Human Resources Management in New Zealand Assignment

Human Resources Management in New Zealand - Assignment Example (Muldrow, 1987). One person acts as the leader and all the members ask at least one question. There are several advantages and disadvantages associated with this type of interview. Out of the advantages a few are that it avoids making instant judgments as the decision is not just dependant on a single person, lesser personal interaction so it makes the decision more objective oriented, more consistent and accurate assessment etc. On the other hand the disadvantages include that it can be sometimes more time taking as it is difficult to get the panel together and different approaches and views can give birth to conflicts amongst the members. A formal interview where the questions are generally made in advance and the answers of the candidates are evaluated on specific scoring systems is known as the structured interviews. A lesser formal format and the question and answer session on the spot is what you call the unstructured interview (Terpstra & Kethley, 1999). There are a few advant ages and disadvantages associated with both types of interviews. A main benefit from a structured interview is that it provides a consistent tool for assessment and it promotes fairness. On the other hand the unstructured interview allows a personal interaction that is more than the structured interview so a better rapport can be built with the hiring managers. The basic drawback of the structured interview is that it restricts the assessment criteria for the interviewer and does not allow the candidate to give an interview openly as the questions are very specific. The tests that are based upon best future behavior predictor under alike situations is known as the work sample test (Cascio & Aguinis, 2005). The examinee needs to perform the tasks that are same as the ones performed on the job. There are several advantages and disadvantages linked to this test. These tests are highly reliable, have a lesser adverse impact, more favorable for the personality test whereas on the other h and these tests are costly, lesser ability to predict on the job performance, lesser capable of measuring the aptitude of the applicants etc. Provide an in depth discussion of the Human Rights Act, Privacy Act, and other relevant New Zealand Acts that relate to ‘good practices’ in employee selection at TQB. According to the Human Right Act of New Zealand the things that relate to the good practices regarding the employee selection at TQB are discussed ahead. The employer is allowed to assess the potential workers on the basis of their qualification and taking a decision, whether they will be best fit for the company or not. The employer also has the authority to monitor the work performance and see whether they pay for the work is worth it or not. The employer has the legal obligation of ensuring that the worker has a safe and healthy working environment, the issues of taking drugs etc are also related to the work performance so the employer is also entitled to take the decision that is most favorable for the company, the employer is also allowed ensuring that no worker acts dishonestly in relations to the company and other fellow workers. According to the Privacy Act of New Zealand there are several limitations on the personal information’s collection. According to this act the applicants for a position are

International Project Management Assignment 2 Example | Topics and Well Written Essays - 1500 words

International Project Management 2 - Assignment Example The member of these cultures are intrinsically not team players (Pheng and Leong 308). As such, it is incumbent upon project managers to develop the skills necessary for successfully interacting with individuals whose behavioral traits are affected by distinct cultural primacies. In the context of the global marketplace, project managers require efficient communication skills, competent leadership skills, suitable interpersonal skills, adaptability, and technical and functional powers (Pheng and Leong 308). Cross cultural management includes communications, dispute resolutions, organizational and national culture, and negotiations. Culture consists of an intricate whole that is comprised of arts, beliefs, customs, knowledge and morals. It also includes the competencies and customs assimilated by individuals as members of society. Thus, culture denotes a distinctive way of life of a group of people, as a comprehensive motif for existing (Pheng and Leong 307). Asian societies attach considerable importance to human relationships and the avoidance of confrontation. This is in marked contrast to the Americans, who do not deem personal relationships to be of greater significance, whilst conducting business. It is the proclivity of the Americans to swiftly and directly focus upon the subject matter or issue at stake (Pheng and Leong 308). This holds out the possibility of causing personal and public discomfiture to the people of other cultures. Lack of proper communication can develop into major issues. For instance, an American manager had stated that her Chinese staff would not inform her if they failed to understand her. These employees would agree to anything that she said, without having the least idea regarding what she was stating. In another incident, an American manager stated that their firm’s quality engineer was not proficient in English. This