ACCA Paper F1 Accountant in Business

Transcription

1 ACCA Paper F1 Accountant in Business Today s Class Chapter 12 Recruitment and Selection Chapter 13 Diversity and Equal Opportunities Chapter 14 Individuals, Groups and Teams

2 A systematic approach to selection Selection: a systematic approach Deal with responses Assess against key criteria Sort into possible, unsuitable, marginal Invite candidates for interview Additional selection testing if required Review un-interviewed possibles and marginals Send standard letters to unsuccessful applicants Make a provisional offer

3 Selection methods Selection methods Interviewing Selection tests Reference checking Work sampling Group selection methods

4 Interviews Types of interviews One-to-one interviews Panel interviews Selection boards

5 Interviews Advantages of interviews Interactive and flexible Observe non-verbal communication Interpersonal and communication skills Evaluate rapport

6 Limitations of interviews Interviews Do not accurately predict performance Interviews are too brief Artificial situation in which some thrive and others do not Snap judgements Interviewee can adapt to what the interviewer is looking for

7 Interviews Limitations of interviews Stereotyping Certain factors are difficult to assess Interviewer can make logical mistakes Requires experienced interviewers

8 Selection testing Types of selection tests Proficiency, attainment and competence tests Intelligence tests Aptitude tests Personality tests

9 Other selection methods Other selection methods Group selection, assessment centres Reference checking Written references Telephone references

10 Evaluating recruitment and selection practices Ways of reviewing recruitment and selection practices Performance indicators Cost effectiveness Monitoring the workforce Attitude surveys Actual individual job performance

11 Chapter 13 Diversity and equal opportunities Discrimination at work Equal opportunity The practical implications Diversity

12 Discrimination at work Equal opportunities An approach to the management of people at work based on equal access to benefits and fair treatment Regardless of gender, civil status, family status, sexual orientation, religion, age, disability, race, membership of the travelling community

13 Discrimination at work Importance of equal opportunities Existence of a gender pay gap Gap in the labour participation rate between men and women Gender equality in employment was a key principle of the Treaty of Rome

14 An issue for employers Discrimination at work Sound business arguments for equal opportunities policy as an employer: Ethical Attract and retain best people Compliance with legislation Wider recruitment pool Effects of positive perception for potential employees and customers

15 Equal Opportunity Discrimination Treating a person unfavourably on any of the 9 grounds is discrimination and illegal. The 9 grounds are: Gender, civil status, family status, sexual orientation, religion, age, disability, race, membership of the travelling community

16 Equal Opportunity Types of discrimination Direct discrimination Indirect discrimination Victimisation Harassment

17 Equal Opportunity Applying the law Equality laws apply to all areas of employment: Job advertisements Recruitment and selection Access to training, promotion, disciplinary procedures Redundancy and dismissal

18 Disability discrimination Equal Opportunity Unlawful to discriminate: In recruitment In opportunities for promotion, transfer, training or other benefits In dismissal Must make reasonable accommodations enabling people with disability to participate in employment

19 Equal Opportunity Gender, sexual orientation, religion Employer responsible for offensive remarks and harassment by employees

20 Age discrimination Equal Opportunity Recruit based on skills and abilities, refrain from references to age, refrain from treating people of different ages differently Interviewers trained to avoid discrimination Promotion based on merit Training based on merit Redundancy decisions based on job rather than individual

21 Practical Implications Formulating effective equal opportunities policies Policy statements/ codes of practice Support from top management for formulation of policy A working party from throughout the organisation Action plans and resources to implement, monitor, promote, publicise policy and arrange training

22 Practical Implications Formulating effective equal opportunities policies Monitoring On entering organisation On leaving organisation Transfers, promotions, training schemes Positive action Awareness training Job advertisements in other languages

23 Practical Implications Recruitment and Selection Guidelines Advertising Avoid wording that suggests preference for a particular group Do not indicate an intention to discriminate State organisation is equal opportunities employer Placing of advertisements can indirectly discriminate Recruitment agencies Application forms

24 Practical Implications Recruitment and Selection Guidelines Application forms Same application form for all applicants Questions work related Interviews Non-work related questions should be asked of all interviewees if at all Witness at interviews or detailed notes

25 Practical Implications Recruitment and Selection Guidelines Selection tests Records

26 Practical Implications Other initiatives Equal opportunities managers or directors Flexible hours to assist employees balance work and family responsibilities Career break or return to work schemes Opportunities to progress upwards in organisation

27 Practical Implications Other initiatives Training for women returners Awareness training Counselling and disciplinary procedures to raise awareness and eradicate discrimination Positive action

28 Diversity Managing Diversity Tolerance of individual differences Communicating effectively with ethnically diverse workforces Managing workers with diverse family structures and responsibilities Managing an aging workforce Managing a workforce with diverse career aspirations

29 Diversity Managing Diversity Dealing with differences in literacy, numeracy and qualifications in an international workforce Managing co-operation among ethnically diverse teams

30 Diversity Diversity policy Step 1 Analyse environment Step 2 Define diversity and its business benefits Step 3 Introduce diversity policy into corporate strategy Step 4 Embed diversity into core HR processes and system

