DEPARTMENT OF BUSINESS AND SOCIAL STUDIES

DBM1204: EMPLOYEE SOURCING

DBM1204: EMPLOYEE SOURCING Purpose: To equip learners with knowledge and skills required for employee sourcing Course Objectives: By the end of the course, students should be able to:-

Course Content: Recruitment and selection process in organizations; Methods of job analysis used in determining requisite knowledge, skills, and abilities for job performance; Development of internal and external recruitment strategies; Choice and validation of selection devices; Calculation and analysis of selection utility; Recruitment and selection in both line and staff capacities; Ethical and legal considerations involved in staffing decisions. Teaching / Learning Methodologies: Lectures and tutorials; group discussion; demonstration; Individual assignment; Case studies Instructional Materials and Equipment: Projector; test books; design catalogues; computer laboratory; design software; simulators Recommended Text Books: A Handbook of Human Resource Management (8th Edition), Millennium Edition Text Books for further Reading: , Principles of Human Resource Management Other support materials: Various applicable manuals and journals; variety of electronic information resources as prescribed by the lecturer

Course Assessment Examination Continuous Assessment Test (CATS) Assignments Total Recommended Text Books:
i. ii. iii. iv. v. vi.

- 70% - 20% - 10% - 100%

Managing human resources, Wayne Cascio, 2009 Torrington, Derek and Hall, Laura. Human Resource. Management. London: Prentice Hall, 1998 Byars, Lloyd L and Rue W. Leslie. Human Resource Management. Boston: MC Graw Hill, 2004 Cole, G.A. Personnel Management. London: ELST, 2002 Crane, Donald P. Personnel, The Management of Human Resource. Boston: Kent 2002 Flippo, Edwin. Personnel Management. New York: Mc Graw-hill, 2001 Graham, HT and Bennett, Roger. Human Resources Management. London: Pearson Professional Ltd, 1998 Nzuve, S.N.M. Management of Human Resources, A Kenyan Perspective. Nairobi: Nairobi University Press, 1997 Amstrong, Michael. A Handbook of Human Resource Management, London: Kogan Page Ltd, 2001

Text Books for further Reading:

i. ii. iii.

iv. v.

Donnelly, James et al. Fundamentals of Management. Chicago: Irwin, 1995 Dessler, Gary. Human Resource Management. New Delhi: Prentice-Hall of India Ltd, 2001

Contents
About this Content 1 How this Content is structured .......................................................................................... 1 Course overview 3 Welcome to Employee resourcing ........................................ 3 is this course for you? ......... ....3 Course outcomes ............................................................................................................... 4 Assignments ...................................................................................................................... 6 Assessments ...................................................................................................................... 7 Unit 1 Employee resourcing ........................................................................................................ 9 Introduction ...................................................................................................................... 9 Meaning and definition .................................................................................................. ..10 . ......................................................................................................................................... 11 Functions of Human Resource Management .................................................................... 11 Levels of management ..................................................................................................... 12 Labour markets ................................................................................................................. 14 1Definition .................................................................................... .17 Check Out These Guidelines to See if a Policy Is Needed ........................................... 17 2. Local labour ............................................................................ 17 3. Internal labor .......................................... 18 4.Labour market issues for human resource managers............................................ 18 5.Nature of the problem and causes impacting on the Kenyan labour market.......... 18 6. Labor market issues for human resource manageers................................................... 18 7. Inability of economy to generate more jobs................................................................ 18 8. Mismatch between skills imparted and skills demanded in the labor market........... 18 9. Effective recruitment and selection practices. .................................. 19 10. Enterpreneurial collapse of the economy................................................................. 19 Unit summary ................................................................................................................. 21 Assignment ..................................................................................................................... 21 Assessment ...................................................................................................................... 21 Unit 2 Productivity .............................................................................................. 23 Impact of education and training on employment opportunities.................................... 23 Social economic challenges........................................................................................... 23 Manpower (Human resource planning) .......................................................................... 26 Job Analysis ..................................................................................................................... 28 Techniques of job analysis............................................................................................... 30 Job Design..32 Importance of human resource planning..34

Process of recruitment37 Unit summary ................................................................................................................. 39 Assignment ..................................................................................................................... 39 Assessment ...................................................................................................................... 40 Unit 3 Auditing of recruitment and selection............................................................................ 41

How this Content is structured

The course overview
The course overview gives you a general introduction to the course. Information contained in the course overview will help you determine: If the course is suitable for you. What you will already need to know. What you can expect from the course. The overview also provides guidance on: Course assignments and assessments. We strongly recommend that you read the overview carefully before starting your study.

The course content

The course is broken down into units. Each unit comprises: An introduction to the unit content. Unit outcomes. New terminology. Core content of the unit with a variety of learning activities. A unit summary. Assignments and/or assessments, as applicable.

Course overview
Welcome to the Employee resourcing unit
For as long as owners and managers have been claiming that their people are their greatest asset, HR professionals and academics have been looking for the evidence that connects the way people are treated to the success of their organisation. (If we can demonstrate that business success depends upon good people management and development, key decision makers are much more likely to pay attention to HR issues.) The good news is that evidence is now available and widely accepted. The bad news is that there is no one right way to manage and develop people, which will guarantee an organisations success. There are many other variables to be taken into account.

Employee resourcingis this

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course for you?

This course is intended for people who are in the Human resource profession or general management where people resource is required to be policed in a professional manner. Its also relevant for those who wish to a make a career out the Human resource subject. It is also intended for students who are seating for any human resource management unit in general Human resource management is a prerequisite subject for understanding Employee resourcing.

Course outcomes
Upon completion of this employee resourcing unit you will be able to:
Outcomes [verb] Appreciate the importance of employee resourcing in the overall strategic plan of organisations. [verb] Link the importance of employee resourcing to the success or failure of organisations.. [verb] Understand ethical issues and dilemmas which affect the management of people and the

organisations approach to its stakeholders.

Unit 1
Employee resourcing
Introduction
For as long as owners and managers have been claiming that their people are their greatest asset, HR professionals and academics have been looking for the evidence that connects the way people are treated to the success of their organisation. (If we can demonstrate that business success depends upon good people management and development, key decision makers are much more likely to pay attention to HR issues.) The good news is that evidence is now available and widely accepted. The bad news is that there is no one right way to manage and develop people, which will guarantee an organisations success. There are many other variables to be taken into account. Upon completion of this unit you will be able to:
Outcomes [verb] Describe Employee resourcing. [verb] Describe the functions of Human resource management. [verb] Summarize the types of assistance provided by employee resourcing department. [verb] Explain how it can affect

organisational performance. [verb] Understand about importance of employee resourcing

EMPLOYEE RESOURCING
FUNCTIONS OF MANAGEMENT
The main functions of management are: 1. Planning 2. Organizing 3. Staffing 4. Directing 5. Controlling/Coordinating 6. Budgeting 7. Decision making

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

Human Resource Management

Compensation

Development

Procurement

Maintenance

Figure 1: Pillars of Human Resource Management 1. Procurement of HR 2. Development of HR 3. Remuneration of HR 4. Integration of HR 5. Maintenance of HR 6. Separation of HR 1. HR Procurement

This is the first operative function of HRM. It is concerned with obtaining proper kind and number of personnel necessary to accomplish the organizations goals. It specifically deals with such subjects as the determination of HR requirements and their recruitment, selection and placement. The determination of the HR required must rest upon a prior design of job duties, a decision that is increasingly being affected by the Hr managers objective of meeting human needs.

2.

Development of HR

After personnel have been obtained, they must be developed to some degree. Development has to do with the increase of skills through education and training that is necessary for proper job

Separation

Integration

performance. This is an activity of very great importance and will continue to grow because of the changes in technology that the re-alignment of jobs and the increasing complexity of managerial tasks. Training is for acquisition of skills and a sub-set of education.

3.

Remuneration/Compensation

This function is defined as the adequate inequitable remuneration of personnel for their contribution to the organizations objectives. It basically concerns itself with job evaluation, wage policies, wage systems and some of the recently devised extra-compensation plans.

4.

Integration of HR

With the employee procured and reasonably compensated, there follows one of the most difficult and frustrating activities for the management i.e. integration. Integration is concerned with the attempt to effect a reasonable reconciliation of individual, organizational and societal interests.

5.

Maintenance of HR

If we have executed the foregoing functions well, we now have a willing and able workforce. Maintenance is concerned with the perpetuation of this state i.e. willing and able workforce. The maintenance of willingness is heavily affected by communication with employees. The physical condition of employees should be maintained while the health and safety of individuals and groups will be of utmost importance here.

6.

Separation of HR

If the first function of HRM is to secure the employee or member, it is logical that the last function should be separation and return of that person to society. Most people dont die on the job. The organization, and in particular HR, is responsible for meeting certain requirement of due process in separation as well as ensuring that the returned person is in as good shape as possible. This therefore calls for proper retirement, lay-offs, outplacements, discharge and termination.

LEVELS OF MANAGEMENT

Three levels of management, namely: 1. Strategic management 2. Administrative management 3. Operative management

EMPLOYEE RESOURCING
What is employee resourcing? Employee resourcing refers to the HR practices that seek to understand the acquisition of human resources while at the same time considering other factors which include demographic changes, technological changes and changes in the labour market (local, national and international). The aspect of employee resourcing is thus wider than just finding and choosing new employees. Employee resourcing also addresses other ways (other than new recruitments) through which an organization may address its HR needs. These may include but not limited to: Staff transfers Retraining of staff Labour substitution / mechanization Overtime working Raising productivity Modifying output targets

In an era where the labour supply is changing, skill needs turbulent and the legal framework more exacting, only the most imaginative company in these circumstances is likely to compete well for this resource: the ideal employee. LABOUR MARKETS One of the most basic tasks to be undertaken by the HR function in an organization is to fill vacancies. These are the identified gaps in the manpower resources that an organization requires. It is necessary first to determine manpower needs and secondly to decide how these needs can be met. It may be by employing a person, by employing a lot of people, by contracting a slice of the persons time or by subcontracting the requirement to another organization. This aspect of personnel strategy and policy is mainly dealt with in HR planning. However, a preliminary to this is to consider features of the labour market theories. This is how economists explain the way supply and demand

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works between those who offer employment and those who offer their labour with emphasis on the economic aspects of the options open to the parties. Theory suggests that job choice is determined by the bundle of wage and non-wage conditions attached to different jobs. Current earnings, employment prospects, probable future earning, the nature and conditions of work and similar factors are evaluated by the person seeking employment whose ultimate decision between alternative job openings depends on the balance of net advantages.

DEFINITIONS LABOUR MARKETS This is a general geographical and/or occupational area of labour supply and demand.

Local Labour Market This is both the geographical area containing those actual or potential members of the labour force that a firm may induce to enter its employment under certain conditions and other employees with which the firm is under constant flux as firms expand and contract, as transport facilities and housing change or medication and training provisions alter.

Internal Labour Market This term is used to describe a single employing organization within which employees can move from one position to another. Within these broad definitions, there are a number of practical variations and special cases. The labour market for accountants is different from that of chemists with quite different modes of dealing with other conventions.

There is a growing interest in the world labour market as organizations not only choose a country in which it most cost effective to locate their manufacturing, but also increasingly import and export large volumes of temporary workers.

Although we are considering aspects of labour markets, it is unrealistic to view these operations separate from the workings of products markets. It is clearly unrealistic to think of labour market as

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a single entity for people enter some markets and not others. Even the grade leveler of unemployment operates on the assumption that some people will be sorted out and classified as professional and executive while others will not. For managers, the importance of these differences lies in being sure of the conventions of the particular market place they wish to enter. They need to know the convention in the mode of dealing and the going rate. It would be ridiculous to suggest that employees and employers always behave in a rational economic way in making mutual selections and terminations. However, the employer needs to know the going rate as accurately as possible in order to make the right offer in the market place. Modes of dealing vary greatly. For some jobs, the convention is to begin with face to face transactions in which the prospective employee canvases employers door-to-door. In other cases, the convention is to deal through intermediaries like employment agencies or consultants. Still in others, the ways of making contact is through newspaper adverts or some other means.

The level of the labour market will vary with the type of work to be done. Graduates seeking a first post are typically likely to come from a wide area so that the market is nationwide. The same applies to senior, professional and middle management posts as the balance of net advantages could be sufficient to justify a move over several hundreds of miles. At the other extreme, the market for word processor operators, telephonists, semi-skilled personnel and clerical staff tends to be local with the majority of prospective employees seeking employment only within a limited geographical area. There is then a number of intermediate levels so that the catchment area of 5 to 10 miles for the clerk may become a 15 mile radius for the area sales manager. For highly specialized employment like technologists in mineral exploration, the market is international and in any organization apart from the smallest, there is also an internal labour market.

In understanding the operations of the labour markets, we have already said that it is unrealistic to expect employers and employees to behave in a complete rational way. Every one may have their price but there is a host of differences in terms and conditions of payment between various jobs that cannot be explained in purely financial terms. The labour economist talks of factors that put added structure into labour markets. In other words, factors that prevent an explanation of labour market behaviour in straight forward terms of supply and demand; some of which are:

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First there are preferences of individual workers who may assist in jobs that pay less than would be earned with a competitor for reasons of sentiments, familiarity, convenience or inertia. A second factor is the preference of the individual employers who also dont always behave with ruthless logic. Some will strive to develop loyalty and attachment to the organization while others will prefer a higher level of turn over to ensure a constant input of fresh ideas and enthusiasm.

