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Management and Organisational Behaviour

7th Edition

CHAPTER 20

Resourcing the Organisation

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.2

Resourcing the organisation


Whose concern is this?

• Most managers are likely to be faced with a


frequent need to recruit & select staff

• Effective resourcing is a central part of the


HRM function

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.3

Resourcing the organisation


Whose concern is this?

• Managers & supervisors should have some say


in the appointment of own staff

• Recruitment & selection of staff can be


regarded as a specialist activity but all
managers should be well acquainted with the
basic procedures & skills involved & have
access to HR department for advice

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.4

Prerequisites for an effective recruitment &


selection policy

• The clarification of corporate objectives

• Design of an effective structure

• A system of human resource planning

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.5

HR planning

A strategy for the acquisition, utilisation,


improvement & retention of an organisation’s
human resources

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.6

Main HR planning stages

• Analysis of existing staffing resources


• Estimating likely changes in resources by the
target date
• Forecasting staffing requirements necessary to
achieve corporate objectives by the target date
• Measuring the required staffing resources
available as & when required

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.7 Figure 20.1
Main stages in HR planning

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.8

Value of HR planning

• Foresee changes & identify trends in staffing


resources
• Adopt personnel policies that help to avoid
major problems
• Reconcile differences between supply &
demand
• Provides framework in which action can be
taken to overcome staffing differences

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.9

Value of HR planning

• Continuous process that seeks to ensure


flexible resourcing related to internal/external
environmental influences

• Can help anticipate potential future difficulties


while there is still a choice of action

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.10 Figure 20.2
Recruitment & selection of staff

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.11

Job analysis

The total process by which a job description & a


person specification are produced

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.12 Figure 20.3
Possible contents of a job description

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.13

Person specification

Document that gives information about the job,


providing a blueprint of the ideal person to do the
job & the personal attributes & qualities
associated with successful performance

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.14

Attracting suitable candidates - sources

• Employment services – job centres/agencies


• Careers advisory offices
• Schools/colleges/universities
• Private employment agencies
• Professional & executive appointment registers
• Ex-service organisations
• Personal introductions
• Exhibitions for mass recruitment
• Advertising
• Headhunting – executive searches
Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.15

Methods of selection

• Short-listing
• Graphology
• Peer rating
• In-tray exercises
• Selection tests
• Peer questionnaires
• Assessment centres

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.16

The selection interview

Despite constant criticisms the interview is usually


a central & indispensable element of the selection
process and is still a widely used method of
selection

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.17

Interview style

• Behavioural interviews – questions about how


candidates have handled past situations

• Situational interviews – posing hypothetical,


future-oriented questions to help assess future
job performance

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.18
Interview
considerations

• Seating arrangements
• Types of questions to ask
• Purpose of questions

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.19
Interview questions
Leading

Time keeping is important. Are you a good


time keeper?

I guess you regret that now, do you?

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.20
Interview questions
Open

What made you decide to ……….?

How did you happen to………….?

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.21
Interview questions
Direct / closed

What grades did you get in each of your


A- level subjects?

Exactly how many staff report directly to you?

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.22
Interview questions
Reflective remark

You appear to prefer working in a busy office

It seems that you do not respond well to


personal criticism

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005
OHT 20.23 Figure 20.5

Selection decision – grading schemes

Mullins: Management and Organisational Behaviour, 7th edition © Pearson Education Limited 2005