MGT111 Final Term Short Notes by Zindagi Rocx

MGT111 Introduction to public administration · Short notes lesson 23-45 · Steps in the Selection Process

The standard hiring sequence is the seven-step procedure described below:

1. Completed job Application
2. Initial screening interview
3. Testing
4. Background investigation
5. In-depth selection interview
6. Medical examination
7. Job offer

Levels at Which Selection takes Place

Selection of employees in an organization can take place at any level, both horizontally and vertically. But the most common level where selection takes place are:

1. Non managerial level
2. Managerial level

Non-managerial level is that of support staff, like clerical staff, superintendent, supervisors, personal staff, maintenance staff etc. Managerial level is that who provide guidelines for the non-managerial staff. It is also called white collar level.

*In government the managerial level starts at BS -17. All levels above BS-17 and above are managerial positions. Generally, speaking organizations select managers at the entry level of the manager position. But organization may select managers at any level. The advantage of selection at entry level is that managers are trained according to the requirements of the organization

Selection of Manager

Organizations may seek to hire experienced managers for a variety of reasons. A newly created post may require a manager with experience not available within the organization; the talent to fill an established post may not be available within the organization; A key position may suddenly open up before there is time to train a replacement; or a top performer in a competing organization may be sought to improve the organization’s own competitive position. As experienced manager who is up for selection usually goes through several interviews before being hired. The interviewers are almost always higher-level mangers who attempt to assess the candidate’s suitability and past performance.

Interviewers try to determine how well the candidate fits their idea of what a good manager should be and how compatible the candidate’s personality, past experience, personal values, and operating style are with the organization and its culture.

ORIENTATION OR SOCIALIZATION

Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization. Typically, socialization conveys three types of information:

1. General information about the daily work routine;
2. 2. A review of the organization’s history, purpose, operations, and products or services, as well as a sense of how the employee’s job contributes to the organization’s needs; and
3. 3. A detailed presentation (perhaps in a brochure) of the organization’s policies, work rules, and employee benefits.

TRAINING AND DEVELOPMENT

Training programs are directed toward maintaining and improving current job performance, while developmental programs seek to develop skills for future jobs. Both managers and nonmanagers may receive help from training and development programs, but the mix of experiences is likely to vary. Non-managers are much more likely to be trained in the technical skills required for their current jobs; whereas managers frequently receive assistance in developing the skills required in future jobs – particularly conceptual and human relations skills.

Training programs

New employees have to learn new skills, and since their motivation is likely to be high, they can be acquainted relatively easily with the skills and behaviour expected in their new position. On the other hand, training experienced employees can be problematic. The training needs of such employees are not always easy to determine, and when they can be, the individuals involved may resent being asked to change their established ways of doing their jobs.

Training programs

1. Performance appraisal. Each employee’s work is measured against the performance standards or objectives established for his or her ob.
2. Analysis of job requirements. The skills or knowledge specified in the appropriate job description are examined, and those employees without necessary skills or knowledge become candidates for a training program.

Organizational analysis. The effectiveness of the organization and its success in meeting its goals are analyzed to determine where differences exist. The performance record might require additional training.

Employee Survey. Managers as well as non-managers are asked to describe what problems they are experiencing in their work and what actions they believe are necessary to solve them. There are a variety of training approaches. The most common of these are:

1. on-the-job training methods, including job rotation, in which the employee, over a period of time, works on a series of jobs, thereby learning a broad variety of skills; internship, in which job training is combined with related classroom instruction; and apprenticeship, in which the employee is trained under the guidance of a highly skilled co-worker.

On–the–Job Methods

1. Coaching – the training of an employee by his or her immediate supervisor – is by far the most effective management development technique. Unfortunately, many managers are either unable or unwilling to coach those they supervise.
2. Job rotation involves shifting managers from position to position so they can broaden their experience and familiarize themselves with various aspects of the firm’s operations.
3. 3.Training positions are a third method of developing managers. Trainees are given staff posts immediately under a manager, often with the title of “assistant to”. Such assignments give trainees a chance to work with and model themselves after outstanding managers who might otherwise have little contact with them.

Management development programs

Management development is designed to improve the overall effectiveness of managers in their present positions and to prepare them for greater responsibility when they are promoted. Management development programs have become more prevalent in recent years because of the increasingly complex demands on managers.

Off–the–job methods

Off-the-job development techniques remove individuals from the stresses and ongoing demands of the workplace, enabling them to focus fully on the learning experience. In addition, they provide opportunities for meeting people from other departments or organizations. Thus, employees are exposed to useful new ideas and experiences while they make potentially useful contacts. The most common off-the-job development methods are in-house classroom instruction and management development programs sponsored by universities and organizations.

WHAT IS PERFORMANCE APPRAISAL

Performance Appraisal means to evaluate, judge or check the work of employee over a period of time, and then inform whether the employee achieved the objectives in that time period. Following are the characteristics of the Performance Appraisal:

1. Agreed Objectives related to the assigned job/standard (job and position description)
2. Time period
3. Skills required to achieve objectives
4. Check that objectives are achieved or not
5. Inform the employee if the objectives were achieved or not
6. If not achieved why these were not achieved
7. If achieved, reward and motivate

Importance of Performance appraisal

It is the important task of the managers to help other employees to improve their performance. The manager who supervises the work knows the knowledge, skills and attitudes of the employees. Performance Appraisal of employees is important for the organization because the appraisal of work of each employee determines whether the organization is moving in the direction of its objectives.