acca p113s4Word文件下载.docx
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1.3Reasonsforineffectiverecruitmentandselection
Ineffectiverecruitmentmayarisefrommanyfactors:
∙Inadequatejobanalysis
∙Unattractiveterms
∙Failureinmediachosentoattractcandidates
Ineffectiveselectionmayresultfrommanyfactors:
∙Badinterviewing
∙Ignoranceofthejob
∙Lackofavalidationsystem
1.4Successfulrecruitmentandselectionpractices
Itisimportanttomakeaconstantevaluationoftheentirerecruitmentprocess.Thesimplestmeasureisintermsofcostperapplicant.
Theusualmethodofassessingthevalueofaselectionprocessisbycost-benefitanalysis,althoughitmaybehardtoidentifytheactualcostsandbenefits.
Question1
Youremployerhasnoformalrecruitmentprocedures,butbeinginanexpandingmarketrealizesthataformalprocedureisnowrequired.
Required
a)Adviseyouremployerontheprocessandpracticesinvolvedinrecruitment.(7marks)
b)Preparearecruitmentandselectionplan(9marks)
(15marks)
AnswerPlan
2Recruitment
2.1Processofrecruitment
Thebestrecruitmentcampaignwillencourageasmallnumberofhighlysuitableapplicants,becosteffective,bespeedyandshowcourtesytoallcandidates.
Therecruitmentplanincludes:
2.2JobAnalysis
Jobanalysisistheprocessofcollecting,analyzingandsettingoutinformationaboutthecontentofjobsinordertoprovidethebasisforajobdescriptionanddataforrecruitment,training,jobevaluationandperformancemanagement.Jobanalysisconcentratesonwhatthejobholdersareexpectedtodo.
Jobanalysisconsistsofthefollowingelements:
∙Definingjobrequirements–jobdescriptionandjob(person)specification
Theprocessofjobanalysisstartswithadetailedstudyanddescriptionofthetasksthatmakeupthejobandthekindofpersonrequiredtodothejob.
∙Jobevaluation
Thisinvolvescomparingjobsbyusingformalandsystematicprocedurestodeterminewageandsalarydifferentials.Methodsofjobevaluationarebothnon-analyticalandanalytical.
∙Jobclassification
Thisistheprocessbywhichjobswithsimilarcontent,payandstatusaregroupedtogether.
Themethodsorstagesofjobanalysisare:
Stage1:
Obtainallthenecessaryrelevantandappropriatedocumentation.
Stage2:
Askmanagersaboutthepurposeandmoregeneralaspectsofthejob,itsmainactivitiesandtheresponsibilitiesinvolved.
Stage3:
Askthesamequestionsofthejobholderswhoseperceptionsmaydiffer.
Stage4:
Actuallyobservethejobholdersatwork.
Informationthatshouldbecollectedduringthejobanalysisinvestigationshouldinclude:
∙Purposeofthejob–whydoesthejobexist
∙Contentofthejob–whattasksaretobeundertaken
∙Accountabilitiesofthejob–forwhichresultsisthejobholderresponsible
∙Performancecriteria–whatwillthejobholder’sperformancebejudgedon
∙Responsibilitiesofthejob–whatdecisionsanddegreeofautonomywillthejobholderhave
∙Organisationalfactors–whodoesthejobholderreportandwhoaretheirstaff
∙Developmentalfactors–promotionandcareerprospects
∙Environmentalfactor–workingconditionsandrequirements
Effectiverecruitmentdependsonaccuratejobanalysis.Thiscansaveanorganizationtimeandmoneyandavoidunwantedpersonnel.Jobanalysismayhelpestablishthatrecruitmentisnotafterallneeded.
2.3Jobdescription
Ajobdescriptionisabroadstatementofthepurpose,scope,dutiesandresponsibilitiesofthejob.
Ajobdescriptionusuallydefinesthenatureofthejobclassifiedunderaseriesofheadingsasfollows:
∙Identificationofthejob
∙Purposeofthejob
∙Positionintheorganization
∙Duties
∙Responsibilities
∙Physicalconditions
∙Socialconditions
∙Grade,salaryandbenefits
∙Promotionprospects
∙Keydifficulties
Organisationscanalsousethejobdescriptiontotryandprojectafavourableimageofthecompanyandthejob.
2.4Personspecification
Thepersonspecification(personnelspecification)isalistoftheattributesthattheidealcandidatewouldpossessandbywhichcandidatesforthejobaremeasured.
