Essays on Employee Recruitment and Selection Process at Merino Textiles Case Study

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The paper "Employee Recruitment and Selection Process at Merino Textiles" is a brilliant example of a case study on human resources. The recruitment and selection process is a very crucial part of the exercise that is carried out in organizations. It is important for the organization to be well prepared for the process before it kicks off. The management should have in place a recruitment and selection team that should come up with several ways of assessing the suitability of the potential employee for the available job. Merino Textiles is an organization that has been in the industry for a very long time registering almost eighty years in existence.

As per this time, it should have a well-designed procedure or system for employee selection and recruitment. The fact that it is being acquired by new owners makes it imperative for the management to change their ways as far as recruitment and selection of employees are concerned. The employee selection and recruitment process should have a well-defined procedure to enable the selection and recruitment of the best candidate for the job. There are many things that should be considered in the recruitment process (Potosky & Bobko, 2000). Determine if a temporary employee is needed According to Dessler, Griffith, and Lloyd-Walker (2004), the management at Merino Textile has not invested much in employee sourcing simply because the process has not been given its due importance in the company.

For being in the industry for 80 years it should have occurred to the management that the development of the selection process is fundamental empowerment of the human resource department of the organization. It is not good for the recruitment and selection process to be done hurriedly as proposed by Brian, the managing director.

The company should assess the needs of getting a temporary employee instead of hurrying up through the process that can only result in the wrong person being given the job. Ryan and Tippins (2004) argue that the interest of the human resource department is very genuine and rightly called for. It is very apt for the interview to last an adequate period so that the maximum information is drawn from the potential employee.

References

Dessler, G, Griffith J. & Lloyd-Walker B., 2004, Human resource management, 2 edn, Pearson, Frenchs Forets, NSW, pp249-50.

Hausknecht, J. P., Day D.V., & Thomas S.C., 2006, Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis. Personnel Psychology 57, no. 3: 639–83.

Barrick, M. R., & Zimmerman R. D., 2005, Reducing Voluntary Turnover through Selection. Journal of Applied Psychology 80, no. 1 (2005): 159–66.

Hayes, D. K. & Ninemeie, D. R., 2008, Human resources management in the hospitality industry, John Wiley and Sons, Chicago.

Condrey, S. E., 2010, Handbook of Human Resource Management in Government, John Wiley and Sons, Chicago.

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Potosky, D., & Bobko P., 2000, Selection Testing Via the Internet: Practical Considerations and Exploratory Empirical Findings. Personnel Psychology 57, no. 4: 1003–1034.

Ryan, A. M., and Tippins. N.T., 2004, Attracting and Selecting: What Psychological Research Tells Us. Human Resource Management 43, no. 4 (2004): 305–18.

Fallon, L. F. & Zgodzinski, E. R., 2008, Essentials of Public Health Management, Jones & Bartlett Learning, Minnesota.

Cook, S., 2008, The Essential Guide to Employee Engagement: Better Business Performance Through Staff Satisfaction, Kogan Page Publishers, London.

Kurtz, D. L., & Boone, L. E., 2008, Contemporary Business 2009 Update, Cengage Learning, New Jersey.

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