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Canada (161,661)
Commerce (1,690)
Chapter 6

Chapter 6.docx

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Aaron Schat

Chapter 6: Recruitment - the decision to recruit candidates for jobs in an organization is based on 1) an assessment of the internal & external factors affecting the org 2) an org. analysis based on those factors 3) a job analysis that identifies worker behaviours & characteristics to aid in selecting candidates who are qualified for the position - recruitment: the generation of an applicant pool for a position of job to provide the required # of qualified candidates for a subsequent selection or promotion process - applicant pool: the set of potential candidates who may be interest in & who are likely to apply for a specific job - PAGE 260 (pdf) FIG 6.1 & FIG 6.2 - Self-selection out: occurs during the recruitment & selection process when candidates form the opinion that they do not want to work in the org. for which they are being recruited The Organizational Context - interest & values: an individual’s likes & dislikes & the importance or priorities attached to those likes & dislikes - the size of an org influences its attractiveness to prospective empl as well a the recruitment strategies o large firms: more formal & bureaucratic recruiting practices, start earlier & use trained recruiters & campus placement offices o large firms are more likely to base their decisions on one’s objective qualifications & empl. tests - job search: the strategies, techniques & practices an individual uses in looking for a job Corporate Image - the profitability of a company & its pay level positively influence attractiveness & reputation - image advertising: advertising designed to raise an org’s profile in a +’tve manner in order to attract job seekers’ interest (ex: the sponsorship of summer festivals by Cndn companies) o image ad. That misrepresents the org will lead to mismatches in the fit b/w person & org - Branding: used to establish certain perceptions about the corporation in the public’s mind through associating the org w/ high-profile celebrities… The P-O Fit - person-job fit: concerns whether the job applicant has the KSAs req. by the job - person-org. fit: the recuiter’s believe that the candidate fits w/ the org’s values & culture - PAGE 267 (pdf) FIG 6.3 - Accuracy of info received from the recruiting source & the org. directly influence the length of time that student stayed in seasonal jobs as well as their commitment to the orb & job satisfaction Realistic Job Previews (RJP) - RJP: a procedure designed to reduce turnover & ^satisfaction among newcomers to an org. by providing job candidates w/ accurate info about the job & the org.  the magnitude of these effects are small, which raise Q’s about costs o Other outcomes:  Candidates will develop realistic perceptions of what its like to work there  They will view the org in a more credible light  If they accept, they will be more satisfied w/ their job - Expectancy-lowering procedures (ELPs): focus on expectations of the new hires rather than on specific aspects of the job or org (RJP) o Presents info showing: 1) how important it is to have realistic expectations at the start of a job 2) how unrealistically high expectations are related to –‘tve org. outcomes 3) how unrealistically high expectations that remain unfulfilled = dissatisfaction & turnover - Decision-Making TR (DMT): candidates are taught how to identigy & weigh +’ve & -‘ve outcomes from a set of alternatives  a viable less costly alt. to RJP that produces longer-lasting benefits b/c it avoids the –‘ve spinoffs of a RJP but may not det. P-J fit Recruitment Strategy - External factors: all recruitment is influenced by 2 factors over which the org. ha little control: 1. labour market – det. How extensively the org. will have to search to fill the job w/ a qualified candidate a. Poor market = the org may make the job more attractive, spend additional resources & expand the target market b. Outsourcing: contracting w/ an outside agent to take over specific HR functions, they assume all payroll resp but charges the client admin & placement costs 2. legal env’t – the most important considerations are employment equity & pay equity legislation a. systematic discrimination: any campaign that un/intentionally excludes membs of groups that are protected under the hr legislation may be declared discriminatory - Internal factors: many org. factors may influence a job seeker’s perception o the org during the job search phase o Business plan – this affects an org’s recruiting strategy as it includes a mission st., strengths & weaknesses, goals & obj’s & influences the degree to which the org. fills vacancies w/ in/external applicants o Job level & type – the type of occupation & ind. Which it is in influences the rec. strategy  Ex: for executive-level position, vacancies are given to head
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