Hrm: Selection Process

UNIVERSITY OF SAN AGUSTIN GRADUATE SCHOOL MASTER OF BUSINESS ADMINISTRATION SELECTION regale SURVIVAL OF THE FITTEST IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS ON THE HUMAN RESOURCE circumspection SUBMITTED BY MAY O. TOLENTINO SUBMITTED TO DR. CARMEN N. HERNANDEZ excerption Process Survival of the Fittest Introduction Charles Dar set ahead world-class pondered this concept in his work On the Origin of Species during the 19th ascorbic acid in the context of the endurance and extinction of biological species.Later did Herbert Spencer coin the parlance to draw comparable idea on his economic theories. Survival of the tot uptest jibe to Darwins theory means that only the virtuosos nigh suited to a particular environment go pop out survive. Those who cant adapt entrust surely perish, while those who can adapt will stick around, and maybe even become suited to new environments. We top executive ask did they utter anything that might be applicable to business in the 21st s now? Or its relevance could be also utilise in gentle resource management more specifically in survival of the conform totest swear out?Let us think of nature and ecological systems as a vast free market of perfect competition, where all living organisms ar competing with each early(a) for limited resources (sunlight, water, minerals, etc. )? Synonymous as to the more line appliers competing with each other in a struggle for survival or in plain employment term- to be hired. To be chosen as the best fitted medical prognosis among the crowd of applicants for the one coveted arrangement is indeed collectively tend to operate in flairs resembling to natural eco-systems.Is it possible that success and survival in the wild might be analogous to success and survival in the employment pass? survival can be conceptualized in name of either choosing the fit candidates or rejecting the unfit candidates, or a combination of two. Selection work at assumes that there ar m ore candidates than the bout of candidates actually selected, made possible through the enlisting assist. According to Gupta (2006), plectrum is the touch of choosing the suitable persons out of all the participants.In this surgical process, relevant information is collected through a serial of steps so as to evaluate their suitability on the job to be claimed. Furthermore, alternative is the process of assessing the candidates in conglomerate means and qualification a choice followed with an offer of employment (Graham, 1998, p. 206). Selection is an important modus operandi as no organization can achieve its goal without selecting the good people, where wrong choice would lead to wastage of time, money and spoils the environment of the organization.In this regard, scientific weft and placement of military unit will go a long way in building up a stable workforce, where it helps to reduce absenteeism and application bowl overover as well as very helpful in increasin g the efficiency and productivity of the organization (Dessler, 2005). Selection vs. Recruitment Selection is different from recruitment, where recruitment technically happens before choice. Recruitment connotes identifying the sources of manpower and encourages them to harbor for the job opening. On the other hand, selection is choosing the best out of those recruited.Recruitment aims at increasing the sum up of applications for more choices. According to Prasad (2005), recruitment and selection differs in terms of objective, process, technique, and outcome which argon discussed as follows Firstly, the ultimate purpose of both is to acquire suitable candidates but their immediate objectives differ, where the basic objective of recruitment is to attract maximum number of candidates so that more choices are in stock(predicate) the basic objective of selection is to choose best out of the in stock(predicate) candidates.Secondly, recruitment differs from selection in terms of pr ocess, where it adopts the process of creating application as stupendous as possible while selection adopts the process of covering as fewer candidates or sometimes one candidate is selected. Thirdly, as to the techniques involve recruitment techniques are not really intensive, requiring skills as against in selection process where highly specialized techniques are required.Lastly, since both are interlinked steps in the process of manpower acquisition, they differ in terms of outcome where the outcome for recruitment is application pool which become insert for selection process which on the other hand the outcome is finalizing the candidates who will be offered jobs. Factors (Conditions) for Selection Process The basic idea in selection process is to solicit maximum possible information roughly the candidates to obtain their suitability for the employment and given the fact that there are factors which involve in collecting such information (Prasad, 2005, p. 06), he proposed the next factors which mark the steps in the selection process 1. Various steps involve in the selection process depend on the type of personnel to be selected. For example, more information is required in the selection of a manager than a subordinate worker. 2. Selection process depends on the sources of recruitment and the method that is adapted for making contact with prospective candidates.For example if we utilize tv ads, selection process is more time consuming and plenary whereas campus recruitment is shortened and maybe completed in a day. 3. Selection process depends on the number of candidates that are available for selection. If a large number of applicants, we also need to create various filtering points to reduce the number of applicants at a successive point while a subtile applicant turnout would mean lesser filtering points required. 4. Organizations selection policy also determines the ways to be involved in the selection process.For example in JBLFMU context, where selection of industry experts as Board Members are stipulated in the policy should be an alumnus of the university and hold the highest or professorship plaza of any international sponsored shipping companies in the Philippines. Gupta suggests that the selection process can be successful if the following conditions are met 1. Someone should turn out the authority to select where this authority comes from the employment requisition as real through analysis of the workload and workforce. 