Analyzing HR Selection Methods, Bonus Schemes, and Representation

This report examines two key areas within human resource management: selection methods and bonus schemes. The first part of the report focuses on the merits of face-to-face and telephonic interviews as selection methods, particularly in the context of increasing the representation of Aboriginal people in the workforce. It highlights the advantages of each method, such as in-depth analysis in face-to-face interviews and wider geographic reach and cost-effectiveness in telephonic interviews. The second part addresses the issue of fixed bonus schemes leading to demotivation among employees. The report proposes a performance-based bonus system as a solution, citing research that supports its potential to improve employee satisfaction, motivation, and organizational performance. The report references several studies to support its claims, presenting both the benefits and potential drawbacks of performance-based pay. The overall aim is to provide insights into HR practices that can enhance both workforce diversity and employee motivation.

Short Term Assessment

Selection method & minority representation
In this present paper, we will discuss the job category, namely, human resource executive in
order to examine the merits of face to face interview and telephonic interview method which
helps to increase the representation of aboriginal people in the workforce.
Face to face selection
It is the defined as the selection method which is used to check the capabilities and knowledge of
an individual verbally (Storper et al., 2004_. Following are the merits of face to face selection
method:
1. It allows in-depth analysis of interviewer which helps to judge the capabilities of an
individual through one to one conversation.
2. The confident, body language and individual capabilities can be judged through face to
face selection.
Telephonic interview
It is defined as the interview through a telephonic conversation between the interviewer and
interviewee. It helps to analyse the knowledge, basic introduction of an individual which helps to
determine the nationality of an individual which enables to achieve the goals and objective of the
CERA. The benefits of the telephonic interview are described below:
1. The telephonic interview enables to access the wide geographic which helps to check the
nationality of an individual through taking the brief information about the individuals
(Wald et al., 2000).

2. The telephonic interview is cost and time effective because the recruitment process
includes high cost but the telephonic interview is conducted on telephones which help to
select the individual for the final round on the basis of telephonic interview.
3. The telephonic interview has the limited complexity of questions due to one to one
conversation which helps to achieve the objective of CERA within the short time period.
Both the selection methods help to achieve the organizational goal of representing the aboriginal
people in the workforce.
Bonus scheme
Problem
The aim of the bonus scheme is to provide benefits to the employees but the issue is that the
employees are getting fixed bonus and their work pressure and achievements are higher than the
bonus received by the employees per year due to which employees are demotivated which
impacts on the organizational performance.
Proposed solution
According to the researchers, it is stated that the bonus system should motivate the employee
who improves the job satisfaction and security within the particular time period and it improves
the retention rate of the employees (Nido, et al., 2015). The solution to the problem is that the
company must start performance-based bonus in order to motivate and satisfy the employee by
paying them on the basis of their performance within the specific time period. According to the

francis Boachie et, al., 2011 the performance-based bonus helps to achieve the organizational
goals and objectives through motivating the employee within the particular year (Gao et al.,
2014). According to the Meyer et al., 2007 the perception of the employees regarding the
performance-based bonus acts as a motivator and build the positive attitude in employees
towards the achievement of organizational goals and objectives within the particular period of
time. According to the Perry et al., 2009 there are various factors which are affected from the
performance-based pay such as level of trust, effective performance approach, adequate rewards
and others (Choi et al., 2015). But according to the Kellough and selden et al., 1997 the
implementation of performance base bonus is unfair because the perception of individuals varied
from one to another which impacts on the motivation level of an individual whereas the Fletcher
and Williams et al., 1996 states that the performance-based bonus improves the organizational
performance by improving the efficiency of an individual through satisfying the employees in
monetary terms (Perry et al., 2016). The performance-based pay is the solution of the proposed
solution in order to motivate the employee through performance-based bonus which directly
improves the organisational performance within the particular time period (Goodman et al.,
2013).

References
Storper, M., & Venables, A. J. (2004). Buzz: face-to-face contact and the urban
economy. Journal of economic geography, 4(4), 351-370.
Wald, J., & Taylor, S. (2000). Efficacy of virtual reality exposure therapy to treat driving phobia:
a case report. Journal of behavior therapy and experimental psychiatry, 31(3), 249-257.
Gao, H., & Li, K. (2014). Large shareholders and CEO performance-based pay: New evidence
from privately-held firms. Available at SSRN, 2047997.
Perry, W., McIlwain, M., Kloezeman, K., Henry, B. L., & Minassian, A. (2016). Diagnosis and
characterization of mania: Quantifying increased energy and activity in the human behavioral
pattern monitor. Psychiatry research, 240, 278-283.
Nido, M. B. (2015). ASSESSMENT OF THE PERFORMANCE BASED BONUS (PBB) IN
THE PUBLIC HEALTH CARE SYSTEM: A CASE STUDY (Doctoral dissertation).
Choi, S., & Whitford, A. B. (2015). Employee Satisfaction in Agencies with Merit-Based Pay:
Differential Effects for Three Measures. Available at SSRN 2553622.
Goodman, S. F., & Turner, L. J. (2013). The design of teacher incentive pay and educational
outcomes: Evidence from the New York City bonus program. Journal of Labor Economics,
31(2), 409-420.