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ORGANISATIONAL DYNAMICS ,[object Object],[object Object],[object Object]
Human Resource Management ,[object Object],[object Object]
HRM policies & practices ,[object Object]
Range of HRM practices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Maintaining HR
Ethical frameworks for judging personnel practices ,[object Object],[object Object],[object Object],[object Object],[object Object]
Recruitment & selection of staff
SELECTION PROCESS ,[object Object],[object Object],[object Object],[object Object],APPLICANTS  WHO DONOT FALL IN THE CRITERIA ARE REJECTED  THE LESS QUALIFIED APPLICANTS ARE REJECTED APPLICANTS WHOO FAIL THE CONTINGENT SELECTION,ARE REJECTED Initial selection Substantive selection Contingent selection
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Substantive Selection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Substantive Selection ,[object Object]
Substantive Selection ,[object Object],[object Object]
Substantive Selection ,[object Object],[object Object],[object Object]
Substantive Selection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Interviews   ,[object Object],[object Object],[object Object],[object Object]
Types of Interview Questions ,[object Object],[object Object],[object Object],[object Object]
Interview considerations ,[object Object],[object Object],[object Object]
Problems in the Interview Problems in  the Interview Halo Effect Snap Judgments Negative Emphasis Biases and Stereotyping Cultural Noise
Contingent selection ,[object Object],[object Object]
Background Checks ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Selection Practices
Selection Practices- Job Analysis (cont’d) © 2003 Prentice Hall Inc. All rights reserved. 17 –
Other Methods of selection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
HR Ethics Activities in selection ,[object Object],[object Object],[object Object],[object Object],[object Object]
10 ways to make HR effective ,[object Object],[object Object],[object Object],[object Object]
10 ways to make HR effective ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
MCDONALDS CASE STUDY
 
 

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Organisational Bahavior Hr Practices

Editor's Notes

  1. Nondirective Interview Interviewer asks general questions designed to get the applicant to talk about themselves….Applicants are queried using questions that are developed from the answers to previous questions. Possibility of not obtaining needed information. Information obtained may not be not job-related or comparable to that obtained from other applicants. Tends to be unreliable, not valid, and could possibly lead to irrelevant or illegal questions. Structured Interview Uses a set of standardized questions asked of all job applicants. Useful for initial screening and comparisons Benefits Obtains consistent information needed for selection decision Is more reliable and valid than other interview formats Meets EEO guidelines for the selection process
  2. Situational interview Pros – anyone can answer, may indicate their natural propensities absent any policy information Cons – less likely to be indicative of future performance, high fakability Behavioral interview Applicants are asked to give specific examples of how they have performed a certain task or handled a problem in the past. Helps discover applicant’s suitability for current jobs based on past behaviors. Pro – makes them describe an actual experience they’ve had, past behavior predicts future behavior Cons - Assumes that applicants have had experience related to the problem.