Actions of trade unions can have major effects although this is less marked. The nationally agreed terms and conditions of employment for trade or occupation shift the basis of competition between employers for scarce employees to the fringe considerations like starting time and parking space. In some cases, the employer may actually consider redesigning the job. To a small extent, employers associations put added structure into the labour market in the same way as unions.

The final factor is actions by the government. The overwhelming influence is incomes policy when labour markets flexibility is deliberately restrained in an attempt to reduce inflation by preventing employers overbidding each other.

The main source of labour market data is the national employment bureau in the ministry of labour and human resource development. This includes articles on labour market issues as well as statistics. The main indicators of interest to HR managers should be figures on employment, vacancies and earnings which are analyzed by occupation, industrial sector and region. Another source is the central bureau of statistics in the ministry of Planning and National Development.

There are also a number of commercial agencies that supply labour market information and most of the professional journals include regular comments on going rates in their particular sector of labour market.

LABOUR MARKET ISSUES FOR HUMAN RESOURCE MANAGERS

Core and Peripheral Workforces: The Flexible Firm

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Firms are developing flexibility in their approach to employment and therefore inducing changes in labour market mechanisms. Firms have found themselves under pressure to find more flexible way of manning they have put a premium on achieving a workforce which can respond quickly, easily and cheaply to unforeseen changes which need to contract as smoothly as it expands in which worked time precisely matches job requirements and in which unit labour costs can be held down.

The flexible firm has a variety of ways of meeting the need for human resources. First are core employees who form the primary labour market. They are highly regarded by the employer, well paid and involved in those activities that are unique to the organization or give it a distinctive character. These employees have improved career prospects and offer the type of flexibility to the employer that is so priced in the skilled crafts worker who does not adhere rigidly to the custom ary protective working practices.

There are then two periphery groups: First those who have skills that are needed but not specific to the particular firm like typing and word processing. The strategy for these posts is to rely on the external labour market to a much greater extent to specify a narrow range of tasks without career prospects so that an employee has a job but not a career. This is a further development of the labour process. Some employees may be able to transfer to core posts, but generally limited scope is likely to maintain a fairly high turn over so that an adjustment to the vagaries of the product market is eased.

The second peripheral group is made up of those enjoying even less security as they have contracts of employment but are limited either to a short or to a short time attachment.

An alternative or additional means towards this flexibility is to contract out the work that has to be done either by employing temporary personnel from agencies or by sub-contracting the entire operation as has happened in office cleaning and catering.

It is difficult to see how far this tendency has developed and it is almost certainly more common in newer companies and industries. To most people, it may be an unwelcome development as it provides few safe havens for people seeking security. For others, however, it provides the attraction

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of being ones own boss having a variety of work experiences and being able to organize ones life to accommodate, for instance, periods of several months from work to take a long holiday, renovate the house, update skills or simply to have a break.

Posts in the peripheral group of jobs appear more suitable for, and may be more attractive to married women many of whom adopt a life style that is called portfolio living maintaining a mix of activities without a single minded preoccupation with one job as seems to be more common among men.

LABOUR MARKET THE KENYAN SCENARIO

The most challenging situation facing Kenya in the 21st century is that of finding productive employment opportunities for its ever growing labour force. Kenyas most pressing economic challenge, the rapid creation of employment has been studied by various government committees and international organizations each emphasizing different aspects of the problem.

The government has been engaged in quest for new strategies of programmes and incentives to influence the labour market. Indeed the government has strived to provide an enabling environment for its citizens to realize their aspirations but this goal has not been fully achieved.

NATURE OF THE PROBLEM AND CAUSES IMPACTING ON THE KENYAN LABOUR MARKET
The causes impacting in the labour market in Kenya are many and varied. However the major ones include: 1. 2. the high rate of population growth and the consequent increase in labour force the inability of the economy, particularly that of the modern sector to grow at reasonable rate that would efficiently generate employment to absorb all the job seekers 3. the attitude of both parents and students to blue color technical and manual labour jobs coupled with selectivity among school leavers 4. inappropriate technological applications 15

5.

skill imbalances which have resulted in vacancies existing in some sectors in the midst of unemployment this is especially in agriculture

6.

the growing inability in some sectors of the economy to safeguard the already secured jobs as a result of either mismanagement of the affected firms or their collapse due to competition and liberalization of the economy

7. 8.

the ongoing Structural Adjustment Programs (SAPs), and the resultant retrenchment exercise both in the public and private sector.

The Population Factor

Kenyan population was 30 million in 1999 and is still growing rapidly. The increase trend of the growth rate reached its peak in the 1969 1979 period with an annual growth of 3.8%. During the following decade, the annual average growth began to moderate as fertility rate began to decline.

Rapid population growth of the magnitude described above has had the consequence of swelling the countrys labour force to level which outstrips the growth of the economy in relation to creation of new job opportunities. The estimate of the total labour force of Kenya in 1992 was 10.2 million. The total was expected to grow at an average rate of 4.1% and hence injecting annual additions of about half a million. This figure is expected to rise gradually based on reasons already explained above.

Almost all the new entrants to the labour market would have been educated up to at least primary level and at least one third would have received education through secondary school and beyond. Given their educational standards and prevailing attitudes about jobs, most of these entrants would begin looking for employment outside the small holder agriculture. This would mean that on average only about one quarter of the new entrants to be employed in the modern and informal sectors, employment has to grow at an average of at least 14% per year. On the other hand, if all the new entrants were to employed only in the modern sector for wages, then employment in that sector would have to grow at an average of about 17% per year. Thus, rapid population growth over the past few decades has swollen the size of the labour force to a level which the economy has not been able to absorb.

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Another problem with our population is its age structure which is skewed in favour of the young who are largely dependants. About 50% of Kenyas population consists of children aged 15 years and below. The result has been high dependency ratio, low savings and inadequate investment so that the resources which would have been used in generating jobs are instead utilized in maintaining the dependant population.

INABILITY OF THE ECONOMY TO GENERATE ENOUGH JOBS

While the population has boosted the supply factor of the labour market equation, the demand side of the equation has not been dynamic enough to fully respond to the challenge. This is explained by the fact that economic growth, especially growth in the modern wage sector, has not generated enough job openings over the years so as to absorb potential entrants. Projections reveal that even with an ambitious employment growth rate of about 4.2% per annum, the sector will still only be able to employ slightly over 2 million persons out of a labour force that will have more than doubled to 14 million. It will be the non-wage agricultural sector, supported by informal sector activities both in the urban and rural areas that will continue to shoulder a bigger burden of providing job opportunities for the nations workforce.

SCHOOL LEAVER EMPLOYMENT PROBLEM

Since independence, there have been major achievements in education and training fields. Under formal education, the most notable change has been the quantitative increase in education fueled by, among others, rapid population growth and universal free primary and now free secondary education. The quantitative increase in enrolment in our schools and training institutions has equally meant a bigger number entering the labour market each year at the end of their education or training. The sad fact is that the economy, particularly where this category of the workforce expect and aspire fine work has always been nearly saturated. Projections indicate that the situation described above is bound to worsen with time thus worsening the school leaver unemployment problem.

MISMATCH BETWEEN SKILLS IMPARTED AND SKILLS/ATTITUDES DEMANDED IN THE LABOUR MARKET

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Each cycle of our education system has not adequately prepared the beneficiaries for the world of work demands. Consequently, the general aspirations and attitudes of both parents and students towards work and employment in the modern sector and in the government has have contributed greatly to the serious unemployment situation prevailing in the country. The education system as structured in the past and present coupled with the reward system which has favoured white color jobs, have tended to inculcate virtues of white color jobs and lack of appreciation of blue color, technical and manual labour. The end result has been a paradox of chronic unemployment especially among the school leavers existing side by side with a chronic shortage of skills in certain critical areas of the economy.

University graduate unemployment is becoming a regular and indeed a concern in the labour market. This is because the numbers admitted to university education and the type of training available is an administrative decision by the government and the social-cultural factors leading to large demand for university education often in non-technical subjects form supplies side for graduates.

INAPPROPRIATE TECHNOLOGICAL APPLICATION

Although Kenya is a relatively labour surplus economy, industry in Kenya has in many cases continued to rely on capital intensive techniques of production. This has been mainly because subsidiaries of locally based multi-national corporations have been the major avenue for the supply of industrial technology. Therefore Kenya is largely dependent on industrialized countries for technology and capital goods which are currently capital intensive.

The transfer of technology to Kenya comes in rigid package form which makes it highly inappropriate in terms of creating adequate employment opportunities fast enough to address the problem of joblessness. While the government should encourage foreign investment and importation of capital goods for industrialization, there is need to institute more effective measures to control the importation of inappropriate capital goods. There is also need for the restructuring of modern industry and trade in order to make them more productive and capable of competing in the world market. In addition, there should be standardization of machinery, equipment and vehicles to facilitate the establishment of more firms in the tools and parts making industry. In particular, labour intensive machinery and tools should be produced locally for use in our industries.

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ENTREPRENEURAL COLLAPSE IN THE LABOUR MARKET

Of late there has been unemployment caused by lay-offs of workers as a result of failure of a number of entrepreneurial undertakings as exemplified in the cases of Miwani and Ramisi sugar mills, KICOMI and KTM in the textile industry, several leather processing factories, etc. The government divesting from loss making corporations and parastatals and the liberalization of the economy have resulted in workers being declared redundant and many more are threatened for reasons which include among others poor management by operators of these firms resulting to bankruptcy and excess importation of cheap substitutes from abroad which flood local market thereby affecting local industries. Certainly, while measures should be taken to create more job openings, there is an urgent need to safeguard the present employment levels.

SUMMARY AND CONCLUSIONS

To improve the labour market situation in Kenya, there is need to reverse the declining trend in economic growth and make economic production more labour intensive. Kenya is capable of meeting the challenge. It has the natural and HR required. It also has the strategic location which it can exploit to expand exports of light manufactured goods to the Eastern, Southern and central African regions (being a member of E.A.C and COMESA) and of processed agricultural products to the Arabian Gulf states. These advantages make Kenya one of the countries of Africa with the greatest potential to attract foreign investment. In view of this potential, the poor economic performance of Kenya in recent years must be attributed mainly to failures in policy rather than to lack of resources. Policy makers in Kenya face a clear choice. They can either seriously implement policies that will help the economy grow rapidly in line with its potential and thereby help solve the unemployment and poverty problems or they can continue with poor policies and half-hearted reforms of the recent past and watch the problems get worse.

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Unit 2
PRODUCTIVITY
Productivity is the quantity or volume of the major product or service that an organization provides. In other words, it is the amount of work that is being produced in the organization in terms of how much and how well. High productivity is what makes an organization thrive. Without a good product or service to sell, problems in an organization are sure to arise. Accordingly, productivity improvement programs are becoming more popular with organizations.

Many components constitute the productivity factor. These ca be condensed into four categories: 1. capital investment 2. innovation 3. learning 4. motivation

Capital Investment This includes having the best possible machinery available that will help improve efficiency of the workers. These machines or equipment can be in many forms from robots to word processors. The concept behind capital is to provide the latest technologically advanced equipment that will help the workers to work smarter but not harder. Innovation This is the process whereby new and creative ideas are welcomed, studied for their feasibility and if feasible, implemented. Some better selling ideas have come from ideas submitted by employees.

Learning

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This looks at training issues not only we want to work effectively (doing the right things) but we want them to be efficient as well (doing the things right). To be effective and efficient in their work, employees must have proper skills and in many cases these have to be taught especially if we consider the skills needed to use a new piece of equipment.

Motivation Finally, productivity is based on an employees motivation. The best trained employee, one who not only has the ability but has accessibility to the most advanced piece of equipment, will not be productive if s/he is unwilling to be so. Attitude plays an important role as to whether an individual has the willingness to work. Accordingly, to increase productivity, we must impart change on the employees attitude or in academic terms, increase his or her morale.

While productivity improvements can be achieved through a series of events (proper equipment, increased motivation, etc) one common threat exits. That threat is a workers ability to accept and implement change.

IMPACT OF EDUCATION AND TRAINING (E & T) ON EMPLOYMENT OPPORTUNITIES

In Kenya, both government and the great majority of the population perceive education and training as factors influence development in important ways. The experience of developed countries and world wide research findings bear witness that E & T are positively correlated with development. However, two issues need to be clarified with regard to the role played by E & T. Beside E & T, what other factors influence development? What roles do E & T play in development?

The role of E & T in development can be summarized as assisting the establishment of HR base necessary for the generation of weather and, more important, its application to the creation of a higher standard of living and improved quality of life. Although E & T should play a major role in imparting skills that complement capital in the production of wealth, the HR base needs to be perceived as comprising more than the labour force. For instance, an important aspect of the HR base is its role as the market for goods and the beneficiary of the wealth ensuing from economic production.

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EDUCATION AND TRAINING: - THE DIFFERENCES

Distinguishing education from training helps to bring out the difference between HR base and labour force. As it relates to economic activity such as manufacturing, training means the impartation of skills needed to perform specified production functions. Thus, training is vital for creating the labour force needed for various production activities. In comparison, education entails more than creating a labour force. In its broadest sense, the concept of education can be equated with that of learning defined as changes in mental processes and in overt behaviour as a result of a persons experiences. Three aspects of education are pertinent: 1. Education is not confined to schooling (organized learning in institutions) in addition to the

effect of organized curricular, mental and attitudinal changes in the individual are influenced by the family, peers and events in the society (example organized religion, the public audio visual media and cultural values and practices). 2. Education is an innate process that is characteristic of the evolution of the human species and

is geared to enabling individual members of the species and the societies they live in to secure sustenance and well being in all their manifestations. In this regard, the outcome of education needs to go beyond acquisition of economic production skills. 3. In recognition of the multi-faceted nature of the outcome of education, curricular in learning

institutions should focus on nature of the abilities and skills which will be of benefit in the future lives of the greatest number of learners. This is particularly important with regard to general (as opposed to specialized) education especially at primary and secondary school levels. The most important outcomes of general education should be population imbued with: a) attitudinal and social skills such as philosophy of life (values and believes), self confidence, ambition, interpersonal relationships in the family and society (including the spirit of service to others) and exercise of civic duties and rights. b) Cognitive skills such as reasoning, problem solving, precision, initiative and creativity which enable individuals and various organs of society to operate intelligently and fairly. c) Appreciation of economic production factors and interrelationship between them and social dimensions (such as governance, demographic factors, health & nutrition and shelter) and the natural environment.

