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4.1 Recruiting & Selecting New Employees

4.1.1 Types of Recruitment
4.1.2 Recruitment & Selection Process
4.2 Training & Development
4.2.1 Assessing Performance
4.3 Compensation of the Workforce
4.4 Motivating Employees

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This chapter aims to:

1. Introduce the functions of human resource management such as

recruitment and selection, training and development, performance
appraisal, and compensation.

2. Explain types of motivational theories that can be used to motivate

employees.

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@ecruiting is the process of seeking and

attracting a pool of qualified candidates for
any job vacancies in the organization.

Selecting is the process of choosing

the candidates who best meets the
selection criteria.

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—nternal @ecruiting External @ecruiting

£The process of developing £The process of developing a

a pool of qualified job pool of qualified job applicants
applicants from people who from outside the company.
already work in a company.
£External recruiting methods:
£Two types of internal
advertisements in
recruiting:
newspapers
Job posting employment agencies
recommendations from
Career path
current employees
online

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Step 1 Identify Job Requirements

Step 2 Choose Sources of Candidates

Step 3 Review Applications and Resumes

Step 4 Interview Candidates

Step 5 Conduct Employment Test and Check Reference

Step 6 Conduct Follow-up Interviews

Step 7 Select a Candidate and Negotiate an Offer

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2
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t
The mobile phone company Teimlo is asking people to apply for a
job by text message.

Candidates can use just 160 characters - about 40 words - to

compose their applications before sending them to a mobile
number.

The company came up with the idea to sort out genuine

contenders from those who are just looking for a job.

Phil Terrett, the company's boss, said: "Applicants are going to

have to creative and to the point - they are the qualities we are
looking for.

"If their text says: "Dear sir, I would like to apply for the position
of..." they are going to run out of space. They have to be a lot
more savvy to fit something in that's going to make a genuine
impression.
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2obile phone company asks jobseekers to apply by text, cont¶d

"What we want is fanatics at what we do, people who will fit in and understand
the subject. It's the attitude that matters."

Candidates have until September to apply for the job in marketing with Teimlo,
which provides mobile phone content for firms, charities and individuals.

The job advert has gone on three Twitter sites and will also be published in
trade magazines.

The company, based in Usk, Monmouthshire, will draw up a shortlist of four

from the hundreds of text messages they expect to receive.

Applicants need to be: "Sassy, good with words, have working knowledge of
mobile and social media and be a determined multi-tasker and networker."
The company has already received its first text applications.
Resorce from: http://www.telegraph.co.uk/technology/news/5755363/Mobile-phone-company-asks-jobseekers-to-
apply-by-text.html

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£ Time required: 30 min

£ Read the passage carefully and answer the questions that follow.
£ Discuss it in class after you finish answering it

uhe Hiring of a Friend¶s Daughter

Nurul Razi had recently graduated from university with a
degree in business studies. Nurul was quite bright, although
her grades did not reflect this. She had thoroughly enjoyed her
campus life-tennis, choir, club and academic events. When
she graduated from the university, she had not found a job.
Her father was extremely upset when he discovered this, and
he took it on himself to see that Nurul became employed.

Copy this activity from and paste it onto

MS Word document. Print the worksheet
out and distribute to students.

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uhe Hiring of a Friend¶s Daughter, cont¶d

Her father, Mr. Razi Ahmad, was executive vice president of a medium-
size manufacturing firm. One of the people he contacted in seeking
employement for Nurul was Mr. Fadhil, the president of another firm in
the area. Mr. Razi purchased many of his firm¶s supplies from Mr.
Fadhil¶s company. On telling Fadhil his problem, Razi was told to send
Nurul to Fadhil¶s office for an interview. Nurul went, as instructed by her
father, and before she left Fadhil¶s firm, she was surprised to learn that
she had a job in the accounting department. Nurul may have been lazy
but she certainly was not stupid. She realized that Fadhil had hired her
because he hoped that his action would lead to future business from
fer father¶s company. Although Nurul¶s work was not challenging, it paid
better than the other jobs in the accounting department.

