e book HUMAN RESOURSE MANAGEMENT pdf

Human
Resource
Management

NUR HAFIZAH BINTI JAILANI



CONTENT PAGES

Preface i

Table of Contents Acknowledgement ii

Abstract iii
1 - 11
Chapter 1: Introduction to Human resource 12 - 37
Management 38 - 73
Chapter 2: Job Analysis and Human Resource
Strategic Planning

Chapter 3: Recruitment and Selection

Chapter 4: Orientation, Training and Development 74 - 92

Chapter 5 : Performance Appraisal 93 - 108

Chapter 6: Compensation Management 109 - 124

Chapter 7: Industrial Relation 125 - 135

Exercise questions 136 - 140

References 141

PREFACE

This Human Resource Management E-book is publish to be use as a guide for
semester five students of the Politeknik Kuching Sarawak, Department of
Commerce in studying the DPB50123 Human Resource Management course.
With the development and improvement of technology nowadays, e-books are
among the suitable mediums for students as one of the main reference in
addition to written notes provided by the lecturers. Colourful content with
various graphics can attract students to read it.

This eBook is adopted according to the needs and the suitability of Diploma Level
studies in Polytechnic. This eBook can also be read by anyone who wants to gain
knowledge related to the human resource functions in the organizations. It
provides knowledge, information and the elements involved in the HRM
activities.

As authors, I have strived to impart my knowledge within my limitations as
humans. I apologize for any shortcomings, in due course.

Nur Hafizah binti Jailani
Jabatan Perdagangan
Politeknik Kuching Sarawak

ACKNOWLEDGEMENT

Alhamdulillah, thank you to Allah for the end of this mission in writing the “Human
Resource management" e-book finally finished

I’m thankful to the Commerce Department e-learning coordinator Madam
Nuredzan binti Zaludin. She greatly helped me with supporting information,
guideline, and procedures. None of this would have been possible without the
help from her.

With great pleasure, I would like to express my sincere gratitude and appreciation
to my Head of Commerce Department, Puan Normala Binti Jaya for her guidance
and support throughout the whole process of completing this e-book.
Furthermore, I would like to take this opportunity to express my abundance of
appreciation and big thanks to my senior lecturer, Encik Mohd. Shah bin Yunus,
and Program Coordinator, Puan Sharifah Mahani binti Syid Assimie.

I’m also thankful from the bottom of my heart for those who have been involved in
this writing either directly or indirectly by giving a hand. My husband who always
give me full support and encouragement to publish this eBook, my children who
understand their mother's busyness and my mom for her doa’. Last but not least, I
would like thanked to all my colleagues for their full support and have been a part
of my journey getting there helped make this happen. I wish may Allah S.W.T bless
all of us forever.

Once again, Thank You!

Nur Hafizah binti Jailani
Jabatan Perdagangan
Politeknik Kuching Sarawak

ABSTRACT

Every organization have heir own human resources in order to perform tasks or
activities. Human resource management is one of the management function that
need to be mastered by the managers. When the organizations need to deal with
human, means they should knowing the human resource functions to manage their
employees.

This eBook aims to equip readers, especially students with the fundamentals of
human resource management knowledge. It includes the human resource
functions which are human resource strategic planning, recruitment, selection,
orientation, training and development. This e-book also covers the topic of
performance appraisals, compensation management and industrial relation in
order to establish a harmonious relationship between employers and employees.

It is hoped that this e-book can increase the reader’s knowledge and information of
what human resource management is and the functions involved.

Keyword: Human Resource Management

CHAPTER 1:

INTRODUCTION TO HUMAN RESOURCE
MANAGEMENT

DEFINITION OF HUMAN RESOURSE
MANAGEMENT

Process of recruiting, selecting, inducting employees, providing
orientation, imparting training and development, appraising the
performance of employees, deciding compensation and providing
benefits, motivating employees, maintaining proper relations with
employees and their trade unions, ensuring employees safety,
welfare and healthy measures in compliance with labour laws and
following the Orders / Judgements of the concern High Court and
Supreme Court, if any.

