The popularity and application of competencies to human resource processes has grown over the last 20 years since Richard Boyatzis fIrst described a competency in his book 'The Competent Manager' in 1982. With this dissertation a study of the origins of the competency movement, its various applications and in particular, its application to human resource processes in the area of graduate recruitment, selection and development, is undertaken. A study of the application of an existing competency framework to the graduate recruitment process in a local subsidiary of a Durban-based multi-national was undertaken. The objective of the study was to investigate whether specifIc competency clusters, as defIned in the competency framework, were better at predicting early career success than were others. The study used the cumulative appraisal increases of fIfty-four graduate recruits over a twenty-one month period, together with the competency scores that were awarded the graduate during their actual recruitment and selection for employment. Using a backward elimination multiple regression technique the merit ratings were included with scores for each of the four competency clusters in the equation. Results suggest that higher scores on two of the four competency clusters 'Determines Direction' (DD) and 'Delivers through People' (P) are better predictors of early career success. It was concluded that while certain competency clusters seem better indicators of early career success than others, factors such as interviewer skill in identifying competency evidence, interviewer bias and appropriateness of ii competencies to graduate recruitment, may account for the weak relationship between the indicator variables in the study. / Thesis (MBA)-University of Natal, 2002

Thesis submitted in fulfilment of the requirements for the degree Master of Technology: Human Resource Management in the Faculty of Business at the Cape Peninsula University of Technology / This research examines staff perceptions of the recruitment and selection processes in a tertiary education setting in South Africa. It aims to determine if there is a correlation between these perceptions and the productivity of staff. The benefit of this research lies in the fact that tertiary education institutions are at the last rung of the ladder of any nation’s human capacity development initiatives. Thus, if the processes by which they recruit and select their staff are perceived to be flawed, the consequences in the fulfilment of their afore-mentioned mandate would be compromised. There are many tertiary educational institutions in the Western Cape province of South Africa. These include traditional universities, comprehensive universities, a university of technology and FET colleges. This study focuses on one particular tertiary institution in the Western Cape. Due to the position taken by the institute in the current study on privacy issues, the said institution will be referred to as “Institution X”. The research adopted a quantitative data collection and analysis approach because it was deemed to be the most effective, objective and unobtrusive in the circumstance. Data was collected from the population of academic and non-academic staff of an identified faculty within a campus of the institution. The population of this study was 370 staff and the actual sample size represented 30% of the population. Unfortunately the final actual sample size was 106 and not 111 as originally planned. The sample technique that was used for this study was a systematic sample. Therefore, every tenth name on the list that represented the population was selected. The data collection instrument was a researcher-developed, self-administered questionnaire (a Likert-type attitude scale). Ethical clearance was obtained from the institution. Furthermore, a clear statement of informed consent was contained in the questionnaire that was distributed to participants, in addition to clear instructions on how to complete the questionnaire with assurances of strict anonymity and confidentiality of the process. The research revealed that there is a relationship between employee perceptions of recruitment and selection and organisational productivity. Further studies can be initiated to investigate what strategies may be used for recruitment and selection in order to increase productivity, ways in which tertiary educational institutions can increase productivity using recruitment and selection processes and identify challenges and benefits of recruitment and selection processes with regard to productivity. Further studies can also evaluate the impact of recruitment and selection processes on an institution of higher learning.

This study evaluated the recruitment and selection of educators in the Zambezi Education Directorate of Namibia. Its objectives were: (1) to investigate ways and means of facilitating the implementation of the Public Service Act (Act no. 13 of 1995) with regard to the recruitment and selection of educators in the Zambezi Education District of Namibia; (2) to assess the role played by environmental and contextual factors in the performance of officials responsible for recruitment and selection of educators in the Zambezi Education District of Namibia; and (3) to find out if there was a relationship between the high turnover of educators and the processes of recruitment and selection of educators during the period of the investigation. A qualitative research methodology was used to conduct the study. A sample of 21 participants was selected for the study. It was comprised of six officials from the division human resources management - responsible for receiving information about teachers needed in schools from the circuit offices and advertising vacant posts; six officials from division of professional services - responsible for ensuring that educators who are recruited possess the prescribed teaching qualifications and competences; two officials in management cadre - responsible for administrative and financial decisions on recruitment and selection of educators and ensuring that posts have been budgeted for before they are filled. Seven participants who were former employees of the Zambezi Education Directorate also formed part of the sample. The researcher used interviews to gather data from participants. He also consulted relevant official documents such as the Public Servant Staff Rules (PSSR), circulars and policies issued by the Office of the Prime Minister (OPM) the Public Service Act, (Act No. 13 of 1995) and the Education Act, (Act No. 11of 2000). The study found, among others, that some participants who were involved in the recruitment and selection processes were not aware of the relevant Recruitment and Selection Policy. The environment and the context in which the recruitment and selection policy was implemented created loopholes for inefficiency and ineffectiveness. Furthermore, the study found that there was a relationship between the turnover of educators and the processes of recruitment and selection of educators. Hence the study recommends various ways and means of improving the recruitment and selection process in the Zambezi Education Directorate.

Relationships between recruitment referral sources and performance, work skills, inter-personal skills, attendance, retention, gender, ethnicity, age, etc. -- Formal recruiting (radio, tv, newspaper, employment/placement office) -- Informal recruiting (employee referrals, walk-ins, etc.).

