Recruitment and Selection - Farah Experiences LLC - Case Study Example

BUSINESS REPORT By Name Course Instructor Institution City/State Date Table of Contents BUSINESS REPORT 1 Table of Contents 2 Recruitment and Selection – Business Report 2 Executive Summary 2 1.0 Introduction 3 2.0 Literature Review 4 2.1.0 Effective Recruitment and Selection Procedures 4 2.1.1 Research Approach 5 2.1.2 Findings 6 2.2.0 Getting the Right People 6 2.2.1Research Approach 7 2.2.2 Findings 7 2.3.0 Recruitment and Selection impact in Employee Performance 8 2.3.1 Research Approach 9 2.3.2 Findings 10 3.0 Recommendations 10 4.0 Conclusion 11 5.0 References 12 Appendices 13 Recruitment and Selection – Business Report Executive Summary Recruitment and selection are important organisational processes that can offer a basis for a positive outcome based on organisational motivation as well as commitment. Most employees prefer working in an organisation that provides improved working incentives and conditions for long term career. This report provides a critical review of information sources relevant to ‘recruitment and selection’ and makes justified recommendations to HR managers at Farah Experiences LLC on how to sustain and improve practice. In this report, the literature review has been used as a method of analysis, whereby previous studies about recruitment and selection have been analysed, appraised, summarised, and correlates with other studies. This method of analysis was considered beneficial because it provides a comprehensive recapitulation and overview on the topic from past to present; thus, creates a sense of focus in terms of the direction that the research on recruitment and selection is headed. Findings from the reviewed studies exhibit that there is a noteworthy relationship between recruitment and selection in terms of organisational performance and merit. Therefore, Farah Experiences LLC needs to have effective recruitment and selection so as to achieve organisational commitment and improve its organisational performance. It has been recommended that HR managers at Farah Experiences LLC must understand the policies, objectives and practices utilised for recruitment and selection. Imperatively, those in charge of making decisions about selection must have sufficient information whereupon to base their decisions. 1.0 Introduction Established in 2008, Farah Experiences LLC offers outstanding entertainment experiences. Given that the company operates and manages Ferrari World Abu Dhabi, which is the first Ferrari-branded amusement park in the world, it needs to recruit and select talented employees so as to improve organisational performance and customer satisfaction. While recruitment is involves finding and attracting skilled candidates from outside and within the organisation for employment, selection starts the candidates’ appropriate competence have been identified (Ekwoaba et al., 2015, p.22). The majority of recruitment and selection processes involve components of subjective judgement integral to them. Ekwoaba et al. (2015, p.22) maintain that treating job applicants positively and professionally can leave the candidate with a positive perception about the organisation in terms of how they handle the applicants. A successful appointment may generate positive results that could favourably impact on the broader features of the organisational. Recruitment and selection provide the organisation with an opportunity of improving performance while hiring the wrong individuals or being unable to forestall variations in hiring needs may be disastrous. Therefore, it is imperative to put conscious efforts into HR planning. Recruitment and selection have turned out to be important in the organisations since people have to be attracted in sufficient numbers, on a timely basis as well as with suitable testimonials. This report focuses on three different information sources; effective recruitment and selection procedures, getting the right people, in addition to recruitment and selection impact on employee performance. 2.0 Literature Review 2.1.0 Effective Recruitment and Selection Procedures The reason for choosing this information source is because it focuses on the value of having a fair recruitment and selection procedure within the organisation. According to Nabil et al. (2014, p.12), recruiting and selecting effectively is pivotal for organisations with no specific technique for attracting, screening and selecting the right person. In order to make a new selection of employees required by the organisations, the managers should first generate an enormous pool of candidates and then select the best. Selection effectiveness relies heavily on the size of the applications’ pool. Nabil et al. (2014, p.12) research is important because it seeks to simultaneously address recruitment and selection with the goal of improving procedures used to select the suitable applicant. Basically, recruitment process must be effective so as to bring sufficient applications or pool so as