2. There must be one standard of human resource with which applicant can be compared.In other words, a comprehensive job description and job specification should be available beforehand. 3. There must be a sufficient number of applicants from whom the required number of employees maybe selected. In this regard, recruitment and selection process invariably influence the whole matter of employment function in the organization. Steps in Selection Process Selection process harp of the series of steps at each stage, facts may reveal something about a candidate that may either be a win or blow on his/her chances on the job. It is a series of barriers or challenges in which the applicant must cross.These hurdles or separates are designed to eliminate unqualified candidate at any point in the selection process. There is no exact formula or standards to be utilise in all organizations or for all jobs. The complexity of selection procedures increases with the level of responsibility of the position to be surfeited. Therefore, the strategy and method used for selecting employees varies from firm to firm or from one job to another. For instance in JBLFMU, the recruitment and selection process differs to a faculty candidate and a personnel applicant.Scholars of gracious Resource perplexity such as Gupta, Prasad, Armstrong, and Ivancevich, suggested the following steps to be involved in employee selection process, though not necessarily to be implemented chronologically 1. Pre liminary Interview 2. application Form 3. Selection Test (Physical, Cognitive and Personality Test) 4. Work Samples 5. concern Interview 6. Medical Examination 7. Reference or Background hold in 8. Final Approval 9. Employment 10. Induction 11. Follow-up or evaluation Applicability of Selection Process in JBLFMUIn the context of JBLFMU environment most of the above steps in selection process are applied both on academic and non-academic personnel, however the exercise does vary from the steps. For instance, in non-academic personnel once applications are received, short listing of applicants is done by the HR officer in mention to the applied jobs, preliminary converse is organized with the respective department head, methods of assessment is done by administering various forms like taking of aptitude or job related and temperament tests.Then those who passed will go to another round of final interview consequently final selection is done together with the department officer . Selected applicant is called to fill various forms including medical examination to effect his/her employment if found fit is awarded offer of employment stipulating terms and conditions of employment. Duties are assigned and orientation is undertaken. entirely if all applicants happen to fail the standards of the selection process, the post will be advertised again for recruitment. As for academic personnel, the difference lies on the excess steps of a twice presentation of simulated teaching.Then the person to revere the teaching plantilla will include the HR Officer, Subject Area Head, dean of the College and the university administrator. To wit based from the theories discussed above, JBLFMU abides to the following steps in selection process 1. Screening of applications, where available applications should be short listed in respect to their qualifications and experience in correspond to the job requirement. Only applicants who fit the bill should be interviewed. For large number of applicants, aptitude test could be used to screen them. 2.Prepare for the interview, where at this step the type of interview is established, it can be I groups or individually written or oral interview. Guideline and questions are alert beforehand. 3. Develop factors and methods of assessment, where various score sheets and assessment forms are prepared in order to maintain consistency. 4. Conduct the interview or as for academic personnel a picture teaching, where at this stage applicants are given equal chance to demonstrate their strength and capabilities in respect to the requirement of the job. 5. To undertake cross referencing for interviewees.Check resumes for related experiences and background check. 6. Communicating the ending to the candidates. At this stage the applicant is informed of the result via garner or phone call. The chosen candidate will be asked to come and fill required forms to effect the employment. 7. Requiring a medical examination on the s elected applicant to avoid future problems that might affect job performance. 8. Offering letter of employment and filling required forms to effect employment functions, where in that funk stipulates terms and conditions of employment. 9. Placement and orientation.It is at this step the JBLFMU selection process ends, where the busy applicant is endorsed under his/her supervisor followed by a company orientation. resultant Therefore, the basic objective of selection is to hire those candidates that are suitable or fitted for the position with a high probability of job success. A multiple hurdle plan is the best selection strategy. Selection hurdles or tests include pre-employment inquiries, application forms, initial screening interviews, background investigations, teaching demo for academic applicants and interviews.Also, recruiting and selecting the right people for the company is a challenge, and every bit is unique. JBLFMU should be innovative, persistent and realistic, and c an communicate the strength of the institution and the benefits of the position offered to attract high quality employees to build careers in the organization. Survival of the fittest in selection process perspective redounds to matching the best qualified candidate to fit the requisites or requirements of the job in achieving organizational goals. This in turn will mutually benefit the individual and the organization, as they adapt to the ever-changing environment.Bibliography Armstrong, M. (2006). A Handbook of Human Resource Management Practice. (10th edition ed. ). capital of the United Kingdom Kogan Page Limited. Dessler, G. (2005). Human Resource Management. (10th edition ed. ). New Jersey Pearson apprentice Hall. Gupta, C. (2006). Human Resource Management (Rev. mutation ed. ). New Delhi Sultan Chad and Sons. Ivancevich, J. (2003). Human Resource Management (9th Edition ed. ). New York McGraw Hill. Prasad, L. (2005). Human Resource Management (2nd Edition ed. ). New Delhi S ultan Chad and Sons. Rush, D. (1995). Biology Natural Science (3rd Edition ed. ) New York Pearson Prentice Hall.