31 Diversity Diversity policy Step 5 Ensure leaders implement policy Step 6 Involve staff at all levels Step 7 Communication Step 8 Understand your company s needs Step 9 - Evaluate

32 Chapter 14 Individuals, groups and teams Individuals Groups Teams Team member roles Team development Building a team Successful teams

33 Individuals Personality Is the total pattern of an individual s thoughts, feelings and behaviours. It is shaped by a variety of factors, both inherited and environmental. Characteristic ways of thinking, feeling and behaving constituting an individuals distinctive method of relating to their environment

34 Individuals Describing personality Traits Eg. Ambitious, cheerful, funny Types Eg. Introvert/extrovert Personality type theories

35 Individuals Managing personality Compatible with the task Compatible with the systems and management culture of the organisation Compatible with other personalities in the team

36 Individuals Managing incompatibilities Restore compatibility Achieve a compromise Remove the incompatible personality

37 Individuals Perception The process by which the brain selects and organises information in order to make sense of it. People behave according to what they perceive, not according to what is.

38 Individuals Perceptual selection From the context The nature of the stimuli Internal factors Fear of trauma

39 Individuals Attitudes People develop attitudes, based on what they think, feel and want to do about it. Formed by perception, experience and personality, which are shaped by wider social influences Viewpoint on issues A mental state exerting directive or dynamic influence on the individual s response to all objects and situations with which it is related

40 Individuals Components of attitudes Knowledge, beliefs and perceptions Feelings and desires Volition, will or intention to action

41 Individuals Attitudes in work context Attitudes to work Attitudes at work

42 Individuals Intelligence Analytic intelligence Spatial intelligence Practical intelligence Intra-personal intelligence Inter-personal intelligence

43 Individuals Role theory Suggests that people behave in any situation according to other people s expectations of how they should behave in that situation Role set Role ambiguity Role conflict Role signs Role models

44 Groups Groups A collection of individuals who perceive themselves as a group. A group has a sense of identity.

45 Groups Characteristic of groups Sense of identity Loyalty to the group Purpose and leadership

46 Groups Reason for groups Closer relationships Need to belong and make a contribution Familiarity Common rank, specialism, objectives and interests Attractiveness of particular group activity

47 Groups Reason for groups Resources offered to groups Greater power Formal directives

48 Groups Formal and Informal groups Formal groups are organised by the organisation Informal groups are formed without instruction from management

49 Groups Individual and group contribution People contribute differently as individuals than as groups: Group dynamics effect behaviour and performance Groups offer synergy Group dynamics and synergy can be negative

50 Teams A team More than a group Joint objectives and accountability Formal Set up by organisation May have team leader or be self-managed

51 Teams Benefits of teams Work organisation Control Generation of ideas Decision making

52 Teams Limitations of teams Team-working is not suitable for all jobs Should only be used if it improves performance Teams can delay decisions or produce compromise decisions Social relationships can get in the way of performance

53 Teams Limitations of teams Individual can be restricted through group norms Group think Personality clashes and political behaviour can hinder performance

54 Teams Organising team work Temporary Project team Permanent Product or Process team Multi-disciplinary Multi-skilled Virtual

55 Teams Multi-disciplinary teams Bring individuals with different skills and specialisms together Increase awareness of organisation objectives Aid co-ordination Generating solutions

56 Teams Multi-skilled teams Bring together individuals that can perform any of the teams tasks Flexibility Cuts across demarcation lines

57 Team member roles Who should belong in the team? Task performance Group maintenance Team members could be chosen for: Specialist skills Power Access to resources Personality and goals

58 Team member roles Team roles R Meredith Belbin Plant Resource investigator Co-ordinator Shaper Monitor-evaluator Team worker Implementer

59 Team member roles Team roles R Meredith Belbin Completer-finisher Specialist

60 Team member roles Contribution of individuals to a team Proposing Supporting Seeking information Giving information Blocking Shutting out behaviour

61 Team member roles Contribution of individuals to a team Bringing in behaviour Testing understanding Summarising

62 Team Development Tuckman s stages of group development Forming Storming Norming Performing

63 Team Development Additional stages of group development Dorming Mourning

64 Building a team Issues Team identity Team solidarity Shared objectives

65 Building a team Team identity Team name Badge or uniform Self image Team mythology A separate space

66 Building a team Team solidarity Expressing solidarity Encouraging interpersonal relationships Dealing with conflict Controlling competition Encouraging competition externally

67 Building a team Shared objectives Clearing setting out objectives Team participation in setting objectives Feedback on progress and constructive criticism Team involvement in performance feedback Positive reinforcement Championing team within organisation

68 Successful teams Evaluating team effectiveness Task performance Team functioning Team member satisfaction

69 Successful teams Evaluating team effectiveness Quantifiable Labour turnover, accident rate, absenteeism, output and productivity, quality, targets, stoppages to flow of work Qualitative Commitment, understanding of work, understanding of role, communication, ideas, feedback, problem solving, interest, opinions, job satisfaction, motivation

70 Rewarding effective teams Successful teams Team-based awards rather than individual performance rewards, as long as: Team has distinct roles, targets and performance measures Influence over performance Maturity and stability Co-operation Interdependence of team members