Gary Dessler (2020)

The policies and practice involved in carrying out the “people” or human
resource aspects of a management position, including recruiting, screening,
training, rewarding and appraising.

Maimunah Aminuddin (2018)

Is the development and implementation of systems in an organization,
designed to attract, develop and retain a high-performing workforce.

FACTORS THAT DETERMINE THE
ESTABLISHMENT OF HR DEPARTMENT

1. Size of the 2. Unionization 3. Ownership
organization of the workers of the

company

4. Philosophy
of top

management

The size of the Unionization of the
organization
workers
• The larger an organization is in
terms of the number of • If they belong to a trade union, the
employees, the more likely it is company would be wise to employ
to have a HRD. specialists in the field of IR and
HRM staff who are knowledgeable
• But the absence of HRD, about labour laws.
doesn’t mean that the HRM
function is not being carried • This means, when there is a trade
union, the probability of setting up
out in organization. a HRD is high.

Ownership of the The philosophy of top
management
company
• The philosophy of top
• Multinational companies and management will determine
joint ventures with foreign whether a company needs a
partners are expected to Human Resources Department.
require the HRD to provide
input and knowledge in the • If the top management sees the
areas of enterprise relations department and its functions as
and labor law. important, the likelihood for the
department to be created is great.

FUNCTIONS OF HUMAN RESOURSE
MANAGEMENT

Recruitment and
Selection

Performance Compensation
Appraisal Management

JOB ANALYSIS AND HR RECRUITMENT AND
PLANNING (HRP) SELECTION

• Job analysis is a technique of • Recruitment is the process of
studying a job to identify the attracting suitable people to
knowledge, skills, experience and apply for job vacancies.
other requirements necessary to
perform the job. • Selection is the process of
choosing a suitable applicant to
• HRP is the process of forecasting fill an available job vacancy.
the future human resource
requirements of the organization TRAINING,
and determining as to how the EDUCATION AND
existing human resource capacity DEVELOPMENT
of the organization can be utilized
to fulfill these requirements. • Training is the organizational
activity which aims to improve
PERFORMANCE employee’s current performance.
APPRAISAL
• Education consists of activities
• Performance appraisal is to designed to prepare employees
ensure that every employee works for future jobs.
in manner which is aligned with
organizational goals and which • Development is those learning
ensures that the employee activities designed to help the
reaches their maximum potential individual employee grow but
on the job. which are not confined to a
particular job.

COMPENSATION INDUSTRIAL
MANAGEMENT RELATION

• Compensation management is the • Industrial relation refers the
process of managing, analyzing, relationship between an
and determining the salary, employer and employees,
incentives, and benefits each particularly when the latter are
employee receives. members of trade union.

• Compensation managers aim to • Most IR systems are tripartite
attract, retain, and engage representatives employees with
employees by offering broad and their trade union, employers
competitive compensation plans and their associations, and the
within the company budget to a government in the country.
particular job.

ENVIRONMENTAL FACTORS AFFECTING
HUMAN RESOURCE MANAGEMENT

INTERNAL FACTORS EXTERNAL FACTORS

1. UNION

• The collective agreement may have been negotiated between the union (as a third
party) and the organizations.

• The relationship between union and management will have an effect on the
productivity of the organization.

2. MISSION 3. POLICY

• Continuing purpose or reason for being. • Its include guidelines, rules and
• It identifies the scope of a firm’s operations procedures established to support
effort to achieved stated objective.
in product and market terms.
• All department objective must synchronize • It’s a guide to decision making and
address repetitive or recurring
with organization mission. situation.
• This missions should be clearly understood

by every level of management so that the
objectives of every unit are in line with that
mission.

