Job Design and Staff Recruitment

The Capable Manager — Book 5

The Open University

Publisher: The Open University, 1996, 100 pages

ISBN: 0-7492-4916-1

Keywords: Human Resources, MBA

Last modified: Jan. 25, 2014, 12:58 p.m.

If you're new to management, or you need to develop your managerial abilities and understanding, the Professional Certificate in Management is for you. It provides a broad-based, practical introduction to the key ideas, techniques and overall competencies you need in order to manage effectively and productively in modern organisations in any part of the world.

The emphasis is on your own professional development. Everything you study is related to the management roles and responsibilities you exercise in the various functional areas of your company or organisation.

All the elements of the programme — study texts, activities and assignments, online resources, and personal and group support — ensure that you can immediately apply newly learned skills, knowledge and techniques in very practical ways. You can build on your experience and make direct links to your management development needs wherever you are in the world, whatever the size of your organisation and whether it is in the commercial, public or voluntary sector.

  • Session 1 Job Design
    • Introduction
    • 1.1 The Case for Job Design
      • The Benefits of Job Design
      • How Jobs Develop
    • 1.2 Approaches to job Design
      • Job Rotation
      • Job Enlargement
      • Job Enrichment
        • Managing Job Enrichment
    • 1.3 Principles of Job Design
      • Skill Variety
      • Task Identity
      • Task Significance
      • Combining Skill Variety, Task Identity and Task Significance
      • Autonomy
      • Feedback
      • Social Interaction and Group Working
      • Physical and Psychological Demands of the Job
    • 1.4 Making a Change
    • Summary and objectives
  • Session 2 Job Redesign at ICL — a Video Case Study
  • Session 3 Recruiting Staff
    • Introduction
    • 3.1 What Responsibilities and Authority Do You Have?
    • 3.2 Job Analysis, Job Descriptions and Job Specifications
      • Job Analysis
      • Job Descriptions
      • Job Specifications
      • Taking Account of the Context
    • 3.3 Casting the Recruitment Net
      • Sources of Recruits
      • Advertising
      • Further Particulars
      • Application Forms
      • Handling Applicants’ Paperwork
      • Shortlisting of Candidates
      • References
      • Candidates Make Decisions Too
    • Summary and objectives
  • Session 4 The Selection Interview
    • Introduction
    • 4.1 Getting Ready for the Interview
      • What Do You Need?
      • What Does the Candidate Need?
      • The Location — What is Needed?
      • The Interview — What Does it Need?
        • What are You Looking for in the Candidates?
        • How Do You Find What You are Looking For?
        • Who Should Be Involved as Interviewers?
    • 4.2 Conducting the Interview
      • Getting Going
      • Conducting the Interview
        • Framing the Question
        • Controlling the Flow
        • ‘Listening’
        • Making Judgements
      • Drawing the Interview to a Close
    • 4.3 Making the Decision
    • Summary and objectives
  • Session 5 Alternative Methods of Recruitment and Selection
    • Introduction
    • 5.1 Alternative Methods of Recruitment
      • Employment Agencies
      • Executive Selection Consultants
      • Executive Search Consultants
    • 5.2 Alternative Methods of Selection
      • Aptitude Tests
        • Physical Ability
        • Mental Ability
      • Analogous Tests
      • Personality Tests
      • Assessment Centres
    • 5.3 A Different Way of Thinking About Selection
    • Summary and objectives
  • Appendix A Your Next Job
    • Introduction
    • A.1 Being Recruited
      • Preparing Your CV
      • Completing Application Forms
    • A.2 Being Selected
      • Being Interviewed
      • Being Tested
    • Summary and objectives


Job Design and Staff Recruitment

Reviewed by Roland Buresund

Disappointing *** (3 out of 10)

Last modified: May 21, 2007, 3:09 a.m.

Sigh, pretty dull…


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