to make the right selection easy for all jobs. 2.1.1 Research Approach First before conducting a primary research, the authors conducted secondary research with the goal of supporting the findings of the primary research. Secondary Research Sources Examples Academic Journals Aycan et al. (2000), Armstrong (1992), Polychart (2006), etc. Nabil et al. (2014, p.15) used qualitative research methodology so as to investigate recruitment and selection procedures effectiveness in the public sector. The primary research was conducted through questionnaires, and the goal was to gather the valuable and relevant data from direct line managers working in the Pakistani public universities. The roles of the managers involve controlling the faculty and departmental members’ activities directly, which included recruitment and selection process. The sample size was 80 head of the departments The research results were quantified by a five-point likert scale. Analyses were conducted through data mining and statistical analysis software, the SPSS. In order to facilitate detailed analysis, the authors used the 2007 MS Excel to summarise different items under one variable that could be analysed by the SPSS. A convenience sampling technique was employed to gather data from the selected 80 participants. The research approach utilised by the authors has some benefits; 1. It is practical 2. The results were easily quantified 3. It is a cost-effective way to collect large amounts of data in a short duration. Still, there are some noteworthy shortcomings from this research approach; 1. It lacks validity 2. It is hard to determine whether the respondent provided truthful information. 2.1.2 Findings In their findings, Nabil et al. (2014, p.16) established that recruitment procedures are enormously impacted by organisational politics; as a result, the fairness of recruitment procedures are compromised. When the CEO has complete control over every appointment made in the organisation; there is likelihood that they will influence the recruitment procedures. The authors also established that recruitment procedures impact the selection procedures’ fairness; that is to say, lack of vibrant recruitment strategy can negatively affect the selection procedures. Some organisations fail to follow the set procedures when hiring new employees, and consequently, affect the productivity and performance of the organisation. The authors also established that the strategies of recruiting senior officials in the organisations are normally formulated according to the key officials’ directions so as to facilitate the selection of the desired applicant. Therefore, it can be argued that fairness of recruitment is directly influenced by organisation politics. Lack of fairness can negatively affect the recruitment and selection procedures. Other factors that affect these procedures as cited by Nabil et al. (2014, p.16) include; HR capacity, state politics, transparency and HR capacity (see appendix 1). 2.2.0 Getting the Right People The reason for choosing this information source is because it discusses how branding can be used and entrenched through HR practices; particularly recruitment and selection. Information provided in Russell and Brannan (2016, p.1) study is important it provides evidence on how Farah Experiences LLC can improve its branding through recruitment and selection practices. The information exhibits how ideas and concepts surrounding branding can be implemented through effective recruitment and selection practices. 2.2.1 Research Approach The secondary research was conducted by reviewing previous scholarly studies such as Barrow and Moseley (2005), Greonroos (1990), Van Maanen (1988), Geertz (1973), and many others. A lot of information in this article is sourced from the secondary research. Primary research was conducted through qualitative research methodology. Data collection happened through fieldwork engagements with CollinaTrade between 2009 and 2010. CollinaTrade as mentioned in the study is a global company headquartered in the UK with over 20,000 employees and operating in over 120 countries. Some of the method utilised by the authors to conduct primary research was through interviews, documentary analysis as well as non-participant observations. The number of participants recruited for this study has not been identified The interviewees were selected after the first discussions with the workers during the first visit. A snowball sample was created for people working for the CollinaTrade as well as those with knowledge about the organisation. Using interviews to collect data was advantageous because it enabled the authors to focus on the topic thoroughly and compressively and was flexible. However, there were some notable disadvantages; for instance, it was time-consuming, some information could be misleading/unreliable Another method utilised in this study to gather data is the documentary analysis, whereby the authors were given access to documents that enabled them to understand about the company’s brand and how they intend to use recruitment and selection practices to influence the brand. Document analysis was beneficial because it is cost-effective since the authors were given access to the documents. However, the documents used in this study were not designed for research purposes; therefore, the recorded information could be incomplete or idiosyncratic. 