urban populations or between people
belonging to different regions/ states.
Quantitative dimensions measure human resources
in numbers, while qualitative dimensions assess Discrimination adversely affects human resources,
their productive power. For example, there may be causing privileged classes to benefit from better
hundreds of applicants for 20 vacancies, but out of education, nutrition, and health, while
these, only a few may meet the quality standards underprivileged individuals are denied equal
required for the job. opportunities.
 HUMAN RESOURCE PLANNING – Managers must carefully weigh the impact of
PREREQUISITES: reducing organizational size on costs and human
livelihoods, while also considering the morale and
●​ There should be a proper linkage between livelihood of remaining employees to maintain
the HR plan and the organizational plan. profitability and efficiency.
Top management support is essential.
●​ Proper balance should be kept between the Here are 10 questions you should ask yourself
qualitative and quantitative approaches to when making layoffs and downsizing decisions.
HRP.
1.​ What Should I Not Consider?
●​ The involvement of operating managers is
2.​ Where Do You Have the Most Performance
necessary.
Issues…. and WHY?
●​ Proper alignment between short-term HR
3.​ Are They Essential to the Business?
plans and long-term HR plans should be
4.​ What Is Their Future Value to the
there.
Company?
●​ HR plan should have in-built flexibility to
5.​ Are They on Your A-Team, B-Team … or
adopt environmental uncertainties.
C-Team?
●​ The time period of the HR plan should be
6.​ Do They Have the Potential to Grow Within
appropriate to the needs and circumstances
the Company?
of the organization.
7.​ Will They Stick Around?
8.​ Are They In The Right Position or Role?
HUMAN RESOURCE PLANNING –
9.​ Do They Have an Attitude Problem?
RESPONSIBILITY:
10.​Can Someone Else Do That Job?

The responsibilities of the personnel department

CHAPTER 3 - JOB ANALYSIS & JOB DESIGN
regarding manpower planning have been stated by
Geisler in the following words:
JOB ANALYSIS DEFINED
Creating an organizational structure results in job
●​ To assist, counsel, and pressure the
positions that have to be occupied.
operating management to plan and
establish objectives;
Job Analysis, also called work analysis is the
●​ To collect and summarize data in total
foundation for almost all human resources
organization terms and to ensure
activities, is a procedure to identify and know
consistency with long-range objectives and
specific job responsibilities and requirements and
other elements of the total business plan;
the related importance of these roles for a given
●​ To monitor and measure performance
job.
against the plan and keep the top
management informed about it; and
Job analysis is the process through which you
●​ To provide the research necessary for
identify the responsibilities and nature of the jobs
effective manpower and organizational
and the categories of employees (in terms of skills
planning.
and experience) who should be hired from them. It
gives you information on job requirements, which
WHAT TO CONSIDER WHEN DOWNSIZING
are then utilized for creating job descriptions (what
YOUR TEAM
the job entails) and job specifications (what kind of
people to hire for the job).
 10.​Employee Counselling:
Some of the definitions of job analysis are as
follows to clearly understand the context of the STEPS IN JOB ANALYSIS
term:
Methods for Collecting Job Analysis Data
According to Michael L. Jucius, “Job analysis 1.​ Participant Diary/Logs
refers to the process of studying the operations, 2.​ Interview:
duties and organizational aspects of jobs to derive ●​ Individual interviews with each
specifications or as they called by some, job employee
descriptions.” ●​ Group interviews with groups of
employees having the same job
According to DeCenzo and P. Robbins, “A job ●​ Supervisor interviews with one or
analysis is a systematic exploration of the activities more supervisors who are
within a job. It is a basic technical procedure, one thoroughly knowledgeable about the
that is used to define the duties, responsibilities, job being analyzed.
and accountabilities of a job.” 3.​ Critical Incidents - job holders are asked to
describe incidents concerning the job on the
According to Herbert G. Herman, “A job is a basis of their past experience.
collection of tasks that can be performed by a
single employee to contribute to the production of 4.​ Technical Conference Method
some product or service provided by the
organization. Each job has certain ability 5.​ Job Performance - the job analyst actually
requirements (as well as certain rewards) performs the job under study to get
associated with it. Job analysis process used to first-hand experience of the actual tasks,
identify these requirements.” and physical and social demands of the job.

6.​ Functional Job Analysis - is employee-

Flippo has offered a more comprehensive oriented analytical approach of job analysis
definition of job analysis as “Job analysis is the
process of studying and collecting information 7.​ Observation Method - a job analyst
relating to the operations and responsibilities of a watches employees directly on the job and
specific job. The immediate products of the analysis is is suitable for jobs that involve manual,
are job descriptions and job specifications.” standardized, and short job cycle activities.

8.​ Questionnaires - Standardized

USES OF JOB ANALYSIS
questionnaires, such as position analysis
1.​ Achievement of Goals: and management position description, are
2.​ Organizational Design: used for job analysis, but they are
3.​ Organization and Manpower Planning: time-consuming and often unsatisfactory
4.​ Recruitment and Selection: due to worker limitations such as their
5.​ Placement and Orientation: inability to finish the questionnaire or
6.​ Employee Training and Management unintentionally providing incorrect
Development: responses. Majority of these questionnaires
7.​ Job Evaluation and Compensation: are of two kinds: position analysis
8.​ Performance Appraisal: questionnaire and management position
9.​ Health and Safety: description questionnaire:
a.​ Position Analysis Questionnaire. -​ Internal business Control
Position analysis questionnaire -​ Products and services responsibility
(PAQ) is a highly specialized -​ Public and customer relations
instrument for analyzing a job in -​ Advanced consulting
terms of workers’ activities. The PAQ -​ Autonomy of actions
created by Purdue University is a -​ Approval of financial commitments
complete questionnaire for gathering -​ Staff Service
data for job analysis. In this -​ Supervision
instrument, several job elements -​ Complexity and stress
have been categorized into six -​ Advanced financial responsibility
groups with each category -​ Broad personnel responsibility
containing appropriate job elements
resulting into 195 elements JOB DESCRIPTION
Job description is the direct outcome of the job
PAQ provides numerical job ratings analysis process. The information gathered through
based on basic activities, aiding in job analysis provides a source for job descriptions
job classification and comparing and job specifications. It is a written record of the
related jobs and assigning pay duties, obligations, and requirements of a specific
levels. However, its time-consuming job. It is focused on the job itself and not on the job
rating process is a major holders. It is a document that describes the job in
disadvantage. Despite this, PAQ has such terms as its title, setting, responsibilities,
good validity and reliability. The working situations, risks, and dangers.
PAQ’s real edge is, thus, in job
classification. PAQ’s outcomes can Flippo has Defined Job Description as, “A job
be utilized to compare the jobs description is an organized, factual statement of
related to one another and levels of duties and responsibilities of a specific job. In brief,
pay or compensation can be it should tell what is to be done. How it is done why.
assigned for each job. It is a standard of function, in that defines the
appropriate and authorized content of a job.
b.​ Management Position Description
Questionnaire: This is a highly According to Pigors and Myres, “Job description is
developed instrument with 208 items a pertinent picture (in writing) of the organizational
focused on administrative relationships, responsibilities and specific duties
responsibilities, limitations, demands that constitutes a given job or position. It defines a
and other various position scope of responsibility and continuing work
characteristics. W.W. Tomov and assignments that are sufficiently different from that
P.R. Pinto have created the following of other jobs to warrant a specific title.”
Management position Description
factors: According to Zerga, who analyzed 401 documents
on job descriptions decades ago, a job description
-​ Product, marketing and financial helps us in
strategy planning.
-​ Coordination of other organization 1.​ Job grading and classification
units and personnel 2.​ Transfers and promotions.
 3.​ Adjustments of grievances; activities or tasks being done. The job
4.​ Defining and outlining promotional steps: summary should specify the nature of the
5.​ Establishing a common understanding of a job. Primary, secondary, and other duties
job between employers and employees; to be done on the job should specifically
6.​ Investigation accidents; be indicated separately.
7.​ Indicating faulty work procedures or
3.​ Duties and Responsibilities: This is the
duplication of papers; most vital phase of the job description and
8.​ Maintaining, operating, and adjusting should be prepared very carefully. It
machinery; explains the tasks and responsibilities to
9.​ Time and motion studies; be done along with the frequency of each
10.​ Defining the limits of authority; major work. Responsibilities concerning
11.​Indicating case of personal merit; the safekeeping of money, supervision,
12.​Studies of health and fatigue; and training of staff, etc. are also described
13.​Scientific guidance; in this part.
14.​Determining jobs suitable for occupational 4.​ Supervision: Under it is given number of
individuals to be supervised along with
therapy;
their job titles, and the level of supervision
15.​Providing hiring specifications needed –general, intermediate, or close
16.​Providing performance indicators. supervision.

