Analysis of Selection Steps in Human Resource Management

This article provides an analysis of the selection steps in human resource management for different job positions. It discusses the process of screening applications, employment tests, on-the-job training, and final selection. The examples include a medical receptionist, TV news presenter, and professor in HRM.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author note

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Table of Contents
Answer to Question 1.................................................................................................................2
Answer to Question 2.................................................................................................................4
Answer to Question 3.................................................................................................................5
Answer to Question 4.................................................................................................................6
References..................................................................................................................................8

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Answer to Question 1
Analysis of Selection Steps
a. A Medical Receptionist
Firstly, screening of applications is done to find the most suitable candidate for the
medical receptionist position
Furthermore, the employment test is applicable to find out whether the candidate has
knowledge regarding the medical tests and applications (Berman et al. 2019)
Moreover, there can be inclusion of on the job training and tests which will be helpful
in understanding the ability of the candidate in handling the crowd at a time. As a medical
receptionist, it is essential to handle the different queries of the patients and solve their issues
in an efficient manner (Ekwoaba, Ikeije and Ufoma 2015)
Lastly, the final selection process is done in which the suitable candidate will be
awarded with appointment letter
b. A TV News Presenter
Preliminary Interview and Screening of Applications is the first step wherein the
management will check whether the candidate has the bachelor’s or master’s degree in
journalism (Gibbs, MacDonald and MacKay 2015)
Furthermore, there will be interview process wherein the skill sets of the candidates
will be analyzed along with the ability to work in the organization as well. The major purpose
of the employment test for TV Presenter is to identify whether the speaking power and ability
is inbuilt or there will be requirement of training for the same (Guo and Al Ariss 2015)

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Lastly, there will be final selection along with offering appointment letter to the
candidate confirming his selection to the respective job.
c. A professor in HRM
Preliminary Interview is the first step which will be conducted in order to understand
whether the candidate has the required knowledge on the Human Resource Management
related topics
Employment Test is the second step wherein the interviewer will be gaining more
insights about the candidate and here the interviewer will be asking the different questions
based on the topic and provide them with the accurate picture of the different aspects which
should be followed while teaching in the classroom (Jabbour and de Sousa Jabbour 2016)
There is inclusion of psychological tests wherein the respective test is conducted
individually which helps in finding out the skills and quality of the HR aspects in the
individuals as it will be helpful and the tests include aptitude tests, synthetic tests along with
intelligence tests.
Lastly, the personal interview is conducted wherein the candidates will be proving
themselves through the tests are being interviewed personally. It will be involving the
management of the top officials wherein the candidates will be asked various questions about
their previous experience on the other similar kind of jobs. In the respective process, the
strengths and weaknesses are identified and noted which will be helpful for them in making
the final decisions.

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Answer to Question 2
Definition of Performance Appraisal
Performance Appraisal is one of the most systematic, general along with periodic
process which helps in assessing the job performance along with productivity of the
employees in relation to certain criteria along with organizational objectives which are pre-
established in nature (Johnson, Lukaszewski and Stone 2016). The performance appraisal is
done in a systematic manner wherein the supervisors measure the pay for the different
employees and compare the same with plans and targets. Moreover, the main objectives of
the performance appraisal are to maintain the different records as to determine the
compensation related packages, rise in salary along with wage structure. The major
advantages of the performance appraisal are development of the employees, promotion along
with compensation which are being provided to the employees.
Analysis of Reasons to View Appraisal Exercise Negatively
Firstly, the employees feel that performance appraisal creates negative experience for
the different employees and the managers in the organization. As the process is subjective
and there are no such benchmark performance numbers are already set and due to this, the
respective uncertainty causes high anxiety among the employees before the process (Lussier
and Hendon 2017).
Furthermore, in the performance appraisal process, it has been noticed that the
respective process rarely focuses on skills and abilities of the different employees and they
are not providing commitments related to time as well as resources from the entire
organization regarding how to encourage the different employees (Noe et al. 2017).