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SOCIAL-ECONOMIC CHALLENGES
The major challenge facing Kenya is that with a rapidly growing population (expected to rise to about 37 million after the 2009 census), land based production as currently practiced is unlikely to lead to economic advancement. Sub-division of individually owned land (both in high and low potential areas) is resulting in over dwindling pieces which can no longer satisfy household subsistence let alone production for the market. Independent of E & T, there would seem to be a strong case for evolution of a far reaching national policy aimed at maximizing land productivity. But E & T need to have an increasing impact in scientific agriculture in order to maximize yields from the available arable land and to open up semi-arid and arid land to more effective production.

Second, education needs to be a key tool in bringing a rising proportion of population to the realization that: a) b) Land is not an unlimited resource, and Other approaches to earning a living can be developed such that they are as honourable and satisfying as agriculture.

EFFECTIVE RECRUITMENT AND SELECTION PRACTICES

1) Job analysis 2) Job description 3) Job re-design Introduction Job analysis and job design are crucial determinants of employee performance and ultimately organizational effectiveness. Ideally, the techniques used should be responsive to changes in organizational structures and strategies, employee skills and abilities, IRS and economic development. In the contract of recruitment, job analysis is the main source of information about the position to be filled and the type of person need to fill it. It is also a system which can be used to determine whether a position is needed and whether there is in fact a need to recruit anyone.

Job Analysis Defined

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Job analysis is a systematic process of identifying the component tasks, responsibilities and outcomes of jobs and the knowledge, skills and abilities required to adequately perform these duties. Job analysis, whether undertaken by a specialist consultant, human resource manager or project group, seeks to find answers to a series of fundamental questions about the job i.i. What are the tasks involved? When is the job complete? Where is the job conducted? How does the job holder actually perform the job? Why is the job necessary?

Responses to these questions will allow the analyst to determine the specific tasks and duties, structural location, physical and interpersonal working conditions and the relationship of one job relevant to others.

Job analysis seeks to explore in details: Work activities tasks processes and procedures Work attitudes and behaviuors physical, mental and social job demands and requirements Work performance aspects and outcomes standards and measures (error rates, targets) Job conditions rosters and reward systems (salary/hours) and the physical environment (health/safety/risks) Personal requirements education, skills, experience and personal qualities of the job holders. Job analysis is generally undertaken at three stages when a job is first created, when jobs are being re-designed or when jobs change substantially in response to introduction of new technology, methods or procedures. Human Resource Management Information Systems (HRMIS) can assist with updating job analysis in cases of minor change.

PURPOSES OF JOB EVALUATION

REMUNARATION PERFORMANCE APPRAISAL JOB ANALYSIS

JOB EVALUATION RECRUITMENT & SELECTION 24

TRAINING & DEVELOPMENT Figure 2: Uses of Job Evaluation

OCCUPATIONAL HEALTH & SAFETY

Job analysis and resultant job descriptions and person specifications form the basis for the initial employment of staff, establishment of employee performance standards, determination of grade, classification levels and remuneration systems. Training and development programs, occupational health and safety systems and, above all, recruitment and selection process are linked with the outcomes of job analysis. These relationships are shown the diagram above.

HR planners use job analysis data to determine the continuing need for jobs, present and future skills supply, recruitment programs or alternative strategies.

Accurate job analysis improves liaison between employers and recruitment consultants and provides a basis for the effective selection of suitable job applicants.

Job analysis must take into account the implication of current equal employment opportunity, affirmative action and occupational health and safety legislation ensuring that unnecessary or discriminatory tasks or expectations are avoided.

TECHNIQUES OF JOB ANALYSIS

The size, complexity and nature of organizations and jobs will determine the most suitable methods of job analysis. Some techniques are quite straight forward and inexpensive while others are highly sophisticated and costly.

Common job analysis techniques include: Observation The job analyst simply watches employees carry out their tasks often on time and motion basis.

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Employee diaries or logs Job holder records daily, weekly or monthly his job activities in detail Check list questionnaire Written or verbal surveys given to job holders and/or supervisors Conferences of experts A gathering of several employees and their supervisors to discuss the elements of chosen jobs Individual and group interviews

Of the above techniques, interviews appear to be the most widely used technique.

All these techniques may be conducted within organizations by HR practitioners, specialist analyst or line managers. It appears that line managers are the most frequently involved. Single techniques or combined strategies can be used relatively inexpensively to provide accurate and consistent job data.

It is important, however, to be careful of employee exaggerations of work load and levels of difficulty and to ensure that current job holders do not fear the outcome of job analysis (such as extra work load, down grading of status or adverse reflections on their competence). Time, expertise and cost factors will necessarily affect the choice of job analysis technique. Some larger organizations prefer to employ consultants to conduct wide ranging job analysis problems especially in times of organizational restructuring.

Two common types of consultant/administered job analysis are: Functional job analysis (FJA) and Position analysis questionnaires (PAQ)

Functional Job Analysis (FJA)

Functional job analysis is a highly structured technique which divides job tasks into three component areas data, people and things and then rates these tasks according to levels of skills difficulty required. It is useful for most jobs although costly and may be invaluable for large organizations in the process of reward restructuring.

Position Analysis Questionnaires 26

Position analysis questionnaires examine jobs according to six categories, i.e. : Job context Information input Mental processes Work output Relationship with other people Other job charatceristics

JOB DESCRIPTION
A job description is the practical outcome of job analysis and usually consists of written statements detailing the tasks, activities and responsibilities of a job, its work outcomes, working conditions and relationships to other jobs. A person specification (or job specification) is often attached indicating the personal abilities, skills and knowledge required to perform the job.

Job descriptions and person specifications based upon accurate job analysis are crucial to the development of selection criteria and thus to the choice of suitable candidates for job vacancies. They should therefore clearly reflect the actual activities of jobs and avoid discriminatory language.

It is useful to prepare job descriptions across the organization using standard formats, specific job codes and classifications and consistent expression (examples of a variety of job descriptions and formats are shown in the hand out).

CONSTRUCTION OF JOB DESCRIPTION

Formats for job description will vary according to organizational requirements but most will include the following information Job title and identification Summary statement Detailed tasks and responsibilities Working conditions and relationships Conditions of service

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Job Title and Identification The job title and identification section attempts to relate individual jobs to organizational structures by listing job name, section location, supervisors title and number and level of subordinates. It may also include a job code and payroll number.

Job Summary The summary statement should briefly describe the principle purpose of the job.

Detailed Tasks and Responsibilities These sections list all actual tasks performed including occasional duties preferably in order of priority or time allocation. Tasks may be weighted or ranked and include required standards of performance and review procedures. Managerial and operational functions are usually separated. The responsibilities for subordinates, budgets, tools and equipment should also be detailed. Job applicants can be screened on the basis of proven previous tasks performed. A common flaw of job descriptions is the inclusion of an other duties as requested designed to allow flexibility and adaptability to change. In practice, this leads to loss of job purpose and a reduction in the usefulness of job descriptions to recruitment, selection, training and remuneration programs. Another common failure is the lack of emphasis placed on work outputs. Often, job descriptions tend to overemphasize the process of work at the expense of its outcomes.

Working Relationships This refers to contact between job holder and supervisors, subordinates and clients.

Working Conditions Encompass environmental demands of the job (health and safety aspects such as heat, cold and other hazards) and manual requirements (such as lifting and dexterity).

Adherence to equal employment opportunity legislation requires job descriptions to be free from bias (avoid gender specific or discriminatory language) and to include only relevant qualifications or skills requirements.

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Flexibility may be required in some job descriptions to allow for employee self direction or reallocation of duties e.g. the job description for a management consultant may be quite general whereas that foe a production or sales position may be highly specific.

Person Specification Job descriptions specify the requirements of the job whereas person specification detail the qualities needed to successfully perform the job. Academic and trades qualifications, skills, work experience and personal qualities/attributes are listed usually as essential for effective performance or merely desirable.

In some positions (such as customer service enquiries and complaints, sales and managerial areas) the correct personality, temperament, interests and interpersonal skills may have high priority. In others, prior work experience, qualifications or training will be essential. Decisions will have to be made concerning essential criteria relevant to the job descriptions. Assessment of the suitability of job applicants will accordingly differ with the use of tests, reference checks or work samples.

It is important that any specified qualifications are indeed essential to job performance. Is it really necessary to possess a trade certificate to be successful as a labourer or maintenance worker? Are university degrees crucial for clerical positions?

Unnecessary qualifications may simply decrease the potential labour supply, increase recruitment and appointment costs and may create motivational problems for overqualified employees.

JOB RE-DESIGN
While job analysis examines the content of jobs and job description codifies this information, job redesign techniques actively attempt to re-arrange tasks and duties to make jobs both more meaningful for employees and more efficient. The impact of new technology and quality of work life issues have

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each encouraged job analysts to re-design jobs in order to build in aspects of challenge, autonomy, responsibility and increased work satisfaction.

Based upon various motivational theories, job re-design aims at developing jobs which will enhance employee commitment and performance and reduce absenteeism and turnover.

Job re-design may be conducted by HR practitioners, work study specialists or consultants.

SOME PROBLEMS WITH JOB ANALYSIS

Despite their widespread use, job descriptions job descriptions and person specifications have been criticized over the years by some who believe they are a waste of time. The most common criticism seems to be that they are irrelevant (for example too general), not used, quickly outdated, inaccurate or fail to achieve their objectives. However, all these problems can be avoided without losing the benefits of job analysis. Job analysis can be made more relevant by tailoring its techniques to suit the particular organization thus enabling it to be more specific.

Updating It is important to remember that job descriptions and person specifications need regular updating. Changes in job content result both from organizational change and adjustments to the duties made by job holders themselves. Any discrepancy that may have developed between stated duties and those actually performed by the incumbent needs to be noted before inequity or inefficiency set in. For example, a clerical assistant may, through necessity, have been preparing reports or helping with financial planning because the supervisor was too busy a machine operator may have been functioning as coordinator because of inadequate instructions down the line.

A new appointment, transfer or promotion provides an ideal and conspicuous opportunity for updating the job description and specification. A more regular time is the annual staff appraisal or salary review. This provides a chance for appraiser and subordinate to agree on the duties of the job.

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Furthermore, if job analyses are to be used as a selection tool, the organization must review not only contents of the job but the relation of one job to another. This allows checking promotion opportunity and focuses on growing areas. Inconsistencies in range and level of responsibilities as well as rewards or assets should be ironed out at this stage.

One important source of updated information is employees themselves. They should have opportunities to update their own job descriptions with this information being combined information from other sources.

TOO MUCH EMPHASIS ON ACTIVITIES

If job analysis concentrates on how something is to be done, either the incumbent or the management or both may forget why the job is done. A description emphasizing activities could lock out creative approaches to tasks and constrain the fulfillment of targets and personal needs. There also needs to be an emphasis on outcomes rather than of the job i.e. the results which its performance achieves. Emphasis on process rather than results can lead to loss of direction and consequent failure to perform the job effectively.

GROUP JOB DESCRIPTIONS

It would also be good enough to consider group job descriptions which clearly explain to the members of the group what is expected of them as members of a team. It is becoming increasingly important in organizations to find that group performance is more critical than the sum of the individuals performance. If all the members of the group are operating expertly but separately, aim could be frustrated. Management as well as team members need to know what the team should be achieving and how they are to relate to one another.

BENEFITS OF JOB ANALYSIS

1. a) b) Benefits to the organization It clarifies jobs for which new recruits are sought It produces job descriptions which can provide essential evidence for selection interviews

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c)

It enables person or job specifications to be drawn up for the purpose of selection or training

d) e) f)

It provides basic material on which performance assessment can be based It is the prerequisite for any analytical attempt at job evaluation It can aid the review of organization structures by clarifying basic units of the organization

g) 2. a) b) c) d)

It can aid in training needs assessment Benefits to the employees It gives clear indication of responsibilities It provides the basis for arguing for changes or improvements in their jobs It provides relevant information in respect of any appraisal they may have It provides an opportunity for employees to participate in their short-term targets or objectives

HUMAN RESOURCE PLANNING (MANPOWER PLANNING)

Contents 1. What is human resource planning? 2. What is the purpose of HR planning? 3. Why is human resource different from other resources? 4. Why have HR plans? a) b) Advantages to the organization Advantages to the employee

5. The stages of HR planning a) b) c) d) e) f) g) Agreeing on objectives Investigation, collection and data analysis Demand forecasting Supply forecasting Reconciling the supply and demand forces Determining pre-requisites of good HR planning Components of the HR plan

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h) i)

Measuring the effectiveness of HR planning The systematic review and modification of plan

HUMAN RESOURCE PLANNING Human resource planning is about people and is essentially concerned with the effective, controlled and planned use of human resources. It entails an understanding of all the variables affecting the employment of people, accurate assessment of demand and supply of labour both within the organization and outside and constant revision plans over time.