WRITING A JOB DESCRIPTION 5.​ Relation to Other Jobs: It explains the

vertical and horizontal relationships of
A Job description is a written document of what workflow. It also indicates to whom the
the employee actually does, how he does it, and employee will report and who will report to
under what circumstances the job is performed. him. It gives information on the routes of
These details are in turn utilized to write a job promotion.
specification. This lists the knowledge, abilities,
and skills essential to execute the job on a 6.​ Machine, tools, and equipment:
satisfactory level. Although there is no standard Presents each major type or trade name of
format in creating a job description, most the machinery and equipment as well as
descriptions have at least sections on the the raw materials to be utilized.
following:
7.​ Working Conditions: The working
environment in terms of heat, light, noise,
1.​ Job Title: A job title is significant for dust, and fumes, etc, the job risks and
numerous reasons. A precise title defines dangers and the probability of their
the nature of the job, its power and status occurrence and working conditions should
level, and the skills needed to perform the also be presented. It will be essential in job
work. A precise title also helps in staff evaluation.
selection and recruitment. If the job title
indicates the real nature of the job, 8.​ Social Environment: It provides the
possible applicants for a position will be specifics of the social situations under
better able to identify whether their which the job will be done. In this part, the
capabilities and experience match those size of the work group, social interactions
required for the job. needed to execute the job, and
development facilities are mentioned
2.​ Job Summary: A job summary explains
the contents of the jobs in terms of 9.​ Compensation Information: This portion
 of the job description must include details ●​ Mental Characteristics such as
on the salary grade, whether the position general intelligence, memory,
is excused, and the compensable factors judgment, ability to concentrate,
used to identify salary. The worker’s actual foresight, etc.
salary or salary range SHOULD NOT be
listed on the job description. ●​ Personal Characteristics such as sex,
education, family background, job
10.​Job Competencies: This section contains experience, hobbies, extracurricular
what are commonly called job activities, etc
specifications or competencies. These
are the knowledge, skills, abilities, and All these characteristics must be categorized into
other characteristics (KSAOs) (such as three classifications:
interest, personality, and training) that are ●​ Vital characteristics which an employee
necessary to be successful on the job. must possess.
11.​
●​ Needed qualities that an employee should
JOB SPECIFICATION possess.
●​ Contra indicators that will serve as a
The job specification states the minimum
acceptable qualifications that the employee must hindrance to successful job performance.
have to execute the job effectively. Based on the
details attained through job analysis, the job JOB DESIGN
specification identifies the knowledge, skills, and Job design is of a fairly recent beginning. Human
abilities needed to perform the job successfully. resource managers understand that the design of
People possessing the personal characteristics a job has a substantial impact on efficiency and
identified in the job specification must execute the job satisfaction; poorly designed jobs often result
job more efficiently than individuals lacking these in boredom for the workers, increased turnover,
personal characteristics. The job specification, job dissatisfaction, low productivity, and a rise in
therefore, is a vital factor in the selection process, the total costs of the organization. All these
for it keeps the recruiter’s attention on the list of negative outcomes can be avoided with the
qualifications needed for an employee to perform assistance of proper job design.
the job and helps in identifying whether candidates
are qualified.
Job design is an attempt to produce a match
between work requirements and employee
Job Specifications should include: attributes. It includes forming the components of
the job and the interaction patterns among the
●​ Physical characteristics, which members of a workgroup. It aids in creating
include health, strength, endurance, suitable designs of jobs to improve effectiveness
age, height, weight, vision, voice, eye, and satisfaction.
hand and foot coordination, motor
coordination, and color discrimination.
METHODS OF JOB DESIGN
●​ Psychological and social
characteristics such as emotional 1.​ Job Simplification: In job simplification,
stability, flexibility, decision-making the whole job is broken down into minor
ability, analytical view, mental subparts; this is done to ensure that
ability, pleasing manners, initiative, workers can do these jobs without
conversational ability, etc. much-specialized training. Furthermore,
small operations of the job can also be
done at the same time so that the whole
 operation can be done quickly. For job selected specialty.
simplification, generally, time and motion
studies are used. JOB ENLARGEMENT: Another way of improving
worker satisfaction with repetitive jobs is job
2.​ Job Rotation: Another method designed enlargement, or increasing the number of tasks
to improve employee motivation is job performed (i.e. increasing the scope of the job).
rotation, or occasionally assigning Job enlargement, like job rotation, attempts to
employees to alternate jobs or tasks. remove short job cycles that produce boredom.
Not just like job rotation, job enlargement truly
ADVANTAGE OF JOB ROTATION TECHNIQUE: improves the job cycle. When a job is enlarged,
●​ The worker will have exposure on having either the tasks being done are enlarged or some
variations of work, workplace, and peer short tasks are given to one employee. Thus, the
coverage of the job is increased because there
group.
are many tasks to be done by the same employee.
●​ Job rotation aids to widen the knowledge
and skills of an employee.
ADVANTAGES:
●​ The key benefit of job rotation is that it ●​ Increase in diversity of jobs
releases the staff from the boredom and
●​ Job satisfaction
monotony of doing the same job.
●​ With the assistance of this technique, ●​ Offers wholeness and uniqueness to the
individuals become more flexible. They task and improves the knowledge needed
are ready to accept responsibility, to do it.
especially in other positions. ●​ Provides a variety of skills.
●​ Job rotation widens the work experience of ●​ Minimizes pressure and boredom.
staff and turns specialists into generalists. ●​ Trains and improves more versatile staff.
●​ It is useful for the organization also as the
management gets employees who can Job Enrichment: The idea of job enrichment was
perform a variation of tasks to meet the from Herzberg’s two-factor theory of motivation in
possibilities. which he has suggested that job content is one of
●​ This method increases the self-image and the basic aspects of motivation. If the job is
self-worth of the employee designed in such a manner that it becomes more
motivating and challenging to the employee and
gives him chances for achievement, recognition,
DISADVANTAGE OF JOB ROTATION
TECHNIQUE: responsibility, advancement, and growth, the job
itself becomes a source of motivation for the
●​ Job rotation also produces interruptions. employee
Members of the workgroup have to adjust
to the new staff.
●​ Efficiency is reduced by moving an JOB ENRICHMENT BASES
employee into a new position just when
his productivity at the prior job was
producing organizational benefits.
●​ Increased training cost.
●​ The supervisor may also have to spend
more time responding to queries and
observing the work of the recently rotated
worker.
●​ It can demotivate smart and determined
trainees who seek specific tasks in their TECHNIQUES OF JOB ENRICHMENT: To
enrich the jobs. The management should adopt meet the requirements of the staffing schedule and
the following measures: to employ effective measures for attracting that
manpower in adequate numbers to facilitate
●​ Freedom in decisions effective selection of an efficient working force.”
●​ Assign a natural work unit to an employee.
●​ Encouraging participation According to Werther and Davis, “Recruitment is
●​ Allow the employee to set his standards of the process of finding and attracting capable
performance applicants for employment. The process begins
●​ Minimize the controls to provide freedom to when recruits are sought and ends when their
the employees applications are submitted. The result is a pool of
●​ Make an employee directly responsible for applicants from which new employees are
his performance. selected.”
●​ Encourage the participation of employees
in deciding organizational goals and Dales S. Beach writes, “Recruitment is the
policies. development and maintenance of adequate
●​ Expand job vertically manpower resources. It involves the creation of a
pool of available labour upon whom the
●​ Introducing new, difficult, and creative
organization can depend when it needs additional
tasks to the employees. employees.”
●​ Sense of achievement.
According to Scott, Clothier, and Spriegel, the
CHAPTER 4 - RECRUITMENT
need for recruitment arises out of the following
RECRUITMENT is a step in the process that situations:
continues with the selection and ends with the
candidate's placement. It is the next step in the Vacancies created due to expansion,
procurement function, the first is human resource diversification, and growth of business. (?)
planning. Hiring attracts the number and type of
people needed to keep the organization running. ●​ An increase in the competitive advantage
Recruitment is the process of finding potential of certain concerns, enabling them to get
candidates for current or potential positions with the more of the available business than
company. formerly.
●​ An increase in business arising from an
According to Edwin B. Flippo, “Recruitment is the upswing during the recovery period of a
process of searching for prospective employees business cycle.
and stimulating them to apply for jobs in the ●​ Vacancies created due to transfer,
organization.” promotion, retirement, termination,
permanent disability, or death.
According to Lord, “Recruitment is a form of ●​ The normal population growth requires
increased goods and services to meet the
competition. Just as corporations compete to
needs of the people.
develop, manufacture, and market the best product
●​ A rising standard of living, which requires
or service, so they must also compete to identify, more of the same goods and services as
attract, and hire the most qualified people. well as the creation of new wants to be
Recruitment is a business, and it is a big business.” satisfied

