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Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
1
Strategic Human
Resource Management
in a Changing Environment
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Human Resource ManagementProducts and services of HRM for personnelorganizational restructuringjob designingpersonnel planningrecruitinghiringevaluatingtrainingdevelopingpromotingcompensatingterminating
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
High-Performance Work Systems (HPWS)Characteristics of HPWSevaluate large numbers of highly qualified applicants for each strategic positionuse validated selection and promotion models/proceduresimplement extensive training and development of new employeesuse formal performance appraisal and managementuse multi-source (360 degree) performance appraisal and feedbacklink merit increases to formal appraisal processesoffer above-market compensation for formal appraisal processes
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
High-Performance Work Systems (HPWS)Characteristics of HPWSoffer incentive systems for high percentage of entire workforceset high differential in pay between high and low performersuse high percentage of HR time for outsourcing activities sustain high percentage of employees working in self-managed, project-based work teamsmaintain low percentage of employees covered by union contractretain low number of employees per HR professionalfill high percentage of jobs from within
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sustained Competitive AdvantageKeys to sustained competitive advantagebuilding and sustaining core competencies within the organizationmaintaining flexibilityreact quickly to the changing global marketplace and the advances in technology
Copyright 息 2003 by The McGraw-Hill Companies, Inc. A ...2(Name)Human Resource Management IIRecruitment and Selecti.docx
2(Name)Human Resource Management IIRecruitment and Selecti.docxeugeniadean34240
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2
(Name)
Human Resource Management II
Recruitment and Selection
(Authors Name)
(School Name)
Table of Contents
3Executive summary
4Introduction
4Human Resource Management
5GTEC Background
5GTECs Concept of Human Resources Management
6GTEC Recruitment and Selection Strategies
6Job requirements and job analysis
7Recruitment and selection for a vacancy
71)Job Specification at GTEC
7Policy
7Best Practice
8Evaluation
82)Job advertisement
8Policy
8Best Practice
8Evaluation
93)Short listing
9Policy
9Best Practice
9Evaluation
94)Selection and Interview
10Policy
10Best Practice
10Evaluation
10Key Players in GTEC Recruitment and Selection and their Training
11Conclusions
12Recommendations
13References
Appendix 1 Job Description
Appendix 2 Job Centre Advert-Technical helpdesk Operator
Appendix 3 Employment Contract
Executive summary
This report provides the analyses and evaluates the Recruitment and Selection process by the Human Resources Department of GTEC Distribution, a company that sells CCTVs and provide security system services. Presently GTEC Distribution has 30 employees.
Human resource management deals with the management of people in order that the organisation will quickly and efficiently achieve its objectives. Under human resources management, the employees are the vital resources of the organisation and they all contribute in planning and strategic management. Under HRM, the process of strategic management makes efficient utilization of the talents and capabilities of all the organisations employees.
Under GTECs concept of Human Resources Management, the HR department is a key factor in the continuous growth of the organization. It is also the belief of the company that the continued success of the organization is due to their good and effective employer/employee relationship. The company is small, so there are less hierarchy levels, making communications and fulfilment of tasks easier.
The initial phases of recruitment at GTEC distribution is handled by a recruiting company. The policy of the company is to recruit the best talents from a pool of applicants. The job specifications are therefore written precisely, so individuals can be matched with the requirements of specific jobs. GTEC advertises their job vacancies and let the recruitment company receive the responses. Only the CVs of those people who qualify are sent to GTEC. The short-listed candidates are then evaluated by the HR Department of GTEC and those that best meet the qualification are chose for the interview.