4. CORPORATE CULTURE 5. EMPLOYEES

• The set of shared attitude, values, goals and • People differ in abilities,

practices that characterizes an institution or attitudes, personal goals, and

organization. personalities.
• Organization that practices autocratic • Thus, managers cannot find

management will have high turnover of prescriptions for effective ways

employees. of handling people.
• This will give implication towards • A method that may work with

recruitment and selecting employees in one employee may not be

organization. effective with another.
• Managers need to understand

differences between groups and

among employees.

EXTERNAL ENVIRONMENTS

1.LABOUR WORKFORCE 2. ECONOMICS

• As an older generation retires and a new • One of the biggest external influences
generation enters the workforce the
human resources department must look is the shape of the current economy.
for ways to attract this new set of • Not only does it affect the talent pool,
candidates.
but it might affect your ability to hire
• They must hire in a different way and
offer different types of compensation anyone at all.
packages that work for this younger • One of the biggest ways to prepare
generation.
against economic conditions is to not
• At the same time, they must offer a work only know what’s happening in the
environment conducive to how this
generation works. world around you, but also create a

plan for when there is an economic

downturn.

3. COMMUNITY 4. UNION

• A society is a group of individuals • Unions is a third party that can
involved in persistent social interaction, influence the policy and activities of
or a large social group sharing the same
spatial or social territory, typically subject the organization.
to the same political authority and • Organization that have union will
dominant cultural expectations.
signed a collective agreement.
• Organization is a part of the society, • This will ensure that the employer
therefore organization needs to cooperate
with the society to taking care of the more careful in planning their activities
society welfare.
to avoid breach of the agreement.
• HR manager should concern about social • A labour union is an organization that
issues such as facilities, security and
safety of the society. engages in collective bargaining with

an employer to protect workers'

economic status and working

condition.

5. TECHNOLOGY 6. SHAREHOLDER

• When new technologies are • Any person, company, or institution that
introduced the HR department can
start looking at how to downsize owns at least one share of a company's
and look for ways to save money.
stock.
• A job that used to take 2-4 people • The true owner of an organization
could be cut to one done by a • Have a great influence on the actions of the
single person.
organization.
• Technology is revolutionizing the • As equity owners, shareholders are subject
way we do business and not just
from a consumer standpoint, but to capital gains (or losses) and/or dividend
from an internal cost-savings way.
payments as residual claimants on a firm's
7. LEGISLATION
profits.
• Any changes in human resource activities

should be given feedback to be decided by

the shar8eh.olCdeUr. STOMER

• With the introduction of new • A customer is an individual or business
workplace compliance standards
your HRD is constantly under that purchases another company's goods
pressure to stay within the law.
or services.
• These types of regulations • Customers are important because they
influence every process of the HR
department, including all drive revenues; without them, businesses
functions in HR.
cannot continue to exist.
• Without adhering to such • All businesses compete with other
regulations a company can be
fined extensively which if it was companies to attract customer.
bad enough could cause the • Customers usually want high quality
company to shut down.
merchandise at affordable prices.
• Hence, the training and development and

research need to be addressed.
• Also able to indirectly influence the

administration of the compensation

provided by the organization to its

employees

CHAPTER 2

JOB ANALYSIS AND HUMAN
RESOURCE STRATEGIC PLANNING

DEFINITION OF JOB ANALYSIS

The procedure for determining the A technique of studying a job
duties and skill requirements of job to identify the knowledge,
and the person who should be skills, experience and other
hired for it. requirements necessary to
perform the job.
GARY DESSLER (2018)
MAIMUNAH
The process of studying and AMINUDDIN ( 2018)
collecting information on the duties
and responsibilities of a particular
employee and the type of workers
needed.