In the words of Dale Yoder, “Recruiting is a PROCESS OF RECRUITMENT

process to discover the sources of manpower to The recruitment process passes through the
following stages: practices have their own merits. The
choice between the two depends on the
●​ The hiring process begins when the HR leadership philosophy and the specific
department receives job offers from any needs of the organization.
department of the company the conditions
of employment the time that people should 3.​ Sources of Recruitment: The different
be available for the appointment, etc. sources of recruitment can be divided into
●​ Find and tap the sources of the number internal and external. These have their
and type of employees required. own advantages and disadvantages.
●​ Identify potential employees with the
required characteristics. 4.​ Methods of Recruitment: Recruitment
●​ Develop the techniques to attract the techniques are the means of contacting
desired candidates. The goodwill of an potential candidates, providing them with
organization in the market can be a the necessary information, and
technique. Promoting that the company is encouraging them to apply.
a good place to work can also help 5.​ Evaluation of Recruitment Program: The
encourage candidates to apply. There may hiring process should be evaluated
be others with attractive salaries, decent periodically. The evaluation criteria can be
development opportunities, etc. costs per applicant, hiring rate,
●​ Evaluation of the effectiveness of the performance evaluation, length of stay, etc.
recruitment process. After the evaluation, the necessary
According to Famularo, personnel recruitment improvements should be made to the
process involves five elements, recruitment hiring program.
policy, a recruitment organization, a forecast of
manpower, the development of sources of RECRUITMENT POLICY
recruitment, and different techniques used for
utilizing these sources, and a method of According to Yoder, “the recruitment policy is
assessing the recruitment program. The concerned with quantity and qualifications of
explanation of these is described below: manpower.” It establishes broad guidelines for the
staffing process. Generally, the following factors
are involved in a recruitment policy:
1.​ Recruitment Policy: Defines the
recruitment objectives and provides a ●​ Provide each employee with an open path
framework for the implementation of the and encouragement to develop their
recruitment program. It also includes the talents and abilities;
employer's commitment to some principles ●​ Provide individual workers with the highest
such as finding and hiring the most level of job security to avoid frequent
qualified people for each position, keeping layoffs or downtime;
the most promising people hired, etc. It ●​ Avoid groups that can arise when several
must be based on the goals, desires and members of the same household or
setting of the organization. community are employed in the
organization;
2.​ Recruitment Organization: Recruitment ●​ Respect the wording and the spirit of the
can take place centrally, as with public relevant public regulations on hiring and
sector banks, or decentralized. Both the employment relationship as a whole;
●​ Ensure that all employees of the ●​ Create security for employees when they
organization are interested in their are assured that they will be given
personal goals and work objectives; preference when filling vacancies.
●​ Guarantee the fairness of employees in all ●​ Improve employee morale by assuring
labor relations, including promotions and them that when it comes to vacancies, they
transfers; will be preferred over outsiders.
●​ Provision of jobs adapted to the skills of ●​ Promotes employee loyalty and
disabled workers and minority groups; and engagement through a sense of job
●​ Promote one or more strong, effective and security and opportunities for
responsible unions among workers. advancement.
●​ Recruiting policy of the organization; ●​ Employers may evaluate current
●​ Human resource planning strategy of the employees better than external applicants.
company; ●​ This is because the company tracks the
●​ Size of the organization and the number of progress, experience, and service of its
employees.
employees employed;
●​ Training time and cost are minimized as
●​ Cost involved in recruiting employees, and
employees become more familiar with the
finally;
organization and its policies.
●​ Growth and expansion plans of the
●​ Relations with unions continue to be good.
organization
Staff turnover is reduced.
●​ Self-development is encouraged to the
EXTERNAL FACTORS
employees. Encourage good people who
●​ Supply and demand of specific skills in the are ambitious.
labor market; ●​ Promotes stability through continuity
●​ Perception of the company's image among ofFactorsyment.
job seekers through the company. ●​ It can also serve as a training tool for
●​ External cultural factors: Obviously, middle and senior management
culture can significantly affect attitudes. development
For example, women cannot work in
certain occupations in the industry.
DISADVANTAGES OF INTERNAL SOURCES
●​ Economic factors: such as, for example, a
tight or flexible labor market, the ●​ There is the potential for internal
company's reputation in the community resources to “run dry” and it can be
as a master of good wages, or other difficult to find the people needed within
related factors that determine the quality an organization.
and quantity of the workforce applying for ●​ Often leads to inbreeding and prevents
employment.
new blood from entering and organizing.
●​ Political and legal factors also limit the
●​ Since promotion is based on seniority,
types and hours of work of women and
there is a risk that truly capable hands will
children and related work practice
not be selected. The likes and dislikes of
SOURCES OF RECRUITMENT management can also play a role in
●​ Internal hiring.
●​ Since the learner does not know more
●​ External
than the lecturer, no innovations worthy of
this name can be made. Therefore, this
ADVANTAGES OF INTERNAL SOURCES:
 practice is not followed in activities that candidate, a thorough examination is
require original thinking (such as required.
advertising, style, design, and basic ●​ If the newcomer does not adapt to the
research). work in the company, this means even
more effort in the search for his
EXTERNAL SOURCES successor.
DeCenzo and Robbins remark, “Occasionally, it ●​ Motivation, work ethic, and loyalty of
existing staff are compromised when
may be necessary to bring in some ‘new blood’ to
higher-ranking positions are filled
broaden the present ideas, knowledge, and
externally. It becomes a source of
enthusiasm.” Thus, all organizations have to heartburn and demoralization among
depend on external sources of recruitment. existing employees.
Among these sources are included:
Methods of Recruitment
●​ Employment agencies.
●​ Educational and technical institutes. and ●​ Direct
●​ Casual labor or “applicants at the gate” ●​ Indirect
●​ Third-Party
ADVANTAGES OF EXTERNAL RECRUITMENT:
Direct Methods. This includes the dispatch of
●​ It will help bring new ideas, better recruiters to educational and professional
techniques, and improved methodologies institutions, employees, contacts with audiences,
to the organization. and exhibitions with personnel. One of the most
●​ Employee costs are minimized as popular direct methods is sending recruiters to
candidates selected in this way are ranked colleges and universities. Most college hiring is
done in cooperation with a college placement
on the minimum wage scale.
office. The internship office usually helps with
●​ Existing employees will also expand their
recruiting students, arranging job interviews,
personalities. setting up rooms, and submitting CVs.
●​ The entry of qualitative people from abroad
will be in the long-term interests of the
organization. METHODS OF CONTACTING PROSPECTIVE
●​ Appropriate candidates with skills, talents, CANDIDATES
and knowledge are available from outside
sources.
●​ The entry of new people with different
expansions and talents will help with the
staff mix.

