● reasons: Ensuring compatibility in morals, ethics, and life goals.
● Seeking a partner who provides emotional security and support.
Recruitment & Selection
[Video presentation]
The video emphasizes preparing recruitment documentation, which aligns with real-world
practices where organizations define job descriptions and requirements before hiring
RECRUITMENT
● The process of looking for potential applicants and encouraging them to apply for
existing or anticipated job openings or "vacancies" within the organization.
● It is a two-way process that provides opportunities to both those who do not have people
on the job and those people who are looking for jobs to meet.
● It is also a set of activities designed by the company to attracts qualified persons to
apply for vacant positions
STEPS IN RECRUITMENT PROCESS
ORGANIZATION:
1. Vacant or new position occurs
2. Generate candidate pool via internal and external recruitment method
3. Evaluation candidates via selection process
4. Impress Candidates
5. Make an offer
CANDIDATE:
1. Receive education and choose occupation
2. Acquire employment experience
3. Search for job openings
4. Apply for jobs
5. Impress company during selection process
6. Evaluate jobs and companies
7. Accept and reject offers
2 types of Recruitment
1. Internal Recruitment
An organization intends to fill a vacancy within its existing workforce. his method allows
companies to promote or transfer employees to new roles based on their skills, experience, and
performance.
advantages
● Morale of the promote(Encourages career growth and boosts morale.)
● Better assessment of abilities(he company is already familiar with the employee's work
ethic and abilities)
● Lower cost may disseminate information (Saves money on job advertisements and
recruitment agencies)
● Uses of succession of promotion (promote a deserving employee to a higher position
based on experience, performance, and skills.)
● Trainings and orientation are less expensive since they are already familiar with the
company policies
2. External Recruitment
Advantages:
● Outside people bring new ideas (People have a wider range of experience )
● Larger pool of workers from which to find best candidates
Disadvantages:
● Longer process
● May not be effective enough to reveal the best candidate
● More expensive process due to advertisement and interviews required ( large pool of
workers from which to find best candidate
SELECTION PROCESS
● Whereas recruitment deals with attracting qualified applicants, selection is the process of
selecting individuals who are most qualified for the job
● For a selection process to be effective, a company should be able to determine that an
adequate pool or number of candidates is available.
The selection process usually includes the following steps.
1. Establishing the selection criteria (This requires the understanding the nature and
purpose of the job position to be filled.)
2. Requesting applicants to complete the application for (these provide the need
information about the applicant.)
3. Screening by listing applicants who seem to meet the set criteria. (shortlists of applicants
to avoid wasting of time in conducting interviews to applicants who do not meet the
criteria.)
4. Screening interview to identify more promising applicants. (A shortlist of applicants is
prepared)
5. Interview by the supervisor/manager or panel interviewers (Through formal interview
other characteristics of the applicant may be revealed or observed during the interview
such as self-confidence, self-esteem, ability to relate with others.)
6. Verifying information provided by the applicant. (To make sure that the applicant has not
given false information about himself or herself. Back ground checking must also be
done to avoid hiring applicants with a no criminal record/ good moral character
7. Requesting the applicant to undergo psychological and physical examination (Having a
healthy mind and healthy body is important for good job performance.)
8. Informing the applicant that he or she has been chosen for the position applied for. (May
be done verbally or in writing by the managers who give the final decision regarding the
applicants hiring.
9. JOB INTERVIEWS - This refers to the oral examination of a candidate for employment.
Gives opportunity for recruiters to talk face-to-face with the applicants,
10. EMPLOYMENT TESTS - These are examinations that assess the probable match
between the applicant and the requirements of the job.
● Employee's job description is not properly evaluated by the evaluation questionnaire
used;
● Inflated ratings resulting from evaluator's avoidance of giving low scores;
● Evaluator's appraisal is focused on the personality of the evaluatee and not his or her
performance;
● Unhealthy personality of the valuator; and
● Evaluator may be influenced by organizational politics.
EMPLOYEE RELATIONS
Employee relations applies to all phases of work activities in organization, and managers, to be
effective, must be able to encourage good employee relations among all human resources
under his or her care.
Employees or workers are social beings who need connections or relations with other beings-
other employees/ workers- who are capable of giving them social support as they carry out their
tasks in the organization where all of them belong.
Talking to a coworker, perceived to be a friend, or working on a delicate task with others can be
comforting during times of stress, fear, or loneliness. When these negative feelings are
overcome, employees will be able to work better toward the achievement of their organization's
goals.
Effective Employer Relations and Social Support
Social support is the sum total of perceived assistance or benefits that may result from
effective social employee relationships. The quantity and quality of an employee's relationship
with others determine social support (esteem support, informational support, or financial
support).
