Tag: Selection

  • Difference between Recruitment and Selection Process

    Difference between Recruitment and Selection Process

    Recruitment and Selection Process Difference: The recruitment and selection process is one of the most important aspects of running new and established businesses alike. The right employees can take your business to new heights. The wrong ones can hurt business by missing sales, turning customers off, and creating a toxic workplace environment. Follow experts’ advice on each step of the recruitment and selection process to put together a team that fits with and enhances your business culture, goals, and objectives. Also learn, the Principles of Learning in Training, What is the difference between the Recruitment and Selection Process?

    Learn, What is the difference between Recruitment and Selection Process?

    Recruitment:Recruitment” is the process of finding and hiring the best and most qualified candidate for a job opening, in a timely and cost-effective manner. It can also define as the “process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization”.

    It is one whole process, with a full life cycle, that begins with the identification of the needs of the company concerning the job, and ends with the introduction of the employee to the organization.

    Selection Process: Employee Selection is the process of putting the right men on the right job. It is a procedure of matching organizational requirements with the skills and qualifications of people. Effective selection can do only when there is effective matching. By selecting the best candidate for the required job, the organization will get the quality performance of employees. Moreover, an organization will face less absenteeism and employee turnover problems. By selecting the right candidate for the required job, an organization will also save time and money. Proper screening of candidates takes place during the selection procedure.

    This article will help you to differentiate between the recruitment and selection process.

    The Difference in Recruitment:

    1. In recruitment, the purpose is to locate or find out probable candidates.
    2. Recruitment is positive, in that the management interests in maximizing the number of personnel on the recruitment list; because the larger is the number of persons on the recruitment list – the more is the probability of a better selection.
    3. Recruitment initiates the procurement aspect of personnel management.
    4. Also, Recruitment is done much in advance of time; when candidates would need for placement on various jobs in the organization.
    5. Recruitment involves less cost. The only costs involved relate to contacting personnel through different sources. Explain are the Features, Nature, Characteristics of Planning!

    The Difference in Selection:

    1. In selection, the purpose is to select candidates finally for appointment to various jobs in the organization.
    2. Selection is a negative process. It is a process of systematic elimination of unsuitable candidates at different stages of the selection procedure. Only the most suitable ones can reach up to the placement stage. The number of candidates selected is far less than the number appearing on the recruitment list
    3. Selection completes the procurement aspect of personnel management.
    4. Also, Selection is done slightly in advance of time; when candidates would need for placement on various jobs, in the organization. In case, the selection is done much in advance of the required time, the management would have problems as to retaining them up to the required time.
    5. The selection procedure is not only money consuming; but also time and efforts consuming. Suitable arrangements have to make for designing and implementing an appropriate selection procedure; because of the nature of the job for which people have to select.
    The Difference between Recruitment and Selection Process - ilearnlot
    Difference between Recruitment Process and Selection Process
  • The Selection Process in HRM (Human Resource Management)!

    The Selection Process in HRM (Human Resource Management)!

    Learn, Explain are the Selection Process in HRM (Human Resource Management)?


    Selection Process: Selection activities usually follow a standard pattern, beginning with an initial screening interview and concluding with the final employment decision. It is very important for human resources management because of this process help human resources personnel to identify the candidate with the necessary qualification to perform successfully on the job. Also learn, International and Comparative Human Resource Management, Explain are the Selection Process in HRM (Human Resource Management)?

    The selection process has several steps which are as follows:

    Initial Screening!

    To further proceed with recruiting efforts, human resources management has to initiate a preliminary review of the potentially acceptable candidates. There are two steps for this screening procedure. (1)The screening of inquiries and (2)The provision of screening interviews. Once the screening process is successful, an organization will have a pool of potential candidate. On the basis of the job description and job specification, many of the candidates have been removed from the potential list. These occur due to irrelevant experience or inadequate qualification and education.

    The provision of screening interviews is also important for human resources management of the organization because it gives a base to the candidates to make their mind for the particular job that whether they wish to do the job or not. Screening interview gives brief information about the job. The sharing of job description information with the individual can frequently encourage the unqualified or marginally qualified candidate to withdraw voluntarily. Another important aspect is to identify salary range. It also gives a clear view of the salary range which human resources management has decided for the particular job.

    Employment testing!