DISADVANTAGES OF EXTERNAL
RECRUITMENT:

●​ Instruction and training are required as

employees are unfamiliar with the
organization.
●​ It is more expensive and time-consuming.
Since very little is known about the Indirect Methods.
Direct recruitment methods include advertising in
newspapers, magazines, radio, and television, Employee Selection.
allowing candidates to assess suitability. Human resource selection is the process of
Companies can also use blind ads, notice boards, selecting qualified individuals who are available to
or blind ads to hide their identity and provide fill positions in an organization. Selection is the
details about vacancies and qualifications. process of selecting the best candidate for a job,
ensuring they align with job requirements and are
Third-Party Methods. carefully selected and verified among all applicants,
Public and private employment agencies, trade
with the ultimate goal of selecting the right person
unions, and labor exchanges are common external
for each position.
methods for recruitment, with public labor
exchanges primarily focusing on factory workers
Selection involves selecting suitable candidates or
and professional staff, while private agencies offer
rejecting unsuitable ones, often referred to as a
advisory services, charging fees.
negative process, rather than a positive recruitment
PHILOSOPHIES OF RECRUITMENT
program.
●​ Traditional
●​ Realistic DEFINITIONS OF EMPLOYEE SELECTION:

The traditional philosophy is to recruit as many According to Dale Yoder, “Selection is the process
people as possible. As a result, a large number in which candidates for employment are divided
of jobseekers apply for a vacancy, which into two classes-those who are to be offered
complicates the final selection process and can
employment and those who are not”.
often lead to the wrong candidates being
selected. In turn, bad choices can ultimately lead
to employee dissatisfaction and employee According to Thomas Stone, “Selection is the
turnover. process of differentiating between applicants in
order to identify (and hire) those with a greater
In a realistic philosophy, the needs of the likelihood of success in a job”.
organization are tailored to the needs of the
candidates, which increases the efficiency of the In the words of Michael Jucius, “The selection
recruitment process. With a realistic approach, procedure is the system of functions and devices
hired employees will stay in the organization
adopted in a given company for the purpose of
longer and work at a higher level of productivity.
ascertaining whether or not candidates possess the
qualifications called for by a specific job or for
DIFFERENCE BETWEEN TRADITIONAL AND
progression through a series of jobs.”
REALISTIC JOB PREVIEW

According to Keith Davis, “Selection is the process

by which an organization chooses from a list of
screened applicants, the person or persons who
best meet the selection criteria for the position
available.”

