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SSC351--Managing Human Resources

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SSC351--Improving Office Productivity Through TQM
SSC351--Work Measurement and Work Standards
SSC351--Managing Human Resources
SSC351--Communicating in the Office
SSC351--Administrative Office System
SSC351--Appraising The Office Worker's Performance
SSC351 Study Guide



--From Administrative Office Management, Keeling & Kallaus


Selecting the sources of office employees is based on these criteria: interviewing a minimum number of applicants to save the employers time; carefully screening reliable sources to reduce turnover; and creating a workforce that is cooperative, progressive, productive, and happy.


1.  Determining the Needs for Human Resources

  • Personnel Requisition
  • Job Specifications
  • Sources of Supply.

2.  Recruiting

  • Referrals,
  • Advertising
  • Applications

3.  Selecting

  • Interviewing
  • Testing
  • Checking References.

4.  Retaining

  • Orienting Employee handbook, Orientation checklist, Sponsors, Meetings, Follow-ups.
  • Supervising Motivating, Building morale, Counseling, Setting goals, Delegating, Establishing ethics and value system, Planning career goals.
  • Training Initial or entry, Upgrading, Retraining, Supervisory training and development.
  • Salary Administration Job analysis, Job pricing, Incentives, Benefits.
  • Performance Appraisal Promotion Transfer, Retention in present position, Demotion, Termination.



  1. Personnel Requisition Form
  2. This form specifies the number of persons required and the kind of work to be done. If job specifications have been prepared, they are studied in order to obtain specific information concerning the job requirements. This study is completed before any search for a job applicant begins. The department head prepares this document.

  3. Application Form
  4. The information called for on an application form is usually grouped under the headings of personal information, education, business experience, references, and general remarks. Careful use of application forms permits a preliminary screening of applicants for position, thus saving the interviewers time.

  5. The Interview
  6. During the interview you can select specific areas to discuss or clarify. You should guard against arriving at hasty conclusions regarding the applicants personality, intelligence, skills, abilities, and motivation. You should try to remain as objective as possible and resist drawing conclusions about the applicant until the interview is well under way and you have obtained enough evidence to justify your feelings. During the interview, you can evaluate the applicants personal appearance in relation to the job opening and to any dress codes your firm may have established.

  7. Record of Interview
  8. The record of interview contains in an organized formal all the information acquired during the interview. The record aids you, as an interviewer, in remembering all the facts and making a thorough analysis regarding an applicants employment. If the personal interview was favourable and there is a possibility of employment, you may schedule a follow-up interview during which you use the interview record.

  9. Reference Checks and Letters of Recommendation
  10. Former employer named as a reference may provide only information such as dates of employment, the persons job title, location of job site, and possibly the salary. Telephone calls are an excellent means of checking references when time is of the essence and thorough information is essential.

  11. Record of Employment

The record of employment, typically maintained in the human resources department of medium-size and large companies, consists of the employees resume and a history of employment with the firm. In addition to providing personal data and other informatio9n usually found on the application, the record of employment is kept up to date by recording such information as employees absences, promotions, transfers, and salary increases. Much of the information kept on the record of employment is needed at the time of employee appraisal and also for preparing statistical reports required by government agencies.


PREEMPLOYMENT TESTING The use of tests in selecting office workers is based on these two principles:

  1. Tests for selecting, placing, evaluating, and promoting office employees must be administered and interpreted in an unbiased, objective manner.
  2. Tests are not exclusive devices but supplementary tools in the total assessment of personnel.


  1. Intelligence tests designed to measure mental and reasoning ability.
  2. Aptitude tests designed to measure the ability to perform a particular kind of tasks and to predict future performance on the job or in training.
  3. Achievement tests designed to measure the degree of proficiency in a given type of work such as typewriting and related clerical skills.
  4. Personality and psychological tests designed to measure abstract concepts such as aggressiveness, honesty, integrity, independence, conformity, and passivity.
  5. Interest tests designed to identify a persons likes and dislikes to aid in career counseling.

Test Reliability and Validity

  1. Reliability The test should measure consistently the items it is designed to measure. This means that the same general score can be expected if the test is given to the same person more than once.
  2. Validity A test has validity if it can be shown to serve the purpose for which it was intended.

ORIENTING THE STAFFOrientation refers to a carefully planned, systematic, and effective introduction of new workers to their jobs so they may start working with a minimum of delay, misunderstanding, and error.