ADDIS ABABA UNIVERSITY COLLEGE OF BUSINESS AND ECONOMICS

SCHOOL OF COMMERCE
GRADUATE PROGRAM IN HUMAN RESOURCE MANAGEMENT
SUPPORTED DISTANCE LEARNING PROGRAM
HUMAN RESOURCE PLANNING AND DEVELOPMENT
Tutor Marked Assignment (TMA) 1

Instructions:

Please dont forget to write your name and your instructors name;
Deadline is highly respected.
Address each question by providing relevant and accurate answers.
Consult reliable sources and provide full information of the sources you have used to deal
with each question.

Use proper citation for books, articles, Internet, and company

manual sources.
Produce your answer using Microsoft Word, Times New Roman font style, 12 font size,

double spacing, 1.5 inch right and left margins and 1 inch top and bottom margins.
Leave ample spaces for general tutor comments at the end of each question.
Check for spelling and grammar before you submit.
This is individual assignment. Therefore, work independently. Although discussing on
the items with classmates is highly appreciated, it is strictly forbidden to provide the
same answers. Submitting the same TMA responses with different names is violation of
the Schools practices. Thus, they are graded zero.

Part I. Case Study on Human Resources Recruitment

Hypothetical Case: Recruiting at CBE
Lets assume that, as economic conditions became more demanding for some employers to
recruit people for jobs. One firm, Commercial Bank of Ethiopia (CBE), added a large number of
jobs across all regions of Ethiopia. As a result of its expansion, again, lets assume that CBE
ultimately added 15 million new customers over the last few years.
As the firm sought recruits to fill its nationwide workforce, assume that more than 10,000
individuals applied for a myriad of the jobs added to the scope of CBEs recruiting. A limited
time frame for applications was set by CBE as part of its recruitment planning.
In the recruiting process, a variety of district and branch sources were contacted as part of the
CBE broad publicity and inclusive efforts in the area. Ethiopia Bezaneh, HR Director, spent a
month visiting colleges and churches, appearing on radio and television shows, and using other
means to market CBEs recruiting and employment efforts. All of these activities were done to
inform applicants about the numerous jobs at CBE and the month-long time frame for
application.
To make its recruiting system effective in screening the large number of applicants, CBE
established an online-only application process on a special website. As part of its recruiting
efforts, CBE and the Federal Ministry of Work and Social Affairs agency worked together. One
of the agency activities was to make computers available at a local technical college, libraries,
and other locations for those persons without home-based Internet. Having the online system
allowed CBEs HR staff to move quickly to identify those applicants who matched available
jobs. The use of this system by HR recruiters and managers doing the hiring made the selection
process more efficient.
To aid in the selection of employees, recruiting software was used to sort applicants into
electronic buckets, divided by work experiences and education. Then an eight-step process was
established to let applicants obtain a realistic job preview of working at Commercial Bank of

Ethiopia. These recruiting actions resulted in the hiring of more than 500 new employees within
six months. During the rest of the year, an additional 1,000 workers were hired.
Although smaller employers might not use such an extensive recruiting process, the CBE process
illustrates the kinds of recruiting planning, activities, Internet linkages, and other means that can
be used by both large and small employers doing recruiting. The long-term success of CBEs
efforts to staff its districts and branches throughout the Country demonstrates ways in which HR
can use both time-and cost-effective recruiting to hire qualified individuals.

Required (50 points)

1. Describe how employing a large number of new workers require strategic recruiting
planning and operational efforts, and discuss what aspects might be different in smaller
firms.
2. Discuss how utilizing the Internet, like CBE did and other employers do, is changing
how recruiting efforts are occurring for a variety of jobs in employers of different sizes.

Part II. Case Study on Human Resource Selection

Consider the scenario stated in Part I of this TMA. Let us say that job candidates online
submitted their application forms. They filled information related to their education, training,
experiences, extracurricular activities, and reference checks. Before the announcement of the job
vacancies, the recruitment and selection organizer convened a meeting to set and/or update
evaluation criteria for each job category so that the selection committee would directly proceed
with the selection process once the closing date had passed. The committee members were
assigned to come up with their own alternative suggestions to be discussed in the meeting and
develop the best selection criteria based on consensus. Suppose you were one of the selection
committee members.

Required (50 Points):

1. What inputs do you need to decide on the predictor development process? Illustrate with
the case that has been provided to you above.
2. What weight would you suggest for each predictor of job performance (education,
training, experience, relevant extracurricular activities, and checks)? Explain why with
illustration?
3. What types of tests would you recommend for the Customer Service Officer job
position mentioned above? Why? Where do you suggest the tests to be conducted? That
is, would you recommend it to be administered internally or outsourced to a consulting
4. firm? Justify your option and recommend where and how it should be conducted.
5. Refer to question 3 above and discuss the cautions you would have taken to assure
consistency on content, administration and scoring.
6. What categories of selection interview items (introductory questions, behavior-based
questions, situational questions, technical/subject matter questions, unexpected questions,
etc) would you suggest for this group of applicants? Prepare two questions from each
category, and assign points for each interview question and justify your weight allocation.
7. Suggest the number of panelist, their composition in terms of the position they assumed
in the Bank, and who should ask which category of questions. What needs to be done to
assure reliability and validity?