MONDY & NOE (2017)

COMPONENTS OF JOB ANALYSIS

i. JOB DESCRIPTION ii. JOB
SPECIFICATION

• A written statement that list out the • A statement that lists the
knowledge, skills, ability,
tasks to be performed in a job, (KSA), experience,
personality and
working conditions and equipment / qualifications needed by
an employee to perform
materials used in its implementation. duties.
• It outlines a detailed description of
• For example: Nurses need
the type of jobs and jobs Diploma in Nursing, work
experience, patience,
requirements.
i. Information about the job’s • Pay more attention to

identity. WORKERS.

ii. Job summary.
iii. List of employees’ duties &

responsibilities.

iv. Job specification

v. Minimum qualification required for

the job
• i.e.: nurses duty to treat patients and

perform other tasks with dedication.
• Pay more attention to WORK.

INFORMATION COLLECTED VIA JOB ANALYSIS

• Work activities – cleaning, selling, teaching, painting.
• Human behaviors – communicating, writing, lifting weights, walking

long distance.
• Machines, tools, equipment and work aids – tool used, material

processed, counselling, repairing, knowledge (finance & law).
• Performance standard – information about the job’s performance

standard to appraise employees.
• Job context – physical working condition, work schedule, social

context, people interact, incentives.
• Human requirements – education, training, experience, personality,

interest, physical characteristics.

PROCESS OF JOB ANALYSIS

Determine the job that is going to be Determine the types of job data that
analyzed need to be gathered

Determine the method of data Ensure the source of obtaining data
gathering

Evaluate and confirm data acquired Prepare a report on job analysis
performed

METHOD OF COLLECTING DATA IN JOB
ANALYSIS

• Every method has strengths and weaknesses in terms of cost, time and
accuracy before deciding which type of method will be used or the best
ones.

• Selection of the methods will ensure the job analysis information
provided is accurate and comprehensive.

SURVEYS INTERVIEWES OBSERVATION DIARY / LOG
BOOK /

JOURNALS /
RECORDS

1. SURVEYS

• Job analyst will distribute a questionnaire on the work that is being
analysed to employees.

• Employees must fill up the questionnaire.
• Data gathered is on employee duties and responsibilities, work goals,

suitability of work place, requirements to perform work, equipment and
material needed and employees’ safety and health.

ADVANTAGES:

i. Does not require a long time.
ii. Can be used to obtain information from public employees (Dessler,

2003).
iii. The effectiveness depends on the design of the questionnaire.

DISADVANTAGES

i. Response of the workers are sometimes quite low.
ii. A worker forgot / no time / didn’t want / can’t read (the lower level

employees).

2. INTERVIEWS

• Job analysis information may be obtained by interviewing
employees, employers or both of them.

• Interviews can be conducted by individuals or groups.
• Analysis should establish a good relationships with the interviewees

to ensure that information provided is accurate and objective.
• Allow the interviewer to explain the objective of job analysis to

employees, while employees have to express their views /
suggestions / ideas.
• The problem of this technique is the possibility of distortion of
information when information about the duties and responsibilities
speculated from the actual conditions faced by the workers.
• It took a long time to run.

3. OBSERVATIONS

• Observations made over the behaviour of workers when carry out the
tasks and the findings will be recorded.

• More suitable to obtain information about jobs that involve physical
activity - machine operator job.

• Techniques is less suitable for work involving a lot of mental activities
- writing job ads, and the work done occasionally.

• It took a long time to run and the cost is very high.

4. JOURNALS AND RECORDS

• Workers requested to record their daily work activities in a log book /
diary / journals / log books.

• This method can give a detailed and comprehensive work on
something if done in right way.

• This will show the sequence of a job, but less preferred by workers
because many time will be wasted to write the log.

USES OF JOB ANALYSIS INFORMATION IN
HUMAN RESOURCE MANAGEMENT
FUNCTIONS

Human Recruitment Training and Safety and
Resource and Selection Development Health
Planning

Industrial Compensation Performance
Relations Management Appraisal

HUMAN RESOURCES PLANNING

• Used by managers to find vacancies in the organization, works that to be
performed, the qualifications, skills, and experience necessary to
demonstrate their performance and potential to do the job.