PURPOSE OF HUMAN RESOURCE PLANNING The purpose of HR planning is to develop skills for the organization and use the human resources so that they contribute as effectively as possible towards the achievement of the corporate goals. HR planning has both broad and specific objectives.

Broad 1. 2. 3. To develop skills for the organization To ensure effective utilization of HR for attainment of corporate goals Planning for substantive reasons 4. 5. Making resources more flexible Acquiring and nurturing skills Identifying potential problems Minimizing chances of making bad decisions

Planning because of the process benefits Making the present a basis for confronting the future Making decisions that can be challenged later Short term thinking not driving out long-term thinking

Planning for organizational reasons Communicating plans so as to gain support Linking HR plans to business plans

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Gaining corporate control over operating units Integrating decision making and actions

Specific To ensure that the right number of people with the right skills and abilities are employed at the right time. To be aware of current utilization of HR and improving on that utilization To improve human resources and provide satisfying work To anticipate problems of potential surpluses or deficits of HR

Although HR plans are not forecasts of the future, they help HR practitioners to set objectives in terms of human resources, devise techniques to achieve these levels and feed back information and results against the expectations.

WHY HUMAN RESOURCE IS DIFFERENT FROM OTHER RESOURCES

a) b) c) People are different to one another and have different needs and ambitions People are less flexible than other resources and cannot be moved around as easily People are unpredictable and can leave the business without warning. They cannot be owned. d) e) People need to be motivated to work well and they need to feel respected People work best when they are given interesting satisfying work at the right levels of their abilities f) People are expensive to employ and can be a drain on resources when they are not fully utilized g) People work when they are confident that the organization has agreed objectives and is working towards meeting them

IMPORTANCE OF HUMAN RESOURCE PLANNING

a) Advantages to the organization 1) it ensures that the organization employs people with the right skills at the right time in the right numbers

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2) it should result in the organization operating effectively and being able to compete in the market place 3) it leaves the organization less vulnerable to change (both external and internal). When change has been anticipated, senior management has time to plan their responsibilities 4) staff are confident in the managements ability to manage and hence morale should be high b) Advantages to the employee 1. high morale and sense of achievement where the employee is employed in suitable work and his/her skills are utilized 2. improved opportunities for development within the organization 3. security from working within an organization which has planned for its future

AIMS OF HUMAN RESOURCE PLANNING

1) To attract and retain the appropriate number of people 2) To develop a well trained and flexible work force 3) To reduce dependence on external recruitment by formulating retention and development plans 4) To improve utilization of HR through flexible systems

STAGES OF HUMAN RESOURCE PLANNING

a) Agreeing on objectives HR objectives will in part be defined by the corporate plan which normally concentrates on the following areas: i) ii) iii) iv) v) Develop a business strategy - A statement on overall purpose and direction Develop a resourcing strategy Develop a demand/supply forecasting strategy Develop human resource plans in line with the strategy Systematically implement the strategies

The HR plan must therefore be developed in line with the requirements and objectives of the overriding corporate plan and must also determine the human resources required to meet those particular objectives i.e. numbers and skills required. b) Internal an organization will normally have available to it relevant HR data on at least some of the following areas:

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Age Length of service Job title and transfers Salary and salary progression Experience and qualifications (quantitative data)

It will also normally hold data regarding potential, levels of performance and skills (qualitative data). In addition, corporate plan will reveal any proposed changes or plans to expand or contract which might have particular relevance to the preparation of the HR plan. This information then provides the basis for analysis of the human resource within the organization. External This information might include information concerning the external labour market, local and national market requirements, competition or proposed competition, legal requirements or any planned or predicted changes in the above.

ADVANTAGES OF HRP
1) 2) To the organization Ensures organization has the right people in right numbers at the right time Makes organization to operate effectively and competitively in the market place Makes organization more responsive to change and hence less vulnerable Leads to confidence of staff in managements ability to manage leading increased morale To the employee Increased morale and sense of achievement due to suitable deployment Improved development opportunities Generates a sense of security an organization that has planned for its future

LIMITATIONS OF HUMAN RESOURCE PLANNING

Critics of HR planning state that:

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1. HR plans have little value when reconciled with the complex and frequently changing nature of manpower, the business and external environment 2. HRP fails because the ability to make estimates must be limited by the difficulty of predicting the influence of external events 3. HRP predictions are likely to be based on broad scenarios rather than on specific supply and demand forecasts

DEMAND FORECASTING
This involves the estimation of the HR needs by reference to corporate and functional plans and any forecasts of future levels of activity. The following may have to be considered: 1. general levels of trading and production 2. levels of product/service demand 3. changes in technology 4. administrative changes 5. capital investment plan 6. market strategies 7. likely divestments, acquisitions and budgets 8. likely product diversification 9. degree of centralization/decentralization 10. resources already available (staff, financial, equipment, etc)

METHODS OF FORECASTING DEMAND

There are a number of methods of forecasting demand ranging from experienced managerial judgement to the more structural projection of past trends or the use of staffing yardsticks or work study measurements.

SUPPLY FORECASTING
This involves the estimation of supply of manpower by analysis of current resources and future availability (these include an inventory of existing staff and an assessment of how the workforce will develop over time) and also assessing potential external source of supply i.e. local labour market, national labour market, output from further and higher educational establishments, etc.

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1.

Labour Turnover Index This is calculated as: No. of leavers over a specified period Average No. of employees during the period X 100

2.

Labour stability index

No. of employees with 1yr service or more X 100 No. employed 1 yr ago

3.

Length of Service

No. Leaving

Length of service (in years)

RECRUITMENT AND SELECTION Introduction

After determining the type and number of employees needed through HRP and determining/identifying the various elements of a job through a job analysis, the next problem of personnel management is to procure the employees.

Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best hence affecting customer service and quality of 38

product. These end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Management has to spend extra time on disciplinary procedures and further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it.

Definition
Procurement is the function of recruiting, selecting and placing employees in the right jobs. Recruitment is the process of seeking out and attempt to attract individuals in the labor market who are capable of and interested in filling available job vacancies. Recruitment is the process of attracting qualified individuals in the labor market, who can be available to carry out an organizations objectives with maximum efficiency. Recruitment Is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. Since it involves the process of search for prospective employees, it is concerned with a range of sources of supply of labor and the techniques involved in getting the employees into the organization.

Contrast between recruitment and selection

Recruitment 1. Process of Attraction. 2. Focuses on sources of workforce in the labor market and stimulating them to respond to vacancy announcements. 3. Aims to increase the number of applicants for a larger pool to choose from - Positive. 4. Concerned with prospecting or searching for interested qualified individuals. 3. Aims to reduce the number of applicants through discrimination Negative. 4. Concerned with comparison and choice of interested qualified individuals. Selection 1. Process of Rejection. 2. Focuses on choosing the best among the attracted workforce.

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Basis for Determining when to Recruit Through Human Resource Planning and analysis if the results of the plan shows that labor demand is more than the projected labor supply, the organization should fill the gap through recruitment from within or from outside the organization. Departmental heads can consider departmental activities and determine accordingly the need for more employees; they complete staff requisitions forms indicating their need. This form includes title, position vacant, duties and responsibilities,

knowledge and skills required for the job. This is remit to the HR department for recruitment and selection.

Procedure for recruitment

Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience.

Systems should be: Efficient - cost effective in methods and sources Effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization. Fair - ensuring that right through the process decisions are made on merit alone.

Systematic approach to Recruitment and Selection The overall aim of the recruitment and selection is to enable an organization obtain the right quantity and quality of workforce it requires. This requires a systematic approach in order to avoid

unnecessary cost usually associate with employee resourcing. The organization should have a clear plan of: What resources it needs (based on the business plan and strategy). What resources are available (analysis of current staffing). Where and how those resources are to be found (labor supply).

The failure to generate adequate numbers of reasonably qualified candidates can be costly because:

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It complicates the selection process e.g. it may lead to lowering of hiring standards i.e qualifications etc meaning that an additional cost will be met to train and develop the employee so they can attain satisfactory level of performance.

When recruitment fails to meet organizational needs for talent, a typical response is to raise pay. This can however distort organizational salary and wage relationships.

Activities in systematic recruitment Recruitment comprises activities, which are distinctly different from those in selection. These include:

1. Identification of need (replacement or new?). 2. Authority to hire. 3. Job description and job specification. 4. Terms and conditions of employment. 5. Determination of sources of labor. 6. Advertisement. THE PROCESS OF RECRUITMENT. (a) Preparation 1. Prepare a job description and specification Job Analysis. 2. Decide a target employment date. 3. Decide appropriate salary or wage range. 4. Prepare an advertisement draft. 5. Set an application closing date. 6. If necessary, obtain advertising budget approval. 7. Select the appropriate advertising media. 8. Schedule interview date(s). (b) Recruitment Action 1. Publish advertisement(s) in selected media e.g. newspapers or trade/professional association journals. 2. Collect advertisement responses.

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3. Acknowledge advertisement responses and distribute employment application forms for completion and return. (c) Follow-up 1. Evaluate response levels from each source. 2. Assess quality of candidate responses. 3. Move to candidate selection stage.

Steps in Recruitment
1. Identification of Need:

This first step in recruitment is a responsibility of a head of department or supervisor of a unit or section. The need may arise from the following conditions: 2. Newly created position because of the organizations restructuring or Replacement of staff because of resignation, dismissal, death, etc. Authority to Hire:

No vacant position should ever be filled, not matter how small, without an authority. Authority to hire is an approval by an authorized officer of the organization for the workforce to be either added or replaces.

Steps in Recruitment
1

Identification of need to recruit.

Job requisition (replacement or new position) Is the engagement authorised?

Yes
Yes

No

Obtain authority

es

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Does the job description/specificati on exist?

Review and update

Yes

No

Analyse job; prepare job description /specification

Are the terms/ conditions of employment
Yes No 6

Agree terms and conditions

agreed?

Is there a suitable supply of internal candidates?

Yes No

Consider internal recruitment

Consider external recruitment

Place internal advertisement

Preparation and publication of vacancy GO TO SELECTION

GO TO SELECTION

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Such approval would normally be given by the Chief Executive or his representative, depending on the position being filled.

Also called staff requisition, authority to hire form is designed to provide information on factors such as: 3. The number of employees required Status of the position to be filled Remuneration package (salary, benefits, etc) Location of the job Grade of the job Person specifications (qualifications, education, experience etc) Justification why existing staff cannot to be utilized, etc. Job description and Job specification:

A job description is prepared from a job analysis and is used to determine and specify: The job content; and Relative importance of the job in comparison with other jobs

Job description will list The product of the job analysis process document descriptive in nature & constitutes record of existing and pertinent job facts. (i) Job title the section/department in which the jobholder will work, details of the work group or groups the jobholder will be involved. (ii) (iii) (iv) (v) Purpose of the job a brief statement of its objectives. Tasks and duties involved in the whole job. Responsibilities of the jobholder for what and for whom they will be responsible. Relationships involved in the job with people both inside and outside the organization and job title of position the jobholder will be responsible.

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(vi)

Working conditions - environment in which the jobholder will work e.g. private or open plan office, or details of any dirty, noisy or dangerous conditions under which work will be performed. 4. Job Specification:

Also called a person specification and is important for generalized recruitment of people into grades. Job specification is often associated with job description in all recruitment processes.

Job specification identifies the type of individual the organization should try to recruit. It outlines the right person in terms of attitude character, aspirations in their career, educational and other qualifications. Approaches to job specification There are two basic approaches to job specifications: The seven point plan by Prof. Rodgers. The five point plan by Munro Fraser.

The Seven Point plan, by Prof. Rodgers draws the selectors attention to seven points about the candidate: i). Physical attributes weight in proportion to height, neat appearance, ability to speak clearly without impediment, eyesight, hearing, age etc ii). iii). iv). v). vi). Attainment educational qualifications, experience in nursing, catering, etc. General intelligence quick-thinking, alert etc Special aptitudes e.g. neat work, speed accuracy, languages, etc Interest practical and social, travel, flying first-aid etc Disposition manner, friendly, emotional, helpful, influence over others, steadiness, dependability, self-reliance, etc. vii). Circumstances irregular hours, standing for long periods, flexible domestic situation, willing to live near airport, etc

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The Five Point plan, by Munro Fraser draws the selectors attention to five points about the candidate: i). ii). iii). iv). Impact on others physical make up, appearance, speech and manner etc Acquired qualifications education, vocational training, work experience etc Innate abilities natural quickness of comprehension and aptitude for learning etc Motivation the kinds of goals set by the individual, his or her consistency and determination etc v). Adjustment emotional stability, ability to stand up to stress and ability to get on with people. 5. Terms and Conditions of Service:

Any job or position for which a recruit is needed must have terms and conditions of service before the position is filled. Terms and conditions of service are necessary because it forms the basis for negotiation with the candidate. 6. Determining source of Labor:

This stage analysis of labor market composition in order to determine the most appropriate source. The labor market comprises: The organization itself. Other organization. Institutions of learning (universities and colleges). The community.

The above labor market components constitute two broad recruitment approaches internal and external sourcing. A decision must be make on whether to recruit from within or from outside the organization. 7. Advertisement: The job can be advertised

This step involves deciding on the method of job announcement.

internally, externally or both, depending on the labor market component from which the recruits will be drawn.

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The main purpose of job advertisement is to inform potential candidate about the existence of a vacancy, attract sufficient numbers of the right kind of candidates and stimulate them to respond. The advertisement carries information about he duties, and responsibilities, and about the requirements of the job in terms of specifications about the person to fill the position.