DIFFERENCE BETWEEN RECRUITMENT AND

SELECTION:
CHAPTER 5 - SELECTION
Difference between recruitment and selection has must be overcome by a candidate. These barriers
been described by Flippo as, “Recruitment is a are designed to eliminate unqualified candidates at
procedure of looking for possible workers, any point in the selection process. Therefore, this
motivating and encouraging them to apply for technique is called the “Successive Hurdles
positions within company. Often referred to as Technique”. In practice, the process differs
positive because it encourages people to apply for between organizations and between two different
jobs, selection tends to be negative because large jobs within the same organization. The selection
numbers of applicants are rejected and only the process for senior executives will be long and
best are hired” rigorous, but simple and concise when hiring
lower-level employees.
1. Difference in Objective: The fundamental
objective of recruiting is to attract the maximum
number of candidates so that more options are
available. The fundamental purpose of selection is SELECTION: STEP BY STEP
to select the best among the available candidates.
APPLICATION POOL: Application pool built-up
2. Difference is Process: Recruitment adopts the through recruitment phase is the base for selection
process of making the application pool as large as stage. The fundamental goal at the recruitment
possible and hence. This is known as the positive level is to attract as many valuable applications as
process. Selection adopts a process in which more possible so that there are more choices available at
and more candidates are rejected and fewer the selection phase.
candidates are selected or sometimes not even a
single candidate is selected. Hence, it is known as PRELIMINARY SCREENING AND INTERVIEW: It
negative process or rejection process. is very uneconomical to manage all applicants. It is
advantageous to select unsuitable candidates
3. Technical Differences: Recruitment techniques before resorting to further selection steps. During
are not very intensive and do not require high skills. preliminary interviews, application blank lists and
Instead, highly specialized techniques are required short tests can usually be used for this purpose. All
in the selection process. Therefore, in the selection applications received are reviewed by the
process, only personnel with certain skills such as personnel department to eliminate candidates who
experience do not meet the required qualifications or work
experience or technical capabilities, your
4. Difference in Outcomes: The results of the application will not be considered. This candidate
recruitment are a collection of candidates that will be notified of his/her rejection.
become input for the selection process. The result
of the selection process is the finalization of APPLICATION BLANK OR APPLICATION FORM:
candidates who will be offered a job. An application blank is a traditional and widely
accepted tool for obtaining information from a
THE SELECTION PROCESS potential applicant that allows management to
make an appropriate selection. The blank space
The selection procedure has a sequence of steps. serves as advance information and as an interview
Each step must be successfully passed before aid by showing areas of interest and discussion. It
applicant proceeds to the next step. The selection is a good means of collecting quickly verifiable (and
process is a series of obstacles or obstacles that therefore fairly accurate) basic historical data on
the candidate. As a general rule, information is ●​ It also checks the applicant’s capacity to
collected on the following points: write, to establish his thoughts, and to
present facts clearly and concisely.
●​ Biographical Data: Name, father’s name, ●​ It specifies more whether the candidate has
data and place of birth, age, sex, nationality, consistently progressed to better jobs. It
height, weight, identification marks, physical offers truthful data.
disability, if any, marital status, and number
of dependants. Weighted Application Blanks
· Some organizations assign numerical
●​ Educational Attainment: Education values or weights to applicants' responses.
(subjects offered and grades secured), This makes the application form more work
training acquired in special fields and related. In general, items that are strongly
knowledge gained from related to job performance obtain higher
professional/technical institutes or through scores.
correspondence courses.
Yet, there are some difficulties linked with
●​ Work Experience: Previous experience, WAB
the number of jobs held with the same or ●​ It takes time to develop such a form.
other employers, including the nature of ●​ The WAB should be updated every
duties, and responsibilities and the duration few years to guarantee that the
of various assignments, salary received, factors formerly identified are still
grades, and reasons for leaving the present valid indicators of job success.
employer. ●​ The company should be cautious not
●​ Salary and Benefits: Present and to depend on weights of a few items
expected. while finally selecting the employee.
●​ Other Items: Names and addresses of
previous employers, references, etc. An SELECTION TESTS: Organizations use screening
application blank is a brief history sheet of tests and selection tests to assess applicants and
an employee’s background and can be used reject those unsuitable for interviews. These tests
for future reference, in case needed. supplement application forms with additional
information about suitability, interest, and
Application form helps to serve many personality.
functions like:
· Test types and test material rules are briefly
●​ Its chief utility is to give info for reference discussed below:
validation, good interviewing, and
correlation with testing data. Aptitude Tests: These measure if a person
●​ It assists to filter applicants who lack in has the capacity or talent ability to learn a
education, experience or some other given job if given adequate training. These
eligibility traits. are more useful for clerical and trade
●​ It aids in creating questions to be used in positions.
the interview.
●​ Information that are in the application form Personality Tests: At times, personality
can be kept for future reference. affects job performance. These determine
personality traits of the candidate such as Rules of Good Testing
cooperativeness, emotional balance etc. ●​ Standards must be developed for each test.
These seek to assess an individual’s Its validity and reliability for a particular
motivation, adjustment to the stresses of purpose must be determined before use.
everyday life, capacity for interpersonal ●​ Adequate time and resources should be
relations and self-image. allocated to design, validate, and review
tests.
Interest Tests: These determine the ●​ Tests should only be designed and
applicant’s interests. The applicant is asked performed by a trained and competent
whether he likes, dislikes, or is indifferent to person.
many examples of school subjects, ●​ The test user must be extremely sensitive to
occupations, amusements, peculiarities of how people feel about the tests.
people, and particular activities. ●​ Tests will be used as a screening device.
●​ You should not rely solely on evidence to
Performance Tests: In this test the make a decision. The test results are not an
applicant is asked to demonstrate his ability exact measurement. They must be given an
to do the job. For example, prospective adequate weight.
typists are asked to type several pages with
speed and accuracy. INTERVIEW: An interview is a process whose aim
is to get information from a person and evaluate
E. Intelligence Tests: This aim at testing their potential for the position sought based on the
the mental capacity of a person with respect verbal answers of the interviewee to the uttered
to reasoning, word fluency, numbers, questions of the interviewer. An in-depth formal
memory, comprehension, picture interview is a crucial tool in the selection process,
arrangement, etc. It measures the ability to allowing the interviewer to gauge the candidate's
grasp, understand and to make judgement. suitability and facilitate a shared exchange of
Knowledge Tests: These are devised to information.
measure the depth
of the knowledge and proficiency in certain Objectives Of Interviews:
skills already achieved by the applicants
such as engineering, accounting etc. Interview helps:
●​ To get added info from the applicant.
Achievement Tests: Whereas aptitude is a ●​ Giving to the applicant info about the work,
capacity to learn in the future, achievement organization, its rules, products etc.
is concerned with what one has ●​ To measure the basic fittingness of the
accomplished. When applicants claim to applicant.
know something, an achievement test is
given to measure how well they know it. The selection interview can be:
●​ One to one between the interviewee and the
Projective Tests: In these tests the interviewer:
applicant projects his personality into free ●​ Two or more interviewers by employers
responses about pictures shown to him representatives-sequential;
which are ambiguous. ●​ By a panel of selections, i.e., by more than
representative of the employer.
 A behavior interview describes a situation
The sequential interview includes a sequence of and candidates are asked how they have
interviews; each interviewer meeting the candidate acted in the situation in the past. In
separately. The panel interview consists of two or situational interviews, candidates are
more interviewers meeting the applicant together asked to describe how they would react to
the situation today or tomorrow. In the
TYPES/CLASSIFICATIONS OF INTERVIEWS: behavioral interview, they are asked to
a.​ Degree of Structure describe how they have reacted to the
b.​ Purpose of Interview situation in the past.
c.​ Content of Interview
DEGREE OF STRUCTURE: Principles Of Interviewing
To make it effective, an interview should be
1.​ Unstructured or non directive: in which
properly planned and conducted on certain
you ask questions as they come to mind.
principles; Edwin B. Flippo has described certain
There is no set format to follow.
rules and principles of good interviewing to this
2.​ Structured or directive: in which the
end:
questions and acceptable responses are
specified in advance. The responses are ●​ Provide proper surroundings. The physical
rated for appropriateness of content. setting for the interview should be both
private and comfortable.
Purpose Of Interview: A selection interview is a ●​ The mental setting should be one of rapport.
kind of interview created to forecast future job The interviewer must be aware of
performance, based on the applicant's answers to non-verbal behaviour.
verbal questions asked. ●​ Plan for the interview by thoroughly
reviewing job specifications and job
A stress interview is a special type of descriptions.
selection interview in which the candidate is ●​ Determine the specific objectives and the
uncomfortable with a series of awkward and method of the interviewing
rude questions. The purpose of a stress ●​ Inform yourself as much as possible
interview may be to identify a candidate's concerning the known information about the
low or high stress tolerance. In such interviewee.
interviews, applicants are made ●​ The interviewer should possess and
uncomfortable by putting them on the demonstrate a basic liking and respect for
defensive by a series of honest and often people.
rude questions from the interviewer. ●​ Questions should be asked in a manner that
encourages the interviewee to talk. Put the
Content Of Interview: The content of an interview applicant at ease.
can be of a type that tests a person's ability to ●​ Make a decision only when all the data and
project a situation. This is a situational interview. information are available. Avoid decisions
During a job-related interview, the interviewer tries that are based on first impressions.
to assess the applicant's prior behavior on ●​ Conclude the interview tactfully, making
work-related information, but most questions are sure that the candidate leaves feeling
not considered situational. neither too elated nor frustrated.
 ●​ Maintain some written record of the FINAL EMPLOYMENT DECISION: The human
interview during or immediately after it. resources department suggests a candidate for a
●​ Listen attentively and, if possible, job, and the company offers recruitment in the form
protectively. of an appointment letter. Test appointments are
●​ Questions must be stated clearly to avoid usually arranged, and a trial period can range from
confusion and ambiguity. Maintain a three months to two years. A waiting list is created,
balance between open and overtly and if a candidate is not selected, the next
structured questions. candidate is called.
●​ Body language’ must not be ignored.
●​ The interviewer should make some overt EVALUATION: The selection process ensures
sign to indicate the end of the interview. competent and committed staff availability, with
periodic audits by independent HR professionals
BACKGROUND INVESTIGATION: The selection assessing its effectiveness through thorough
process involves assessing potential employees by analysis and evaluation of the employment
contacting previous employers, assessing program.
performance, contacting professional and personal Selection Decision Outcomes
references, and reviewing the applicant's
educational qualifications.

