The paper 'Staffing Organizations' is a perfect example of a Management Case Study. Recruitment and selection are two significant roles in personnel management. The recruitment process comes first before selection and assists in selecting the right applicant. Crawford (2004) states that recruitment is a process of discovering the sources of human resources to meet the need for staffing plans and use effective measures for drawing that human resource in sufficient numbers to allow effective selection of resourceful personnel. Staffing is one fundamental role in management. Each manager has a role of the staffing function in choosing the chief executive and the supervisors have a staffing duty when they pick the file workers (Wright & Snell & Jacobson (2004, p.
9). Recruiting staff is a very expensive process. It is also a critical part of any organization and its benefits to doing it correctly. When organizations select the right individuals for the job, train them properly and treat them aptly, these individuals don't just generate excellent results but also are likely to remain in the organization for a longer time.
In such situations, the organization’ s first and continuing investment in them is appropriately rewarded. The paper analyses the process of recruitment and selection while giving a wider picture of its components such as job analysis, sourcing, screening, and selection process itself. 2.0 Role of Recruitment and Selection in Human Resource Planning Recruitment and selection have a significant role to play to ensure excellent worker’ s performance and positive company results. It is frequently argued that the selection of workers takes place not just to ensure they take the positions or contribute to employees but rather intends to bring in employees who may perform at a higher level and show commitment (Crawford, 2004).
Selections offer HR planners an opportunity to evaluate potential employees' personality and character. This makes sure that only staff with the most appropriate skills and personalities are offered the job. The company takes certain notice of the individual flexibility and malleability of a candidate, which reassures that such a person can change rapidly to the harsh needs of the job. According to Wright, Snell & Jacobson (2004, p. 12), proper selection processes used in the recruitment process makes sure that just a qualified person is chosen to fill a slot.
Recruited workforce contented with their jobs results in a low degree of employee turnover. Employee retention is significant to the organization, as the costs of recruitment and training of new employees decrease with reduced training and recruitment. 3.0 Recruitment and Selection Process Recruitment and selection follow vital stages in the creation of the anticipations that form the psychological agreement between employer and workforce (Crawford, 2004). There are powerful thoughts to bear in mind oriented on labor market requirements.
For instance, traditional approaches try to draw a broad choice of candidates for positions prior to screening out individuals who do not meet the criteria set in job requirements and personnel descriptions. Goldrick (1997, p. 26) argues that the recruitment can either be done internally which involves the current employees or the external recruitment that involves those who do not work within the company. Many organizations do not have a written document on internal recruitment. There is no policy in place to enable the filling of vacancies through internal means.
Arnold et al (2005) contend that one of the insinuations of avoiding to advertise internally is that morale may be lowered which may result in an increase in absenteeism and a decline in job contentment because of job insecurity. Another inference is that the most appropriate candidate for the job might already be employed within the organization, but since the vacancy is not advertised internally that staff will not have the chance to argue their case.
Arnold, J. et al (2005). Work Psychology: Understanding human behavior in the workplace, 4th
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Crawford, R. (2004). Recruitment and Selection. HR Research Paper, No. 30, HRDOC Store: London.
Goldrick, P. (1997). What makes a selection system best practice? HR Monthly, June, p. 26-27.
Morgeson, F. et al (2004). Self-Presentation Processes in Job Analysis: A Field Experiment Investigating Inflation in Abilities, Tasks, and Competencies. Journal of Applied Psychology, 89(4), 674–686.
Wrightt, P., Snell, S. and Jacobson, P. (2004). Current Approaches to Human Resource Strategies Inside-out Versus Outside. Human Resource Planning, 27(4), 2-22.