Human resources management: the employment interview

Résumé du document

Recruitment can be described as "those activities in HRM which are undertaken in order to attract sufficient job candidates who have the necessary potential, competencies and traits to fill job needs and to assist the organization in achieving its objectives? (Swanepoel et al. 2003: 259). In this way, the main objective of recruitment is to collect a large "pool" of good quality applicants and select and appoint the most suitable employees (Swanepoel et al. 2003: 280). Selection is the "process of trying to determine which individuals will best match particular jobs in the organizational context, taking into account individual differences, the requirements of the job and the organization's internal and external environments" (Swanepoel et al. (2003: 280). Therefore, selection is the "prediction of future performance in terms of individual differences" (Swanepoel et al. 2003: 280). The interview helps the organization to obtain relevant information about the skills and the abilities of the applicants in order to perform the job successfully. In order to select employees, organizations use interviews, which are useful to "determine an applicant's degree of suitability for a job by matching the information given by the applicant to the job requirements" (Swanepoel et al. 2003: 288).

Extraits

[...] In order to select employees, organisations use interviews, which are a useful to “determine an applicant's degree of suitability for a job by matching the information given by the applicant to the job requirements” (Swanepoel et al. 2003: 288). Interviewing is a one of the most used method to select employees in organisations. After the preliminary interview which eliminates the obviously unqualified applicants, the applicant completes an applicant blank and the HR department makes links between the applicant skills and the job. Sometimes, companies use employment tests in order to obtain personal characteristics. [...]

[...] Schreuder. A & Theron. A Careers; an Organizational Perspective. Cape Town: Juta. Swanepoel, B., Erasmus, B., van Wyk, M. & Shenk, H South African Human Resource Management, 3rd ed. Cape Town: Juta. Weitzul, J.B Evaluating Interpersonal skills in the Job Interview. NYC: Quorum Books. [...]

[...] o “Emphasise the present rather than the past and concentrate on real job experiences.” o interviewer should also be careful not to be too direct in the questioning: it is important not to lose rapport.” - Closing the interview in making questioning by the applicant. applicant has also to ask questions to make sure that it's the right job for him/her” (Swanepoel et al. 2003: 292). Last, the applicant should have an indication of when he/she can have an answer for a possible employment. Managers in organisations have also to make decisions regarding the recruitment of employees. [...]

[...] Johnson, G. & Scholes, K Exploring Corporate Strategy: Text and Cases. 6th ed. London: Prentice Hall. Kanter, RM When Giants Learn to Dance. NYC: Simon & Shuster. Otte, FL. & Hutcheson, P.G Helping Employees Manage Careers. Englewood Cliffs, New Jersey: Prentice-Hall. Rousseau, P.M. & Wade-Benzoni, K.A Changing individual- organisational attachments: A two-way street. In The Changing Nature of Work, ed A. Haward San Fransisco: Jossey-Bass Publishers. Schein, E.H Career Survival: Strategic Job and Role Planning.California: Pfeifer & Company. [...]

[...] 2003: 296). Bibliography Arnold, J The psychology of careers in organization. In Cooper C & Robertson J. Psychology and Development, 23-50. Fear, R.A. & Chiron, R.J The evaluation interview. NYC: McGraw- Hill Publishing Company. Greenhaus, JH, Callanan, GA & Godshalk Career Management. NYC: Harcourt College Publishers. Hall, DT & Mervis, PH Careers as lifelong learning. In The changing Nature of Work, San Fransisco: Jossey Bass Publishers. Hill, SK & Bahniuk, M Promoting career success through mentoring. In Review Business, 4-7. [...]