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Objectives of the recruitment process
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the organizations recruitment goals be achieved with the greatest speed and at the least possible cost to the firm. 4. Building Individual and organizational performance, Human resource departemnts are unique in their potential to grow and develop to meet new challenges. Organizations have come to realize that substantial investments are required to facilitate employee progression in terms of training and developing their personnel. Companies are increasingly implementing different strategies in terms of providing training programs to develope employees’ professional skills. These strategies are step for the employees to grow and learn through professional development and educational assistance programs. Building individual performance …show more content…
Extraordinary performances from these individuals will replicate on the overall organizational performance. Therefore, it is important for firms to engage in employee skill improvement schemes. It is essential to build a high-performance corporate culture in improving individual and organizational performance. Many organizations have faltered in their aspirations for the simple fact that their overall ambitions have not been consistent with their employees’ goals and objectives. Often, the main goal of the employees is to get their job done with little discretion of the company’s revenues, which is the overall organizational goal. A conflict of interests in terms of organizational objectives and individual goals has led to failure of many businesses. In fact, firms have improved their performances after aligning their goals to be consistent with their staff members’ overall organizational profitability. Furthermore, it is important to get in place a good motivation system. In order to extract good performances from employees, it is essential to motivate them. 5. Rewarding Employees’ performance appraisals are a crucial link in the HRM process: they are the means through which organizations make assessments on their personnel performance and determine appropriate rewards or remedial actions. The HRM …show more content…
It is worth to note that although profitability is the ultimate priority of any organization, it is the human element, which facilitates this goal. Firms should therefore give the utmost regard to the efficiency and effectiveness in their personnel management process. Organizations that have implemented an efficient HRM process have often been very successful in their operations. The performances of the organization’s employees epitomizes the overall organizational performance. A well organized management and handling of these personnel is therefore quintessential in improving the organizations overall returns. It is fair to say that the importance of HRM is attributed to overall performance of the organization. A proficient management of the human resource in every aspect results in better organizational
HRM in any company is a weighty issue that needs much attention where business performance is linked to a HR strategy (Caldwell 2008; Ulrich et al. 2008). In the recent past, competition has become stiff, such that organizations need to come up with other means to compete in the extremely dynamic market world. Thus, companies have shifted their emphasis to Strategic Human Resource Management (SHRM) where they enhance and empower their personnel in order to increase the productivity and the services offered into the market (Mello 2006). This goes against the traditional ways of increasing the means of competition where organizations place emphasis on tangible resources. In the past, organizations competed in terms of machinery and acquisitions. This has changed greatly due to the changing customer tastes and the diversity of the market in the present (Delery & Doty 1996; Lengnick-Hall et al. 2009).
A widely accepted plan at the time by employees gave them the type of motivation that increase job performance. However, not giving employees the best possible motivator to raise their efficiency levels, plus they are using a financial incentive plan with major design problems. “Research shows that there are four signs that affect employees’ motivation (engagement, commitment, satisfaction and turnover). If employers focus on these four indicators successfully, employee motivation and organizational success strengthens (Newstrom, 2015, p.
In addition to feedback, goals have been found to be more effective when they are tied to employee evaluations. The results of employee evaluations typically carry great weight when it comes to raises, bonuses, and potential advancement. Tying these types of rewards to successful goal completion also improves performance and increases goal commitment among employees (House, 1971). Incorporating deadlines to specific goals is also attributed to elevated performance levels. The motivation levels of the employee increase to meet goals within set deadlines and receive positive feedback (Lunenburg, 2011). As organizations focus on employee satisfaction and motivation, goal setting will remain an important aspect of management practices. In today’s economy, organizations are competing for top talent and ensuring employee satisfaction among job tasks is an important piece of talent retention.
