Internal temporary employees require more orientation to the organization than would
external hires.
Employers may refuse to hire an individual who poses a direct threat to him/herself or
the health and safety of others.
Most organizations with a sufficient number of employees to warrant a dedicated HR
department have integrated the function with human resources information systems
(HRISs).
A person/organization match is likely to be more important than a person/job match
when jobs are poorly defined and fluid.
Word of mouth regarding internal job openings usually serves to provide additional
opportunities to women and minorities.
Self-selection refers to employee decisions about whether to continue in or drop out of
the staffing process.
The “unit weighting” method of determining the score of a job applicant on an
assessment instrument considers the relative importance of each predictor.
The selection stage of the staffing process emphasizes the assessment and evaluation of
job applicants.
The four major internal and external influences on HR and planning are organizational
strategy, organizational culture, labor markets, and technology.
Internal staffing systems work in fundamentally different ways than external staffing
systems.
Claims of disparate treatment focus on the effect of employment practices, rather than
on the motive or intent underlying them.
In progressive discipline, termination is seen as a viable early option to avoid having to
work through a potentially fruitless cycle of improving a low-ability worker.
Occupational certifications are nearly all regulated by the Department of Labor to
ensure that they accurately reflect job knowledge.
Some of the most significant workforce trends affecting staffing planning include high
costs of healthcare, increased global competition, and greater need for cross-cultural
business knowledge.
In general, there are few, if any, sources of job information external to the organization
where the job is performed.