Apersonspecificationdefinestheattributesoftheidealcandidate.Therearetwomaintheoriesrelatingtothecontentofapersonspecification–thoseputforwardbyAlecRodgersandJohnMunroFraser.
Rodgersdevisedaseven–pointplan
∙Physicalmake–up
∙Attainments
∙Generalintelligence
∙Specialaptitudes
∙Interests
∙Disposition
∙Circumstances
Fraserdevisedafive-pointplan
∙Impactonothers
∙Qualifications
∙Brainsandabilities
∙Motivation
∙Adjustment
Inpracticemostpersonspecificationsareamixtureofthetwoplansandincludethefollowingpoints:
∙Firstimpressions
∙Educationandqualifications
∙Generalintelligenceandspecialaptitudes
∙Personalcircumstances
∙Experience
∙Interests
∙Personality
Question2
Themanagerofthefinancedepartmenthasaskedyoutocarryoutajobanalysisoftheotheremployeesinyourdepartment.
a)Explainwhatismeantbytheterm‘jobanalysis’.(3marks)
b)Brieflyexplainthefourstagesinvolvedincarryingoutjobanalysis(4marks)
c)Identifyandbrieflyexplaintheinformationyouwouldexpecttocollectduringthejobanalysisinvestigation.(8marks)
(15marks)
2.5Sourcingcandidates
Internalrecruitmentiswhenanexistingemployeefillsavacantposition.Thepersonisknown,itischeaper,thereisalearningcurveperiodgettingtoknowthejobandthecultureanditboostsstaffmorale/motivation.
Externalrecruitmentiswhenanorganizationseekstobringinsomeonefromtheoutsidetheorgainsationtofillavacancy.
Organisationscanuseanumberofwaystoencouragesuitableexternalcandidatestocomeforward,Theseinclude:
∙Introductionsbyexistingemployees
∙Casualapplications
∙Governmentemploymentservices
∙Recruitmentconsultants/agencies
∙Advertising
-Nationalpress
-Localpress
-Specialistjournals
-Radioandtelevision
-Internet
Ajobadvertisementwillneedtoinclude:
∙Organisationalinformation
∙Jobdescription
∙Personspecification
∙Administrativeinformation
Theapplicationformusuallyincludessectionsfor:
∙Personaldetails
∙Education
∙Employment
∙Personalinterests
Themainpurposeoftheapplicationformistoobtainalltheessentialinformationabouttheapplicant.
Question3
Theaccountingdepartmentisexpandingandanewmemberofstaffisrequired.Yourmanagerhasbeeninstructedtoplacearecruitmentadvertisement,buthasnoexperienceinwritingone.Youhavebeenaskedtoprovideguidelinestomanagementforsuchanadvertisement.
a)Listtheinformationthattheadvertisementshouldcontain.(8marks)
b)Brieflydescribefivefactorswhichwillinfluencethechoiceofadvertisingmedia.(7marks)
(15marks)
Understandingorganisationalstructure
byJohnBall
16Oct2001
ProfessionalScheme
RelevanttoPaper1.3
Accountantsandaccountancyisaboutcommunication.Butcommunicationisnotjustsendingmessagesoremails,orindeedproducingmanagementreportsorfinalaccounts.Itisaboutunderstandingthenatureofthecommunicationprocess,especiallyforthemanagementofpeople.Ifpeopledonotcommunicatethentheaccountantsworkcanneversucceed.
Centraltothecommunicationprocessisafundamentalelementofmanagement–understandingorganisationalstructure.Everyoneknowswhatanorganisationchartis;
everyaccountingpractice,factory,shopandofficeproudlydisplayssuchachart.Butwhatmessageisitintendedtoconvey?
Theorganisationchartdescribesindiagrammaticformthestructureoftheorganisation.Itistheskeletonuponwhicheveryotheractivitydepends,moreimportantly,itistheframeworkwhichexplainsthecommunicationpattern,processandthelinkingmechanismsbetweentheroles.Itillustratestoeveryonewhocommunicateswithwhom,howthecontrolsystemworks,whoisincontrol,whohasauthorityandaboveall,whoisresponsible.Itexplainshowtheorganisationisco-ordinatedandhowindividualdepartmentsrelate.Formalstructuresareoftenbasedonspecifictasksanditishowthesetasksareallocatedandtheauthoritywhichtheycarryareexplainedbytheorganisationalstructure.
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