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Chapter 6

COMMERCE 4BB3 Chapter Notes - Chapter 6: Job Satisfaction, Job Analysis, Business Plan


Department
Commerce
Course Code
COMMERCE 4BB3
Professor
Aaron Schat
Chapter
6

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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
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- 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
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