    Another step in selection process after initial screening of the candidate is employment testing. In this step potential candidate may have to give some test related to the requirement of the job. Through these test, human resources management would be able to measure intelligence, aptitude, ability, and interest of the candidate for the particular job. These tests can be verbal or written. And it helps human resources management to recognize characteristics of candidate’s personality. These tests have found to be the most valuable tool for the selection process.

    Selection Interview!

    Applicants who are found potential after initial screening, application form and tests which are required by the organization are given selection interview. This interview is being taken by anyone of them: personnel department interviewers, executives within the organization, a potential supervisor, potential colleagues, or some combination of these. The selection interview usually highlights or focus on the areas where are not mentioned in an application form or in tests. These areas are the motivation of candidate, their ability to work under pressure and their suitability which fits them into an organization. This information is job-related and the questions which are asked and the topic. Which is covered must be somewhere reflect the necessity of the position required.

    Background and reference checks!

    Once selection interview is being over, the next step is background check of the candidate. Who appears to offer potential as employees. These may include contacting candidate’s former employers or by contacting his/her personal references to know candidate’s behavior, performance at the workplace and the information about candidate’s educational qualification. The background check of the candidate may do by personnel administrator, department head or by the senior executive. Sometimes personnel administrator may approach more than one or two persons for the background check or reference check. By doing this, the administrator can eliminate the possibility of accepting an individual based on the employee’s current employer’s glowing recommendation when the motivation for such a positive recommendation we not get rid of the employee.

    Physical examination!

    Next step is having the physical examination of the candidate who so ever is found positive in the background check. In many of jobs, it is using as the screening device in the selection process. The intention behind physical examination is to screen out those candidates. Who are unable to comply physically with the requirements of the job and the organization. Majority of physical examination are currently requiring the organization to meet the minimum standard for the organization’s group life and medical insurance programs and to provide base data in case of future worker’s compensation claims.

    Decision to hire/ Final employment decision!

    Candidates who have successfully pass an employment test, selection interview, background check and physical examination are considering as eligible candidates of the offer of employment in the organization. In many organization offer letter for the employment is being given by the administrator of the organization, in some organization. It is given by the department head, where the position is requiring. Every organization has the different policy for the offer of employment. Do you know, What is Recruitment?

    #Cost of Selection!

    Human resources management always focuses on the cost of the selection of the candidate. To select a person for a particular position, human resources management has to keep it in their budget. Cost of selection is considering for those who don’t contribute anything to the organization. There are some of these kinds of people. They don’t work so efficiently and not only efficiently but they don’t even wish to work properly. Also, They are mainly concerned with their salary not for the effort made by them toward an organization.

    They think about how much organizational benefit they can get, they do not result oriented. Cost of selection is based on employees’ survival in the organization. If an employee will work in the organization for a long time than the cost of the selection of that employee is adjusting. Because during every selection process, human resources management has to give there valuable time. They have to spend time for the search of the good candidate.

    #Factor Affecting Selection Process!

    The selection process is also affecting by certain factors these factors can be good for selection of the candidate and can be bad for the selection of the candidate. Human resource management has to go through these factors, so if they need any changes they can make it at a time. Know about, The Objectives of Human Resource Management!

    There are following factors which are affecting selection process:

    Relevant Experience!

    Human Resource management has to check the experience which they are looking for from the candidate for the particular position. Relevant experience, for example, there is an organization and they need to hire for the there marketing department. The organization needs a candidate with five years of experience in marketing i.e. direct marketing. They post an ad in the newspaper and other modes like. Their own website and other job posting website that they need the candidate with at least five years of experience in direct marketing. They receive some applications and then they came to know that there are some applicants who have five years of experience but not all in the direct market. In such situation, they have to take out the application of those candidates who don’t how relevant experience, Because they are looking for the relevant experience for the position, not the total experience.

    Industry type!

    Industry type is one of the factors which are influencing the selection process. Human resources management faces problem while they have to identify that the candidate has correct industry type. Sometimes they are looking for the candidate from the particular industry. If an organization is a pharmaceutical industry not from banking industry or marketing industry. Here human resources management has to consider the candidate where it was working most have same industry type, not another kind. The relevant industry is one factor which is influencing the selection process. Human resources management has to consider this factor to get the right candidate for the right position.

    Relocation!

