Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The strategic human resource management process
The importance of strategic human resource planning
The importance of strategic human resource planning
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: The strategic human resource management process
In the business, theories are significant as they provide the assumption of key relation. They are affective in conveying the strategies to be taken to process and evaluate the job or task. In the selection process various theories or approaches are implemented by different organisations to recruit a candidate for a specific job. To avoid the poor outcome, the selection process involves two ways method in which both candidate and organisation are able to explore there interests and expectations to be served. This essay will focus on two dominant theories of selection traditional as being too simplistic and processual approaches as complex to assess the suitability of a specific person for an explicit job by comparing and contrasting each approach in various aspects. In doing so, processual approach to selection tends to result in more accurate and clear expectation for both candidate and organsiation.
Traditional approach to selection is referred on basis of organisation to ensure that job specification/requirement are closely related as possible to find ‘best fit’ candidate to those requirements. Evidently, failure to hire the ‘right person’ results to high labour turnover, low morale, low productivity disciplinary issues and so on. (Leopold & Harris, 2009). Furthermore as White, C (2004) claims that due to some jobs and organizations nature to differ, radically alter, an individual’s psychological differences such as motivation, emotions, and personality will impact individuals to be suited for some than others. Leopold and Harris (2009) carry on stating traditional approach encourages this and emphasis on ensuring that the recruitment processes to be systematic to achieve strategic objectives. However, the stress on recruit...
... middle of paper ...
...
Billsberry, J. (2000) Finding and keeping the Right People, 2nd edn, Prentice Hall, London,
Dawson, P. 1994, Organizational Change: A Processual Approach. Chapman, London
J, Scheid 2010, A traditional Approach to Human Resource Management, Bright Hub,
Leopold and Harris 2009, Strategic managing of Human Resource, 2nd edn, Pearson Education.
Mortimer, D. and Leece, P 2002, Search for a Theoretical Focus: Human Resource Management or Employment Relations: International Employment Relations Review, Vol. 8 (2), Australia
Mortimer, D and Ingersoll, L (compilers) 2010, Managing Human Resources and Industrial Relations, 2nd edn, Pearson Custom Publishing, Sydney
Whittington, R. 1993. What is Strategy - and Does It Matter. Routledge Series in Analytical Management. Routledge, London.
White, C (2004) Strategic Management. Palgrave Macmillan
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Noe, Raymond A, et al. Human Resources Management: Gaining A Competitive Advantage. New York: McGraw-Hill, 2010.
Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. (2012). Strategic Management: Text & Cases (6th Ed.). New York, NY: McGraw-Hill.
Wit, BD & Meyer, R 2010, Strategy: process, content, context : an international perspective, Cengage Learning EMEA, London.
Mackey, K. (Ed.). (2008). Managing human resources: Contemporary perspectives in New Zealand. NSW, Australia: McGraw-Hill
Numerous definitions of strategy exist, in most circumstances strategy can loosely be explained as an overall plan of deployment of resources to ascertain a favourable position within a market (Zablah, Bellenger and Johnston 2004; Grant 1994, p 14). Further, imbedded in many successful organisations are strategies, the importance of which is to remain relevant in the market, and successful in the various attributes of business; profiteering, employee motivation, maintaining sustainable core competencies, effectiveness in operation, or efficiency in the conduction of operations. Therefore challenges involved in the formulation and implementation of a strategy can revolve around the overall external market, as well as internal
Thompson, A. A., Strickland, A. J., & Gamble, J. E. (2008). Crafting & executing strategy: The quest for competitive advantage (16th ed.). New York: McGraw-Hill Irwin.
The growing competitions created by globalization had been pressuring organization to lay more emphasis on recruiting talents in order to gain secure foothold in the market. With the introduction of person-job fit and person-organization fit, it assists both applicants and organization to have a clear image of who is the right person for particular career; at the same time, it acquires the recruitment process to operate efficiently. Here, I will have a further explanation on the topic by employing the definition from Saks and Ashforth (1997) of person-job fit and person-organization fit. In this essay, I will begin with discussing the influences and application of both concepts in recruitment strategy by giving evidences and examples. A conclusion will come up to strengthen the point that there is a linkage between them.
Mason Carpenter, G. S. (2013). Strategic Management: Concepts and Cases Second Edition. Harlow: South-Western Pub.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
According to Noe (2012), most experts believe that the most important human resource decision makes by a leader is deciding who to hire. Manager manages the recruitment and selection process. Selection for the best candidates for the job is very important in an organization because the performance always depends on employees, the recruiting and hiring is costly and the legal obligations like mismanaging hiring has legal consequence. The main aim of employee selection is to achieve person-job fit which is identifying the knowledge, skills, abilities (KSAs), and competencies that are central to performing the job. The objective of effective selection is to decide who the right people are, by matching individual characteristics (ability, experience, and training) with the requirements of the job (DeRue & Morgeson, 2007; Kristof -Brown, Zimmermam, & Johnson, 2005). The manager will do checking for reliability and validity of the interviewer. In PPNJ Poultry & Meat Sdn Bhd, the people who manage the recruitment and selection process is the Human Resource department or staffs.
John G. S., 2008: Strategically thinking about the subject of Strategy [e-journal] 9(4) p.2 Available through:
Willy McCourt & Derek Elridge (2003), Global Human Resource Management, pp 311 - 315. Edward Elgar publishing.
Tayeb, M. H. (2005). International Human Resource Management: A Multinational Company Perspective. New York: Oxford University Press Inc.
Recruitment and selection process are important and essential in the human resource management. Human resource management is a functional process that focuses on the management and recruitment of workers in an organization, also giving directions to workers in the organization. The purpose of recruitment and selection process are helping an organization to find the right person for the right position in a job, employees can know which person is suitable and needed in that specific position through the recruitment and selection process. Recruitment and selection process are about how an organization hire and choose workers during this process, employees are going to choose the most suitable workers and organize the most suitable work for them. (Gedaliahui & Shay, 1999)