Much of the important work on the relative merits of employment structures has evolved through the debate in the industrial sociology/industrial relations and HRM literatures on the 'flexible firm'. Several dimensions of flexibility have been identified (Blyton and Turnbull, 1998).
Effective recruitment and selection are critical to organizational success. They enable companies to have high-performing employees who are also satisfied with their jobs, thus contributing positively to the firm's bottom line. On the contrary, poor recruitment and selection often result in mismatches which can have negative consequences for an organization. A misfit who is not in tune with the organization's philosophies and goals can damage production, customer satisfaction, and relationship with suppliers and the overall quality of work. He can also adversely affect the morale and commitment of co-workers and negate efforts to foster team work. Training your way out of a wrong hire can be very expensive. Effective recruitment and selection are therefore not only the first step towards organizational excellence, but are important cost control mechanisms as well. Although HR managers may be responsible for designing employees' recruitment and selection systems in many firms, all managers need to understand and use these systems. After all attracting and hiring the right kind and level of talent are critical elements of business effectiveness. Stocking a company with top talent has been described as the single most important job of management (Hand, 2002). Managers being an in charge of recruiting or have a key role in the process, if they do not attract and hire the right people it can hurt the organization.
Once the firm has determined its staffing needs, it needs to hire the best employees to fill the available position. The hiring process has three components: recruitment, selection and socialization
Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm must announce the job's availability to the market and attract qualified candidates to apply. The firm may seek applicants from inside the organization, outside the organization, or both.
Selection is the process of making a "hire or no hire" decision regarding each applicant for a job. The process typically involves determining the characteristics required for effective job performance and then measuring applicants for those characteristics.
Now most people would agree that the best qualified candidates should be hired and promoted. In the long run, hiring the best candidates makes a tremendous contribution to the firm's performance. It has been estimated that above average employees are worth about 40% of their salary more to the organization than average employees (Cardy and Carson, 1996). Conversely if the organizations do poor hiring decisions, it may likely to cause problem from day one. Unqualified or unmotivated workers will probably require closer supervision and direction. They may require additional training yet never reach the required level of performance. They may also give customers inaccurate information or give customer a reason to do business with competitors. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company and eventually decide whether they wish to work for it. A well planned
Human Resources are viewed as passive, to be provided and deployed as numbers and skills at the right price, rather than the source of creative energy. Employees are proactive rather than passive inputs into productive processes, capable of development, worthy of trust and collaboration, which is achieved through participation (Legge, 2004)…
advantage for an organization. The Human Resource Department, or the HRD, is mainly responsible for providing the precious human capital, implying HRD having a variety of responsibilities, and selection is one of them. Traditionally, selection was only responsible for matching candidates with particular job and job description.
Do you agree or disagree? Why? Introduction Internal promotions versus external recruitment are a common problem that organizations face. The time tested traditional approach was to train and develop suitable employees to take on new responsibilities. In the modern world where haste in business processes with the objective of becoming more competitive can be seen in aggressive organizations, tradition has been thrown out of the window and external recruiting has become the rule of the day.
Human Resource Report Executive summary. Ms. Rosie Stansgate is the key investor to the proposed In Clover Magazine. She is ready to invest most of her $4mln to launch the In Clover Magazine, which will focus on the discussion of up-market leadership issues in the context of ethical living.
However, it also requires investing capital and training to be effective. Whether a company opts to outsource its e-recruitment or mange it by itself, it needs to first have the necessary technological capabilities. The standard requirements would be to have online connections, update computer hardware and software and sufficiently trained human resource staff.
The selection and recruitment of the right candidate, who would eventually become a face of t he company in the external sphere of activities, is an uphill task. A number of parameters come into play due to the importance that each employee carries.
Besides, it provides an insight to the type of skills and ability necessary to identify the correct candidate for this position. If the position was not newly created, the traits and ability to handle the job can be determined from previous job holder that is successful with the responsibilities.
The goal of human resource management is to help the business enterprise to meet its goals by attracting and maintaining employees. (McNamara 1997) Because people change through time, the development aspect in human resource management is provided central focus.
One element that plays a substantive role in ensuring the success of an organization is the job description, and, therefore, the paper discusses the aspect of job analysis as the cornerstone of human resource
The author states that it is upon the organization to make significant efforts in ensuring that the process of recruitment is fair. The process of recruitment begins with the description and specifications of a job, to highlight the main purpose of a job. The person specification enables the organization to determine the ideal qualifications.
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