Copy this activity from and paste it onto

MS Word document. Print the worksheet
out and distribute to students.

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uhe Hiring of a Friend¶s Daughter, cont¶d

It did not take long for the employees in the department to discover
the reason she had been hired-Nurul told them. When a difficult job
was assigned to Nurul, she noramally got one of the other
employees to do it, imlying that Mr Fadhil would be pleased with
that person if he or she helped her out. She developed a pattern of
coming in late, taking long lunch breaks, and leaving early. When
the department manager attempted to reprimand her for this
unorthodox behaviour, Nurul would bring up the close relationship
her father had with the president of the firm. The department
manager was at his limit when he asked for your help.

Copy this activity from and paste it onto

MS Word document. Print the worksheet
out and distribute to students.

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åuestions

1. From an ethical standpoint, how would you evaluate the merits of

Mr. Fadhilµs employing Nurul? Discuss.
2. Now that she is employed, how would you handle her on-the-job
behaviour?
3. Do you feel that a firm should have policies regarding practices
such as hiring people like Nurul? Discuss.

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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship Ôrientation
Presentation to get the new employee ready to do his or
Mentoring her job.
Example: During orientation, the new employees will be
provided with information about company policies,
salary and benefits, performance expectations and work
regulations.
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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship Job rotation

Reassignment of workers to several different jobs over
time so that they can learn the basics of each job.
Mentoring
Example: At Wal-Mart, management trainees rotate
through three or more merchandising departments,
customer service, credit, and even the human resource
department during the first year or two on the job.
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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship ápprenticeship
A form of on-the-job training that combines specific job
instruction with classroom instruction.
Mentoring
Example: Kenny Rogers Roaster Malaysia organizes an
apprenticeship programme which preference will be
given to hospitality students.

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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship 2entoring
A form of on-the-job training in which a senior manager
or another experienced employee provides jobs and
Mentoring
career-related information to a mentee.

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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship `rogrammed —nstruction

A form of computer-assisted off-the-job training.
Mentoring

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£ Activities that provide learning situations in which an employee acquires

additional knowledge or skills to increase job performance.

uypes of uraining

Ôn-uhe-Job uraining Ôff-uhe-Job uraining

Orientation Programmed Instruction

Job Rotation Simulation

Apprenticeship Simulation
A scaled down version or mock-up of equipment,
process, or work environment.
Mentoring
Example: Malaysia Airlines uses a training simulator for
pilots to practice hazardous flight manoeuvres or learn
the controls of a new aircraft.

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£An evaluation of an employee¶s job performance by comparing actual

results with desired outcomes.

£iased on the evaluation, managers make objective decisions about

compensation, promotions, additional training needs, transfer or termination.

Example of performance appraisal is the

360-degree performance review. This is a
process that gathers feedback from a
review panel of about 8 to 12 people,
including co-workers, team members,
subordinates and customers.

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£á set of rewards that organizations provide to individuals in return for their

willingness to perform various jobs and tasks within the organization.

Salaries
Financial

Wages
Types of
Compensation

Legally Required ienefits

Non-Financial

Voluntary ienefits

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1 Financial

Salaries:
Financial reward calculated on the basis of time or duration, either
monthly (most common), bimonthly or weekly.
This type of payment is particularly suitable for white-collar jobs, where
there is no direct link between performance and output/productivity.

Wages:
Financial reward calculated on the basis of time worked (usually hours).

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1 on-Financial
Non-Financial

Legally Required ienefits Voluntary ienefits

Payment for time not worked

‡Rest day
xMarriage leave
‡Public holidays
xPaternity leave
‡Annual leave
‡Medical/Sick leave xStudy leave
‡Maternity leave xPilgrimage leave
‡SOCSO xHealth care
‡EPF
xLoans
(car/house/study/personal)
xChildcare facilities
xClub membership
xMeal allowances

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Example
£Amira works in a big and established company.
£ieside giving her 4-digit salary, the company also provides
other benefits. For example, Amira is entitled to 30 days of
annual leave, 15 days of medical leave, and EPF and
SOCSO benefits.
£Her company also provides meal allowances and a
childcare centre. Marriage leave, study leave, as well as
maternity leave are also provided by her company.