Sources When Hiring Internal and External

Organizations can choose a buy or make strategy when recruiting. Make strategy means hiring less skilled workforce and investing more in training and development in them. Buy strategy is hiring skilled or professional labor that possesses necessary skills to begin working immediately. However the amount of money required attracting such labor might outweigh the benefits.

Sources can be internal or external.

Internal sources: i.e. promotion from within. Including: i). Present employees: permanent, temporary or casual employees already on the payroll of the organization. ii). Retired and retrench employees who want to return to the organization may be considered. iii). Dependant and relatives of deceased and disabled employees (most public organizations/parastatals in Kenya have been practicing this approach). It is considered the best method for recruiting for top and middle level managers.

Advertisement methods for internal sourcing include: Company newsletter Internal e-mail, intranet

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Circulars to all staff Notice boards Meetings Company conferences

Benefits of internal recruitment i). ii). iii). iv). v). vi). vii). viii). ix). Promotion from within is a positive morale builder and motivation booster. Better assessment of candidates suitability and have proven ability. Builds employee loyalty and commitment. Ensures ability and continuity in the organization Creates job security, sincerity and trust among employees Faster process to obtain employees. Cheaper as it reduces costs of recruitment and induction training. One vacancy filled results in the chain effect of promotions. Acts as a motivator - a present employee who is promoted is more likely to stay with the organization than a new employee. x). xi). Promotes good industrial relations with Trade Unions. Organization retains talents.

Disadvantages of recruiting internally i). ii). iii). iv). v). Limited supply of candidates. Internal organizational politics is likely to have a greater impact on internal recruitment. Employees may not feel compelled to keep abreast of new development in their fields. Creates vacancies that in turn need to be filled. May frustrate a change process, and seldom contributions to a significant new ideas and innovation needed in an organization in a competitive environment. vi). Leads to inbreeding and stifles diversity and discourages new blood from entering the organization. vii). viii). Promotion is based on seniority capable persons may be left out. Cannot be used by a newly established organization.

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External sources: - The supply of personnel from sources outside the organization. Some of the sources are:

Unsolicited Applicants: Walk-in or casual enquiries - Most common and least expensive approach for candidates. Recommendations / Referrals: Made by existing employees, friends and relatives of present employees. There is, however a potential problem in that the people recommended are likely to be of the same social and ethnic groups as existing staff hence preventing the same diversity from appearing.

Former employees: those who worked with the organization but left for various reasons with a good record. Colleges and Universities: provide young and new entrants to the job labor market. These require training. Advertising: Many jobs are filled in response to advertisements. To be successful, the advertisement should be well-worded and placed in an appropriate medium. The choice of the medium depends on the nature of the job i.e. clerical jobs in local weekly newspapers, more specialized jobs in regional or national papers and in trade and professional journals.

Employment agencies: collects curriculum vitaes and pass on to organizations looking for particular skills. Recruitment consultants: e.g. Hawkins & Associates, Deloitte and Touch, Manpower services etc Professional organizations e.g. IHRMK, KIM, KASNEB or LSK (used for recruiting judges in Kenya) etc Internet: Increasingly, certain types of jobs are being advertised in the Internet, a method that considerably extends the potential pool of candidates, although it does restrict the pool to those which access to computers and who are actively seeking jobs though this medium.

Benefits of external sources i). ii). Increases diversity Provides a large pool of qualified candidates to choose from.

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iii). iv). v). vi). vii). viii). ix). x).

Expertise and experience from other organizations can be brought in. Helps bring in new ideas and contacts Most suitable when suitable candidates are not available internally Reduces infighting and organization politics. May facilitate change. Minimizes chances of promoting less qualified individuals. Can save training time and money - possess varied and broad experiences. There is a constant source of labor.

Disadvantages of external recruitment i). ii). iii). Time consuming. Expensive advertising and other recruitment costs etc. Reduced incentive to good performance among present employees they see no chance of promotion. iv). There is less data on external candidates and therefore need for good assessment procedures. Choice of method for recruitment depends on: i). ii). iii). iv). v). vi). vii). viii). ix). The type of job to be filled. Relative difficulty of attracting candidates by the organization. Geographical location of the organization. Time available to fill the position. Past success or failure in using different methods. Size of the organization. Caliber of current employees. Attitude of top management. Recruitment strategy of the organization.

Recruitment Advertisement Style

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The look of the advert may be the first impression of the company that the reader has. Use the company logo for identity and choose a clear easily read typeface and layout.

Content The essential information that a good recruitment advertisement should include is: Job title attractive yet describe the job accurately. Job content duties and responsibilities (plus working hours). Person required qualifications, experience etc. Location of job especially important if the job requires some flexibility of location. Any unique elements to this particular job, e.g. travel, wider responsibilities, etc Rewards, benefits offered and prospects (if any). Clear instructions as to how to apply whom to contact.

Forms of Application The number and quality of respondents to an advertisement depends not only on it being well written and laid out, but also the way in which response is invited. The advertisement should state the way in which application for the job may be made. There are two possibilities: (a) By a Curriculum Vitae (CV); or (b) By an application form.

Curriculum Vitae Is a resume or review of an individuals life history and provides an account of an individuals qualifications, past working history, etc.

Advantages They give candidates the opportunity to detail their experience in previous jobs. There is no standard format so a certain degree of flair can be used in designing a curriculum vitae.

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Disadvantages They are open to fabrication and manipulation. It can take longer to study a curriculum vitae than an application form.

Application Forms A selection tool that is specifically designed by companies to match candidates to a job in a structured way. Unlike a CV, the content of this form is determined by the company. In this way it can control the information submitted. Advantages They help speed up shortlisting. Allow information to be submitted in a structured way. Can assess neatness, sentence construction and flair. Give the opportunity for graphology to be used. Help the HR department structure questions for the interview in order to obtain information that may be ambiguous or absent from the form. Disadvantages Like the CV, they are open to manipulation. Candidates may restrict the information given so that it fits into the boxes provided and may not continue on a separate sheet.

For an organization to operate effectively, it must give due regard to the quantity and quality of its human resources i.e. it must obtain the right number and quality of staff to meet its needs at a given point in time. Responsibility for the achievement of these objectives can be placed at different points in the organization. 1. it can be a direct responsibility of all managers (where there is no specialized HRM function) 2. it can be the responsibility of a specialized HRM section or department 3. it can be the responsibility of senior management or Chief Executive In some cases, No. 2 and 3 (above) may be combined with a specialized HRM function reporting directly to a HR director holding a position on the executive board.

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One of the most important Human Resource activities is the recruiting process i.e. the attracting of a high performing workforce. We exist in a society of large, medium and smaller organizations. In these organizations, managers and employees work together to accomplish goals that are too complex to be achieved by any single individual. Before the organization can hire employees it must locate and attract people who want the job. More and more it is recognized that the most significant factor in determining the success of any organization is the quality of its people. As a Banks CEO put it Employees are our number one priority. They will continue to be. If you look after employees they will look after customers. And that is good for shareholders.

HRM activities focusing on recruitment of new employees are becoming a top priority in organizations. Emphasizing the essential nature of the recruiting function in todays business environment, Peter Drucker notes that every organization is in competition for its most essential resource; qualified, knowledgeable people

In all cases, the strategies and techniques adopted in reaching these objectives will need to take account of current corporate aims and objectives, current HR policy, the nature of the organization, the external environment (political and economic) and internal structures. In addition, cost considerations and staffing considerations must be met.

MEANING OF RECRUITMENT AND SELECTION

Recruitment and selection are the processes by which organizations solicit, contact and stimulate interest in potential new appointees to vacant positions in the organization and then in some way establish their suitability for appointment. In general, the recruitment and selection process has four main stages: 4. Analysis 5. Attracting 6. Assessment and appointment

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7. Follow-up

1.

ANALYSIS

The purpose of analysis is to define organizational needs and the first stage is to define a vacancy i.e. a) b) c) d) e) What is the job? Can the work be redistributed? Can the work be reallocated to another department/function? Can the hours of work be reallocated? Can the work be subcontracted or be handled by an agency?

However, we must consider the following: 1. 2. 3. 4. corporate plans HR policies within the organization HR needs possible supply problems

Once a vacancy has been determined, the following has also to be determined: 1. the content of the job and its requirements (sources of information might be job description and/or discussion with the job holder and his/her supervisors) 2. whether there will be any new requirements or developments within the job or elsewhere within the organization 3. the key aspects of the job a) to help to determine the right candidate (person specification) b) provide guidelines to potential candidates to consider their suitability for the post Job analysis therefore involves the analytic examination of a job and is a basic prerequisite to the recruitment and selection process. The outcomes of the job analysis process should be a job description and secondly a person specification (an indication of the person best suited for the job).

ATTRACTING THE CANDIDATE

Having drawn up the ideal plan for a candidate, a vacancy needs to be advertised in the right place to attract suitable candidates to apply for the position. It is important to know where your likely candidates are and how to reach them. This should be done in an informed and systematic way considering:

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a) b) c) d) e)

probable catchment areas availability of candidates cost time other general considerations

Sources of recruitment might be internal candidates known workers already working in the organization i.e. permanent staff, casual or temporary employees, interns or recommendations from existing members of staff, national and local candidates attracted through the media, recruitment agency registers, job centres, government agencies, etc.

ADVERTISING
The job advertisement acts as the initial screen in recruitment and should aim to recruit suitable applicants and deter unsuitable ones. A poor advertisement which fails to specify the requirements of the job can result in a massive number of applicants, the majority of whom may have to face a rejection for reasons unspecified by the organization. In addition, the costs of screening applicants and sending out rejection letters can be considerable. A job advertisement should: 1. have a clear message 2. be factual and easily understood 3. be fair and not discriminate 4. include details of: a) b) c) d) e) f) the employing organization and / or its industry (unless an agency is used) a brief summary of job purpose and duties or salient features of the job specific requirements / essential personal features required by the job holder the main conditions of employment how and to whom details of enquiry or application should be made other action required (what, when, etc)

Effectiveness of advertisement is determined by: 1. the number of enquiries it stimulates 2. the number of applications submitted in response to the advertisement 3. suitability of the applicants

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POSSIBLE PLACES TO ADVERTISE

These could be selected from the following: 1. 2. 3. 4. 5. internal advertisement placement boards outside the premises job centres or career service employment agencies local schools, colleges, universities, the media (both local and national), trade and professional journals, etc. 6. 7. the use of search consultants/executive selection, headhunting the grape vine (word of mouth)

While doing all the above consider: 1. cost 2. time 3. suitability

PREPARING FOR THE INTERVIEW

An effective interviewer: a) b) c) d) e) has analyzed the job and knows his/her requirements knows how to collect information which is valid and reliable uses established techniques used to control bias suspends judgement creates rapport

Background data is used on the following: a) b) c) d) e) f) application form job description person specification salary information or conditions of service other information i.e. test results as appropriate definition of objectives i.e. what are we looking fir and what information do we need to find.

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APPEARING FOR INTERVIEW

Some Dos and Donts 1. Pray about the interview seeking Gods guidance and wisdom 2. seek as much information about the organization as possible, i.e. a) b) c) d) e) f) its line of business its structure its branches (if any) remuneration packages staff development job content

3. Be neat, well groomed and modest it may be a good idea to find out well in advance how other staff in that organization dress 4. be punctual 15 minutes or so before time will do 5. do not go wearing: a) b) c) sunglasses elaborate bangles and earrings too much make up

6. at all times bear in mind that your letter of application or past contact presented certain positive attributes about you and that you have been invited to come and confirm them. Keep a copy of whatever you will have forwarded and go over it to remind yourself what the interviewers know about you. 7. be friendly to everybody you meet be they receptionists, messengers or guards 8. when you have been waiting in the reception and your time to go in comes or you are prompted to go in, knock gently on the door. When invited in, do not peep in. Just go in smiling and walk elegantly. If the door was open, leave it open. If it was closed, close it gently behind you. Greet the interviewer(s). Do not initiate a handshake unless one has been offered to you. Remember you are modest and so is your handshake. Let it be firm and confident. Do not sit until you are invited to. 9. have the confidence that the interviewer has a purpose he needs to fill a position and you need that position. Balance the two.

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10. if you are wearing a jacket, do not remove it as the interviewer will start wondering what else you are going to undress. He/she is assessing every movement you make. 11. if you have a briefcase or a handbag, put it down on your side but NEVER ON THE INTERVIEWRS DESK. 12. Do not lose eye contact unless when pausing to think. Even though, do not look up the ceiling or down. 13. do not walk with chewing gum in your mouth. 14. always carry a pocket diary. In some way, it is a mark of efficiency. 15. whatever certificates and testimonials you intent to show the interviewer, ensure that you have neat photocopies which you may leave with them. These should be arranged in the manner you wish to present them; preferably in the manner they are arranged in the CV. 16. do not bite your finger nails while being interviewed as this is not only a sign of nervousness but also unhygienic. Similarly, you do not crack your knuckles in an interview session. 17. do not be too overconfident or over relaxed i.e. i) ii) iii) iv) v) vi) lolling back on the chair with your hands on your head re-arranging the interviewers things on his desk getting too close to the interviewer putting your hand in the pocket unnecessarily offering a cigarette or asking for one gesturing at your work

18. when asked a question, do not give mono-syllable a) b) c) yes or no informative but not too long do not ramble on and on lest you reveal other negative attributes

19. when asked as to whether or not you have any questions, ask intelligent questions e.g. a) b) 20. how soon am I likely to hear from you as regards the results of this interview? Do you have any plans for staff development? Etc when leaving, collect your things still seated, stand up and thank the interviewer(s) for giving you the opportunity to meet and be interviewed

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ASSESSMENT
There are two distinct methods of selection: The identification of abilities and attitudes e.g. tests, group exercises and the exploration of behaviour (interviewing). These assessments may be undertaken by line managers and /or specialist personnel staff and in some cases, the responsibility is shared between both parties i.e. personnel specialist may advertise the post, develop the application forms, short list candidates (with the aid of the employing department) and administer group selection method. The line manager may then make his/her final selection of employees and administer further tests of ability as required by the department. The screens of selection can be described as follows: i) ii) iii) Advertisement Application form Interviews a) b) iv) One-to-one interview Panel interview

Psychological tests a) b) c) General intelligence Special attitude Attainment

v) vi)

References Medicals

All these screens can be utilized individually or in most cases in combination appropriate to the organization to assess the suitability of applicants for the post and to identify the candidate who is the best best fit for the post. Combining selection methods overcomes the problem of bias in some cases. NB: It is essential that applicants are informed of decisions taken concerning them efficiently and

promptly. Companies who neglect to acknowledge or notify applicants give themselves poor image in the labour market.