2.2.2 Findings Through the CollinaTrade case study, Russell and Brannan (2016, p.9) observed that recruiting employees who comprehend the essence of personal relationships can help in strengthening the company’s brand since they act as the brand’s advocates while interacting with the customers. According to Russell and Brannan (2016, p.9), the way the managers use the brand during the recruitment and selection process can help the potentials employees to display behaviours and values that are aligned closely with the company. This can help the organisation bring to the fore the interactive and social qualities of a potential employee. Most companies are shifting from recruitment process that emphasises on technical skills to a one that focuses on behavioural qualities and social competence. Recruiting employees that fit well with the brand appears to be increasing. The authors further established that to prevent slip-ups during the selection process, organisations normally try to evaluate whether the applicants fits the brand, instead of evaluating their qualifications. Selection strategies that are based on brands intend to get an individual that fits the brand; that is to say, the hired employees align themselves with the employers’ brand. Russell and Brannan (2016, p.10) further established that for an organisation to select for ‘fit’ it must make decisions in terms of whether the applicants are same as the current employees in the organisation so as to avoid creating a homogeneous and isomorphic workforce. Through informal work trials and recruitment fairs, it seems that potential employees can collect crucial important about the ‘personality’ of the organisation's brand. This allows for the dynamic evaluation of their fit to the organisational brand. 2.3.0 Recruitment and Selection impact in Employee Performance The reason for choosing this information source is because his study can enable the managers at Farah Experiences LLC understand how recruitment and selection influence employees’ performance. Kepha et al. (2014, p.132) provide evidence on how HRM practices such as recruitment and selection can play a crucial role in attracting skilled and talented workforce. Ability to attract and recruit talented employees can positively impact the organisation performance. Recruitment as mentioned by Kepha et al. (2014, p.132), is a crucial process in the organisation, and when practised poorly can lead to problems such as reduced profitability and poor levels of skills and staffing. In spite of having an effective recruitment and selection strategy, the process of recruitment espoused by organisations may experience challenges during the implementation stage. 2.3.1 Research Approach In this study, both qualitative and quantitative research methods have been used. The authors utilised the correlation and descriptive research designs so as to get information about the researched topic. The participants were drawn from different research institutes owned by the government. First, secondary research was conducted to support the primary research. This can be evidenced by numerous previous studies that have been cited (Armstrong (2008), Gupta (2006), Mugenda and Mugenda (2008), and many others. Secondary Research Sources Examples Academic Journals Abdullah (2009), Delery (1998), Kamoche and Kamoche (2004) and many others. Industry Publications Munene et al. (2003) and GOK (2012), Primary research was conducted through structured questionnaires and published reports to gather the primary data and secondary data, respectively. The number of participants was 256 individuals. The reliability of the questionnaires’ measures was tested using the Cronbach’s alpha. The authors considered the variables to be valid as well as reliable because they ranged above 0.7. The quantitative data was analysed by the latest version SPSS. The relationship between dependent variable and independent variables was described by a linear regression model (Y=β0+b1x1+b2x2+b3x3+b4x4+b5x5+ε) (Kepha et al., 2014, p.133). The authors conducted a t-test was with the goal of establishing whether the two sets of data (variable and invariable) were in any way different. The dependent variable Y normality was determined through Shapiro-Wilk and Kolmogorov-Smirnov tests. The amount of variation was evaluated through the Analysis of Variance (ANOVA) test, and this was done in all the samples in relation to the variation amount between the samples (see Appendix 2 and 3). They have presented the quantitative data through statistical techniques like bar-graphs, pie charts and tables, but the qualitative data has been presented descriptively. The utilisation of descriptive date presents the likelihood for subjectivity and error. 