• As a channel that help promote the organization, if any vacancies available.
• Provides data on the work completed as of information to employees about

the opportunities and eligibility requirements in their career in an
organization.

RECRUTIMENT AND TRAINING &
SELECTION DEVELOPMENT

• Selection of employees become • Job analysis contain a list of job
duties and responsibilities that
easily. will help HR departments to
• Managers can analyze and develop the types of training
and motivation that suitable.
identify ways of recruitment and
• Training and development will
selection according to the help employees to achieve
satisfaction in the works.
development of the
• Job analysis information
organization. needed to determine the needed
• Information relating to the of training and development
programs for the human
duties, responsibilities and resource in the organization.

qualifications required can be

used as a guide for

organizations to make

decisions relating to make a

selection of suitable employee.

SAFETY AND HEALTH

• The environment and employment conditions will be easily found of
the possible risk of injury and disability, and the type on equipment
involve.

• If the hazardous working conditions, jobs are more suitable to those
who are an experienced.

• Is needed to set a standards or criteria of performance to carry out
their duties.

PERFORMANCE COMPENSATIONS
APPRAISAL AND BENEFITS

• Used to evaluate employee • Job-analysis help to
determine the management
performance and determine the fee for a job.

level of job developments. • Information such as job
• It also used for comparison with duties, responsibilities and
qualifications to enable the
the actual work performance organization to estimate the
relative value of a job and
standards that have been set. decide how much
• If actual performance is less compensation is appropriate.

than the standard, corrective

action is taken to solve the

problem.

INDUSTRIAL RELATIONS

• To reduce and prevent all conflicts and misunderstanding among the
workers.

• Job-description is the standard functions of a job for an organization.
• It gives the employers basic information for the purpose of contracts,

negotiations, and settlement of all issues, problems occurred.

Figure 1: Example of Job Analysis for the post of Project Manager

Figure 2: Examples of job specification for the post of administrative clerk and account
executive

DEFINITION OF HUMAN RESOURCE
STRATEGIC PLANNING

HRP as a systematic process of Human resource planning
assessing the human resource refers to all strategies
requirements to ensure that the undertaken to meet the needs
number of employees with the
necessary skills are available of human resources.
when they needed at any time.
GITMAN AND MCDANIEL
MONDY, NOE & PREMEAUX (2002)
(2016):

Human resource planning is the
anticipation movement of workers
either in or outside the organization.

BOHLANDER, SNELL & SHERMAN
(2022)

THE MAIN CONCEPT OF HUMAN
RESOURCE PLANNING

HRP is the HRP ensures the Having a good HRP HRP includes five
continuous best fit between strategy in place main process.
process of employees and can mean
systematic productivity and
planning ahead to jobs while profitability for a
achieve optimum avoiding company.
use of an manpower
organization's shortages or
most valuable surpluses.
asset—quality
employees.

THE IMPORTANCE OF HUMAN
RESOURCE STRATEGIC PLANNING

Improving Organization
Competitiveness

Enhancing Organizational
Productivity

Reduce The Problem of
Human Resource

The Effectiveness of HRM
Functions

1. Improving Organization 2. Enhancing Organization
Competitiveness Productivity

• Through the supply and demand • When an organization efficiently in
forecasts, organizations can ensure human resource planning, the
an organization's operations are not workforce will be used in optimum.
disrupted due to the lack or surplus
of labour. • Recruitment and selection of
employees without causing,
• When demand > supply, then the excess validate the planning of
organization will probably pay more, human resources.
thus increasing costs.
• If this happens, the abilities and
• It aims to increase employee loyalty skills of the workforce can not
to the organization. used in optimum and affect the
overall organizational productivity.
• When demand < supply, the
organization will incur high costs to 4. The Effectiveness of
pay compensation and others. Human Resource Functions

3. Reduce the Problem of • When the HR planning aligned with
Human Resources organization’s strategic planning, it
will affect the functions of other
• Problems such as the boredom of HRM.
routine tasks, absenteeism, negative
attitude arising from poor human • This means the HR activities or
resource planning. programs designed in line with the
forecast workforce requirements
• Better in HR planning will make the and supply in the market.
job more attractive, comfortable and
the ability and efficiency of human • HRM functions can be
resource can be used in optimum. implemented effectively and add
value to the organization.