    Sometimes organization didn’t find the suitable candidate from the area where they are located. In such situation, they have to hire someone from the different area. Sometime during the selection process, they ask candidates that whether they are ready to relocate themselves or not. And candidates deny the offer because they don’t want to relocate themselves from the current area. In such situation, it becomes a hurdle for human resources management department. Relocation is also a factor which influences the selection process.

    Sometimes human resource management person has to offer some extra benefits to the person whom they want to relocate. They may have to offer house rent, food compensation and something more. Sometimes candidate gets ready to relocate themselves because they find good money or more salary than what they are currently getting. They may get ready to relocate because they get the higher position than what they are working currently or for future prospects. Human resource management has to ready to negotiate with the candidate if they want them to relocate.

    Made of education!

    Mode of education is also factors which influence the selection process. While scrutinizing the applications of the applicants, it is hard to know what mode of education they have done for the qualification which they are applying for these days many students are going for online education, where they don’t get any direct class. They just home to study online. They have to study by themselves and if they any problem with the books and reading material, they have to discuss it online or through email.

    In such condition, they don’t get any direct physical contact with teacher or professors. And they don’t get any practical knowledge about what they are studying. For example, there is an organization that is looking for the candidate, who should have the educational qualification in marketing and has practical knowledge in marketing but the candidate has gone through online education. They have theoretical knowledge about marketing but they don’t have Practical experience. And human resources management has come to know at the time of interview. In such situation, it is hard to select such candidates.

    Salary Budget!

    Salary budget is one of the major factors which influences the selection process. There is a fix salary budget for any position. Human resources management can’t go beyond the budget which they have planned for the position. In any situation, human resources management face the problem when candidate demands the salary which doesn’t fin in the budget of required position. Then they have to negotiate with the candidate. Sometimes candidate didn’t agree with the offer and refuse the offer. It is hard to convince candidate of they are demanding more than salary budget. To convince those human resources management offers certain benefits other than salary.

    The Selection Process in HRM (Human Resource Management) - ilearnlot
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  • What is Efficacy of Activated Processes?

    What is Efficacy of Activated Processes?


    Much research has been conducted on the four major psychological processes through which self-beliefs of efficacy affect human functioning.

    Cognitive Processes


    The effects of self-efficacy beliefs on cognitive processes take a variety of forms. Much human behavior, being purposive, is regulated by forethought embodying valued goals. Personal goal setting is influenced by self-appraisal of capabilities. The stronger the perceived self-efficacy, the higher the goal challenges people set for themselves and the firmer is their commitment to them.

    Most courses of action are initially organized in thought. People’s beliefs in their efficacy shape the types of anticipatory scenarios they construct and rehearse. Those who have a high sense of efficacy, visualize success scenarios that provide positive guides and supports for performance. Those who doubt their efficacy, visualize failure scenarios and dwell on the many things that can go wrong. It is difficult to achieve much while fighting self-doubt. A major function of thought is to enable people to predict events and to develop ways to control those that affect their lives. Such skills require effective cognitive processing of information that contains many ambiguities and uncertainties. In learning predictive and regulative rules people must draw on their knowledge to construct options, to weight and integrate predictive factors, to test and revise their judgments against the immediate and distal results of their actions, and to remember which factors they had tested and how well they had worked.

    It requires a strong sense of efficacy to remain task oriented in the face of pressing situational demands, failures and setbacks that have significant repercussions. Indeed, when people are faced with the tasks of managing difficult environmental demands under taxing circumstances, those who are beset by self-doubts about their efficacy become more and more erratic in their analytic thinking, lower their aspirations and the quality of their performance deteriorates. In contrast, those who maintain a resilient sense of efficacy set themselves challenging goals and use good analytic thinking which pays off in performance accomplishments.

    Motivational Processes


    Self-beliefs of efficacy play a key role in the self-regulation of motivation. Most human motivation is cognitively generated. People motivate themselves and guide their actions anticipatorily by the exercise of forethought. They form beliefs about what they can do. They anticipate likely outcomes of prospective actions. They set goals for themselves and plan courses of action designed to realize valued futures.

    There are three different forms of cognitive motivators around which different theories have been built. They include causal attributions, outcome expectancies, and cognized goals. The corresponding theories are attribution theory, expectancy-value theory and goal theory, respectively. Self-efficacy beliefs operate in each of these types of cognitive motivation. Self-efficacy beliefs influence causal attributions. People who regard themselves as highly efficacious attribute their failures to insufficient effort, those who regard themselves as inefficacious attribute their failures to low ability. Causal attributions affect motivation, performance and affective reactions mainly through beliefs of self-efficacy.