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APPOINTMENTS AND FOLLOW-UP

Once an appointment has been made, it is important that a new employee is provided with up to date information concerning his/her new post e.g. job description, targets, working procedures, contract of employment, etc.

Secondly, it is equally important for the new employee to undertake some form of induction program as an introduction to the organization, its methods of work, health & safety requirements, security requirements, staff and management, job requirements, canteen facilities, rest facilities, etc. Finally, the appointees progress in the job should be assessed at regular intervals (possibly through an appraisal program) and this information evaluated in terms of predicting suitable/dependable screens of selection to use and identifying screens which appear to give biased or unreliable results.

ISSUES AND PROBLEMS IN SELECTION

To fill from within or from outside is the major question. A firm may recruit for new or vacant positions from either among its existing employees or from outside. Each of these alternatives gives the firm certain benefits but also has certain disadvantages.

1.

Internal recruitment

This is where the firm fills the existing vacancies with employees from within hence those who are already employed.

Advantages of Internal Recruitment 1. Employee motivation It boosts employee morale and motivation by increasing their expectations of advancement to positions of higher pay and status. 2. Selection Assessment Management can more accurately appraise the skills, knowledge and personality characteristics of its present employees than it can with outside candidates, hence less risk of error 3. Retention of employees - It improves the loyalty of employees to the organization by making them willing to stay longer. It provides them with a full line of career advancement within the same organization. 60

4. Cost It reduces the cost of recruitment both in money and time costs. No advertisement costs need to be incurred nor need any time be spent perusing candidates application forms. 5. Culture Recruitment of personnel from outside, especially senior managers who have developed their career in a different environment, brings new personnel values norms, etc, hence it becomes difficult to develop an organization culture on discipline, honesty, punctuality, etc as current values are constantly changed by the new employees. However, old employees are likely to stick to the old values they are used to (this is only an advantage if the existing organizational culture is positive and contributing to efficiency. If it is negative and prohibitive of efficiency, then external recruitment helps to introduce new positive values). 6. Commitment Inside candidates are likely to be more committed to the organizational goals, plans and policies since they may have participated in the setting of such goals or formulation of such policies. 7. Training Internal employees require less orientation and training 8. Turnover Internal recruitment reduces turnover since upward mobility is within the organization and not necessarily from outside.

Disadvantages of Internal Recruitment 1. Limited variety of choice Suitable candidates among the current employees are likely to be very few. 2. Supervision Internal employees are already used to the group of workers they work with hence difficult to detach themselves from the status-quo. They cannot effectively control their juniors as they are tied by a social bond. 3. Management development It prevents infusion of new ideas and knowledge at upper levels. Such people may have been trained by their supervisors hence the same management techniques keep on regenerating as they also train subordinates on the same old techniques. This is called organizational in-breeding.

EXTERNAL RECRUITMENT
This refers to where firms seek potential employees from outside sources.

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Advantages of External Recruitment 1. Variety The firm has a wide variety from which to choose. This increases the chance of recruiting the best available labour. 2. Respect of rank differences Outside employees will not be tied by any social bonds to their peers. They will maintain their authority over juniors. This improves supervision. 3. Change Once in a while, it is necessary to introduce radical changes in the methodology, technology or policies currently in force. Existing employees who participated in making such policies are most unwilling to implement such changes hence new (outside) employees should be preferred. 4. New approaches and strategies Outside employees, especially when acquired from the firms superior competitors often bring in valuable contributions. They bring with them ideas, methods or strategies used by such competitors. 5. Reduced cost of training Preparing employees for high jobs necessary for internal recruitment requires a lot of funds. However, the firm can easily people who are already highly trained in management (the assumption here is that the internal employees have no requisite management skills and this applies only with management positions)

Disadvantages of External Recruitment 1. Cost It is expensive in terms of money and time. The vacancies may have to be advertised or fee paid to the recruitment bureau. 2. Morale and motivation To existing employees, their morale may be reduced especially if the new employees are no better than the existing ones. 3. Complex recruitment process The recruitment and selection process is more complicated as the job potentials are very many and of different educational backgrounds, experience, etc. 4. Higher turnover External recruitment increases the turnover of existing employees as they seek upward mobility outside the organization since such mobility is not guaranteed within. 5. Disruption New employees with long working experience in different work environment are likely to affect the current: a) b) c) Organizational culture Organizational policies (they are used to different policies) Work ethics

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d) NB:

Group norms and practices

The question (issue) of whether to recruit from within or outside only exists for higher levels

of management (supervisory and above). For lower grades of labour, there is no alternative but to recruit from outside.

OTHER EMERGING QUESTIONS ON RECRUITMENT AND SELECTION

a) Equal employment opportunity Should the recruitment team chose on the basis of gender even when the person so selected is not the best just to meet legal or social demands to give equal opportunities to the different genders, races, ethnic groups, etc? b) Education standards or skills and experience Should the job specification be absolutely final? If it requires a university graduate but a good A-level candidate with greater aptitude and better potential is available, should the A-level candidate lose the opportunity? c) Should firms always give preference to more experienced employees over more educated/trained but young employees?

STAFF SELECTION
This involves selecting the most potential candidate out of the big pool developed by recruitment. The aim of selection is to sort out or eliminate those who dont qualify for the job in that they do not meet the job and organizational requirements. Both the job description and job specification should be referred to in making selection.

STAFF SELECTION PROCEDURE

There is no one best or universal procedure in selection; hence every organization must tailor its procedure to meet its particular needs. Whatever the procedure, it must be thorough.

Factors to consider when deciding the procedure are company policy, availability of money devoted to selection, level and complexity of the job and possible consequences of poor selection. A Model Procedure 63

This model is only correct in its items and activities, but the order in which the items appear can be flexible and some activities can precede others in the order. Some can be omitted. The model procedure is also called the employment cycle. 1. short listing of candidates and inviting for interviews 2. application blank 3. preliminary interview 4. selection tests 5. second interviews 6. investigating the applicants background 7. final selection interview by selection team 8. offer of appointment 9. medical examination 10. induction and end of selection 11. Probation and confirmation NB: Unless the selection is for developing a pool of labour stock for future use (because a

shortage of labour is expected) the selection process should only begin when a vacancy is identified by the concerned authority. Selection can be done by either a firms selection team or HR manager or by a professional recruitment firm.

Short listing This can be done by personnel clerks or senior HR officers especially when job descriptions and job specifications have been done. It can also be done by the HR manager. Sent application forms for advertised recruitment records obtained from the bureau or past records of existing inside candidates are gone through to short list those who meet minimum requirements or have better chances.

Application blank These are prepared forms used to briefly summarize information about the candidate. The information filled in the application blanks is extracted from the applications sent to the firm by the

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candidates during interview. The application blank briefly lists the applicants name, contact , education, social background, experience, etc.

The application blanks are filled by a HR officer and saves the selection team time that would be spent going through actual application forms in preparation for interviews. Each quality listed in the blank is assigned a score and only those who meet minimum total score proceed to the next step.

Preliminary interview This is preferably done by the HR manager only. The aim is to clarify some issues arising out of the application forms which may not be clear. It is also meant to confirm the accuracy of information on the application forms or the accuracy of information obtained from the bureau or agency. It is normally brief. During this session, candidates are informed of the nature of job they are being selected for. It can also be used to obtain background information e.g. on interests and possibility of accepting employment.

Staff selection tests Testing involves a more realistic approach to selection. The candidate is tested on some well selected areas where the answers are written down and not answered orally. The questions are usually constructed by psychologists and are meant to test the psychology of the candidate. They are most appropriate for management positions. Testing is, however, time consuming and expensive.

There are two essential qualities of a good test namely validity and reliability. It is valid if it is officially recognized in the organization. It is reliable if it has proved to produce the intended results in the past. Thus, testing should only be used if it can produce better results than can be obtained by interviews.

The actual interview The interview is the most important tool in hiring. It provides the interviewers with the opportunity to confirm the information obtained from the application blank and the preliminary interview.

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Interview allows the interview team to make personal observation and develop an impression about the candidate to assess the suitability of the candidate for employment. Interviewing is subjective and hence has high chances of environmental judgements. The interviewers need to be adequately trained to improve their judgement.

Background investigation NB: Most organizations will end their selection procedures at second main interview. Background information is important to give a life history of the person to date. It involves seeking information about the right candidates past the past characters and behaviours. The assumption is that ones past is likely to influence his present and future. There are foure sources of background information: 1. schools and college officials 2. referees provided by the candidate 3. previous employers 4. any other person who knows the candidate well

Thus, background information involves finding written referrals or testimonials from persons who knew the candidate in the past. Candidates own referees should not be relied upon as such persons are usually well known to the candidate and will always give exaggerated information.

School officials and former employers should be relied upon most. Background information can also be obtained by having personal interviews with such persons or organized personal calls.

Medical examination It is normally the last step in selection. It serves the following purposes: 1. to reject those who are physically unqualified for the job 2. to prevent employment of those with contagious diseases 3. to obtain a record of the physical condition of the employee at the time of employment for future reference in the event of the employee making a claim for compensation for an injury that may occur during performance of his job

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4. identifying some special physical quality for employment in specific areas needing such qualities e.g. machine operators

Probation Non of the selection techniques can provide results which are 100% correct. Hence, the employee should not be placed on permanent employment immediately. Instead, he should be observed for some time to confirm his practical suitability for employment.

Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job as shown in Diagram 2:

Employment planning and forecasting

Recruiting; build a pool of candidates

Applicants complete application form

Use selection devices like tests to screen out most applicants

Induct and place candidate

Candidate becomes employee Figure 3: Steps in the recruitment and selection process

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Unit 3
AUDITING OF THE RECRUITMENT AND SELECTION EFFORT
This is an attempt to assess the effectiveness of the recruitment and selection program. It involves examination of all the procedures in the recruitment and selection effort with the main aim of identifying some weaknesses for correction in future. It is aimed at ensuring that: 1. well defined recruitment and selection programs are in force 2. current wage rates and benefit programs are adequate to recruit the best labour 3. the programs meet all legal requirements 4. sufficient pools of applicants are drawn 5. there are no delays in filling jobs 6. current sources provide the skilled labour 7. the current rates of turnover are minimal 8. the selection techniques are valid and reliable

Selection Selection is the process of choosing the individuals who possess the necessary skills, abilities and personality to successfully fill the vacancies. It involves sifting through applications, assessing candidates, making a choice and offering employment.

This is the second stage in the procurement process. It is determining which applicants best fit the job applied for. It involves: 1. Sifting through applications Shortlisting. 2. Inviting candidates. 3. Interviewing. 4. Testing, assessing, obtaining references, offering employment, preparing contracts of employment etc.

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It is a series of activities for securing basic information about applicants, which is compared with the job specification the standard qualifications required for the job.

Contrast between recruitment and selection

Recruitment 5. Process of Attraction. 6. Focuses on sources of workforce in the labor market and stimulating them to respond to vacancy Selection 5. Process of Rejection. 6. Focuses on choosing the best among the attracted workforce.

announcements. 7. Aims to increase the umber of applicants for a larger pool to choose from recruitment - Positive. 8. Concerned with prospecting or 7. Aims to reduce the number of applicants through discrimination Negative. 8. Concerned with comparison and choice of interested qualified

searching for interested qualified individuals.

individuals.

Shortlisting This is the first stage of selection. It involves assessing the candidates applications to determine their suitability for the post, with some being rejected and others being retained to go forward to the final selection process.

The key to the process lies in assessment of the candidates suitability. Should be done in relation to the person specification and job description. To ensure the process is fair should be carried out by more than one person. Most appropriate people to shortlist are those involved in final selection procedure. At a minimum, good practice would suggest that the line manager of the job and an employee resourcing specialist should be involved in both stages. May sometimes be appropriate to include other people with an interest in the shortlisting.

Preliminary interviews may be used to narrow down numbers where there are large numbers of suitable applications.

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Selection Interviews Basically, an interview is a face-to-face meeting between the candidate and a panel of interviewers. The interview is intended to be an exchange of information and not an interrogation. Aims of interviews The interview is widely used as a selection tool or technique and it holds a central position in the recruitment and selection function.

(i) (ii) (iii)

For the candidate to ask questions about the job and organization. Candidate to decide if they would like to take the job. Describe in more detail and the job, terms and conditions of employment and the organization.

(iv) (v) (vi)

To assess the personality of the candidate and their ability to perform in the role. To verify written information given by the applicant. To test the power of expression, social skills and physical attributes of the candidate which cannot be obtained in writing.

(vii)

Promote goodwill toward the company whether the interview ends in employment of the applicant or not.