HUMAN RESOURCE STRATEGIC
PLANNING PROCESS

STRATEGIC MANAGEMENT

HUMAN RESOURCE PLANNING

DEMAND FORECAST SUPPLY FORECAST

COMPARISON PROSES

DESIGNING STRATEGIES

Demand Forecast Demand Forecast Demand Forecast
> = <

Supply Forecast Supply Forecast Supply Forecast

STRATEGIES STATUS QUO STRATEGIES

HUMAN RESOURCE STRATEGIC
PLANNING PROCESS

FORECASTING HUMAN RESOURCE
REQUIREMENTS

FORECASTING HUMAN RESOURCE
AVAILABILITY

COMPARING HUMAN RESOURCE
REQUIREMENTS AND AVAILABILITY

DEVELOP AND IMPLEMENTING
STRATEGIES

EVALUATION THE IMPLEMENTATION
OF STRATEGIES

1. Forecasting Human 2. Forecasting Human
Resource Requirements Resource Availability

• Refers to the estimated number • Aims to determine whether
and types of workers required by organizations have employees with the
the organization in the future. skills required and the amount required
or not.
• HR managers should identify
and review goals of the • This process involves determining the
organization and the data may source of supply of employment, and is
be used as input to the divided into two:
organization. i. Internal sources - promotion, switch to
another branch, etc.
• i.e.: Forecast sales, production, ii. External source - individual outside
market trends, economic, the organization, students, unemployed.
politics.

3. Comparing HR 4. Develop And
Requirements & Availability Implementing Strategies

• Comparing the number of workers • The aim is to streamline the
required, with the existing imbalance between the HR demands
employees. and HR supply through specific HR
programs.
• This comparison will show any
imbalances that exist and will • i.e.: if DD>SS - increase recruitment
enable management to develop the process, training and development,
plans and programs to match these offer interesting compensation
imbalances. package, job sharing,

• The aim is nor surplus or shortage • i.e.: if SS>DD - early retirement,
of human resources in the country. reducing working hours, workforce
reduction and retrenchment.

5. Evaluation of The
Strategies

• If the number of employees in the organization exceed the needs of
the organization, then the surplus employees should be reduced
through the following ways:
i. Freeze office (temporarily stop filling the empty)
ii. Reduce the number of hours worked.
iii. Encourage employees to early retirement (Volunteer
Separation Scheme VSS / Exit Policy)
iv. Removing workers from temporary employment.
v. Retrenchments.

• The organization should monitor the implementation of HRM and
evaluate the effectiveness of these programs.

• If necessary, the plan should be redesigned to overcome the
weaknesses and inaccuracies which exist to further the process of
HRM

HUMAN RESOURCE HUMAN RESOURCE
DEMAND FORECAST SUPPLY FORECAST

• Forecasts made by the • Involves predictions made o​ n the
organization on the TYPE AND supply of HR in the future.
NUMBER of employees needed
in the future. • It shows how organizations that
require employees or having
• Depends on the organization's
strategic goals future vacancies, will be filled by

• Have an impact on employee internal resources, external or
recruitment and selection.
otherwise.
• If the goals of the organization is • Demonstrated the willingness of

to merge in the future, then the HR within the organization to hold

organization can minimize a higher position or facing
changes in jobs.
human resource requirements in • Forecast supply of HR efficiently
and effectively can be achieved
the organization.
through the development of IT.
• If the organization aims to • Technology allows the
spearhead the technology, the
more highly skilled labor force organization to gain insight about
needed in the organization.
the background of human
• Factors considered in making
demand - total production, resources more quickly.
profits, market share, • If the forecast is no internal
diversification of activities
human resources qualified to hold
the office vacancy, the vacancy

will be open to external sources.