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Moreover, it has been noticed that when the ambitious employees want to self-assess
their own performance midstream, there are different processes in the organization which do
not allow the same and it affects the morale of the employees in a negative manner as well.
There is no such appeal process wherein the employees in the organization are not
provided with the opportunity to challenge the results and it creates a negative impact on the
performance of the employees (Noe et al. 2015).
There are different kinds of emotional consequences wherein when the performance
appraisal is blotched, there can be decrease in engagement of the employees and there will be
loss of trust among employees as well.
Answer to Question 3
Aspects to Make Performance Appraisal Feedback Sessions Effective
Firstly, the managers need to be effective and very specific as the feedback of the
employees should be task focused, crystal clear along with at the point. The management
needs to be very specific in order to understand the KPIs at the respective moment which will
be bringing in some valuable insight (Stone and Deadrick 2015). The timely feedback is
essential as when the employees have achieved and reached the goal, the sooner they will be
receiving positive feedback and it will be more rewarding to them. As the different feedbacks
which lacks specificity strikes the employees as hollow or empty praise or the groundless
blame.
For instance- Telling and notifying the employees wherein he/she has exercised good
teamwork in the major project work is less helpful and it will not be able to convince them.
On the other hand, when the management will be informing and appreciating them by telling
them that the management officials appreciate their effort for staying late last Tuesday at

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office and assist the struggling co-worker in meeting his deadline will be beneficial and it
will make the feedback more effective and appropriate in nature.
Furthermore, honor the rule of thumb approach is the other aspect which can be
followed by the management to make the feedback more effective. When the employees
perform well in the organization, the higher authorities can praise them in front of the peers
and there can be usage of bulletin boards, newsletters which can be adopted by them as to
give them credit for the work which is performed by them (Stone et al. 2015). However,
while providing feedback to the employees, the negative comments are required to be
provided to them in private as it will help employees in avoiding embarrassment and the
process of feedback is less likely to become defensive.
For instance- When an employee will be appraised, if there are negative aspects
which are required to be discussed by the management, it is required that the management
deals with the respective issue with them on a personal note as it will not embarrass them. On
the other hand, while praising the employees, it can be done in front of all the employees who
are peers as it will motivate them and they will be motivated to perform better in the next
quarter as well.
Answer to Question 4
Analysis of Whether Retirement Should be Made Compulsory at the Age of 55 with
Examples
In many countries, there has been imposition of the labor rule wherein the different
employees are entitled to have a specific retirement once they reach 55 years of age.
Moreover, there are a group of individuals who feel that the respective rule should be strictly
enforced. However, there are few other individuals who feel that the retirement age should be

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optional and the employees should be provided with a chance to decide for themselves as
well (Taylor, Doherty and McGraw 2015).
From the above aspect, it can be analyzed that the retirement age should not be
forced as the individuals have proper experience and potential to serve the respective
company. For instance- The different fields such as politics, science, singing along with
research can be done better by the ones who are experienced in the same and these fields
need them. Moreover, the experienced people have long vision and they can take better
decisions in few instances. For instance- The long vision can play a beneficial role in taking
the better decisions for the company growth and they can solve the issues faced by the
organization in a proper and more appropriate manner than the youngsters present in the
market.
On the other hand, there are different reasons through which it can be analyzed that
the individuals should retire at the age of 55 as they are not mentally as well as physically
strong and young and they get tired or exhausted earlier in comparison to the young
individuals. Moreover, the people are not as flexible as they were before like the youngsters
in learning the different technologies which are new in nature and it can be difficult for them
in coping up with the latest technological advancements. For instance- The retirement of the
individuals will be generating more opportunity along with options for the jobs for the
different youngsters.

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References
Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R., 2019. Human resource
management in public service: Paradoxes, processes, and problems. CQ Press.
Cascio, W.F., 2015. Managing human resources. McGraw-Hill.
Ekwoaba, J.O., Ikeije, U.U. and Ufoma, N., 2015. The Impact of Recruitment and Selection
Criteria on Organizational Performance.
Gibbs, C., MacDonald, F. and MacKay, K., 2015. Social media usage in hotel human
resources: recruitment, hiring and communication. International Journal of Contemporary
Hospitality Management, 27(2), pp.170-184.
Guo, C. and Al Ariss, A., 2015. Human resource management of international migrants:
Current theories and future research.
Jabbour, C.J.C. and de Sousa Jabbour, A.B.L., 2016. Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production, 112, pp.1824-1833.
Johnson, R.D., Lukaszewski, K.M. and Stone, D.L., 2016. The Evolution of the Field of
Human Resource Information Systems: Co-Evolution of Technology and HR
Processes. CAIS, 38, p.28.
Lussier, R.N. and Hendon, J.R., 2017. Human resource management: Functions,
applications, and skill development. Sage publications.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

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Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review, 25(2), pp.139-145.
Stone, D.L., Deadrick, D.L., Lukaszewski, K.M. and Johnson, R., 2015. The influence of
technology on the future of human resource management. Human Resource Management
Review, 25(2), pp.216-231.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.