(viii) Obtain additional information through direct contact and at the end of the series of interviews, decide which is the most suitable candidate for the job.

Selection Interviews guide to good practice

1. The pre-interview stage This involves being prepared and making arrangements for interviews such as: (i) Setting the time, inviting the candidates, giving them directions, serving refreshments, informing receptionists or security to expect the interviewees. (ii) Obtain available information, e.g. job details, candidate specification and application form or letter. (iii) Selecting a quiet and comfortable waiting room, providing reading material and access to the cloakroom.

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(iv)

Book interviewing room, arrange, brief interviewers/panelists, meals etc. Comfortable sitting arrangements such as a round table no barriers.

(v)

Ensure no interruptions during the interview.

2. The interview stage An interview should be planned around the job specification and questions should cover all the factors e.g. Qualifications, Experience, Knowledge, Skills, Physical and personality characteristics etc

(a) Welcome the candidate (i) (ii) (iii) (iv) Introduce interviewer(s). After initial courtesies, thank candidate for coming. Explain procedure you propose to adopt for the interview. Commence by asking relatively easy and non-threatening question.

(b) Encourage Candidate to talk (i) (ii) (iii) (iv) Ask open-ended questions. Prompt when necessary. Indicate that you are listening. Briefly develop points of interest raised by candidate.

(c) Control the Interview (i) (ii) (iii) (iv) Direct your questions along the lines that will achieve your objectives. Tactfully, but firmly, clamp down on the over-talkative candidate. Do not get too involved in particular issues just because of your own interests. Keep an eye on the time.

(d) Supply the necessary information (i) (ii) (iii) Briefly add to information already made available to candidate. Answer candidates questions. Inform candidate of the next steps in the selection process.

(e) Close Interview (i) (ii) Thank candidate for responses to your questions. Exchange final courtesies.

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Legal considerations It is important that all interviewers are aware of relevant legislation so they do not ask questions or make judgments that are discriminatory. They also need to realize the importance of good quality notes and record keeping (for example in the instance of a discrimination claim from an unsuccessful candidate.) 3. The post interview stage After the interviews have been done, the last stage is to assess the candidates. Final Steps (i) (ii) Dont:(i) (ii) (iii) (iv) (v) (vi) (vii) Start the interview unprepared. Plunge too quickly into demanding questions. Ask leading questions. Jump to conclusion on inadequate evidence. Pay too much attention to isolated strengths or weaknesses. Talk too much (Listen 80% of the time and talk 20%.) Ask negative questions or tricky questions which can disorient the candidate e.g. Do you smoke or drink, ethnic etc Characteristics of a good interview 1. Proper conduct polite, friendly, listen, give candidate attention and be in control of interviews. 2. Show interest in each applicant. 3. Patience not interrupting a candidate who is slow in responding. 4. Concentration not intolerant and impulsive - may not assess candidate fairly. 5. Timing for interview convenient e.g. not at night or holiday. 6. Closing good summary at end of the interview. Factors necessary for quality interviews Write up your notes about the candidate. Grade, or rank, them for suitability.

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1. The use of structured questions to remain focused on the competences and behavior required for successful performance. 2. Trained interviewers. 3. The use of more than one interviewer to reduce bias. Types of interviews 1. Structured Interviews Also known as, formal systematic, patterned or standardized interviews and the most common type of selection interview. It is based on the assumption that adequate preparation must be made in advance. This type of interview requires that questions be asked in a particular pattern and the candidate be kept in focus. Candidates are asked questions pertaining to how they would handle jobrelated situations, job knowledge, work requirements, and how the candidate would perform various job simulations. Interviews tapping job knowledge offer a way to assess a candidates current level of knowledge related to relevant implicit dimensions of job performance (i.e., tacit knowledge or practical intelligence related to a specific job position).

2. Semi-structured Interviews In this type of interview, the interviews relies on a number of predetermined questions but also asks spontaneous questions to explore any unique issues that arise in regard to particular candidate and may touch on other areas not necessarily relevant to the job. Interview is usually not directed by questions or comments as to what the candidate should be asked. The interviewee is encouraged to express his opinion on a variety of issues with the aim to establish what kind of person the interviewee really is. 3. Unstructured Interviews In this type of interview, the interviewee is asked general questions and they may reply to them for a considerable length of time. Generally the interview is conducted in a free atmosphere and the candidate is encouraged to express themselves on a variety of subjects such as expectations, motivation interests etc 4. Stress Interviews

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In this type of interview, the interviewer assumes a hostile role towards the applicant.

He

deliberately asks questions or makes comments which are meant to frustrate the interviewee. Usually the interviewer in such circumstances may: ask questions rapidly, criticizes the interviewees answers interrupts them frequently, etc.

The purpose is to find out how the interviewee behaves in a stressful situation i.e. whether they loose their temper, gets confused, frightened etc 5. Group discussion Interview In this type of interview, groups rather than individuals are interviewed. The interviewees are given a certain problem or case to discuss and are asked to reach a specific decision within a particular time limit. The assumption underlined in this type of interview is that the behaviour displayed in the solution of the problem is related to the potential success. The object is to see how well individuals preform on a particular task and note such factors as those who: take the lead in the discussion try to influence others summarize and clarify issues speak effectively are assertive or passive, etc.

6. Panel interviews Where more than two interviewers are present to interview the candidate. Questions may be asked in turn or at random, depending on the interview arrangement Advantages Saves time for both candidate and interviewers. Provides training ground for less experienced interviewers. Allows all interviewers take part in a joint assessment of the candidates and express their own views. Allows each interviewer to ask questions in area of speciality.

Disadvantages Harder to establish rapport. Questions may be disorganized and repetitive. 74

Interviewers might occasionally transact other business during the interview. Some interviewers may not be genuinely interested in the proceedings. Interviewers are seldom experts. Rivalry and disagreement might arise among members. Final assessment of candidate might prove difficult.

7. Situational Interviews Candidates are interviewed about what actions they would take in various job-related situations. The job-related situations are usually identified using the critical incidents job analysis techniques. The interviews are then scored using a scoring guide constructed by job experts. 8. Behavior Description Interviews Candidates are asked what actions they have taken in prior job situations that are similar to situations they may encounter on the job. The interviews are then scored using a scoring guide constructed by job experts. 9. Structured Behavioral Interview This technique involves asking all interviewees standardized questions about how they handled past situation that were similar to situations they may encounter on the job. The interviewer may also ask discretionary probing questions for details of the situations, the interviewees behavior in the situation and the outcome. The interviewees responses are then scored with behaviourally anchored rating scales. 10. Oral Interview Boards This technique entails the job candidate giving oral responses to job-related questions asked by a panel of interviewers. Each member of the panel then rates each interviewee on such dimensions as work history, motivation, creative thinking, and presentation. The scoring procedure for oral

interview boards has typically been subjective; thus, it could be subject to personal biases of those individuals sitting on the board. This technique may not be feasible for jobs in which there are a large number of applicants that must be interviewed. Advantages of interviews 1. Provide opportunities of interviewer to ask supplementary information about the candidates experience. 2. Explore the extent to which the candidates competence matches those for the job.

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3. Can be used for selection among equally qualified applicants. 4. Enables interview describe the job and the organization in more detail. 5. Provides opportunities for candidates to ask questions about the job and clarify issues of interest to them. 6. Allows face-to-face encounter without with the interview can determine how the candidate can fit into the organization. 7. Give the candidate the opportunity to assess the organization, the interviewer and the job. 8. Useful for determining if the applicant has requisite communicative or social skills which may be necessary for the job. 9. The interview may be modified as needed to gather important information. Disadvantages of interviews 1. Can lack validity as a means of making sound predictions of performance and does not necessarily assess the competence in meeting the demands of the job. 2. Can lack reliability in the sense of measuring the same things for different candidates. 3. The stereotyping effect. Interviewers sometimes assume that particular characteristics are typical of members of a particular group. The effect occurs in case of all kinds of social groups and may lead to adverse impact against minorities. 4. This procedure is not standardized and effectiveness is dependant on the skill of the interviewer. 5. Not useful when large numbers of applicants must be evaluated and/or selected. 6. The halo and horns effect. Interviewers sometimes rate candidates as good or bad across the board and thus reach very unbalanced decisions. 7. The contrast effect. Interviewers can allow the experience of interviewing one candidate they perceive as having a similar background, career history, personality or attitudes to themselves. 8. The personal liking effect. Interviewers may make decisions on the basis of whether they personally like or dislike the candidate.

INTERNET SELECTION
The arrival of the Internet has provided an opportunity for widespread organizations to conduct selection test remotely.

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Advantages of e-testing Reduction in costs of organizing tests. Flexibility of timing of tests. Faster scoring of tests as results produced electronically. Convenience and privacy for test takers.

Disadvantages of e-testing Lack of control over the test environment. Difficulty in ensuring consistency of treatment for all candidates. Possibility of candidates getting unauthorised help in responding to questions. No immediate advise or support available to candidates who may have difficulties understanding what they are being asked to do. Possible lack of security of personal data.

PSYCHOLOGICAL tests
Psychological or Selection tests are standardised tests designed to provide a relatively objective measure of certain human character4istics by sampling human behavior. Such tests tend to fall into four categories:

1. Intelligence tests 2. Aptitude tests 3. Attainment tests 4. Personality tests.

Characteristics of Psychological Tests Are standardised in the sense that the same set of tasks have been given to many other people over a period of many years. Bands of typical results have been developed to provide standards against which subsequent results can usefully be compared.

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Publishers of tests insist that only trained personnel should administer their material so that the standard conditions of each test are adhered to strictly to make them reliable. All reputable tests have been carefully check for their validity and reliability. Can be most economically applied in situations where reasonably large number of recruits are needed every year e.g. school or college-leavers, and other young employees. Can provide useful additional or confirming information about that candidate for the position. Can supplement information obtained from application forms and from interviews but cannot oust the need for them. 1. Intelligence tests

Designed to measure thinking abilities or an individuals intelligence quotient (IQ) capability to think logically, quickly, and/or in a problem-solving situation. Popular tests in use for personnel selection are often composed of several different sections, each which aims to test candidate on the key ability areas of verbal, spatial, numerical or a combination of these. Recruiters need to use these as part of an holistic process and not as a process itself. This is because a high IQ does not necessarily mean that the individual has the ability to carry out the tasks and responsibilities of the job or the personality to get on with people at all levels within the organization. 2. Aptitude tests These are basically innate natural or inborn skills and widely used to obtain information about such skills as mechanical, clerical and numerical ability, and manual dexterity. These are used primarily to assess an individuals ability to do the job for which they have applied. 3. Attainment or Proficiency tests Tests to measure the depth of knowledge or grasp of skills which has been learned in the past usually at school or college. These measure typing, spelling and mental arithmetic etc. They assess the ability of the individual to do the tasks involved in the job. The best known example is a keyboard skills test for speed and accuracy. 4. Personality tests

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The use of personality test derives from clinical situations. Their application to personnel selection is rather restricted, because of the problems associated with the validity of such test. Where they are employed in work situations they usually take the form of personality inventories lists of multiple choice questions in response to theoretical situations posed by the test designer4s or of projection tests there the candidate is required to describe a series of vague pictures or a series of inkblots. The aim of personality tests is to identify an individuals principal personality straits or dimensions, e.g. introverted or extroverted, sociable or isolated etc

ASSESSMENT CENTER
An assessment centre is a control environment used to predict the probable managerial success of individuals mainly on the basis of evaluation of their behavior in a variety of simulated situations. The situations or exercises are essentially performance tasks that reflect the type of work done in managerial positions.

Physical /Medical Examination

These are conducted to determine whether a candidate is physically or medically fit for certain jobs. Certain jobs may require unusual stamina, strength or tolerance of hardworking conditions. Physical / Medical examinations bring out deficiencies not as a basis of rejection but as a positive aid in selection and placement. The basis purpose of these is to place individuals in jobs which they can handle without injury or damage to their health. Candidates are medically examined either by the companys doctor or by one approved by the company.

References
All forms of application require candidates to supply references, usually two and including at least one from the candidates current or last employer. It is usually to take up a persons refer ences once the preliminary selection has been made as a way of confirming the choice and obtaining independent information about the candidates suitability.

References can be helpful but again they must be treated with caution. There is usually an unknown factor with references because you do not know the precise relationship between referee and candidate. A reference may be: Biased in favor of the candidate due to a personal friendship. Biased against the candidate due to a personal dislike. 79

Biased in favor of the candidate because the referee wants to get rid of them. Biased against the candidate because the referee wants to keep them. Impartial and inaccurate.

You may get more informative reference if you telephone therefore; in this way you may be able to get a better impression of the referees true opinion of the candidate. It is important not to take up a reference without the applicants consent.

MAKING THE JOB OFFER

It is important to wait until you have seen all the candidates before making a decision. This should be made without delay as a good candidate may receive another offer in the meantime. Once the decision is made on the right candidate for the job you must make them an offer. You should know from your discussion with them what pay and conditions package will be acceptable to them.

Once the candidate has accepted the position you can reject any other candidates that you were holding in reserve. It is best to tell these candidates that you were impressed by them and that the decision was close as you may find that you need them in the future.

Policy on the disadvantaged groups

The employer has the legal responsibility to ensure that no unlawful discrimination occurs in the recruitment and selection process on the grounds of sex, race, disability, age, sexual orientation, and religion or belief. Equality of opportunity is an integral part of the recruitment and selection process.

Many employers now term themselves equal opportunities employers and have policies and procedures in place to discourage discriminatory practice in the workplace. One aspect of this is the monitoring of applications to ensure that recruitment procedures are in line with such policies. To this end, the majority of application forms ask candidates to state their age, nationality, ethnic, origin, gender, and whether they have a disability.

