The Sources of Recruitment Essay Example

for hiring unskilled workers to fill in for permanent employees who are absent.

Recruiting more efficient individuals may be preferred for permanent vacancies. Advertisement, an external source, plays a vital role in the recruitment process. The chief benefit of advertisement is its ability to reach a broad market and inform applicants who are dispersed.

The most commonly used mediums are print media, web, and television. Employment agencies are professional organizations that help find the right people for jobs. These private agencies, run by individuals, provide manpower to organizations in need for a fee.

d. Campus Recruitment is a type of recruitment conducted through professional educational institutions. These institutions have recruitment cells that assist in providing jobs to fresh graduates.

e. Recommendations can be sought from experienced individuals in specific areas.

Company employees enjoy goodwill and recognition. Certain job vacancies are filled through recommendations from these individuals. However, the downside of this approach is the potential inefficiency that comes from relying solely on these recommendations. Additionally, there are labour contractors who provide manpower for the Factory or Manufacturing plants. These contractors hire workers on a contractual basis.

e. for a specific duration. When these contractors depart from the organization, they also take the individuals they recruited for the job. g. Contractual staffing- This type of staffing involves organizations hiring employees from another organization temporarily to accommodate their short-term fluctuation of human resource requirements.

The organization keeps the company running while it searches for a permanent staff member to manage the position. Friends and family of current employees are also potential sources for new hires. Larger organizations often offer bonuses or prizes to employees who refer successful candidates.

Web job advertisements are an affordable solution

for businesses to handle their recruitment process via portals and websites. However, though they can generate numerous resumes, they can also lead to an overwhelming number of irrelevant applications, posing a challenge in reaching a final decision. The appeal lies in the cost-effectiveness compared to potential earnings, but the effectiveness rate might be relatively low. While internal recruitment sources remain crucial, they may not be appropriate for filling all vacancies within the organization.

The organization can use external recruitment to attract job candidates from a variety of sources outside the company. This method may be costly, but it allows for a larger pool of applicants to be evaluated.

Question 2. Explain the goals of training.

Answer 2 According to Mathis and Jackson (2000), training is a process that enables individuals to gain the skills necessary to contribute to the accomplishment of company objectives.

Training in organizations can be viewed from a narrow or broad perspective, as it is connected to various processes. It involves acquiring knowledge, improving skills, understanding concepts, and changing attitudes and behaviors to enhance employee performance. Training serves as a way to communicate new knowledge and skills, as well as transform attitudes. It increases awareness and allows individuals to explore their existing knowledge and skills. The objective of training is to create a lasting impact that extends beyond the training period. The emphasis is on generating specific action steps and commitments that direct individuals' focus towards implementing their newly acquired skills and ideas in the workplace.

Investing in the development of employee skills is crucial for an organization's long-term profitability. By providing training and education opportunities, employees can enhance their productivity. The main goal of training is

to ensure that there is a qualified pool of potential replacements for personnel who may leave or advance within the company. To establish training objectives, it is necessary to identify the training needs using different analyses.

The gap analysis helps organizations to determine the gap between their current status in terms of employee skills, abilities, and knowledge, and where they need to be. To bridge this gap, training objectives and priorities are established. A training objective is a measurable desired outcome of a training program, defined by the desired behavior or skill level, the conditions it should occur in, and the standard for measurement. Training objectives can be set in any area using four dimensions: quantity of work resulting from the training.

There are multiple ways to measure productivity. One way is by assessing the number of words a typist can type per minute, while others may be evaluated based on how many applications they process each day. Another factor to consider is the quality of work after training, which can be measured by observing any reductions in costs related to rework, scrap, or errors.

3. The timeliness of work after training, including meeting schedules and presenting monthly performance reports, can be measured.

4. Cost savings resulting from training can be measured.

The training objective is important to the trainer, trainee, designer, and evaluator.

