Why line managers adopt the rational approach to recruitment

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SOLUTION
Introduction
 
This workbook provides a reflection upon the learning developed from the seminar activities and class discussions.
 
The workbook includes ten (weeks 2-11), each includes one or two questions with each answer in the region of – Weeks 1-6 (100-150 words per question) and Weeks 7-11 (100 words per question).
 
 
 
 
Week 2: Recruitment methods
 

1.
Explain why line managers adopt the rational approach to recruitment?
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

Line managers use the rational approach to recruitment since it offers a systematic approach for recruitment. This approach facilitates identification and recruitment of employees who have the mental ability and integrity to do the job. Organisations are interested in recruiting staff with excellent qualifications (Mohammad 2020). The approach is informed by rational choice theory which states best rational decisions should be made in order to achieve best outcomes (Kruis et al. 2020). Rational approach to recruitment will enable an organization to avoid hiring of the wrong set of employees who will be a liability rather than a valuable human resource.  Apart from incurring obvious expenses such as salaries and incentives on hiring the wrong persons, companies can incur extra losses through activities which are wrongly practiced and bad decisions (Mohammad 2020). Therefore, rational approach to recruitment facilitates hiring of the right set of qualified staff.

 
 

2.
Describe the differences between a job description and person specification?
 
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

Job description is a statement which explains or expounds about the specific needs of a given job. On the other hand, job specification is described as a statement that gives the least acceptable qualifications that a job seeker must possess in order to secure a specific job (Ahmad 2019). Job specification describes behaviour and qualifications possessed by an employee that allows him/her to do the job well. Job specification is also defined as a written statement that describes the required characteristics including skills, abilities, motivational levels, experience, physical health and mental health of an employee to perform the job (Ahmad 2019).

3.
List three ways to encourage diversity when recruiting candidates?
 
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

Three of the following ways can be used to encourage diversity when recruiting candidates. The first method is through implementation of a neutral objective recruitment criteria in which candidates are hired based on merit and academic qualifications (Orupabo & Mangset 2021).  The other approach is targeted recruitment approach based on diversity backgrounds in which an organization aims to achieve diversity in the workforce in terms of gender, age, colour, ethnicity, race, nationality, and physical ability (Inegbedion et al., 2021). The third approach of encouraging diversity is the workforce is through enactment and/or implementation of diversity policies in recruitment process (Sabir et al. 2021).

Week 3: Selection Methods
 

1.
What are the problems with using selection interviews to identify the best candidate in relation to reliability and validity as a selection tool?
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

The use of selection interviews is associated with some problems as far as reliability and validity of the process are concerned. The main weakness of the approach is that it is characterised by a substantial degree of subjectivity, hence it is unreliable and invalid as a tool for evaluating the most suitable candidates for the job. The interview approach is not thought to result in best selection of suitable employees for the job. The interviewee should attend the interview thus denying chance of employment to potential employees who can be best suited for the job but cannot avail themselves to the interview venue in one way or the other (Mohammad 2020). There is also possibility for a candidate to fake during the interview selection process. Candidates can fake their personality (for example honesty, humility, and/or conscientiousness), their attitudes, and their behaviours during the interview process (Melchers, Roulin, & Buehl 2020).

2.
What are the advantages of using a competency framework to design selection interview questions?
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

The use of a competency framework in design of selection interviews is associated with some advantages. First, it is important to note the framework provides a competitive advantage when applied during employment process compared to other competitors who does not use it (Ali et al., 2021). Second, it makes recruitment process more effective in nature, objective and competency-based, and improves workforce development and performance to be competency-based as well. Also, competency-based framework facilitates work performance in the long run through job detailing, setting of employment criteria, performance evaluation, identification of training needs, and succession planning (Ali et al. 2021).

Week 4: Equality, Diversity and Inclusion
 

1.
A friend suggests that George should implement mandatory diversity training. Based on your reading of the Dobbin and Kalev (2016) article, do you agree with George’s friend?
 
Provide specific examples from the article to back up your point why you agree/why you do not.

I do not agree with suggestion for implementation of mandatory diversity training since it is costly and ineffective in the long run. Dobin and Kalev (2016) analysed hundreds of studies that were published from the 1930s to 2016 and found that mandatory diversity training does not alter behaviour, reduce bias, or change workplace culture. Starbucks closed a total of 8,000 stores for about half a day so as to train 175,000 workers, at an approximate cost of $12 million in terms of lost business. On the other hand, employees who are put under mandatory diversity training may feel coerced and controlled by an external force and will be likely not take training with necessary weight and seriousness (Dobin & Kalev 2016).

 
 

2.
Please recommend to George two alternative diversity management interventions that academic research has proven to be effective.
 
You should cite relevant theory to support your points and illustrate them with empirical evidence using Harvard referencing.

Since mandatory diversity training is ineffective and costly (Dobin & Kalev 2016), George can use other alternatives for managing workplace diversity. The first strategy is through development of deliberate policies and programs. In this way diversity will be managed through voluntary actions, which are designed to promote greater inclusion of diverse employees from various backgrounds into the informal and formal organisational structures. The other approach is use of effective communication approaches to promote acceptance of workplace diversity while allowing individuals to retain he sense of ethics and values. All employees should acknowledge that there are diverse values, diverse interests, and diverse emotional and physical characteristics that are present within the organisation (Omotayo et al. 2020).

Week 5: Skills, Training and Development
 

1.
What are the challenges which Covid 19, has created for adult learners’ employability in the labour market?
 

COVID-19 created challenges for challenges for adult learners’ employability in the labour market. Training and education as well as process of job application and interviewing went online making it favourable for young technological savvy younger population at the expense of the older population. In addition, the move to working at home or remote learning was a great disadvantage to the adult learner population (Wang et al., 2022). It is true to conclude that COVID-19 negatively impacted on adult learners’ employability. On the other hand, OECD (2021), COVID-19 resulted in the loss of on-the-job learning.

 
 
 
 

2.
Why is coaching by line managers important for the performance of their teams?
What benefits does conducting induction for new joiners have for organizations?
 

Coaching by line managers is important for the performance of their teams.  Coaching is informed by social exchange theory that states that social behaviour is the outcome of an exchange process. There is significant correlation between coaching and enhanced performance. Coaching will enable organizations to improve their competitive position, minimise costs, and maximise benefits through positive effects such as increased sales, organisational performance, and productivity. Coaching has positive influence on both organisational and individual performance indicators. Coaching is also useful in resolving workplace conflicts and for sustaining leadership (Nunez-Cacho, Grande & Lorenzo 2015). Coaching is thus beneficial for conducting induction for new joiners into the organisation.

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