...• Identify the vacancy/new post • Investigate the situation • Justify vacancy/new post • Prepare job description • Prepare person specification • Determine suitable sources for candidates • Determine process for recruitment and selection • Initial screening of applicants Means: • Planning ahead - filling vacancies is a lengthy process • Organisation - keep records of exactly who has applied and the status of their application • Procedures - follow them and be consistent • Professional approach at all times & ensure those involved are well trained and briefed about the requirements. • Up to date - with all developments in recruitment & selection • Evaluate - the process & the people to ensure all required outcomes are received. TIMING IS CRUCIAL FOR SUCCESS AND COST EFFECTIVENESS. Place advert too soon and they may be waiting to start without pay Place advert too late and gap may be left which will incur costs Plan ahead for seasonal, sabbatical, holidays, maternity, etc. Plan where, when and how many adverts you may want to run Anticipate handling responses Allow time to shortlist C.V.’s and to arrange interviews Build in 4 week notice period for successful applicant (or more depending on the post/sector) The role of selection interviewing Interviews are very widely used in the selection process, as demonstrated by successive CIPD surveys of recruitment practices. • See our annual Resourcing and talent planning surveys As well as...
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...Chapter 1 1. Introduction “A highly successful organization is built on the strengths of exceptional people. No matter how much technology and mechanization is developed, no organization could survive and prosper without them”. --- Luszez and Kleiner, 2001 The most important corporate resource over the next few years will be talent: smart, sophisticated business people who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down (Fishman, 1998 cf. Trank et al., 2002). This seems to particularly hold true in case of the motor vehicle industry in Bangladesh which requires high quality and highly skilled labour force to cater to the rapidly increasing global demand for communication services but is currently facing an increasing shortage of skills supply. Moreover, due to shortages of skilled workers, high turnover rates, and rapid business growth in the service sectors, it has been noted that recruiting, selecting, and placing applicants are among the top three priorities of human resource professionals (Bureau of National Affairs, 2000; Straus, Miles, and Levesque, 2001 cf. Bauer et al., 2004). Since the motor vehicle industry in Bangladesh is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise...
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...es acculpa dolecae. Re nes eum nescimos inci dolum venihilitem ius, aut earchic ideriss equam, omnim nonet voles est quaere reptas am fugiatiis et rempelibus alibus. Ommost od et ulpa quid et mo blaut odi testios et, officia sitaqua sperum ipid qui blandaecus aperum dit vidis vollenda nimporr ovitatem nonet accusdaeris et aut earchilique porent. Itat odis nulpa se proreni sinciae. Ent eatur, coria voluptation ex et estionet remporporum quid ma culpa quate mincil moloria ndaestrunt. Minctas mi, tesciis delesti stiorrorest modipic iusdaniata nobit et lamet eum fuga. At rerspid itempor as quunt ationet omniendipis vendios con nulluptur, si deles pos magnam incid quos delique essequam nes dendis sae poremqui dit occabora in est, nimuscitiore di omnimodit quatum voluptas acerupit invenim inienimet volorecabo. Nam, ni omnis min res experio. Et omnimil lestruptate in est, ium volupis delest lique lab illoritatus. Henihit atiorestia dolor sit perspel endignis quo mod mincit quist fugit inci qui rehenis repero mo voles management in practice Riassi dentiumquam, officiis aligenihita nossimint. For Certificate IV BSB41013 and Diploma BSB50613 ly volorrum rehent officabo. Corio maiore ni ullore quis et quaecepremo et on Lisimaxi magnihicit esciendit que eratem. Non eos ipsam quo to maximagnam human resource management in practice e ese ped eveliquis il mi, ommolup tatinis etur sequiscienis autaque earibus. pl alitior estrund emquodiatur...
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...contents List of figures List of tables About the authors About the contributors Preface Authors’ acknowledgements Tour of the book HRM as I see it: video and text feature Publisher’s acknowledgements Key topics grid xviii xx xxi xxii xxv xxxiii xxxiv xxxvi xxxviii xl 1 2 2 2 3 3 3 4 5 6 8 9 9 13 16 17 18 18 20 22 22 24 25 27 30 I the arena of contemporary human resource management 1 the nature of contemporary HRM John Bratton Outline Objectives Introduction The development of HRM Keynesianism: collectivism and personnel management HRM in practice 1.1: A new role for HR professionals Neo-liberalism: individualism and HRM Management and HRM The meaning of ‘human resource’ The meaning of ‘management’ The nature of the employment relationship Scope and functions of HRM Theoretical perspectives on HRM HRM in practice 1.2: Twenty-first-century senior HR leaders have a changing role The Fombrun, Tichy and Devanna model of HRM The Harvard model of HRM The Guest model of HRM The Warwick model of HRM The Storey model of HRM HRM and globalization: The HRM model in advancing economies? Ulrich’s strategic partner model of HRM Studying HRM Critique and paradox in HRM viii contents ix Case study: Canterbury Hospital Summary, Vocab checklist for ESL students, Review questions and Further reading to improve your mark 33 34 37 37 37 38 38 39 41 44 44 45 46 48 50 52 54 55 56 56 58 60 62 65 66 69 69 69 70 70 71 72 72 73 73 74 77 78 80 81 88 92 2 corporate strategy and strategic...
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... Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization. This is a consciously coordinated social unit, composed of two or more people,...
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