PHYSICAL EXAMINATION: Applicants must

undergo physical examinations after selection and
before job offers, referred by a company physician
or licensed medical examiner, providing necessary
information.
Placement – Orientation – Socialization
Whether the candidate’s physical measurements Once an employee has been hired, they receive
are in accordance with job requirements or basic information about the employer, working
not?Whether the candidate suffers from bad health conditions, and the information necessary to
which should be corrected? perform their job satisfactorily. Initial new hire
●​ Whether the candidate has health problems orientation will help them perform better by
or psychological attitudes likely to interfere educating them on company rules and practices.
with work efficiency or future attendance?
●​ Whether the candidate is physically fit for According to Pigors and Myers, “Placement
the specific job or not? consists in matching what the supervisor has
reason to think the new employee can do with what
APPROVAL BY APPROPRIATE AUTHORITY: the job demands (job requirements), imposes (in
The selection committee or human resources strain, working conditions,
department should select suitable candidates, often etc.), and offers (in the form of pay rate, interest,
with staff power to propose candidates to companionship with other, promotional possibilities,
competent authorities. Organizations can designate etc.)”
agencies to approve final candidate selection, such
as the board of directors or functional heads at A few basic principles should be followed at the
lower levels. time of placement of an employee on the job:
The job should be offered based on the employee's purpose of needs analysis is to determine the types
qualifications, with no higher or lower placement of training that an organization may need and to
than their qualifications. Developing loyalty and what extent the training is a practical means of
cooperation is crucial for fulfilling the position and achieving the organization's objectives.
organization. The worker should familiarize
themselves with industry conditions and penalties 1.​ The purpose of organizational analysis is to
for injustice. Job first, man first, placement should determine those organizational factors that
be the principle so that he/she will be ready before either facilitate or inhibit training
the employee's joining date. The placement in the effectiveness. A nicely performed
early period may be temporary as changes are organizational analysis will focus on
likely after the end of training. The worker may be ●​ the goals the organization wants to
later moved to the job where he can do better achieve
justice. ●​ the extent to which training will help
achieve those goals
In the words of John M. Ivancevich, “Orientation ●​ the organization’s ability to conduct
orients, directs, and guides employees to training (e.g., finances, physical
understand the work, firm, colleagues, and mission. space, time)
It introduces new employees to the organisation, ●​ the extent to which employees are
and to his new tasks, managers, and work groups.” willing and able to be trained

According to John Bernardin, “Orientation is a 2.​ If the outcomes of the organizational

term used for the organizationally sponsored, analysis specify that a positive
formalized activities associated with an employee’s organizational climate for training exists, the
socialisation into the organisation.” next step is to conduct a task analysis. The
purpose of a task analysis is:
Therefore, orientation is a process by which a new ●​ to use job analysis methods to
employee is introduced into the organization. It is identify the tasks performed by each
the process by which an employee feels employee
comfortable and at home in the organization. The ●​ the conditions under which those
new employee receives a set of standards, tasks are performed
company brochures, guideline manuals, progress ●​ the competencies (knowledge, skills,
reports and documents with informational company abilities) required to perform the
information. The human resources department is tasks between tasks.
responsible for implementing the CHAPTER 6 -
TRAINING 3.​ The third and final step in the needs
analysis process is determining which
EMPLOYEE TRAINING employees need training and in which
Training is the “systematic acquisition of skills, areas. Person analysis is based on the
rules, concepts, or attitudes that result in improved knowledge that not all employees need
performance” (Goldstein & Ford, 2002). more training for every task they perform. To
determine the individual training needs of
DETERMINING TRAINING NEEDS each employee, the people analysis uses
Conducting a needs analysis is the first step in performance evaluation points, surveys,
developing an employee training system. The
 interviews, skills and knowledge tests and / Interviews are a third needs analysis method,
or critical incidents. typically conducted with a select group of
employees, which provides a clearer understanding
METHODS OF EMPLOYEES’ NEEDS ANALYSIS of their feelings and attitudes. The main
disadvantage of interviewing is that interview data
Performance Appraisal Scores is often difficult to quantify and analyze.
Perhaps the easiest method of needs analysis is to
use employees’ performance appraisal scores. Low Skill and Knowledge Tests
scores on a particular dimension for most The fourth way to determine training needs is with a
employees may indicate a need for additional skill test or a knowledge test. Some examples of
training on that dimension. In contrast, if the areas that can be examined to identify training
majority of employees score high on a certain needs include knowledge of loan laws for loan
dimension, relatively little training time is required. officers, knowledge of company policy regarding
Three problems can affect its use. new hires, simple shooting for players basketball
credits, and scary midterms for this course. The
1.​ First, various types of evaluation errors can biggest problem with using testing as a method of
reduce the accuracy of performance determining training needs is that there are
evaluation results. relatively few tests for this purpose.
2.​ The second problem is that there are rarely
situations where all employees score high Critical Incidents
or low on one dimension. Instead, it is more The critical incident technique is a simple method
common for few employees to perform for assessing training needs, sorted by dimensions
poorly. In this case, a person examining the and categorized into good and bad performance
average results of the performance examples.
appraisal might conclude that training in a
particular dimension is unnecessary. But DEVELOPING A TRAINING PROGRAM
this conclusion would be only partially
correct. Establishing Goals and Objectives
3.​ Third, the existing performance appraisal It is important that these goals and objectives be
system may not offer the type of data obtainable given the time and resources allocated
required to conduct a training needs to the training. Training goals and objectives should
analysis. concretely state the following:

