Sources of Job Data for Preparing Job Analysis Information

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Wage Category: Nonexempt

Report to: Puan Aminah Talib, Public Affairs Officer

Job Code: V-31

Date Verified: 10th June 2015

ESSENTIAL FUNCTIONS

- Perform broad range of visa service which includes application processing and document screening.

- Print visas and track the status of cases through a computerized process.

- Prepare cases for adjudication by consular officer.

QUESTION 2

a. Issues related to international recruiting

- Security

- Visas and work permits

- Different labor costs

- Cultural differences

- Local, national, and international laws

b. Sources of internal recruitment and five sources of external recruitment

Internal recruitment

External recruitment

- Internal job postings

- Skills inventories and replacement charts

- Identifying talent through performance appraisals

- Job fairs

- Advertisements

- Re-recruiting

- Labor unions

- Employee referrals

c. Three advantages and three disadvantages of internal recruitment

Advantages

Disadvantages

Rewards past performance and encourages continued commitment to the organization

- The organization will reward employee by their past performance.

The hazard of inbreeding of ideas and attitudes increase when no outsiders are considered for hiring.

Signals to employees that similar efforts by them will lead to promotion

- The organization will inform their employee about promotion that will be offer to them if they show an effort towards jobs.

Current employees may lack the knowledge, experience or skill needed for placement in the vacant position.

Can eliminate the orientation and training cost that recruitment from the outside would entail

- It will help the organization to cut the cost of training and orientation if they recruit internally. It gives benefits to the organization and the employee too.

The organization has exhausted its supply of viable internal candidates and must seek additional employees in the external job market.

QUESTION 3

a. Phases of Strategic Model of Training

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b. Training method that are suitable for non-managerial positions

- On-the-job training (OJT)

- Employees are given hands-on experience with instructions from their supervisor or other trainer.

- Classroom Instruction

- Enables the maximum number of trainees to be handled by the minimum number of instructors.

- Programmed instruction

- Self-directed learning

- Use of computers to break down subject matter content into high organized, logical sequences that demand continuous response on the part of the trainee.

- Audiovisual methods

- Video recordings, CDs and DVDs

- Teleconferencing and videoconferencing

- Communities of practice, blog, and wikis

- Simulation

- Used when it is either impractical or unwise to train employees on the actual equipment used on the job.

- E-learning

- Allow the firm to bring trainings to employees

- Provides continuously updated training materials

QUESTION 4

a. Reasons for the failure of an appraisal program

- Rater bias

- Too many forms to complete

- Unclear performance standards

- Lack of top-management information and support

- Use of the appraisal program for conflicting (political) purposes.

b. Training approaches that can be taken by organization to improve manager’s ability in conducting the appraisal process.

- Establishing an Appraisal Plan

- Provide an explanation of the performance appraisal system’s objectives so that raters will understand the compensation and development purposes for which the appraisal is to be used.

- Eliminating Rater Error

- There are several rating error may be arise when the manager in appraisal process such as error of central tendency which a rating error in which all employee are rated about average and another error is leniency or strictness error where a rating error in which the appraiser tends to give all employees with a high rating or low rating.

- Feedback Training

- By this training it will cover several areas such as communicating effectively, diagnosing the root causes of performance problems and setting goals and objectives.

c. Sources of performance appraisal