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This involves applying the basic planning process to the human resource needs of the
organization .Once organizational plans are made and specific objectives set, the HRP process
attempts to determine the human resource needs to meet the organization͛s objectives.p
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The transition, the organization determines how it can obtains the
quantity and quality of human resources it needs meet its objectives as
reflected by the human resource forecast. These activities include
recruiting and selecting new employees, developing current or new
employees, promoting or transferring employees, laying off employees
and discharging employees.
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i.p Morale of promote
ii.p Better assessment of abilities
iii.p Lower cost for some jobs
iv.p Motivator for good performance
v.p Causes a succession of promotions
vi.p Have to hire only at entry level
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i.p Inbreeding
ii.p Possible morale problems of those not
promoted
iii.p Political infighting for promotions
iv.p Need strong management development
program
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i.p New blood bringing new
perspectives
ii.p Cheaper and faster than training
professionals
iii.p No groups of political supporters in
organization already.
iv.p May bring industry insights
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i.p May not select someone who will fit the job or
organization
ii.p May cause morale problems for internal candidates
not selected
iii.p Longer adjustment or Orientation time
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Recruitment involves seeking and attracting a supply of people from which
qualified candidates for job vacancies can be selected.
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p" is the posting of notices of available jobs in central
locations throughout the organization; this is to make employees
aware of job vacancies.
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widely used method of obtaining operatives personnel is
through the ͞Help Wanted͟ ads.
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Since individuals must register with the state employment
services before receiving unemployment compensation, these
agencies generally have up-to-date lists of unemployed persons.
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of using employment agencies is that the applicants
may be already screened for the hiring organization.
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Under cooperative education, the student works for the business
for a quarter/semester and then goes to school for a
quarter/semester. n internship program normally involves works
for a student during the summer. Under both an internship and
Co-op program, the business can see the work of potential
employees before they are hired permanently.
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This is recruitment through employee͛ referrals are normally
informal and by word of mouth .E.g. an employee might tell a
neighbor about a job opening.
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fter the initial screening of employment
application forms, applicants are interviewed by
specialist from the human resources department.
This interview is used to eliminate additional
unsuitable and unqualified applicants.
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Testing is commonly used tool in medium and large
organizations. Many types of tests are in the selection
process.
p measure a person͛s capacity or potential
ability to learn and perform a job.
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related knowledge.
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Background and reference check usually fall into three
categories: Personal, academic, and past employment.
Contacting personal and academic reference unless they
feel that person will give them a positive recommendation.
Previous employers are in the best position to supply the
most objective information.
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-, supervisor knows in advance what
questions are going to be asked, asks the questions, and
record the results.
: It provides the same information on all
interviewees, ensuring that all questions are covered with
all interviewees and minimizing the personal biases of the
supervisor.
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- have no definite checklist of
questions or preplanned strategy. Much more
participations by the interviewee are required in the
unstructured interview.
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Many organizations require a person to take a medical
examination. Medical examinations should take place after
a conditions offer of employment.
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involves the acquisitions of skills, concepts, rules, or attitudes by
employees in order to increase their performance. The supervisor͛s primary role
as a trainer falls in the area of $#p67p p8% or in the area of job
rotation.
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The desire to learn comes from the trainee. The supervisor cannot force a
person to want to learn. But the supervisor can show an interest in the
person and point out why it is advantageous to learn to perform a
particular job. Talk trainee. Find out something about her or his
experience, ambitions, like, and dislikes.
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Simplify telling a person how to do a particular task is usually
insufficient. How to perform work seems difficult when we merely
hear it described-and some work is not easy to describe. Let the
trainee ask questions. Be reasonably certain that a component is
fully understood before going on to the next step.
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The trainee is now ready to try doing the job under young
guidance. Let the trainee tell you what she is going to do. If she is
correct, permit her to proceed. If not, correct her mistake and
then permit her to proceed. Give the trainee encouragement
when she is progressing correctly. Be firm in any corrective action
that must take place. Be patient.
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