Surveys ●​ What learners are expected to do

Surveys offer advantages like eliminating ●​ The conditions under which they are
performance score errors, allowing workers to expected to do it
identify strengths and weaknesses, and identifying ●​ The level at which they are expected to do it
training needs. However, drawbacks include
employee honesty and financial constraints for Motivating Employees
employee-suggested training since the organization For a training program to be effective, workers
may not be able to pay for such. should be motivated to attend training, perform well
in training, and apply their training to their jobs.
Interviews
●​ Motivating Employees to Attend Training
 ○​ Relate the training to an employee’s ●​ Feedback. Another essential aspect of
immediate job. motivating employees to learn is to provide
○​ Make the training interesting. feedback. With some tasks, feedback
○​ Increase employee buy-in. When occurs naturally.
employees play a role in choosing
and planning the types of training A final consideration about feedback is the
offered, they are more likely to nature of the feedback. Research and
attend. common sense agree that positive
○​ Provide incentives. Common feedback should be given if an employee
incentives for attending training correctly performs a task during training.
include certificates, money, Praise is an incentive to continue behaving
promotion opportunities, and college properly. But if an employee is not
credit. performing a task correctly, should they get
○​ Provide food. negative feedback? Probably though
○​ Reduce the stress associated with negative feedback is more complicated than
attending. positive feedback. Negative feedback
should probably also be accompanied by
●​ Motivating Employees to Perform Well in specific suggestions on how the employee
Training can improve his performance.

Providing Incentives for Learning. ●​ Motivating Employees to Use Their

Employees motivated to learn perform Training on the Job
better in training due to perceived incentives Training program success relies on
like raises or career advancements, which employees applying new skills directly to the
can be based on training completion, workplace, with management's atmosphere
knowledge demonstration, or job and the opportunity to apply skills being key
performance improvement. motivators. Ideally, these skills should be
immediately applied.
A common financial incentive method is
skill-based pay. In skills-based pay, an Choosing the Best Training Method
employee participates in a training program Once goals and objectives have been established,
designed to improve a specific skill that an the next step in creating a training program is to
employee either to be promoted or to select the training method that will best achieve
receive a pay raise. those goals and objectives.

Interest. Employees are more motivated to ●​ Conducting Classroom Training

learn when the training program is Classroom instruction—commonly called a
interesting. As a result, coaches who aren't seminar, lecture, or workshop—is still the
effective presenters don't last long. Some most common training method. With this
training topics are, of course, interesting approach, either a member of the training
and a trainer doesn't need to do much to staff or an outside consultant provides
bring the training, often in the form of a lecture, to a
few or many employees at one time.
●​ Initial Decisions Preparing for Classroom Training
Who Will Conduct the Training?
Internal trainers are used when a training Adjusting for the Audience
program is presented too frequently to The development of a training program is
justify the cost of an external trainer, or influenced by the audience's size, demographics,
when the training topic is so specific to the skills, and performance level, with slower training
organization that it would be difficult to find for less experienced or skilled individuals.
external trainers. External trainers are
used when an organization's trainers lack Developing the Training Curriculum
specialized knowledge on a particular topic Creating a training program can be time
or when the costs of developing an internal consuming. The trainer should research a topic,
training program exceed the costs of hiring develop a training outline, create visuals (for
an external trainer. example, PowerPoint slides), create handouts, and
obtain or create supporting materials such as
Organizations are increasingly using videos and role-play exercises.
videotapes for training programs due to their
economic advantage and the availability of Creating Handouts
local colleges and universities, offering An important part of any training presentation is the
lower costs, excellent facilities, renowned handouts to the audience. Handouts should include
professors, and college credit for the following:
completion.
●​ A cover sheet with the title of the training
Where Will the Training Be Held? program as well as the date and location in
On-site training is cost-effective but often which the training took place.
unavailable due to space constraints, while ●​ A list of goals and objectives.
off-site training allows employees to focus ●​ A schedule for the training (e.g., breaks,
on their training outside the workplace, ending times).
allowing for better organization. ●​ A biographical sketch of the trainer.
●​ The notes themselves in outline form, full
How Long Should the Training Be? text, or copies of the PowerPoint slides.
Cost-efficiency suggests a one-week ●​ Activity sheets such as personality
training session is better than dividing it into inventories, free writes, or group activity
10 half-day units, but few employees are information.
interested in 40-hour weekly training. ●​ References and suggestions for further
reading.
The best example of the principle of massed ●​ A form to evaluate the quality of the training
versus distributed practice is studying for program.
exams. If we spread the reading over
several days, the material is relatively easy Top 10 list of things that will help make you a
to learn. But if we wait until the night before good trainer. (David Cohen, M.S.)
the test to read three chapters, that is, read ●​ There is a difference between technical and
the entire reading, we won't remember nontechnical training.
much at all. ●​ Trainers are like wine—they get better over
time.
 ●​ Get to know your audience prior to the There are three considerations in choosing
training. an icebreaker:
●​ Know the material. 1.​ Goal. For an icebreaker to be
●​ Don’t make up answers. successful, it must accomplish a
●​ Use different formats while presenting. goal. The most common goals for
●​ Wear good shoes. icebreakers are to get people to
●​ Be prepared. know one another, to get them
●​ Use stories and experiences. talking, to wake them up, and to get
●​ Humor goes a long way. them thinking about the topic.
2.​ Length of the Training Session. If
the training session will last only a
DELIVERING THE TRAINING PROGRAM few hours, the icebreaker should be
short—if one is even used. If the
●​ Introducing the Trainer and the Training training session will last an entire
Session week, time should be spent on
The introduction should be brief and introductions and “group bonding”
highlight the trainer's references. The length activities.
of the introduction depends on the time 3.​ Nature of the Audience. Certain
allotted for the training and the extent to types of icebreakers work better with
which the audience already knows the some audiences than they do with
trainer. After the presentation of the trainer, others.
the objectives of the training seminar, the
training plan and the seminar regulations ●​ Making the Presentation
are discussed. Though this is not a public speaking text,
here are some tips you might find useful in
●​ Using Icebreakers and Energizers making a training presentation:
Types of icebreakers include:
-​ Introductions such as asking each trainee to ●​ Make eye contact with the audience.
introduce the person next to him or her, or ●​ Use gestures effectively. That is, don’t wave
having a scavenger hunt in which trainees your hands or use other gestures unless
are given a list of questions (e.g., “Who likes they help make a point.
baseball?” “Who has a daughter?”) and are ●​ Don’t read your presentation. Use visuals
asked to mingle with the other trainees to such as your PowerPoint slides to guide
obtain answers to the questions. you.
-​ Jokes or stories. ●​ Don’t hide behind the podium.
-​ Activities in which trainees, either ●​ Use a conversational style. A training
individually or in small groups, are given a presentation is not a speech, lecture, or
question or problem to solve. sermon. Talk with your audience, not at
-​ Open-ended questions to elicit audience them.
response and encourage discussion. ●​ Be confident. Avoid the use of fillers, speak
-​ Free writes in which audience members are at an appropriate volume, and don’t brag
asked to write about the topic. about yourself.
●​ Speak at a pace that is neither too fast nor
too slow.
 ●​ Avoid swearing, making off-color or Practicing Interpersonal Skills through Role
offensive remarks, and demeaning other Play
people, groups, or organizations. Role play is a method of training that involves
●​ Try to make the presentation interesting. students playing simulated roles, such as
This can be done by using fun or a variety supervisors conducting performance reviews or
of activities, creating energy either through salespeople taking customer orders, to develop
the speaker’s pace or through audience interpersonal skills.
activity, and involving the audience by
allowing them to share their opinions, Increasing Interpersonal Skills
stories, and expertise. through Behavior Modeling
●​ Don’t force humor. If you are a naturally Behavior modeling is a successful training method
funny person, it will show. When using that involves learners rolling in ideal behavior,
humor, make sure it meets an objective discussing problems, and identifying learning points
such as demonstrating a point or keeping (rules to follow when solving a problem). Students
the audience awake during a dull topic. watch videos of employees solving problems,
●​ When answering audience questions, taking notes and asking questions, thereby
repeat the question if the room is large. If providing rules for problem-solving.
you are unsure of the question, ask the
audience member to repeat the question or Providing Individual Training through Distance
try to paraphrase the question. After Learning
answering the question, ask whether you Classroom teaching often leads to employees
have answered it sufficiently. If you don’t learning at the same rate, causing boredom and
know the answer to a question, don’t bluff. frustration. To address this, many companies use
distance learning, allowing employees to study
Using Case Studies to Apply Knowledge materials at their own pace and convenience.
After receiving lecture-based information, it's crucial
for employees to apply their knowledge through While distance education has many advantages, it
case studies. Case studies are comparable to can result in longer working hours for overworked
leaderless group discussions and situational workers with family needs. Traditional on-site
interview problems, and are regarded to be great training programs require employees to take time
sources for creating analysis, synthesis, and off to participate. However, with distance learning,
evaluation skills. A small group reads a employees may feel pressured to stick to their
work-related case, discusses it, identifies possible normal working hours and then do distance
solutions, evaluates them, and ultimately decides learning independently in their spare time.
on the best solution.
Most distance learning training takes advantage of
Using Simulation Exercises to Practice New the concept of programmed instruction.
Skills
Case studies and simulation exercises enhance Computer-Based or Web-Based Programmed
knowledge application and problem-solving skills, Instruction
allowing students to practice and work with devices Rather than using books and traditional videos for
in real working conditions without errors. distance learning, many organizations are using
computer-based training (CBT) and e-learning;
as of 2007, 20% of all training hours are completed
using CBT or e-learning. A common method of CBT
and e-learning is interactive video. With interactive Experienced Employees as Coaches. In this form
video, employees see a videotaped situation on a of coaching, a new employee is assigned to an
television, computer screen, or iPod. At the end of experienced employee, who is told to “show the kid
each situation, employees choose their response to the ropes.” Coaching can be highly effective,
the situation and the computer selects a video that allowing the new employee the chance to learn
shows what would happen based on the from a job expert. Coaching, however, has its own
employee’s response. problems.

