Essays on HR Practice of Recruitment and Selection and How It Influences Increase in Organizational Performance Coursework

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The paper "HR Practice of Recruitment and Selection and How It Influences Increase in Organizational Performance " is a great example of human resources coursework.   Human resource management plays a fundamental role in any profit and non-profit making organizations. It is concerned with controlling and safeguarding the organization’ s people skills, knowledge, and experience. The practice does not only hire but also empowers its workforces, it uses, sustains and reimburse services workforces offer, with the occupation (Kabst & Matiaske, 2005). Human resource is charged with developing the labor force, staffing, training, managing human skills and knowledge, staff management and payments of wages and salaries (Maramaldo, 2010).

In addition, it schedule work processes, managing worker’ s benefits, cost management, it also conducts performance assessment and initiating labor associations. HR practice of recruitment and selection As indicated above, the human resource practice includes recruitment and selection. In modern organizations, recruiting and selecting the right employees is considered an important step in line with strategic management. It entails recognizing, possessing, and safeguarding workforce necessarily for increasing the organization’ s performance to achieve it short and long-term goals and objectives (Maramaldo, 2010).

Recruitment and selection of employees arising out of the need to identify, employ, and retain skilled, knowledgeable, able, and experienced workforces across the organizational structures, in order to respond to a continuous increment of cutthroat markets (Bernardin, 2002). The human resource management needs to be strategic in deciding how the recruitment and selection process will be carried out, when is the appropriate and convenient time to carry it out and most importantly, whether to recruit and select the labor force from internal sourcing or external sourcing (Druckman, et al. , 1997).

For the process to be effective, it should be characterized by definite organization formation, distinct work specification and job description, equal employment opportunities for all qualified job seekers, well-laid guidelines and policies, open lines of communication, training and engaging the current employees in making key decisions that affect them. Motivational theory/model of HRM Human resource is a quality asset for any organization. Success in effectiveness and efficiency in human resource management is dependent on the commitment, engagement and efforts of its labor force (Levesque, 2007). A motivational theory as suggested by Maslow’ s hierarchy of needs indicates that employees are more likely to be productive and exploit their fullest potential if they feel appreciated, motivated and challenged in what they do.

Maslow points out that, motivated employees are more likely to utilize their innovative and creative knowledge, work harder, and competitively strive to beat deadlines and meet targets (Levesque, 2007). He suggests that human resource management that invests in understanding the physiological, safety/security, social, self-esteem and self-actualization needs of each and every one of its employees get more out of them hence increased profitability. Among popular motivational techniques used by organizations includes job promotion, salary increment, added benefits like health insurance, offering permanent contracts rather than temporal or casual terms of employment (Salwan, 2007).

Therefore, motivation is an important tool, which job seekers look for when applying for jobs and human resource management can use to lure potential, capable, and skilled employees. In addition, use motivational tools to retain knowledgeable, skilled, and experienced employees. This minimizes costs that arise out of increased costs of unmotivated employee turnover and conducting fresh recruitment and employee selection processes (Rankin, 2003).

It is fundamental for human resource to empower its workforces to not only develop their professional lives but also improve their personal lives hence creating stability and balance for the employees.

References

Becker, G. and Gerhart, B. 1996. The impact of human resource management on organizational performance. Academy of Management Journal, vol. 39, pp. 779-801.

Cappelli, P. and Neumark, D. 2001. Do ‘high performance’ work practices improve establishment level outcomes? Industrial and Labor Relations Review, vol. 54, pp. 737-776.

Godard, J. 2001. Beyond the high performance paradigm? An analysis of managerial perceptions of reform program effectiveness. British Journal of Industrial Relations, vol. 38, pp. 25-52.

Guest, D. 1999. Human resource management: the workers verdict. Human Resource Management Journal, vol. 9, pp. 5-25.

Huselid, M. A. 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, vol. 38, pp. 635-672.

Bernardin, H.J. 2002. Human resource management: an experiential approach. New York City: McGraw-Hill/Irwin.

Druckman, D., N.R.C (US), C.T.E.H.P. 1997. Enhancing organizational performance. New York City: National Academies Press.

Hopkins, W.E., Hopkins, S.A., & Mallete, P. 2005. Aligning organizational subcultures for competitive advantage: a strategic change approach. Washington DC: Basic Books.

Kabst, R., & Matiaske, W. 2005. Special issue: Human resource management and economic success. Berlin: Rainer Hampp Verlag.

Levesque, P. 2007. Motivation: powerful motivators that will turbo-charge your workforce. London: Entrepreneur Press.

Maramaldo, D. 2010. The Complete Total Competitiveness Theory: The Awakening Impulse for Business to Survive. Singapore: Dog Ear Publishing.

Mathis, R.L., & Jackson, J.H. 2007. Human resource management. London: Cengage Learning.

Rankin, N. (2003). IRS best practice in HR handbook. Cambridge: Butterworth-Heinemann.

Rothwell, W.J., & Kazanas, H.C. 2003. Planning and managing human resources: strategic planning for human resources management. Melbourne: Human Resource Development.

Salwan, P. 2007. Best Business Practices for Global Competitiveness. New Jersey: Pvt. Ltd.

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