Review Questions

This website should be useful to anyone interested in HRM but it is also an electronic companion to the book: Human Resource Management in a Business Context. The book is used as a basic textbook for part-time and distance-learning courses in a number of countries throughout the world. Page 430 of the book (pages 254-255 in the first edition) include 6 review questions focusing on the issues discussed in this section. The questions are not shown here (you need the book) The following hints and signposts are provided to help readers without regular tutor contact answer the questions for themselves.

General notes One of the best ways of starting any answer is to define the key terms in the question. This is helpful to you and to anyone who reads your answer. It is worth remembering also that - legislative aspects excepted - HRM is very much a matter of opinion. It is often useful to deal with questions by forming an argument which presents two or more contrasting viewpoints. You could do this by investigating the views of different theorists, comparing alternative models, or contrasting practice in one organization (or country) with another.

Try to avoid a one-sided answer, even if it draws on your own experience and you are totally convinced that you are right. Finish off your answer by summarising the keypoints of each point of view and give your balanced opinion. This should be based clearly on the weight of evidence. Be sure to ground your answer in research evidence or views expressed in the literature (books, journals, etc.).

Dealing with individual questions on page 430 (254-255 in the first edition)   1   2   3   4   5   6  
 
1. Define 'selection methods' and 'objective'. The first term encompasses a wide range of methods whose balance of subjective versus objective vary a great deal. Give some examples. You might consider the meaning of 'objective' - and the fact that one person's 'objective' is another person's 'subjective'. Finally consider whether total objectivity is possible. Are we simply attempting to make selection methods as objective as possible?
 
2. Refer to pages 415-424, 424-427 and 411-412 respectively (237-246, 247-249 and 232-237 in the first edition). It might be useful to begin with 2-column tables for the advantages and disadvantages of these methods. Brainstorm as many as possible and then reduce your lists to a manageable (and roughly equal) number. Then compare and contrast your lists.
 
3. The second part of the question gives you a strong clue for answering the first. Read pages 417-418 (239-241 in the first edition).
 
4. Selection is a process that needs the involvement of both line managers and HR specialists for maximum effectiveness. Why? You might discuss the different ranges of knowledge about job requirements and selection methods possessed by both. What would be the consequences of a selection process conducted by line managers without HR input - or vice versa?
 
5. There are different questions in the two editions. In the first edition you need to review the whole of chapter 8 and, particularly, the table of French and British methods on page 251. The question in the second edition is applicable globally but it would also be useful to discuss the approaches taken in different countries. Evidently, there is a strong cultural aspect to the choice of different selection methods. What other reasons are there to pick specific methods? Are they job-specific (some being more appropriate to particular jobs than others)? What about validity and reliability? Expertise? Time and cost?
 
6. This question anticipates the link between employee selection and managing diversity. You will need to read forward from the chapters in Part 6 (chapter 9 in the first edition). In some (increasingly most developed) countries there are specific legal requirements. What are the requirements in your country? You could also discuss the consequences of the subjective nature of employee selection, even when the most valid methods are used.

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