Organisasi Psychology_Michael G AAMODT

Industrial/Organizational Psychology an applied approach 6th edition authur michael G AAMODT

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Figure 4.1 steps in selecting employee
Job Analysis
Job analysis---selection of testing methods---test validation---recruitment---screening---Testing---Selecting---Hiring/rejecting

Job analysis is the cornerstone of personnel selection. Thus during the job analysis process , in addition to identifying the important tasks and duties, it is essential to identify the knowledge, skills and abilities needed to performed the job.
Therefore, the methods used to select employees should tie in directly with the result of the job analysis. In other words every essential knowledge, skill, and ability identified in the job analysis that is needed on the first day of the job should be tested and every test must somehow relate to job analyss. For example, if a job analysis reveals that an office manager types correspondence and proofreads report to ensure that the reports are grammatically correct, then the battery of selection tests migh include a typing test and a grammar test.


Recruitment

An important step in selecting employees is recruitment: attracting people with the right qualification (as determined in job analysis) to apply for the job. The first decision is whether to promote someone from the organization (internal recruitment) or to hire someone from outside the organization (external recruitment). Organizations such as AT&T and Norfilk Southern Corporation first advertise employment openings for two weeks to current employees. If not qualified applicants are found, the organizations then advertise outside
To enhance employee morale and motivation, it is often good to give current employees and advantage in obtaining new internal positions. In fact, an examination of the 2005 rankings of the 25 Best Small Companies to Work for in America and 25 Best Medium Companies to Work for in America indicates that these companies fill more than 20% of their openings with internal promotions rather than external hires (Pomeroy,2005)

Internal promotions can be a great source of motivation, but if an organization always promotes employees from within it runs the risk of having a stale workforce that is devoid of the many ideas that new employees bring with them from their previous employment settings. Heavy reliance on internal sources is thought to perpetuate the racial, gender, and age composition of the workforce. Thus, a balance between promoting current employees and hiring outside applicants is needed

Recruiters

Many organizations send recruiters to college campuses to answer questions about themselves and interview students for available positions. Not surprisingly, the behavior and attitude of recruiters can greatly influence applicants’ decisions to accept jobs that are offered (Chapman, Uggerslev, carroll, Piasentin, & Jones,2005;Rynes, Bretz,&Gerhart, 1991).
Due to cost considerations, many employers have cut back on the use of on_campus recruiting. As a result, an increasing number of colleges are organizing virtual job fairs, in which their students and alumni can use the web to visit with recruiters from hundreds of organizations at one time. In virtual job fair, applicants can talk to or instant_message a recruiter, learn more abaout the company, and submit resumes.

Outside Recruiters

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More than 75% of organizations use such outside recruiting sources as private employment agencies, public employment agencies, and executive search firms (SHRM,2001b). Private employment agencies and execituve search firms are designed to make profit from recruitment activities, whereas public employment agencies are operated by state and local public agencies and are strictly nonprofit.




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Increasing Attandance by Reducing Employee Stress

Absenteeism can be reduced by removing the negative factors employees associate with going to work. One of the most important of these factor is stress. The greater the job stress, the lower the job satisfaction and commitment, greater the probability that most people will want to skip work. As will be discussed in great detail in Chapter 15, there are many sources of stress at work including physical danger, boredom, overload, conflict, and bad management practices
To increase attendance, then, negative factors must be eliminated. The first step in this elimination, of course, is to become aware of the negative factors that bother employees. These can be determined by asking supervisors or by distributing employee questionnaires.
Once the problems are known, it is important that management diligently work to eliminate the identified problems from the workplaces. As will also be discussed in Chapter 15, employers engage in a variety of programs designed to reduce job_related stress as well as stress from family and personal issues.


Turnover/ penggantian staff baru
Cost of Turnover

Thus, If an employee’s annual salary is $40,000, the cost to replece the employee will be $60,000. Both visible and hidden cost determine this estimate. Visible costs of turnover include advertising charges, employment agency fees, referral bonuses, recruitment travel costs, salaries and benefits associated with the employee time spent processing applications and interviewing candidates and relocation expenses for the new employee. Hidden costs include the loss of productivity associated with a new employee leaving_other employees trying to do extra work, no productivity occurring from the vacant position_and the lower productivity associated with a new employee being trained. Additional hidden costs include overtime of employees covering the duties of the vacant position and training costs once the replacement is hired. The actual cost of turnover for any given position can be more accurately estimated using a formula such as those found on the text website.
In terms of turnover in an organization, there are four views on the effect of performance on such factors as safety, productivity and profitability. These are
1. There is a negative correlation such that higher turnover rates will result in lower organizational performance
2. Because some turnover is healthy for organization, there is a U_shaped relationship between turnover and performance such that very low or very high levels of turnover will result in lower organizational performance, but a moderate amount of turnover will result in higher performance.
3. The negative effect of turnover is strongest when an organization’s turnover rate climb
4. The effect of turnover on organizational performance is mediated by the strength of an organization’s HR efforts. Turnover will most affect organizations that don’t invest in their employees and will least affect organizations that spend time and money to develop their employees


All four theories make good sense, research seems to support the idea that an employee leaving an organization will most affect an organization’s performance when the monthly turnover rate for the organization is low and will have a dimishing effect on performance when the turnover rate is high (Shaw, Gupta&Delery 2005)

Reducing turnover/ mengurangkan penggantian staff baru…

Because of the hi9gh cost of turnover, as well as its negative effect on organizational performance (Glebbeek & Bax, 2004), organizations make tremendous efforts to reduce the number of quality employees that quit their jobs. An organization reducing the number of employees leaving by one per month will save $360,000 a year for a $20,000 job and $720,000 a year for a $40,000 job
The first step in reducing turnover is to find out why your employees are leaving. This is usually done by administering attitude surveys to current employees and conducting exit interviews with employees who are leaving. Salary surveys can also be useful because they allow you to compare your organization’s pay and benefit practices with those of other organizations. Surveys are important because there appers to be a real disconnect between the reasons managers think employees leave and the actual reasons 89% pf managers believe employees leave for more money,yet 88% of employees say they left for other reasons (Branham 2005)

It is important to understand that employee turnover is a process of disengagement from the organization that can take days, weeks or months (Branham,2005). So, employees don’t awaken one day and just decide to leave. Instead, they have been thinking about it for a period of time, which means that better commucation between employees and management might prevent the ultimate decision to leave. Employees typically leave their jobs for one of five reasons: unavoidable reasons, advancement, unmet needs, escape and unmet expectations.