2.3.2 Findings Kepha et al. (2014, p.137) found out that when the process of recruitment and selection is not compromised, an organisation can hire workers who are devoted to the principles and standards of the organisation. They further found out that organisations that recruit and select employees objectively are inclined to be more productive. The authors also observed indicate that recruitment and selection practices are key elements of the HRM function because they have a direct effect on the performance of the employees. Kepha et al. (2014, p.137) conclude that even though organisations have recruitment and selection strategies, employees are hardly involved in making decisions about this aspect. Having strategies for recruitment and selection can positively influence the employees’ performance. When an organisation fills a job opening through internal recruitment procedures can increase the level of morale amongst the employee and consequently the overall performance of the organisation. 3.0 Recommendations Based on the above-reviewed studies, it can be recommended that the HR managers at Farah Experiences LLC should formulate a concrete policy for recruitment and selection so as to avoid any form of unfairness. Farah Experiences LLC should make recruitment and selection its main priority since this is the actual base for the economic and social development. The HR managers should ensure that the applicants are well matched and suited to the organisation. They should ensure they enact practices and introduce cultural workshops so as to strategically entrench the Farah Experiences LLC brand requirements as well as the related behaviour to the hired employees. The managers should ensure that process of recruitment and selection is objective, and this can be achieved by developing job specifications. Farah Experiences LLC should also introduce non-biased and professional interview panels that can sustain the integrity of the organisation. For the process of recruitment and selection process at Farah Experiences LLC to be effective, it has to be transparent, in line with the set standards and also fair. 4.0 Conclusion In conclusion, this report has provided a critical review of information sources relevant to ‘recruitment and selection’ and has made justified recommendations to HR managers at Farah Experiences LLC on how to sustain and improve practice. A number of factors that affect the recruitment and selection process have been highlighted, and they include organisational politics, transparency, employee involvement and so forth. As evidenced by the reviewed studies, it is evident that procedures of recruitment and selection can define the effectiveness of the whole process. It has been emphasised that the objective of recruitment and selection does not just involve filling that available vacancies, but also includes individual development as well as achievement. The objective is to create a strong organisation that can lead to improved organisational commitment and performance. In order to be successful in recruitment and selection process, the organisation has to re-adopt the policies that are internally reliable and those that are in line with the organisation goals (Mustapha et al., 2013, p.637). The process must be planned properly so as to avoid recruiting the wrong people. Findings from the information sources exhibit that there is a notable relationship between recruitment and selection in terms of organisational performance and commitment. 5.0 References Ekwoaba, J.O., Ikeije, U.U. & Ufoma, N., 2015. The Impact Of Recruitment And Selection Criteria On Organisational Performance. Global Journal of Human Resource Management, vol. 3, no. 2, pp.22-33. Kepha, O., Mukulu, E. & Gichuhi, A.W., 2014. The Influence of Recruitment and Selection on the Performance of Employees in Research Institutes in Kenya. International Journal of Science and Research (IJSR), vol. 3, no. 5, pp.132-38. Mustapha, A.M., Ilesanmi, O.A. & Aremu, M., 2013. The Impacts of well Planned Recruitment and Selection Process on Corporate Performance in Nigerian Banking Industry (A Case Study of First Bank Plc 2004-2011). International Journal of Academic Research in Business and Social Sciences, vol. 3, no. 9, pp. 633–648. Nabil, G. et al., 2014. Effective Recruitment and Selection Procedures: an Analytical Study Based on Public Sector Universities of Pakistan. Public Policy and Administration Research, vol. 4, no . 10, pp.12-20. Russell, S. & Brannan, M.J., 2016. “Getting the right people on the bus” recruitment, selection and integration for the branded organisation. European Management Journal, vol. 34, no. 3, pp.1-11. Appendices Appendix 1: Descriptive Statistics table (Nabil et al., 2014, p.19) Appendix 2: Component Matrix for Employee Performance (Kepha et al., 2014, p.134) Appendix 3: Component Matrix for Recruitment and Selection (Kepha et al., 2014, p.135) Read More