The objective of training is to assess the benefits of the training to the individual and the organizational growth, as well as determine the trainee's learning capabilities and present training activities in a clear and logical manner. It also helps the trainer understand the background of the trainees and plan the presentation accordingly. Furthermore, the objectives of

training help trainees identify opportunities within the organization and plan their career accordingly, while creating a positive image of the training program to capture their attention.

Assessing the likelihood of trainee success is facilitated by informing them of the training objective. With prior knowledge of the training's purpose, participants are able to comprehend and apply what they have learned. The training objective is crucial for the training designer as it guides the allocation of necessary resources such as human resources, equipment, and materials. For instance, if the goal of the training is to educate the marketing department on finance, the designer would seek a financial expert and finance-related books to aid participants in understanding the subject matter. Additionally, the objective acts as a reference point for the training evaluator to measure trainee progress since it outlines the anticipated outcomes of the training.

Training objectives are essential in evaluating the performance of participants. It is ideal to identify and prioritize training needs in accordance with organizational goals. The first step is to address critical issues. Once the objectives are established, the training process can begin.

Question 3: What are the different career development activities? Please explain.

Answer 3: Career Development involves enhancing capabilities beyond the requirements of the current job. These activities aim to improve employees' proficiency in handling various tasks. Both the employee and the organization benefit from this, as managers and employees with relevant experiences and skills enhance the organization's ability to compete and adapt in a changing and competitive environment.

With the advent of acquisitions and mergers and the subsequent layoffs, the way people view careers and development has undergone a transformation. Nowadays, individuals take on more responsibility

in managing their own careers to ensure employability and constantly receive job offers. Career development is a systematic approach aimed at aligning employee goals with the agency's business needs to support workforce development initiatives. The objective of career development is to improve employees' current job performance, enable them to seize future job opportunities, and fulfill agencies' goals of having a dynamic and effective workforce. In an organization, there are typically two groups that drive the career development process: top management and human resource personnel. For instance, management may have the task of ensuring that the business's needs align with employees' career goals to create a harmonious work environment overall.

They will often identify the skills, experience, and knowledge employees need in order to provide their best possible work. Human resource personnel are often responsible for providing career development information programs for employees. Human Resource managers also usually provide a compensation structure that compliments business needs but also allows individual career growth. For example, employees who have exhibited a certain improvement or growth in needed skills might be promoted and given a raise. Regardless of company policies concerning career development, employees are responsible for ensuring that career development goals proceed according to their preferences.

Employees have the opportunity to assess their current and future desires for their job. This analysis can assist in selecting a career path or training within the organization. Career Development Activities encompass various activities that aid in developing skills, acquiring knowledge, and fostering the right mindset. These activities encompass self-assessment tools, individual counseling, information services, initial employment programs, organizational assessment programs, and development programs.

Self-assessment is the initial step in the career planning process. It

involves gathering information about oneself to make informed career choices. This includes evaluating values, interests, personality, and skills. Several assessment tools and instruments can be helpful in this process, including the Birkman Method Career Style Summary and the Campbell Interest and Skill Survey, both developed by career-planning expert Dr.

The Career KeyTM, a self-assessment tool developed by Dr. Lawrence K. Jones from North Carolina State University's College of Education, assists users in assessing their interests and skills. It also connects them with specific occupations and provides a three-letter Holland Code to represent their personality and preferred work environment. The tool offers information on related jobs.

In addition, the performance appraisal system incorporates other online tools such as the Keirsey Character Sorter and the Keirsey Temperament Sorter. These tools utilize technology to help individuals identify their strengths and match them with potential career paths.

Moreover, individual counseling is available for one-on-one meetings with a counselor. Previously, individuals could discuss their career aspirations with managers and supervisors within the organization to receive guidance on making career choices.