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£ Time required: 50 min

£Divide students into 4-5 groups
£ Materials needed: Mahjong paper, marker pen, plasticine, and company¶s benefits found
in Internet or newspaper.
£Visit www.jobstreet.com.my and explore the companies and jobs advertised in the
website.
£ Choose 5 companies with a combination of least known and well-known companies which
offer the same position such as Payroll Officer.
£ Note down the benefits offered by each company.
£ Then respond to the following:
£List the benefits offered by each employer
£Are there any differences between the typical benefits package offered by well-known
employers and the typical package offered by least known employers? If so, explain.
£In your opinion, which company would you be interested to work with? Why?
£ Present it to your class.

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£ In motivating employees, many theories or approaches can be implemented

such as:

Maslow¶s Hierarchy of Needs Theory

Herzberg¶s Two Factor Theory
McGregor¶s Theory X and Theory Y

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 2aslow¶s Hierarchy of eeds uheory

£This hierarchy suggests that

people are motivated to fulfil
basic needs before moving on
to other needs.

£Maslow¶s Hierarchy of Needs

is most often displayed as a
pyramid, with lowest levels of
the pyramid made up of the
most basic needs, and more
complex needs are at the top of
the pyramid.

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 2aslow¶s Hierarchy of eeds uheory

Example
£Needs at the bottom of the pyramid are basic physical
requirements including the needs for food, water, clothing, and sleep.
£Once these lower-level needs have been met, people can move
on to the next level of needs, which are for safety and security.
£As people progress up the pyramid, needs become increasingly
psychological and social.
£Soon, the need for love, friendship and intimacy become important.
Further up the pyramid, the need for personal esteem and feelings of
accomplishment become important.
£In the self-actualization needs, Stephen King can be considered
as a person who has succeeded in positioning himself in that
level because he has been known as the best fiction writer in the
world.

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 Herzberg¶s uwo Factor uheory

£This theory of motivation focuses on the job and on the

environment where work is done.

£In this theory, Herzberg has found many factors relating to the
job and their relation to employee motivation, but he concluded
that the factors can be divided into:

Hygiene factors (also called G
 

)
Motivational factors (also called G
 
)

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 Herzberg¶s uwo Factor uheory

Example
£Good working conditions will keep employees at a job but
will not make them work harder.
£iut poor working conditions, which are job
dissatisfiers, may make employees quit.
£á job with many satisfiers will usually motivate
workers, provide job satisfaction, and faster effective
performance.
£iut a lack of job satisfiers does not always lead to
dissatisfaction and poor performance; instead, a lack
of job satisfiers may merely lead to workers doing an
adequate job, rather than their best.

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M 2cGregor¶s uheory X and uheory Y

£ Worker motivation is influenced by the attitudes that managers

display towards employees.

uheory X uheory Y

Assumption that employees Assumption that employees enjoy

dislike work and will try to work and seek social, esteem and
avoid it. self-actualization fulfillments.

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M 2cGregor¶s uheory X and uheory Y

Example
£Managers who operate on Theory Y assumptions recognize
individual differences and encourage workers to learn and
develop their skills.
£An administrative assistant might be given the responsibility
for generating a monthly report.
£The reward for doing so might be recognition at a meeting, a
special training class to enhance computer skills, or a pay
increase.

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£Divide students into groups.

£Give each group 5 minutes to prepare 5 questions regarding one¶s
personal and educational background.
£ You can visit
http://jobsearch.about.com/od/interviewquestionsanswers/a/interviewquest.
htm for samples of interview questions.
£Each group must send two representatives to act as interviewee and
interviewer. The trick is for the interviewer from group A to interview the
interviewee from Group i.
£Spend no more than 10 minutes on the interview.
£ The groups must evaluate and rate which interviewee and interviewer has
performed the best.

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