COMPARISON BETWEEN HUMAN
RESOURCE DEMAND FORECAST AND
HUMAN RESOURCE SUPPLY FORECAST

HR SURPLUS HR SHORTAGE STATUS QUO
(SS > DD) (DD > SS) (DD = SS)

Reducing Increase Recruitment
Working Hours Activity

Workforce Training &
Reduction development

Early Interesting
Retirement Compensation

Retrenchment / Package
Layoffs
Job Sharing

HUMAN RESOURCE SURPLUS

1. REDUCING WORKING 2. WORKFORCE
HOURS REDUCTION

• This method is done to the operations of • Activities of recruitment and
selection of new employees
production to slow the rising costs. will be reduced to balance the
• When the number of hours reduced, the situation.

organization will be able to control the costs of • This strategy will save
operation cost in the
the organization. organization.
• Reduction of hours can be made t​ o employees
• If the organization still require
who are paid according to hours worked. new employees, they can hire
• Employee involved in the reduction of working contract employees to do the
project.
hours, would have to find another job.
• The balance of HR will be achieved between

demand and supply of human resources.

3. EARLY RETIREMENT 4. RETRENCHMENT

• Sometimes an organization offering • This method can be used but it must be
early retirement to the workers who accordance with regulations prescribed
by law.
are reach at the retirement age to
• This is the latest strategy to reduce the
balance the demand and supply of number of employees.

human resources. • Organizations that want to do these
• Employees who retire will not be strategies need to think in terms of
financial implications for a large sum of
replaced with new workers. compensation that should be given to
• The post or task will be distribute to employees who are offered for
termination.
existing employees.

HUMAN RESOURCE SHORTAGE

1. INCREASE 2. INTERESTING
RECURITMENT COMPENSATION

• Organization must enhance employee • Organizations can attract the attention of
recruitment and selection from external qualified candidates by offering an

sources. attractive compensation packages.
• Advertising is required and it involves • Compensation package will also be able

high costs. to motivate workers to increase effort
• Among the external sources : employee
and good work performance.
referral, organization's career fairs, • Employees will also strive to learn new

employment agencies and from private skills to enhance ability to perform tasks

or public colleges and universities. to meet the challenges of the future.

3. TRAINING & 4. JOB SHARING
DEVELOPMENT

• This method is enhanced to complete the • Is a form of flexible working which
enables two employees to voluntarily
HR with knowledge and skills needed in share the responsibilities and duties
of one full time job.
the future.
• It can be done without doing recruitment. • Pay, benefits, and leave entitlement
• If the skills of the future has not been are allocated on a pro rata basis

obtained by the HR in the organization, • Is a type of flexible work arrangement
in which two people work part-time
then it is time for the organization to schedules to complete the work one
person would do in a single full-time
emphasized in training. job.
• The development program may be

provided by identifying employees who

are qualified to hold any future vacancies.

STATUS QUO

• This is a condition which the strategies organizations should
maintain without any changes.

• Human resource supply forecast match the human resource
demand forecast.

• HR managers have to be more sensitive, alert and aware to the
changes exists in the environment.

• Monitoring well by the manager will ensure that the planning of
human resources more efficiently and effectively can be formed.

CHAPTER 3

RECRUITMENT AND SELECTION

Joseph J. Martocchio (2019): Gary Dessler (2018):

Recruitment is a process of attracting Process of identifying and
individuals on a timely basis, in sufficient encouraging potential applicants
in filling the existing or future job
numbers, and with appropriate
qualifications to apply for jobs with an vacancy in an organization.

organization.