Organizations offer formal 'mentoring programs' where employees can join and select a mentor who can provide guidance and counseling on the best career options available and how to pursue them. The term 'mentoring' refers to programs in which companies either assign mentors, also known as advisers, counselors, and role models, to trainees or allow trainees to choose their own mentors. Trainees can seek assistance from their mentors, who are experienced workers or managers with strong communication skills, whenever they have questions or need help. Mentors not only provide advice on performing specific tasks but also offer guidance on succeeding within the company, understanding the

company's corporate culture and politics, and handling delicate or sensitive situations. Additionally, mentors give feedback and suggestions to help trainees improve their work. By assigning a career development mentor to an employee, organizations provide support for the employee's career growth and professional aspirations.

Individual counseling is beneficial for individuals to better understand their goals, identity, and make informed decisions. It helps them navigate career transitions and commit to taking action. Additionally, organizational assessment is a crucial part of career development. This assessment evaluates employees' potential for growth and development within the organization. During career counseling sessions, a key concern is determining whether employees' goals align with the opportunities available within the organization. This involves considering the organization's assessment of employees' abilities and potential.

Both the organization and the individual benefit from accurately assessing employee abilities. Assessment centers are a helpful tool for employees to identify areas for improvement and strategies for skill development. These centers evaluate employees' competencies and their ability to perform behaviors required for future positions. They employ various methods such as group discussions, role play, interviews, tests, and simulation exercises to observe and evaluate each participant's behavior.

Assessment plays a crucial role in both helping organizations identify the appropriate path for employee development and aiding employees in understanding their strengths and weaknesses so they can establish more realistic objectives. In order to assist individuals in achieving their career goals, various developmental programs are available, including assessment centers, job rotation programs, in-house training, tuition refund plans, and mentoring.

Question 4. Discuss several commonly practiced steps for motivating employees.

Answer 4 According to Robbins (2003), motivation refers to "the processes that account for an individual's intensity, direction, and persistence

of effort toward attaining a goal." This implies that an individual's performance is influenced by the level of motivation they receive in pursuit of organizational objectives.

Employees cannot be compelled to be motivated just as they cannot be compelled to be happy. However, it is possible to create a positive environment where employees comprehend the company's objectives and their contribution towards achieving those objectives. According to Michael Jucius, motivation can be defined as the act of stimulating someone to take a desired course of action in order to elicit a desired reaction. Motivation involves compelling individuals to respond to change, determining what triggers human behavior, guiding behavior towards specific goals, and maintaining that behavior.

Understanding the relationships between needs, drives, and goals is essential for effectively motivating employees. When employees are motivated, they contribute to the sustainability and productivity of the organization. Motivating factors vary and can include job security, good working conditions, personal loyalty, support for personal problems, discipline, a sense of belonging, recognition for work done, competitive wages, and opportunities for promotion and growth within the organization. Managers must recognize that employees have different needs and address them accordingly.

Motivating your employees is crucial for the success of your company. A thriving business cannot be achieved when employees work slowly, arrive late, or display inappropriate behavior. Frequently, this behavior stems from a lack of motivation or a sense of being undervalued. Both managers and business owners gain advantages by providing employees with incentives to excel.

Motivating factors include verbal acknowledgement, monetary rewards, increases in responsibility, and assistance in achieving career goals. To motivate employees, it is important to analyze the situation requiring motivation and understand their desires

and preferences. This can be accomplished by listening to employees and finding out what they want. While some individuals may be motivated by the prospect of receiving more money, others may be driven by the potential for additional time off. Some employees seek more challenging work and greater responsibility. Everyone has their own unique motivations.

The act of listening to your employees is a powerful motivator for those who have felt undervalued. Each person has their own unique motivations, so it is crucial for managers to understand what drives each individual. By recognizing these motivators, managers can tailor goals, involvement, and rewards to meet individual needs. While some are motivated by financial success, others find motivation in the prospect of time off from work.

Every individual may have different motivations, with some desiring more difficult tasks and increased responsibilities. However, there is a risk that employees may become overly ambitious, expecting more than the company is able to provide. Consequently, managers must engage others in evaluating the level of motivation among employees.