Many organizations, such as Pitney-Bowes, have

Conducting On-the-Job Training also adopted pass-through programs, in which
experienced workers are temporarily assigned to
Learning by Modeling Others the training department. These workers are taught
Also called social learning, modeling is a vital training techniques and then spend several months
learning method for training in organizations. As the training new employees before resuming their old
name suggests, employees learn by watching other jobs.
employees perform or modeling their behavior.
Professional Coaches. Many organizations use
Modeling as a learning technique is astonishingly “corporate coaches”. Corporate coaches are similar
widespread and forms the basis of the previously to consultants, but instead of working with the
discussed training method for modeling behavior. entire organization, they are hired to train a specific
employee, usually a manager. The work of a
Learning through Job Rotation company coach goes beyond traditional training, as
Job rotation is a popular on-the-job training method, it also helps employees recognize strengths and
involving employees performing various jobs within weaknesses, set goals, and solve problems.
an organization, allowing managers to gain a
comprehensive understanding of subordinates' Mentoring
roles. Mentoring is a form of coaching that has received a
lot of attention recently. A mentor is a veteran in
Learning through Apprentice Training the organization who shows a special interest in a
Apprentice training, used by over 50,000 people new employee and helps him not only adjust to the
annually in crafts and trades like carpentry and position, but also advance within the organization.
plumbing, involves 144 hours of formal class work
and four years of expert guidance. Ensuring Transfer of Training
Research on apprenticeship has shown that the
Learning through Coaching and Mentoring more similar the training situation is to the actual
work situation, the more effective the training is. In
Coaching is another popular method of training other words, the transfer of training will be
new employees and typically takes one of two greater.
forms:
1.​ experienced employees working with new EVALUATION OF TRAINING RESULTS
employees Research Designs for Evaluation
2.​ professional coaches who work with all The simplest and most practical research design
employees. implements a training program and then determines
whether a significant change can be seen in the Application of Training
performance of professional knowledge. To use this The effectiveness of training is evaluated by its
method, performance or professional knowledge degree of application, indicating how effectively
must be measured twice. The first measurement, a employees can apply the learned material.
pretest, is taken before the training takes place.
The second measurement, a posttest, is carried Business Impact
out after completion of the training program. The fifth criterion that can be used to evaluate a
training program’s effectiveness is business impact.
With both of the above designs, the pretest itself Business impact is determined by evaluating
presents a problem. That is, the mere taking of a whether the goals for training were met.
test may itself lead to increases in performance.
Because of this, a rather complicated method Return on Investment
called the Solomon four-groups design can be The sixth criterion for evaluating the success of a
used (Campbell & Stanley, 1963). With this design training program is return on investment (ROI).
That is, after accounting for the cost of the training,
●​ one group will undergo training but will not did the organization actually save mone
take the pretest
●​ second group will undergo training but will
take the pretest
●​ third group will not undergo training but will
take the pretest
●​ fourth group will neither undergo training nor
take the pretest.

EVALUATION CRITERIA
Content Validity
Training can be evaluated by comparing its content
with the necessary knowledge, skills, and abilities
for a job, thereby assessing its content validity.

Employee Reactions
The most commonly used method for evaluating
training is measuring employee reactions
(Sitzmann, Brown, Casper, Ely, & Zimmerman,
2008), which involve asking employees if they
enjoyed and learned from the training.

Employee Learning
Training performance can be measured by
measuring actual employee learning, such as
communication techniques, through a pre- and
post-training test. This approach avoids relying on
employee reactions.