The Method of Decision Making

Decision making method --- The method of decision making is the tools by which discretionary assessments are translated into job offer decisions. Decision making methods has random selection, ranking, and grouping:

1. Random Selection --- Each finalist has an equal chance of being selected with random selection. The only rational for selecting a person is the "luck of the draw."

Advantage --- This method has the advantage of being quick. Also, with random selection, one cannot be claimed of discrimination, because everyone has an equal chance of being selected. Disadvantage --- The disadvantage to this approach is that open assessments are simply ignored.

2. Ranking --- Finalist are ordered from the most desirable to the least desirable based on results of no mandatory assessments with ranking.

Advantage --- Ranking is that it demonstrates the relative worth of each finalist for the job.

Disadvantage --- It increase delicate cut-throat competitiveness. It discourages association and teamwork. It damages morale.

3. Grouping --- Finalist are banded together into rank-ordered group with grouping method.

Advantage --- It allows ties among finalist, thus avoiding the need to appoint a different rank to each person.

Disadvantage --- Decisions still have to be made from within the top choices. These decisions might be based on factors such as chance of each person accepting the offer.

b) Targeted recruitment --- Focusing advertising and recruiting efforts by modify message content to attract member of the labor market with certain KSAOs or demographics. The advantage of targeted recruitment is that it limits the pool of possible applicants, allowing the organization to focus efforts on the most qualified. And also it simplifies a more personal approach to each applicant. It's also a small set of qualified applicants is considered and thorough search is conducted. Every person has an equal opportunity to apply for postings. Hidden talent is visible.

Realistic recruitment message --- A realistic recruitment message describe the organization and the job as they really are, rather than illustrating what the organization thinks job applicants want to hear. The advantage of realistic message is that it is necessary to bring the message in a way that applicants want to hear. If the message is not conveyed in a positive way, the firm will not get as many applicants as it should. In such a case, the firm will not get the best possible employees. Then, a firm will get and keep better employees if it does this. The disadvantage is that it is important to carry a realistic recruitment message. If a firm does not properly present the job for which it is recruiting, it will have problems. The people it hires may not be good for the job or they might not think the job is good for them. The firm will get stuck with a bad employee or has to start recruiting again when the employee leaves.

c) Job posting --- A popular method for internal recruiting is to place job positions on open job boards within the company or on the company's website. If the employees are qualified for the position, they may decide to apply. Conditions exist with this form of self-nomination, which means that employees are the judge of whether they are qualified to look the job. "The self-nomination approach to internal hiring decrease the human resources department and limits its effectiveness," according to an article written by Ed Newman on ERE, a website serving corporate recruiting professionals. Organizations can advance the internal recruiting process by bringing about new strategies, such as requiring employees to obtain manager approval before applying to an internal job position and requiring employees to work at their current position for at least 12 months before looking for other positions.

Skills databases --- Companies desiring to hire internally can perform a skills databases on their current employees to help in the promotion decisions. This databases list the professional characteristics, abilities and proficiency of employees within an organization. Arranges skills databases for each employee within the company provide managers to quickly access employees' qualifications to gather a list of qualified candidates to consider for an open position within the company. Managers can give employees questionnaires that allow them to rate their level of knowledge with certain skills. Managers can email the questionnaires to employees, require that they email back the completed forms and input the information received in a database to make the process smooth. Effective use of a skills database is dependent on the organization provide an absolute HR information system with an up-to-date skills database.

Supervisory nominations --- Nominations for internal candidates to apply for open positions can be requested from potential supervisors and peers. These people are an excellent source of names of internal applicant, as they are closed with what is required to be successful in the position. They can help create the criteria for eligibility and then, through their contracts in the organization, search for qualified candidates.

Q-2a) Describe below are examples of retention initiatives put into by organizations. A retention decision process is described that will help the organization more consistently and effectively follow the right retention initiatives. There are three types of retention initiates: desirability of leaving, ease of leaving, and alternatives.

Desirability of leaving --- Employees' desire to leave depends on their job satisfaction, wonder they experience, and their personal reasons. Only job satisfaction can generally be meaningfully determined by the organization. So the first action for improving retention is to enhance job satisfaction. Examples of retention initiatives used by organizations are to boost job satisfaction through delivery of different rewards to employees. Such as, extrinsic and intrinsic rewards can be brought to deliver on the question of job satisfaction.

Ease of leaving --- The decision process intimate two points on ease of leaving such as, providing organization, specific training and increasing the cost of leaving. The third possible factor, changing labor market conditions, cannot be changed and serve a variable that will increasingly influence the organization's voluntary turnover. Training and development activities give KSAOs to employees that they did not acquire when they entered the organization as new hires. Training and development search for increasing labor quality in ways that strengthen employees' effectiveness.