During annual company durbars, employees typically communicate their goals and motivations. It is important for management to give feedback to keep employees informed about their progress in achieving these goals. By dedicating time to listen to their employees, management can greatly motivate those who may have previously felt undervalued. After engaging in conversations and actively listening to employees, it is crucial to sit down with them and develop an action plan for success. This involves having individual discussions with each team member, providing clear goals and expectations for performance.

At work, clear goals are preferred over generalities. If an employee is not clear about expectations, they may

spend more time wondering what is wanted instead of actually doing the work. It is important for a leader to set an example and inspire their followers. As a manager, it is your responsibility to adhere to the company’s work ethic so that employees may do the same. However, if you consistently leave the company before closing time and show no concern for the current tasks, it will not motivate employees to work hard and achieve the desired results.

A leader can inspire employees by setting a good example and showing dedication to their work. Actions have a stronger impact than words, so a leader's behavior is more influential than what they say. It is important for a manager to pay attention to both verbal and non-verbal cues from employees, as what motivates them may not align with what they say. People can sometimes misinterpret what truly motivates them.

An example is when an employee initially claims that working longer hours is a motivating factor. However, after a few weeks, they may become bored and lose motivation. In this case, it is necessary for the manager to have a conversation with the employee to establish a mutually beneficial work arrangement. It should be noted that monetary rewards such as money do not always serve as effective motivators since different individuals are motivated by different factors. Therefore, it is crucial to identify what motivates each member of the staff. It may turn out that benefits like additional time off, flexible work hours, job sharing, and remote work are more appealing to the staff than monetary rewards. Another way to motivate employees is to emphasize the significance of

continuous learning and provide opportunities for growth and development.

Two strategies for keeping staff connected to the business and demonstrating the company's appreciation for employees are offering in-house training and providing funding for selected training courses. By investing in employee education, management conveys interest in helping staff achieve their goals within the company, which in turn boosts motivation. Delegation further showcases trust in the team's abilities to complete tasks, fostering creativity, innovation, and efficiency in problem-solving, procedures, and product development. It is important to establish clear goals for these delegated tasks and grant team members ownership over them.

Employees who are given more responsibility will be inspired to give their best performance. Resolving conflicts promptly and fairly among employees fosters motivation among team members, as it demonstrates that management will not tolerate any infringement on anyone's rights. It is important to note that someone who may be seen as a troublemaker could actually be a conscientious employee who is raising awareness about unsafe or unethical practices carried out by their colleagues.

Management should avoid making hasty judgments but instead listen to complaints and issues, investigating the problem before making any decisions. When workers perceive their boss as fair, it boosts their motivation to perform effectively. Ensuring employee motivation is crucial for the success of any company, as slow work, tardiness, and poor behavior among employees hinder productivity and overall business performance.

Often, this type of behavior is caused by a lack of motivation or feeling unappreciated. Both managers and business owners can benefit from providing incentives for workers to perform well. These motivators can include verbal praise, financial rewards, increased responsibilities, and assistance in achieving career objectives. When employees

are adequately motivated, they tend to perform at a high level, ultimately increasing the company's productivity.

Question 5. Explain the procedure for handling grievances.

Answer 5: The term "grievance" is used by a company to refer to various forms and stages of an employee's dissatisfaction.

According to Dale Yoder, a grievance refers to a written complaint filed by an employee, alleging unfair treatment. Prof. Jucious defines a grievance as any discontent or dissatisfaction, whether expressed or not and whether valid or not, arising from any aspect of the company that an employee perceives as unfair, unjust, or inequitable. Grievances can stem from various factors.

A grievance indicates a problem or issue within a functioning or adjustment, and an adept manager can identify the underlying causes of a grievance. Grievances can also be seen as violations of collective agreements, customary practices, statutory law, common law, natural justice, or any significant issue that disrupts the workplace and upsets the balance. The definition of a grievance may vary between institutions and authors in relation to organizational performance. Grievances can be expressed verbally or in writing, and they can be valid or unfounded. They may be individual or group-based, as well as symptomatic or deeply ingrained.

Some grievances are related to established rights being breached, while others are related to disputes about attempts at creating new rights. Grievances can arise from various reasons, including promotions, supersession, growth, internal job opportunities, compensations, increments, and bonuses.