Maimunah Aminuddin (2018): Mondy and Noe (2016):

Process of placed recruiting and encourage Process of finding and hiring the
employees with potential candidates to fill best and most qualified candidate
for a job opening, in a timely and
the vacancy for a position in the cost-effective manner. Process of
organization.
searching for prospective
employees, stimulating and
encouraging them to apply for jobs

in an organization.

RECRUITMENT OBJECTIVES

1. To get competent, 2. Meet the
innovative, creative requirements of the
workers and able to
perform their duties law and the labor
union legislation.
effectively.

5. Workers with 4. Changes in work 3. Difficulties in
employment requirements. obtaining high-
skilled workers,
adaptation effect of 7. Provide especially with
the change. competitive rewards technology-based
to employees who
6. Preparing industry.
employees to work in perform work.
the new environment. 8. Contribute to
customer and employee

satisfaction.

RECRUITMENT PROCESS

SOURCE OF RECRUITMENT

INTERNAL SOURCE : RECRUITMENT SOURCE : EXTERNAL SOURCE :
Where qualified
Hiring employees who are Hiring people from outside
currently employed in the candidates are located the organization. Choose
when there are no suitable
organization. Usually internal sources to fulfill
conducted on employees
the vacant.
who will be promoted.

INTERNAL RECRUITMENT METHOD

HR DATABASES JOB POSTING & EMPLOYEE
JOB BIDDING REFFERRALS

INTERNAL RECRUITMENT METHODS

HUMAN • Human Resource databases permits organization to
RESOURCE determine whether current employees' posses the
DATABASES qualifications for filling open positions.

JOB POSTING • These databases have proven to be extremely valuable to
& JOB organization.

BIDDING • It can be valuable in locating talent internally and
supporting the concept of promotion from within.
EMPLOYEE
REFERRALS • Job posting (job display) is a procedure for informing
employees that job opening exists.

• Job bidding is a procedure that permits employees who
believe that they posses the required qualifications to
apply for a posted job.

• This methods can help minimize the commonly heard
complaint that insiders never hear of a job opening until it
is filled.

• Involve an employee of the company recommending a
friend or associate as a possible member of the company.

• This continues to be the way that top performers are
identified.

• It produces the most and the best-qualified applicants.
• It just human nature that employees do not want to

recommend a person useless they believe they are going
to fit in and be productive.
• It was a powerful recruiting tool because organizations
have found that their employees can serve an important
role in the recruitment process by actively soliciting
applicants from among their collogues.

EXTERNAL RECRUITMENT SOURCES

FORMER UNEMPLOYED MILITARY
EMPLOYEES PERSONNEL

COMPETIORS SELF-EMPLOYED
WORKERS

COLLEGES AND EX-OFFENDERS
UNIVERCITIES

COMMUNITY EXTERNAL VATERANS AND
COLLEGES RECRUITMENT RETIRED
PERSONS
HIGH SCHOOLS SOURCES
AND OTHER
RESOURCES
VOCATIONAL
SCHOOLS

1. HIGH SCHOOL & 2. COMMUNITY COLLAGE
VOCATIONAL SCHOOLS
• Many community college are sensitive
• Organization concerned with to the specific employment needs in
recruiting clerical and other entry- their local labour market and graduate
level employees often depend on highly sought after students with
high schools and vocational marketable skills.
schools.
• Community colleges have two year
• Many of these institutions have programs designed for both a terminal
outstanding training programs for education and preparation for a four-
specific occupational skills. year university degree program.

• Some companies work with • Many community colleges also have
schools to ensure a constant excellent mid management programs
supply of trained individuals with combined with training for specific
specific job skills. trades.

3. COLLEGES AND UNIVERSITIES

• Represent the major recruitment source for potential professionals,
technical, and management employees.

• Placement directors, faculty, and administrators can be helpful to
organizations in their search for recruits.

• Establishing a good and close relationship with faculty members is
importance because most professors are aware of their student’s academia
performance and abilities.