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HUMAN RESOURCE MANAGEMENT

CASE STUDY: SELECTION

SUBMITTED BY: FAIZAN SYED M-2135 RAJVI SHAH M-2136 ADITYA SHELKE M-2137

PROJECT SUBMITTED TO: PROF. KASTURI NAIK & PROF. RENUKA SAWANT.

ACKNOWLEDGEMENT

The presentation of this report gives us the feeling of fulfilment, as the final frontiers towards achieving a goal, the activity of going through orientation has bridged the gap between the academics and practical real-life work for us. Naturally, it required a lot of peoples support to complete this training we take this opportunity to acknowledge their support to us.

Many people have contributed to make this project a reality. We would like to express our appreciation to our Prof. Mrs. Kasturi Naik and Prof. Renuka Sawant for generous support and encouragement.

We acknowledge the help and co-operation received from all the staff member of library, computer and office department of Navinchandra Mehta institute of technology and Development.

Last but not the least we would like to thank our parents and other family members who have always guided us towards the path of success and our friends who have helped us indirectly through the entire project duration and also have been the source of encouragement.

THANK YOU ALL..!!

OVERVIEW Here, we are going to see one practical case study, study it carefully and relate it with the particular section of the subject. Here, we will find the problems affecting the case and also find the possible solutions.

CASE STUDY An HR administrator has convinced her boss that personality assessment would add value and objective information to the selection process for senior manager appointments, particularly in relation to identifying leadership qualities. She has obtained a copy of a well known personality questionnaire from her postgraduate programme. Although she has never been trained in psychometric testing, she is permitted by her boss to administer it to candidates for a high level and very responsible management position as part of the selection process. A job description documenting the responsibilities and outcomes of the position has been produced, but not based on a job analysis. A person specification or competency profile has not been finalized. Senior manager candidates are interviewed at different times during the week by different interviewer, asking different questions. Unfortunately, organizing a schedule for the administration of the personality questionnaire during a busy week proves difficult, and as a result, the candidates all undertake completion of the questionnaire on an individual basis, some before interview, some after interview, and not everyone is informed of the purpose of this part of the selection process. In addition to this, some candidates write their answers on the questionnaire booklet instead of the answer sheet. The HR administrator has only one copy of the booklet and some of the candidates answers cannot be removed. However, she had photocopied the questionnaire booklet in advance and uses these photocopies with the remaining candidates. Her only problem is getting these back in time from her flat mates who asked to borrow them. In due course it turns that personality questionnaire is an outdated version of the instrument. Moreover, due to time constraints the candidates receive no feedback on their responses, and the profile information produced by the HR administrator includes only brief summary information relating to each candidates score. Also, the personality questionnaire is not one that is work-related. As the week of interviewing ends, there is little time to produce feedback summary reports, although all the information relating to each candidate, by name, is on computer and can be made available to the selection panel to help their decision. However, the members of the panel are not trained in psychometric testing, nor do they have any understanding of that particular personality questionnaire or how it relates to the vacant management position.

Question for decision: 1. How many examples of unprofessional practice can you find in this case study? List them.

2. What elements of the process in this case would you keep-and what would you change, and how?

PROBLEM: 1. The HR administrator has never been trained in psychometric training. 2. There is no proper schedule, regarding interviews. 3. Proper instructions are not given. 4. Outdated version of questionnaire still used. 5. Personality questionnaire is not work-related. 6. Ineffective decision makers.

SOLUTION: Q1. How many examples of unprofessional practice can you find in this case study? List them. Examples of unprofessional practices are as follows: 7. The HR administrator has never been trained in psychometric training. 8. There is no proper schedule, regarding interviews. 9. Proper instructions are not given. 10. Outdated version of questionnaire still used. 11. Personality questionnaire is not work-related. 12. The decision is not made properly even if the data is available.

Q2. What elements of the process in this case would you keep-and what would you change, and how? Elements of the process which we will keep are : 1. To evaluate the leadership qualities of the senior manager candidates through questionnaire format. 2. To have a format of E-data, which will make the decision making easy. Elements of the process which we will not keep are : 1. We will have a well-trained, knowledgeable HR administrator. For this, while selecting an HR, we will have the pre-defined criteria as to how our HR should be. 2. Interviews will be scheduled properly, with similar questions asked to all the managers so that the decision making becomes easy. 3. Will make it a point that proper instructions are given to each candidate while filling the form. 4. Questionnaire will be updated from time to time. 5. The questionnaire will be related to personality ofcourse, but the questions will be such that the are job related. 6. The decision making will be in the hands of professional people. 7. The theory of Involve to evolve will do wonders in this case. 8. Also it should be remembered that right job with right people will only give the company success.

BIBLIOGRAPHY: 1. HUMAN RESOURCE MANAGEMENT by Muller-Camen, Richard Croucher and Susan Leigh. 2. STRATEGIC HUMAN RESOURCE MANAGEMENT by Minakshi Kishore. 3. www.scribd.com

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