This information can then be used to: Monitor the level of disadvantaged groups that apply for jobs (disadvantaged groups are classes as: ethnic minority groups, women, the disabled, offenders, older workers).

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Monitor the balance or ratio of the above groups in the company so that positive action programmes can be implemented to increase the percentage employed (positive action programmes are implemented by police forces, to encourage ethnic minority groups and women to apply.)

SELECTION TECHNIQUES
There are three mostly used selection techniques namely, testing, interviewing and assessment centres.

Staff selection testing This involves testing the candidates suitability for employment. Selection tests are normally developed by industrial psychologists. Testing can be defined as: a) a method for observing a persons behaviour and describing it by use of numeric scale or category system b) a systematic procedure for sampling human behaviour

Contribution of tests to selection Tests, unlike interviews, are objective and the candidates score is not influenced by the opinions of those doing the selection. Thus they help to add accuracy of assessment for applicants hence it helps to recruit the best qualified employees. They can be used either as substitute or to complement other techniques. Use of tests helps reduce turnover of newly hired employees, reduce training costs and increase output and quality of work. They have the least chances of errors.

Guides to testing 1. Tests should be used as supplements to other selection techniques and not as a substitute. This is because tests cannot reveal all aspects of a person 2. Tests should be used to predict failure and not success i.e. they are more accurate in revealing areas of weaknesses. They are more accurate in measuring the do factor like skills, knowledge and general ability and not the will do factors like personality, motivation and interests.

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3. Tests should be conducted on a minimum number of people i.e. it should be conducted on a selected group who are likely to succeed and not on a very large group. This improves the accuracy of tests. 4. Tests should not be final i.e. tests should not be used to identify the best candidate. Tests cannot reveal with certainty that the particular individual will succeed on the job but can indicate his chances of succeeding. 5. Tests must be valid i.e. they must be proved to work. Tests should thus be first tested before they are employed. They must be proved to measure what they are supposed to measure.

LEGISLATION GOVERNING EMPLOYMENT IN KENYA EMPLOYMENT ACT 2007

Introduction The Employment Act 2007 is one of the labour laws which give people protection from the time they enter into contract of service with their employer to the day they leave employment.

The Act is divided into thirteen (13) parts as hereunder: Part I Part II Part III Part IV Part V Part VI Part VII Part VIII Part IX Part X Part XI Part XII Part XIII Preliminary General Principles Employment relationship Protection of wages Rights and duties in employment Termination and dismissal Protection of children Insolvency of employer Employment records Employment management Foreign contracts of service Disputes settlement procedure Miscellaneous provisions

For purpose of understanding the Act and its effects on workers, reference will be made to part .

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GENERAL PRINCIPLES
The Employment Act 2006 prohibits forced labour, discrimination in employment on any grounds and also provides for issuance of a policy statement on sexual harassment for employers employing more than twenty staff.

CONDITIONS OF EMPLOYMENT
These are terms governing employment from the date of appointment to the termination of appointment. These conditions start with the offer of a job. The offer may be in a written form, verbal or even implied. This offer by the employer and the employees acceptance constitute what is referred to in the Act as contract of service.

CONTRACT OF SERVICE A contract of service as taken from the Act reads as follows: A contract of service means any agreement whether oral or in writing or whether expressed or implied to employ or to serve as an employee for any period of time and includes a contract of apprenticeship and indentured leadership.

In other words, contract of service is the agreement between the employee and employer. In this agreement, the employee offers his / her services to work for a period of time or for a number of days. The employer gives a job to be done and provides the tools for the job. Most important is that the employer is bound to pay wages, give leave, housing or house allowance, medical attention, maternity/paternity leave and death benefits (where an employee dies in employment).

LETTERS OF APPOINTMENT
Some employees get their letters of appointment on terms and conditions of service before they start working. It is therefore upon the employee to ensure that all that is contained in the letter is followed by the employer. However, there is another group of employers who do not give letters of appointment. Employees in this category are still dully employed if they follow their work and get paid at an interval.

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COMPANY RULES AND REGULATIONS

All places of work have rules and regulations. These are the systems and manner of operation. They should be followed if they are reasonable and lawful. Some examples are: a) b) The dressing code which some companies insist on Hours of work and shifts arrangement

The following are some of the responsibilities on the employer and employee that may be expected in the contract of employment. Employee Employer

To be ready and willing to work unless sick or To pay wages when they are due in turn for such incapacitated protecting employers property operations of employers business To obey reasonable orders such as respecting To provide work with suitable conditions working hours, place of work nature and method of service To work only for employers time as long as in To create atmosphere for good working relations the employers service To respect the employers trade secrets To avoid bad labour practices that conflict of interest Not to destroy the trust and confidence necessary for good working relations willingness to work

To take reasonable care in the service and To take reasonable care of the employee safety and welfare

Not willfully to disrupt (disorganize) the To treat the employee with courtesy

PROTECTION OF WAGES
According to the Act, the employer must pay employees the entire amount of wages earned directly in Kenya Shillings or to employees bank account. Such wages payment must be made on a working day during working hours. However, in the case of a casual employee, this must be done at the end of the working day. Payment must not be made in a place where alcohol is brewed in case the employee gets tempted to, or is persuaded to use part or all of it in buying alcohol. This is however, exceptional where the employee is employed to work in such a place.

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However, the employee is free to use his wages in any manner he feels suitable to his needs. Wages should also not be used to the benefit of the employer either directly or indirectly. This, though, should not stop an employee from purchasing an employers product on arrangement.

Under the Act, the employer is authorized to deduct wages as contribution to the following: a) b) c) d) e) f) National Social Security Fund (NSSF) National Hospital Insurance Fund (NHIF) Pay As You Earn (PAYE) Union dues (where applicable) Contributions towards provident / pension scheme approved by minister for labour An amount not exceeding one days wages for every day an employee absents himself without permission. The employer is also within his rights to make reasonable deductions from an employees wages for willful damage to his (employers) property.

However, at any one time, the employer is required to ensure that total deductions from an employees wages, as provided under section 19 (1), do not exceed two-thirds of the total wages. The amount so deducted should be remitted to the beneficiaries without fail. Further, the employer is required to reflect all earnings and deductions in an itemized pay statement commonly known as pay-slip.

Section 18 (2) of the Act indicates when wages are due for payment in cases of casual employees, employees employed for more than one day but less than one month and those employed for an indefinite period or whose contracts expire while on official journey.

Deductions for shortages incurred by the employee through negligence or dishonesty in the course of employees employment could also be made.

No employer is empowered under this Act to make any deductions for any sum of money which is more than the amount of one month wages paid as an advance.

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ANNUAL LEAVE
It is often said that a change is as good as a rest. This simply means that for all that you do, it is also important to rest. The law realizes that a worker who doesnt get enough rest could be less productive. Employers are there required by the Act to grant every employee leave once every year. Every employee is entitled to not less than 21 working days after working for 12 unbroken months. The leave days can either be taken at once or be subdivided and taken at different intervals. But should services be terminated before completing 12 months, the employee will be entitled to payment of part of his leave provided that he has worked for two or more months. However, there are cases where union leaders succeed in bargaining for more leave days than the 21 days. In such a case, the employee benefits from such collective bargaining agreement (CBA) in force.

MATERNITY / PATERNITY LEAVE

It is important to note also that a female employee is entitled to maternity leave of 3 months and is still entitled to her annual leave. A male employee, on the other hand, is entitled to paternity leave of 10 days as well as his annual leave entitlement. A female employee is required to give a 7 days notice of her intention to proceed on maternity leave.

SICK LEAVE
After two consecutive months in employment, if an employee falls sick and is unable to follow his normal duties, he will be entitled to 7 days leave with full pay. If he doesnt recover quickly to resume duty, he will be entitled to a further 7 days with half pay. In both cases, the employee must produce a treatment card signed by a doctor from a government hospital or by a clinical officer from a recognized dispensary or health centre as proof that the employee is not able to perform his duties on account of illness.

Besides the leave referred to above, an employee is also entitled to all national holidays (gazetted) and one rest day every week.

HOUSING

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The Act requires that every employer should provide reasonable housing accommodation at or near the work place. Where this is not possible, the employer should pay a sum of money to enable employees rent house at places of their choice. The money for rent will be over and above the wages. The employer is also required to provide clean water for use at the place of employment.

MEDICAL ATTENTION
A healthy worker is of great value to his employer. It is advisable, therefore, that employees receive treatment as soon as signs of ill health appear. The Employment Act 2007 requires the employer to provide employees with a reasonable medical care whenever they fall ill.

For this to be possible or should an employee fall sick and is unable o report to work, he should send someone to deliver the message in time. There will be no blame on the employer if the employee fails on his part to let the employer know of his illness.

No employer is under obligation to provide medical attention for illness that are proved to be self inflicted or those that occur while the employee is absent without lawful cause.

DEATH OF EMPLOYEE
The Employment Act 2007 does not only give the employee protection in health but also requires the employer to do certain things at the employees death. If the employee dies in service from whatever cause, the employer has to be informed immediately. Upon receiving the message, the employer should give notice on prescribed form to the labour officer. If there is no labour officer, the District Commissioner should be informed as soon as possible.

The employer is also required to hand over all wages and property due to the deceased employee at the date of his death to the deceaseds legal dependant. To facilitate this, the legal dependant is required submit proof of capacity within thirty days following the employees death. Within seven days of such payment, the employer of the deceased should provide the labour officer with evidence of the payment.

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Legal dependant in this case is the person registered at the time of employment as the next of kin which record may be amended by the employee as need arises. This could be your wife, father, mother or children. If no legal claim for the deceaseds property is launched within thirty (30) days following an employees death or where the employer is in doubt on the legality of the dependant, the employer is required to deliver both the wages and property to the district labour officer.

TERMINATION OF EMPLOYMENT
All sources of contracts discussed so far have clauses on termination of employment either through the wishes of the employer or through a mistake of the staff or through the seasoned nature of work.

Termination of employment means stopping of employment by the side that wishes to call for such stoppage. An employee may have a good reason for wanting to stop working for the current employer or the employer may desire to stop an employee from his work. In both cases, the parties are required to give notice as provided in the employment contract. The employer is required to give one month notice in case of a months contract or where the contract is to pay wages daily, the contract should be terminated within 24 hours. Alternatively, the employer can pay the employee full months wages in lieu of notice instead of letting him work out the notice. The employee will also be paid for days worked up to and including the date of termination. In addition, he will also be entitled to receive other terminal benefits as contained in the CBA (in case of unionisable employees).

Under section 35 (5), upon termination of employment, the employer is required to pay service pay for every year worked.

SUMMARY DISMISSAL
This refers to the immediate removal of an employee from work on account of gross misconduct. Misconduct is an act committed by an employee which is not in the interest of the contract. Summary dismissal has great disadvantages to the employee and affects his terminal benefits

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severely. It doesnt matter how long the employee has been in employment. On summary dismissal, he is entitled only to wages and accumulated leave up to and including the date of dismissal.

On dismissal, is supposed to immediately inform the district labour officer (in writing) indicating: i) ii) Circumstances/reasons leading to dismissal Period of notice or payment in lieu of notice to which employee would have been employed were it not for the summary dismissal iii) Any amount earned by the employee since the dismissal date

The Act also provides for appeal against termination or dismissal where the employee feels the termination or dismissal was unfairly done. The appeal should be launched within three months from the date of termination/dismissal through the district labour officer.

PROTECTION OF CHILDREN
The Act prohibits employment of children (people under the age of 18 years) for any for direct or indirect gain. Under the Act, police officers (Inspectors and above) and labour officers are required to investigate any form of worst form of child labour reported to them.

Any person found guilty of involvement in child labour shall be liable to a fine not exceeding two hundred thousand shillings or twelve months imprisonment or both or as provided by any other existing legislation.

The Ac also empowers labour officers to terminate employment contracts where they are convinced that the nature of employment constitutes worst form of labour. This should be through a notice served directly to such an employer.

Children between ages 13 and 16 should only be deployed to perform light work as long as such work has no effect on the childs health development and does not hamper the school or vocational training attendance. This may only be allowed for children under apprenticeship or indentured learnership as provided in the Industrial Training Act. Such children should be employed under

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verbal contract because to do otherwise is in contravention of the law and the offender would be liable to a fine not exceeding one hundred thousand shillings or six months imprisonment or to both.

Where children are employed, the employer is required to maintain their register indicating their age, date of entry and leaving employment and any other information that may be required from time to time.

If a child dies in employment due to negligence, the employer shall be liable to fine not exceeding five hundred thousand shillings or to imprisonment for a term not exceeding twelve months or to both.

CASE STUDY ANALYSIS

a) A case study is a model situation usually based on real life experience. Case studies concerning management issues can vary considerably in the amount of information they contain. Some may be extremely brief and sketchy while others are full of detailed information. The majority are likely to fall somewhere between these two extremes. What can be said is that students will rarely find that they have all the information they require and that the key issues are in clear focus. These drawbacks can be considered as part of a challenge involved in

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unraveling what is essentially a puzzle designed to develop skills in problem solving and decision making. b) A systematic analysis of case study can benefit from the following approach: Read through the material once with the aim of getting the feel of the situation Read through again picking out the salient facts and issues If relevant draw up an organization chart Group key facts/issues into relevant clusters Analyze these clusters assessing priorities and making any useful links between them Draw your conclusions Make appropriate proposals

c. As students will find when analyzing cases, there is rarely one correct answer to the problems identified.

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