Answer to Question 1
Answer: Selection is the process of screening job applicants to determine who is best qualified for the job in question. It involves predicting which applicants will be successful if hired. A manager may use any of the following selection tools:
a. Application Forms - These are almost universally used. These are most useful for gathering information and can help predict job performance. But, it is difficult to create an application form that can give all the required information.
b. Written Tests - The manager has to see to it that the tests are job related. The tests include intelligence, aptitude, ability, personality, and interest tests. These tests are popular. They are also a relatively good predictor for supervisory positions.
c. Performance-Simulation Tests - These kind of tests use actual job behaviors. Work sampling is a type of performance-simulation test that tests the applicants on tasks associated with the job. Work sampling is appropriate for selecting people for routine or standardized work. Assessment centers are performance-simulation tests that simulate jobs. Assessment centers are appropriate for evaluating managerial potential.
d. Interviews - Like application forms, these are also universally used. The interviewer must know what can and cannot be asked in the interview.
e. Background Investigations - These are used for verifying application data and reference checks.
f. Physical Examinations - These are best suited to select candidates for jobs that have certain physical requirements. These are mostly used for insurance purposes.
Answer to Question 2
Answer: Decruitment is the process by which an organization reduces its workforce. The various decruitment options available to an organization are:
a. Firing - This refers to permanent involuntary termination of employees.
b. Layoffs - These refer to temporary involuntary termination of employees. Layoffs may last only for a few days or extend up to years.
c. Attrition - This is achieved when an organization does not fill the openings created by voluntary resignations or normal retirements of its employees.
d. Transfers - This happens when employees are moved either laterally or downward. This usually does not reduce costs but, it can reduce intra-organizational supply-demand imbalances.
e. Reduced workweeks - This is achieved by having employees work fewer hours per week, share jobs, or perform their jobs on a part-time basis.
f. Early retirements - Here, the organization provides incentives to older and more senior employees for retiring before their normal retirement date.
g. Job sharing - This is achieved by having employees share one full-time position.
An assortment of brushes and other tools are used to groom a horse
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W. A. Rogers’s engraving, “Out of the Game,” showed one injured boy tending to another. It appeared
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Activation and Clonal Selection of a Helper T Cell