Essay about Human Resource Management

I am now going to look at five types of interview and approaches that can be taken for different reasons;

Interviews involves the direct questions or formal questions asked to the participants to get jobs, college and

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

A structured interview can improve the process by asking the same questions to each candidate.

how the questions are answered. Your goal in choosing an interviewee is to simulate the interaction

Structured interviews are where the interviewer has already pre-planned the questions that they will use in the interview. This is useful because the interview can be repeated, as the questions are standardised.

Whereas a structured interview follows a standardised format, in an unstructured interview the interviewer has complete freedom to vary the interview. Supporters argue that this brings a number of important advantages. Such as, rapport and sensitivity, the interviewee's views are clearer, the ability to check understanding, flexibility and the ability for the interviewer to explore unfamiliar topics. However, there are multiple disadvantages to using unstructured interviews in sociological research. Such as, practical problems, which include, time and sample size, training, and interpersonal skills, there are also issues with representativeness, reliability, quantification and validity.

Although not all, it may be safe to say most interviews (both structured and unstructured) make wide use of open-ended questions. This is because open-ended questions provide more in-depth information from candidates, and also allow them to expand on answers in their own words. On the other hand, closed questions only have fixed or predetermined answers to choose from. Therefore, even in a structured interview, open-ended questions would be able to be used (and would likely be preferred). However, in a highly-structured interview, interviewers would be limited in their ability to probe or ask follow-up questions. It is certainly possible to use a mixture of closed and open-ended questions in an interview, although this could be confusing to

Unstructured interviews are normally unplanned; therefore they are casual and the hiring manager does not have time to prepare; they just go with the flow and ask questions not normally about the job requirements but focuses on learning the candidate (Heneman, Judge, & Kammeyer-Mueller, 2012). Structured interviews are the totally opposite of the unstructured interviews whereas the interviewer is prepared for the interview and has standard questions based on the position that is ask to all candidates and they evaluate the candidate based on their responses. The two types of structured interviews are situational and experience; situational focuses on give the candidate the opportunity to inform the interviewer how they would behave in a hypothetical

Agarwal and Tanniru conducted a field experiment to evaluate the effectiveness and efficiency of structured versus unstructured interviews, using both novice and experienced interviewers. The experiment was conducted to compare the efficiency and effectiveness of the cognitive interview with the standard information requirements interview. However, the experimental results did not indicate that structured interviews enhanced recall. This triggered the experiment using the Cognitive Interview.

It is necessary for human resource management to have a proper human resource planning. “Human resource planning involves planning that assure a firm’s needs for employees”, says Madura. She also includes that human resource planning consists of three tasks which are forecasting staffing needs, job analysis (Madura, 2007). Recruiting and selecting the right employee is not enough. There is a necessity to provide continuous training and development to the employees to be more productive and efficient. With great training, it enables the employees to be more innovative, creative, motivated and thus increase their working performance. Training can be through various types such as on the job training, off the job training, job rotation and scholarships.

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in

* Questionaries’ selection – In a face to face interview we uses only selected type of questions , those are directly related to the subject. This type of selection makes the process more productive.