Historical factors, management strategy to undermine the union, union strategies, transfer and job-related relocation, ambiguous contract language, and the prevailing social and political environment are all key factors to consider.

If these causes are not properly managed, they could escalate and result

in strikes within the organization, which would ultimately impact productivity and the corporate image. The Indian Institute of Personnel Management suggests the following grievance handling procedure for addressing grievances: a) The first line manager should handle the grievance within their limits. b) The employee should be aware of the appellate authority in case they cannot find satisfaction with their immediate manager. c) The grievance should be addressed promptly.

d) When establishing a grievance procedure, it is important to follow instructions given by a superior for the sake of order and discipline. Employees can only express their objections after carrying out these instructions. Resolving disputes or grievances is a managerial issue and can often benefit from using scientific methods to find a satisfactory solution. Handling grievances requires skills in advocating for employees and can be seen as semi-judicial. As a result, the person responsible for addressing grievances should establish boundaries and ensure that the individual making the decision is qualified and unbiased.

The selection of the outcome should be based on various options. Each company's grievance procedure varies depending on its size, philosophy, trade union strength, company policy, industrial practices, and cost factor. Typically, the grievance handling procedure consists of three stages: initial stage, intermediate stage, and final stage.

The first step in grievance handling presents the best chance for resolving the complaint. If an employee expresses their grievance to their supervisor and the supervisor resolves the issue to the employee's satisfaction, there would be no need for the employee to continue being upset. However, if an employee has an issue with their supervisor and it is ignored, then the grievance will move on to the next step. It

is important for companies to establish formal procedures so that every department knows who to report grievances and misunderstandings to. Companies that have open door policies can undermine the authority of other managers, creating a negative atmosphere between managers and employees. The middle step in grievance handling involves presenting the grievance to middle management, which includes managers, middle line managers, and senior line managers (depending on the organizational structure) in the grievance process.

The aggrieved employee seeks assistance from their union to express their grievance. Higher-level personnel in the union hierarchy participate in the grievance process. In larger organizations, the business agent of the organization aids in negotiations to find common ground between management and the union. In the final stage of grievance handling, representatives from top management and top union officials are involved. Depending on the severity of the grievance, the president, vice president, or a higher-level Industrial Relations Executive may represent the company. The employee may be represented by the union president or vice president.

Both management and the union collaborate to reach a resolution on the investigated grievance. The grievance handler must establish time limits for resolving grievances, ensure that the decision-maker is unbiased and competent, and provide various options for resolving the issue. If grievances are mishandled, the employee union may choose to drop the matter temporarily or permanently, go on strike, or refer the case to an impartial arbitrator. When top management and the employee union cannot resolve the problem, grievances reach the arbitration or conciliation stage. Arbitration involves either an individual or a panel of three individuals, including representatives from labor and management as well as an unbiased third party.

The

cost of involving an arbitrator is divided between management and the union to ensure a fair decision uninfluenced by any single party. The arbitrator's role is to impartially pass judgment on the case. The extent to which industrial problems escalate depends greatly on how managers handle employees' grievances and their approach to the situation. It is important for managers to carefully consider the advantages and disadvantages of the situation and approach the problem in a thoughtful manner. Conflict management approaches, such as the win-win strategy, contribute to a healthy organizational culture and effective organizational practices.

The cooperation of both parties is necessary to effectively handle the problem and settle grievances. Managers can use their professional selves to help manage conflicts.

Question 6: Explain the different career development activities.

Answer 6: A group consists of two or more people who interact to accomplish goals or fulfill needs.

According to the business dictionary, a group is defined as a collection of individuals who regularly interact and have mutual influence, fostering a sense of camaraderie while working together to accomplish shared goals. Another way to conceptualize a group is as two or more individuals who come together for a specific and shared purpose. People join groups for various reasons, such as engaging in common activities, interactions, and emotions, with an underlying expectation of mutual support.