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Human Resource Management > Recruitment > Flashcards

Recruitment Flashcards

1
Q

What is the basic model of HR from a strategic point of view?

A

HR system –> Employee attitudes + behaviour –> Organisational performance

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2
Q

What is organisational commitment according to Meyer, Becker and Van Dick (2006)?

A

A force that binds an individual to a target (social or non social) and to a course of action of relevance to that target.

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3
Q

What is affective commitment as an attitude?

A
  • Emotional attachment
  • Identification with and involvement with the organisation “belong to”
  • Some commitment is shared between the org and the client
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4
Q

How do organisational commitment and job satisfaction relate to the HR model?

A

Psychological contract + perceived organisational support –> job satisfaction (attitude) + organisational commitment ( attitude)

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5
Q

What is job satisfaction as an attitude?

A

A general perception you have about your job, how you feel about your job

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6
Q

What is the business definition of employee engagement?

A

The individual’s involvement and satisfaction with as well as enthusiasm for work (Gallup, 2012)

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7
Q

What is the academic definition of employee engagement?

A

Persistent and pervasive affective-cognitive motivational state (Schaufeli and Bakker, 2002)

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8
Q

How is employee engagement an umbrella term?

A

It relates to many concepts. For our purpose it refers to work engagement - an opposite of burnout or exhaustion

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9
Q

What do employees with high work engagement show (attitude)?

A
  • High levels of energy and mental resilience in their work
  • Strong involvement in one’s work with feelings of significance, enthusiasm, inspiration, pride and challenge
  • Full concentration and immersion, absorbed in their work
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10
Q

What factors make employees engaged?

A
  • Job demands: pressure, emotional demand etc
  • Job resources: autonomy, social support
  • Personal resources: optimism, self efficacy, self esteem, resilience
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11
Q

What is organisational citizenship behaviour?

A
  • Voluntary employee activities that may/may not be rewarded that contribute to the org (Organ, 1988)
  • Extra role behaviour that is separate from the job performance
  • Also called contextual performance
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12
Q

What is in role behaviour?

A

Task performance

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13
Q

How does OCB relate to the HR model?

A

Psychological contract + perceived organisational support –> job satisfaction, organisational commitment, work engagement –> job performance, OCB

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14
Q

What leads to turnover?

A

Intentions to quit and withdrawal behaviour (lateness [beh], absenteeism [beh] and unfavourable behaviour [beh] - showing dissatisfaction)

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15
Q

How does turnover relate to the HR model?

A

Psychological contract –> job satisfaction + organisational commitment + work engagement –> intentions to quit –> job performance + OCB –> turnover (behaviour)

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16
Q

What is staffing?

A
  • Matching individuals with organisations
  • Process of a series of activities: recruitment, selection, decision making, job offer (negotiation)
  • Vital to fulfil organisational mission and objectives
17
Q

Why is staffing an important process?

A
  • The skills of new recruits affect the added value that can be generated from employees
  • Employees who don’t meet expectations can impact other employees’ performance
  • More difficult to correct mistakes once an offer has been made
18
Q

What are the steps involved in recruitment?

A
  1. Job analysis (what is the job?
  2. Job description + person specification
  3. Attracting and managing applications
  4. Selecting candidates
  5. Making the appointment
  6. Joining the organisation/induction
19
Q

What choices are staffing decisions affected by?

A
  • Acquire vs develop talent
  • Specific vs general competencies
  • Expectations vs acceptable workforce quality
  • External vs internal hiring
  • Active vs passive pursuit of diversity
  • Core vs flexible workforce
20
Q

What techniques exist to motivate employees?

A
  • Recognising individual differences
  • Matching people to jobs
  • Setting challenging goals
  • Setting attainable goals
  • Using monetary incentives
  • Link rewards to performance
  • Ensure equity
  • Individualise rewards
21
Q

What is Hackman and Oldhams (1976)’s Job Characteristics Model?

A

A job’s impact on key outcomes results from the job’s:

  • Skill variety
  • Task identity - leading to a whole, identifiable piece of work
  • Task significance - impact on others
  • Autonomy
  • Feedback
22
Q

What is recruitment about?

A
  • Identifying
  • Attracting potential candidates
  • Creating a suitable applicant pool
  • Attracting the right kind of people and keeping out the wrong people
23
Q

What is talent acquisition?

A

Competition for talent is high (especially during economic growth and candidates are demanding more of organisations)

Average time to fill a job has increased by 62% between 2010-2015

24
Q

How does recruitment contribute to organisational goals and image?

A
  • Employer branding a set of attitudes and qualities, often intangible, that make org distinctive, promises a kind of employment experience and appeals to the most suited people
  • Contributes to reputation
25
Q

How does recruitment have to be fair?

A
  • Processes need to be objective and transparent
  • Only info relevant to the situation should be required
  • Employers have a legal responsibility to ensure that processes do not allow direct/indirect discrimination
26
Q

What is person environment fit theory?

A

Person Job Match/Fit

  • Demands-abilities fit
  • Needs-supplies fit

Person Organisation Match/Fit
- Value congruence

27
Q

Why is the method of recruitment important?

A

It influences the interests of prospective job applications in a job opening and the ability of individuals it hires, their diversity, job performance and their retention

Deciding whom to recruit is important

Understanding labour market is crucial

Human Resource Management (6 decks)

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