Generally, the company follows the best practices, as the HR personnel are highly trained people and the company sends them to seminars and conferences to update and upgrade their knowledge. In the hiring process, the HR Department collaborates with the Head of the Department in need of new personnel for the technical know-how aspects of the interview. For a small company, GTEC Distribution is doing very well, and is looking forward to more product.Manpower Salary Guide 2016
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The document outlines the responsibilities of a human resources manager. It includes developing HR policies and procedures, coordinating job descriptions, monitoring performance metrics, handling compensation and benefits, and ensuring compliance with labor laws. It also involves identifying training needs, planning training programs, and evaluating their effectiveness. The HR manager aims to attract and retain top talent while fostering a productive work environment.Ipm
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Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter
1
Strategic Human
Resource Management
in a Changing Environment
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Human Resource ManagementProducts and services of HRM for personnelorganizational restructuringjob designingpersonnel planningrecruitinghiringevaluatingtrainingdevelopingpromotingcompensatingterminating
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
High-Performance Work Systems (HPWS)Characteristics of HPWSevaluate large numbers of highly qualified applicants for each strategic positionuse validated selection and promotion models/proceduresimplement extensive training and development of new employeesuse formal performance appraisal and managementuse multi-source (360 degree) performance appraisal and feedbacklink merit increases to formal appraisal processesoffer above-market compensation for formal appraisal processes
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
High-Performance Work Systems (HPWS)Characteristics of HPWSoffer incentive systems for high percentage of entire workforceset high differential in pay between high and low performersuse high percentage of HR time for outsourcing activities sustain high percentage of employees working in self-managed, project-based work teamsmaintain low percentage of employees covered by union contractretain low number of employees per HR professionalfill high percentage of jobs from within
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Copyright 息 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Sustained Competitive AdvantageKeys to sustained competitive advantagebuilding and sustaining core competencies within the organizationmaintaining flexibilityreact quickly to the changing global marketplace and the advances in technology
Copyright 息 2003 by The McGraw-Hill Companies, Inc. A ...2(Name)Human Resource Management IIRecruitment and Selecti.docx
2(Name)Human Resource Management IIRecruitment and Selecti.docxeugeniadean34240
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2
(Name)
Human Resource Management II
Recruitment and Selection
(Authors Name)
(School Name)
Table of Contents
3Executive summary
4Introduction
4Human Resource Management
5GTEC Background
5GTECs Concept of Human Resources Management
6GTEC Recruitment and Selection Strategies
6Job requirements and job analysis
7Recruitment and selection for a vacancy
71)Job Specification at GTEC
7Policy
7Best Practice
8Evaluation
82)Job advertisement
8Policy
8Best Practice
8Evaluation
93)Short listing
9Policy
9Best Practice
9Evaluation
94)Selection and Interview
10Policy
10Best Practice
10Evaluation
10Key Players in GTEC Recruitment and Selection and their Training
11Conclusions
12Recommendations
13References
Appendix 1 Job Description
Appendix 2 Job Centre Advert-Technical helpdesk Operator
Appendix 3 Employment Contract
Executive summary
This report provides the analyses and evaluates the Recruitment and Selection process by the Human Resources Department of GTEC Distribution, a company that sells CCTVs and provide security system services. Presently GTEC Distribution has 30 employees.
Human resource management deals with the management of people in order that the organisation will quickly and efficiently achieve its objectives. Under human resources management, the employees are the vital resources of the organisation and they all contribute in planning and strategic management. Under HRM, the process of strategic management makes efficient utilization of the talents and capabilities of all the organisations employees.
Under GTECs concept of Human Resources Management, the HR department is a key factor in the continuous growth of the organization. It is also the belief of the company that the continued success of the organization is due to their good and effective employer/employee relationship. The company is small, so there are less hierarchy levels, making communications and fulfilment of tasks easier.
The initial phases of recruitment at GTEC distribution is handled by a recruiting company. The policy of the company is to recruit the best talents from a pool of applicants. The job specifications are therefore written precisely, so individuals can be matched with the requirements of specific jobs. GTEC advertises their job vacancies and let the recruitment company receive the responses. Only the CVs of those people who qualify are sent to GTEC. The short-listed candidates are then evaluated by the HR Department of GTEC and those that best meet the qualification are chose for the interview.