One technique being used to reduce employee turnover is the Weighted Application Blank. Data obtained from application blanks are analyzed and weights are assigned to each item. Utilizing these weights, predicted scores are derived and compared to each person's actual tenure to determine the effectiveness of the model. The present study analyzed application blank data from the files of 93 currently employed and 69 terminated female clerical workers. Twelve items were analyzed by means of a stepwise multiple linear regression procedure, with months of tenure being the dependent variable. The five most significant items yielded a multiple correlation of .54. The total sample also was divided randomly into two groups, and cross-group analyses resulted in simple correlations of .56 and .29.

The marketing of personnel assessment services by a variety of individuals and groups has developed into a highly competitive, somewhat unstable, and unusually controversial major American merchandising effort. This study contains a review of the promotional materials and activities of several commercial assessment organizations. Emphasis has been placed upon various "scientific breakthroughs" in the field, including, when possible, the descriptive as well as the predictive utilities that are claimed to result from their use. Three procedures were studied under actual industrial conditions, using tenure and productivity measures as criteria. None of the procedures was found to be significantly predictive in this instance.

An Applied Ethics for Professionals Research Report Submitted to the University of the Witwatersrand in partial fulfilment of the requirements for the degree of Master of Art, 2018 / The role of Human Resources Management (HRM) can be characterised as “provid[ing] direction as to how an organisation should handle people so that organisation[al] effectiveness and individual satisfaction are maximised” (Trezise, 1996:87). Such a role inevitably creates a number of ethical tensions. If HRM practitioners face difficult ethical challenges in organisations, then it follows that it is important to understand what type of ethical expertise they require to address these challenges. My first aim will be to assess whether prevailing models of ethical expertise are able to conceptualise moral agency and the capacity that is needed to develop such agency in HRM. In this regard, I shall argue that the prevailing models are insufficient for their purposes. My second aim will be to develop a more satisfactory account. I will argue that a broader notion of ethical expertise is required: one, which includes not only virtue but also the process of deliberation and the application of moral agency; which is effectively able to deal with a multitude of situations; and which has a chance of identifying the best alternatives in complex HRM ethical situations. Such an expanded notion of ethical expertise potentially strengthens the ability of HRM practitioners to be more effective as ethical stewards. / XL2019

The purpose of this study was to determine the compensation preferences of seniors at the University of Central Florida. The sample consisted of 86 females and 77 males currently registered as seniors at the university. Subjects were mailed a questionnaire and asked to rank order 11 compensation options and answer nine demographic questions. One-way and repeated measures analyses of variance were used to compute significant differences, 10 were found between groups in compensation preferences as related to the demographic variables. For example, those students with children had significant differences in preferences for four of the options. Significant differences in rankings were also found for all 11 options within the academic major categories. Three of the groups had no significant differences in preferences for the options including males and females.

This study investigates individual perceptions of work related attributes during the employment search process. Specifically, the purpose of this study was to investigate: 1) the relationship of job seeker work experience to the importance placed on work-related attributes, and 2) the relationship of job seeker gender to the importance placed on work-related attributes. Six hundred and ninety-four graduating baccalaureate hospitality students from eleven nationwide universities with accredited hotel-restaurant programs participated in this study. Hypotheses proposed in this study were largely unsupported. Methodological difficulties associated with survey instrumentation and administration rendered the findings of this study inconclusive. / Ph. D.

by Chow Ho Kong, Tang Ying Cheung, Eric. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves [35-37]). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Significance of Managerial Selection --- p.1 / Environmental Context --- p.2 / Banking Industry --- p.2 / Recruitment Environment --- p.3 / Problem Identification: Imperfect Selection Process --- p.4 / Chapter II. --- SCOPE OF STUDY --- p.6 / Objectives of This Study --- p.6 / Methodology --- p.7 / Chapter III. --- OVERVIEW ON THE MANAGERIAL SELECTION PROCESS --- p.8 / Functions and Success Factors of Selection --- p.8 / Stages of Selection Process --- p.10 / Chapter IV. --- STAGES OF MANAGERIAL SELECTION PROCESS --- p.12 / Stage One: Pre-Selection --- p.12 / Internal Manpower Needs --- p.13 / Job Analysis --- p.14 / Managerial Competencies --- p.16 / Stage Two: Selection --- p.19 / Stage Three: Post-Selection --- p.25 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS --- p.28 / The Interviews with Banks --- p.28 / Pre-Selection Stage --- p.29 / Communication of Job Opening --- p.29 / Job Analysis --- p.30 / Managerial Competencies --- p.31 / Sourcing of Potential Candidates --- p.31 / Chapter V. --- CURRENT PRACTICES OF MANAGERIAL SELECTION IN BANKS (Continued) / Selection Stage --- p.32 / Application Letter / Resume and Written Test --- p.32 / Job Interview --- p.33 / Validity of Selection Methods --- p.33 / Selection Decision --- p.35 / Post-Selection Stage --- p.35 / Induction Programme --- p.35 / Probationary Period --- p.36 / Chapter VI. --- CONCLUSION AND RECOMMENDATIONS --- p.38 / Recommendations on Banks' Managerial Selection Process --- p.38 / Proactive Role of Human Resources Managers --- p.38 / In-depth Job Analysis to Identify Job-Specific Competencies --- p.39 / Well Documented Records in Each Stage of Selection Process --- p.40 / Cost Effective Use of Managerial Competencies Model --- p.41 / Use of Structured Interview for Testing --- p.41 / Selection Decision Made According to Pre-Determined Criteria --- p.42 / Induction Programme to Socialize New Manager --- p.42 / Evaluation after Probationary Period as Feedback --- p.42 / Implications on the Designed Framework of Managerial Selection Process --- p.43 / Conclusion --- p.45 / APPENDIX / BIBLIOGRAPHY