In short, social support and effective employee relations must always go together like "a horse
and carriage;" where one would be useless without the other. Therefore, without social support,
effective employee relations are not possible; and without effective social employee
relationships, social support, likewise, is not possible.
Barriers to good employee relations:
● Anti- social personality; refusal to share more about oneself to co-employees; being a
loner
● Lack of trust in others
● Selfish attitude; too many self-serving motives
● Lack of good self esteem
● Not a team player
● Being conceited
● Cultural/ subcultural differences
● Lack of cooperation
● Communication problems; refusal to listen to what others seek to communicate:
● Lack of concern for others' welfare
Ways to overcome barriers to good employee relations:
● Develop a healthy personality to overcome negative attitudes and behavior
● Find time to socialize with coworkers
● Overcome tendencies of being too dependent on electronic gadgets
● Develop good communication skills and be open to others' opinion
● Minimize cultural/ subcultural tension
●
Types of Employees
1. Engaged- employee who work with passion and feel a deep connection with their
company; they drive and move the organization forward
2. Not engaged- employees who are essentially "checked out; they put time, but not
energy or passion, into their work
3. Actively disengaged- employees who are not only unhappy at work, but also act out
their unhappiness; they undermine what their engaged coworker accomplish.
EMPLOYEE MOVEMENTS
A labor union is a formal union of employees/ workers that deals with employers, representing
workers in their pursuit of justice and fairness and in their fight for their collective or common
interests.
Employees or workers unionize because of financial needs, unfair
management practices, or social and leadership concerns.
a. Financial needs- complaints regarding wages or salaries and benefits given to them by
the management are the usual reasons why employees join labor unions.
b. Unfair management practices perceptions of employees regarding unfair or biased
managerial actions are also reasons why they join mass movements; examples of lack
of fairness in management are favoritism related to promotion and giving of training
opportunities and exemption from disciplinary action.
c. Social and leadership concerns- some join unions for the satisfaction of their need for
affiliation with a group and for the prestige associated with coworkers' recognition of
one's leadership qualities.
Steps in Union Organizing
Terry Moser, an expert union organizer, was credited by Snell and Bohlander (2011) for the
following steps:
Step 1: Employee/ union contact-to explore unionization possibilities, employees weigh the
advantages and disadvantages of seeking labor representation while the union officers gather
more data about the emplovees complaints. as well as
Step 2: Initial Organizational meeting- this is conducted to attract more supporters and select
potential leaders among the employees who can help the union organizers. Information or data
obtained in Step 1 will be used by the organizers to meet the employees' need to explain the
means to accomplish their goals.
Step 3: Formation of in-house organizing committee- this starts with identification of employees
who are ready to act as leaders in campaigning for their goals, in trying to get the interest of the
other employees to join their movement, and in convincing employees to sign an authorization
card to show their willingness to be represented by a labor union in collective bargaining with
their employer. Strength of the union is shown by the number of employees.
Step 4: If a sufficient number of employees support the union movement, the organizer requests
for a representation election or certification election- a representation petition is filed with the
NRC asking for the holding of a secret ballot election to determine the employee's desire for
unionization. Before the election, leaders' campaign for employees' support of the election and
encourage them to cast their votes.
Step 5: End of union organizing when the sufficient number of votes is garnered, the NLRC
certifies the union as the legal bargaining representative of employees. Contract negotiations or
collective bargaining agreement (CBA) negotiations follow the certification. The CBA process
involves the following procedures:
a. Prepare for negotiations
b. Develop strategies
c. Conduct negotiations
d. Formalize agreement
Grievance procedure- a formal procedure that authorizes the union to represent its members
in processing a grievance or complaint. Such grievance must be expressed orally or in writing to
the employee's immediate supervisor and the shows willing ness to discuss the union steward.
If the immediate supervisor complaint with the employee and the union steward, the grievance
may be resolved immediately.
REWARD SYSTEM
Organizations offer competitive rewards systems to attract knowledgeable and skilled people
and to keep them motivated and satisfied once they are employed in their firm. Further, rewards
promote personal growth and development and present fast employee turnover.
Managements offer different types of rewards:
Monetary Rewards- rewards which pertain to money, finance, or currency.
1. Pay/salary- financial remuneration given in exchange for work performance that will
help the organization attain its goals; examples: weekly, monthly, or hourly pay,
piecework compensation, etc.
2. Benefits- indirect forms of compensation given to employees/ workers for the purpose of
improving the quality of their work and personal lives; health care benefits, retirement
benefits, educational benefits, and others are example of these.
3. Incentives- rewards are based upon a pay-for- performance philosophy; it establishes a
baseline performance level that employees or groups of employees