    In expectancy-value theory, motivation is regulated by the expectation that a given course of behavior will produce certain outcomes and the value of those outcomes. But people act on their beliefs about what they can do, as well as on their beliefs about the likely outcomes of performance. The motivating influence of outcome expectancies is thus partly governed by self-beliefs of efficacy. There are countless attractive options people do not pursue because they judge they lack the capabilities for them. The predictiveness of expectancy-value theory is enhanced by including the influence of perceived self- efficacy.

    The capacity to exercise self-influence by goal challenges and evaluative reaction to one’s own attainments provides a major cognitive mechanism of motivation. A large body of evidence shows that explicit, challenging goals enhance and sustain motivation. Goals operate largely through self-influence processes rather than regulate motivation and action directly. Motivation based on goal setting involves a cognitive comparison process. By making self-satisfaction conditional on matching adopted goals, people give direction to their behavior and create incentives to persist in their efforts until they fulfill their goals. They seek self-satisfaction from fulfilling valued goals and are prompted to intensify their efforts by discontent with substandard performances.

    Motivation based on goals or personal standards is governed by three types of self-influences. They include self-satisfying and self-dissatisfying reactions to one’s performance, perceived self-efficacy for goal attainment, and readjustment of personal goals based on one’s progress. Self-efficacy beliefs contribute to motivation in several ways: They determine the goals people set for themselves; how much effort they expend; how long they persevere in the face of difficulties; and their resilience to failures. When faced with obstacles and failures people who harbor self-doubts about their capabilities slacken their efforts or give up quickly. Those who have a strong belief in their capabilities exert greater effort when they fail to master the challenge. Strong perseverance contributes to performance accomplishments.

    Affective Processes


    People’s beliefs in their coping capabilities affect how much stress and depression they experience in threatening or difficult situations, as well as their level of motivation. Perceived self-efficacy to exercise control over stressors plays a central role in anxiety arousal. People who believe they can exercise control over threats do not conjure up disturbing thought patterns. But those who believe they cannot manage threats experience high anxiety arousal. They dwell on their coping deficiencies. They view many aspects of their environment as fraught with danger. They magnify the severity of possible threats and worry about things that rarely happen. Through such inefficacious thinking they distress themselves and impair their level of functioning. Perceived coping self-efficacy regulates avoidance behavior as well as anxiety arousal. The stronger the sense of self-efficacy the bolder people are in taking on taxing and threatening activities.

    Anxiety arousal is affected not only by perceived coping efficacy but by perceived efficacy to control disturbing thoughts. The exercise of control over one’s own consciousness is summed up well in the proverb: “You cannot prevent the birds of worry and care from flying over your head. But you can stop them from building a nest in your head.” Perceived self-efficacy to control thought processes is a key factor in regulating thought produced stress and depression. It is not the sheer frequency of disturbing thoughts but the perceived inability to turn them off that is the major source of distress. Both perceived coping self-efficacy and thought control efficacy operate jointly to reduce anxiety and avoidant behavior.

    Social cognitive theory prescribes mastery experiences as the principal means of personality change. Guided mastery is a powerful vehicle for instilling a robust sense of coping efficacy in people whose functioning is seriously impaired by intense apprehension and phobic self-protective reactions. Mastery experiences are structured in ways to build coping skills and instill beliefs that one can exercise control over potential threats. Intractable phobics, of course, are not about to do what they dread. One must, therefore, create an environment so that incapacitated phobics can perform successfully despite themselves. This is achieved by enlisting a variety of performance mastery aids. Feared activities are first modeled to show people how to cope with threats and to disconfirm their worst fears. Coping tasks are broken down into subtasks of easily mastered steps. Performing feared activities together with the therapist further enables phobics to do things they would resist doing by themselves. Another way of overcoming resistance is to use graduated time. Phobics will refuse threatening tasks if they will have to endure stress for a long time. But they will risk them for a short period. As their coping efficacy increases the time they perform the activity is extended. Protective aids and dosing the severity of threats also help to restore and develop a sense of coping efficacy.