Generally, the company follows the best practices, as the HR personnel are highly trained people and the company sends them to seminars and conferences to update and upgrade their knowledge. In the hiring process, the HR Department collaborates with the Head of the Department in need of new personnel for the technical know-how aspects of the interview. For a small company, GTEC Distribution is doing very well, and is looking forward to more product.Manpower Salary Guide 2016
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- 1. HRM PRACTICES IN RMG SECTOR OF BANGLADESH
- 2. TEAM MEMBERS RASHID MAHRUF05 EKHTEAR AHMED ZEESHAN39 41 MD MOSTAFA ASEF RAFI MAYISHA TASNIM NATASHA81 FAKRUDDIN AHMED93
- 3. OVERVIEW SYNOPSIS OF RMG SECTOR IDEAL HRM PRACTICES IN RMG SECTOR HRM PRACTICES IN RMG OF BANGLADESH PROBLEMS
- 6. STARTED FROM THE MUGHAL AGE THROUGH DHAKAI MUSLIN RMG STARTED TO CONTRIBUTE IN OUR ECONOMY FROM LATE 1977 EMPLOYMENT GENERATED BY THIS SECTOR IS AROUND 1.5 MILLION WORKERS
- 7. THE INDUSTRY HAS GROWN DURING THE 1990 ROUGHLY AT 22%
- 8. IDEAL HRM PRACTICES IN RMG SECTOR
- 9. RECRUITMENT & SELECTION PROCESS IS STANDARD FOLLOWS CHAIN OF COMMAND PROVIDING MONETARY BENEFITS
- 10. PROVIDING INTRINSIC REWARDS PERFORMANCE ASSESMENT SYSTEM IS FOLLOWED PROVIDING HEALTH & MEDICAL FACILITIES
- 11. PROMOTION POLICY IS STANDARD & FREE FROM BIASNESS
- 12. HRM PRACTICES SCENARIO IN RMG SECTOR OF BANGLADESH
- 14. ACQUISITION
- 15. JOB ANALYSIS & ADVERTISEMENT
- 17. EMPLOYEE WORKER
- 18. EMPLOYEE MOTTO EQUAL OPPURTINITY NO DISCRIMINATION RIGHT MAN FOR RIGHT JOB ADVERTISEMENTS WORD OF MOUTH NEWSPAPER POSTERS
- 19. WORKER MOTTO ASSURING SECURITY IN-TIME DELIVERY MAINTAINING DISCIPLINE WORD OF MOUTH REFERENCE ADVERTISEMENT
- 21. EMPLOYEE RECRUITMENT PROCESS 1 4 3 2WRITTEN TEST PRELIMINARY INTERVIEWS EMPLOYMENT INTERVIEW APPOINTMENT LETTER
- 22. WORKER SELECTION PROCESS PRIMARY SELECTION ELIMINATION MEDICAL TEST ELIMINATION SECONDARY SELCTION ELIMINATION
- 23. TECHNICAL TEST ELIMINATION INVESTIGATION & FINALIZATION ELIMINATION FINAL SELECTION FOR JOINING ELIMINATION
- 24. DISTRIBUTION OF DOCUMENTS ISSUANCE OF APPOINTMENT LETTER COUNSELING
- 25. FINGERPRINT OR ID CARD DISTRIBUTION
- 26. Managing Director BOD Director Dir (Ops & Commercial) GM (Commercial) GM (Accts)DGM (Finance) DGM/AGM (Commercial) DGM/AGM/ Manager (Audit) Admin, Tpt & Security Protocol & Liaison Manager (Accts) Manager (Docus) Manager (Accts) Manager (Customs) Manager (UD) Manager (Incentives) TEXTOWN GROUP ORGANOGRAM- CORPORATE OFFICE Sourcing/ Procurement Manager (Accts) Manager/ Asst Manager (Accts) Factory Factory DGM/AGM/ Manager (Gen & Accessories Store) GM (Finance) DGM/AGM (Legal & Tax) 1 ORGANOGRAM
- 28. WORKERS & TRAINER ARE SENT TO DIFFERENT TRAINING CENTRES JOB ROTATION JOB ORIENTATION
- 29. ON JOB TRAINING PROVIDING FACILITIES & MOTIVATING FOR CAREER DEVELOPMENT
- 30. COMPENSATION
- 31. TIMELY PAYMENT OF SALARY MONETARY BENEFIT FOR WORKING OVERTIME
- 32. ALLOTING LEAVE FOR THE WORKERS SETTING DIFFERENT APPRAISAL SYSTEM
- 33. MAINTENANCE
- 34. PROVIDING TRANSPORT FACILITIES ENSURING HEALTHY WORKING ENVIRONMENT
- 35. PERFORMANCE ASSESMENT FOLLOWING THE PRESCRIBED WORK HOUR
- 36. NO CHILD LABOUR PROVIDING LUNCH TIME & REST TIME DURING THE WORKING HOURS
- 38. PROBLEMS
- 39. PRESENCE OF FAULTY RECRUITMENT PROCESS Recruitment through Lobbing Recruitment without Examinin g Performance Negligence of Steps in Recruit ment Process
- 40. BAD WORKING CONDITIONS Infrastructural Problem Unsafe Environment Technical & Electrical Problems
- 41. PRESENCE OF MISMANAGEMENT Absence of Recognition in Praiseworthy Works Workers are considered as worker only Negligence of the Principl es of Scienti fic Managemen t
- 42. SALARIES ARE NOT PAID TIMELY INCENTIVES ARE NOT PAID FOR OVERTIME DULY
- 43. GENDER DISCRIMINATION IS PERSISTENT NO HEALTH FACILITIES FOR THE WORKER
- 46. Following worker laws Worker Orientation I Improving Management Style Upgrading Work Conditions Providing Health & Food Facility Implementing E-HRM 6 1 5 3 4 2
- 47. CONCLUSION