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Issues Related to Recruitment, Selection and Promotion


Week five class notes summary

It is pointed out in the class notes that staffing is a criticalaspect of the human resource department since it provides peopleequipped with the knowledge and skills to facilitate the achievementof an organization’s goals. The human resource must ensure thatthere is a match between the abilities of the employee and therequired skills in a job. Failure to do this might lead to poorperformance, low morale and a high rate of turn over which translatesto extra cost for hiring and training. Human resources departmentsmust search widely in order to get the best talented candidates. Theweek two notes also highlight that there are two recruitment programswithin the public sector. They are the institutional recruitmentprogram which is a continuous method of informing potentialapplicants of the job openings and opportunities available within thegovernment. The other recruitment program is the job-specificrecruitment program which is done according to the needed vacancy.

The recruitment can also be either internal or external. Internalrecruitment within a government agency is done when the skillsrequired for a job are available within the employees. It alsoreduces the cost training new employees. External recruitment ismainly adopted when the skills required for a job are not availablewithin the employees of a government agency. In addition, thegovernment agency may want to increase diversity and inclusivenesssuch as of the minority groups, the youth or women. Lastly, the weekfive notes highlights some of the shortcomings of the centralizedsystem of hiring which include being cumbersome, ineffective and timeconsuming. This leads to many potential candidates shying away fromapplying for government job posts. A solution proposed by the VolckerCommission was to allow every agency in government to have its ownrecruitment and selection process.

Chapter six synthesis: Recruitment, examination and selection

In chapter six, Recruitment, examination and Selection, Naff,Ricucci and Freyss in Personnel Management in Government: Politicsand Process start by presenting two cases, which dealt with theissue of hiring and selection. Both cases, Griggs v Duke PowerCompany and Wards Cove v Antonio presented the issue of segregationand discrimination against African Americans (Naff et al,2013). In this prologue, the authors point out the Supreme Courtruled in favor of the plaintiffs who were black Americans. Thepractices by these two companies did not practice the equalopportunity for all principle. Whites were assigned high paying jobsand were promoted at the cost of black Americans.

The authors also point out a case, Albemarle paper company v. Moodyin the their subtopic, development of the uniform guidelines, thatjob analysis should be done for all levels and that job validationprocess should be specific to particular posts. The authors say thatthese court battles regarding testing and selection were responsiblefor the development of Uniform Guidelines on Employee SelectionProcedures in 1978. According to the authors of this chapter, theUniform Guidelines are rules that public and private sectors mustfollow in their staff selection process. The Uniform Guidelines arebased on the 80 percent rule in relation to “adverse effect”. Inother words, the 80% rule dictates that the selection rate for anygroup must not be 80% or more less that other groups (Naff et al,2013). This is aimed at avoiding discrimination in the selectionprocess such as segregation against the African Americans.

The government is a significant employer in the United States.It employs protected groups such as Africans and Latinos. This makesthe process of recruitment, selection and placement a process ofconcern and that attract varied opinions. These are the three stepsthat employer follow when employing an individual. The governmentoffer two different forms of jobs the personal rank in whichindividuals are promoted from bottom to top. Non-promotableindividuals are dismissed after a period of set time or they areforced to retire. Rank-in-position on the other hand is based on thebased on the skills that an individual has in regard to a particularposition (Naff et al, 2013).

The process of employing individuals in the public sector has takena legal aspect over the decades. The key area of employment which isthe examinations aimed at finding out whether a candidate has theskills require for a particular position, has been a subject of legalinterpretation (Naff et al, 2013). The high number ofapplications for government jobs over the years has made thegovernment to fail to employ all the candidates who pass theexaminations.

Personal critic/commentary

The class notes were interesting and are significant in providinginformation in regard to the process of staffing by the humanresource department. The reading has made it clear to me that thereneeds to be a match between the skills of an employee and therequired skills for the job he or she is hired. The notes also gaveme a clear insight of the various forms of recruitment programs. Itwas helpful for me to learn that the centralized staffing process hasshortcomings since I have always believed it is the best.

In chapter six reading, I must confess that I have learnt a coupleof new ideas in regard to the process of employment. Interesting isthe examination part of job entry process that has manifested as acontroversial area that attracted the intervention of courts. Amajority of the protected groups seem to believe that they arediscriminated against by the examination process. Although the courtshave made their rulings, I feel that the Supreme Court would haveruled in the favor of the complainant in the case of Griggs v. DukePower Company.


Naff, K.C., Ricucci, N., and Freyss, S.F. (2013). PersonnelManagement in Government: Politics and Process (7th Edition).Boca Raton, FL: CRC Press