    After functioning is fully restored, the mastery aids are withdrawn to verify that coping successes stem from personal efficacy rather than from mastery aids. Self-directed mastery experiences, designed to provide varied confirmatory tests of coping capabilities, are then arranged to strengthen and generalize the sense of coping efficacy. Once people develop a resilient sense of efficacy they can withstand difficulties and adversities without adverse effects.

    Guided mastery treatment achieves widespread psychological changes in a relatively short time. It eliminates phobic behavior and anxiety and biological stress reactions, creates positive attitudes and eradicates phobic ruminations and nightmares. Evidence that achievement of coping efficacy profoundly affects dream activity is a particularly striking generalized impact.

    A low sense of efficacy to exercise control produces depression as well as anxiety. It does so in several different ways. One route to depression is through unfulfilled aspiration. People who impose on themselves standards of self-worth they judge they cannot attain drive themselves to bouts of depression. A second efficacy route to depression is through a low sense of social efficacy. People who judge themselves to be socially efficacious seek out and cultivate social relationships that provide models on how to manage difficult situations, cushion the adverse effects of chronic stressors and bring satisfaction to people’s lives. Perceived social inefficacy to develop satisfying and supportive relationships increases vulnerability to depression through social isolation. Much human depression is cognitively generated by dejecting ruminative thought. A low sense of efficacy to exercise control over ruminative thought also contributes to the occurrence, duration and recurrence of depressive episodes.

    Other efficacy-activated processes in the affective domain concern the impact of perceived coping self-efficacy on biological systems that affect health functioning. Stress has been implicated as an important contributing factor to many physical dysfunctions. Controllability appears to be a key organizing principle regarding the nature of these stress effects. It is not stressful life conditions per se, but the perceived inability to manage them that is debilitating. Thus, exposure to stressors with ability to control them has no adverse biological effects. But exposure to the same stressors without the ability to control them impairs the immune system. The impairment of immune function increases susceptibility to infection, contributes to the development of physical disorders and accelerates the progression of disease.

    Biological systems are highly interdependent. A weak sense of efficacy to exercise control over stressors activates autonomic reactions, catecholamine secretion and release of endogenous opioids. These biological systems are involved in the regulation of the immune system. Stress activated in the process of acquiring coping capabilities may have different effects than stress experienced in aversive situations with no prospect in sight of ever gaining any self-protective efficacy. There are substantial evolutionary benefits to experiencing enhanced immune function during development of coping capabilities vital for effective adaptation. It would not be evolutionarily advantageous if acute stressors invariably impaired immune function, because of their prevalence in everyday life. If this were the case, people would experience high vulnerability to infective agents that would quickly do them in. There is some evidence that providing people with effective means for managing stressors may have a positive effect on immune function. Moreover, stress aroused while gaining coping mastery over stressors can enhance different components of the immune system.

    There are other ways in which perceived self-efficacy serves to promote health. Lifestyle habits can enhance or impair health. This enables people to exert behavioral influence over their vitality and quality of health. Perceived self-efficacy affects every phase of personal change–whether people even consider changing their health habits; whether they enlist the motivation and perseverance needed to succeed should they choose to do so; and how well they maintain the habit changes they have achieved. The stronger the perceived self-regulatory efficacy the more successful people are in reducing health-impairing habits and adopting and integrating health-promoting habits into their regular lifestyle. Comprehensive community programs designed to prevent cardiovascular disease by altering risk-related habits reduce the rate of morbidity and mortality.

    Selection Processes


    The discussion so far has centered on efficacy-activated processes that enable people to create beneficial environments and to exercise some control over those they encounter day in and day out. People are partly the product of their environment. Therefore, beliefs of personal efficacy can shape the course lives take by influencing they types of activities and environments people choose. People avoid activities and situations they believe exceed their coping capabilities. But they readily undertake challenging activities and select situations they judge themselves capable of handling. By the choices they make, people cultivate different competencies, interests and social networks that determine life courses. Any factor that influences choice behavior can profoundly affect the direction of personal development. This is because the social influences operating in selected environments continue to promote certain competencies, values, and interests long after the efficacy decisional determinant has rendered its inaugurating effect.

    Career choice and development is but one example of the power of self-efficacy beliefs to affect the course of life paths through choice-related processes. The higher the level of people’s perceived self-efficacy the wider the range of career options they seriously consider, the greater their interest in them, and the better they prepare themselves educationally for the occupational pursuits they choose and the greater is their success. Occupations structure a good part of people’s lives and provide them with a major source of personal growth.