147). Although the main objective of a performance appraisal is to evaluate employee’s work performance, performance appraisals are also important for organizations because they reflect the effectiveness and efficiency of achieving organizational goals and objectives. Youssef (2015) stated “Organizations use performance appraisals for many purposes including, managing employees’ salaries, wages, and pay adjustments and providing performance feedback for employees and communicating points of strength and weaknesses. Performance appraisals are also used by management to determine job placement decisions such as promotions, demotions, and transfers and to justify employee disciplinary actions such as termination or dismissal” (pp. 149-150). The performance appraisal effectively measures employee’s skills and accomplishments as well as provides constructive feedback to enhance performance and to help promote employee professional growth. Performance appraisals should not, however, be considered the manager’s only communicating tool. Open lines of communication throughout the year develop effective working relations between managers and employees thus making the annual appraisal easier and more effective for
In today's complex business environment; traditional approaches like monetary incentives are not the only prime motivators. In addition to expecting financial incentives for their performance, employee's expectations are much more. Appreciation, recognition and opportunities for personal growth; must be catered for to harness maximum productivity. Furthermore in an era where change is imperative for the organisation's survival, highly motivated employees, represent flexibility and show willing to change; a vital component for the success of any organisation.
Human Resources Management (HRM) have been increasing aware by Business Studies and Organisation Management approaches because it closely related to organisational daily and organisational performances (Kalleberg & Moody, 1994). Human resources practices are suggested have influences on improving organisational performances in most organisations. Basically, oorganisational performances refer to the outcomes of employees performances and daily working which reflect the ability of one organisation fulfil its objectives and goals, such as employee’s performances, productivities, employee’s job satisfaction, financial outcomes (Huselid, 1995).
Introduction A comprehensive Human Resource Management Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and visibly illustrates that the human resources function fully understands and supports the direction in which the organisation is moving. A comprehensive HRM Strategy will also support other specific strategic objectives undertaken by the marketing, financial, operational and technology departments. In essence, an HRM strategy’s aim should be to capture the ‘people’ part of an organisation and its medium to long-term projection of what it wants to achieve, ensuring that. It employs the right people, those have the right mix of skills, employees show the correct behaviours and attitudes, and employees have the opportunity to be developed the right way.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Research has shown that motivation in an employee is an important factor which determines his performance. Motivation is the “driving force within individuals” (Mullins, 2007, p. 285). It is the concerned with finding out the reasons which shape and direct the behaviour of the individuals. The people act to achieve something so that they can satisfy some needs (Gitman and Daniel, 2008). It is important for the manager to understand this motivation of individual employees in order to inspire them and devise an appropriate set of incentives and rewards which would satisfy the needs that they have individually (Kerr, 2003). Once these needs are expected to be met in return for some specific behaviour or action, they would work more diligently to have that behaviour in them and to achieve that objective (Meyer and Hersovitch, 2001). Since it would lead to early and fuller achievement of the company objectives as the individual would work more diligently, it would lead to better organizational performance (Wiley, 1997).
The main purpose of Human Resource Management is to increase the effectiveness and contribution of employee’s attainment of organizational goals and objective (Youssef, C.). Many areas of HRM have been discussed in this course. Those areas are EEO and Affirmative action, Human resource planning, recruitment, and selection, Human resource development, compensation and benefits, safety and health, and employee and labor relations. All these categories have an impact on how an organization is managed. Although there are many things that impact a business, the most important thing about managing a business is selecting the right people to help the company succeed.
Human Resources Management (HRM) Interventions relates to the idea of improving an organizations overall performance and efficiency by improving the members (individuals and groups) performances, commitment, and flexibility. According to Beer et al. (1984), this is often a relevant intervention technique when organizations are facing increased international competition. They see the value of HR investments as a way to improve organizations competitive advantages. Further, they establish that HRM policies have long-term consequences and immediate organizational outcomes. These policies should include the overall competence of employees, the commitment of employees, the cost effectiveness of HRM practices,
Training is an integral part of any organization’s development and is an ongoing process. Training programs will vary according to the position held within a company. “Training is a learning experience that seeks a relatively permanent change in individuals that will improve their ability to perform on the job” (DeCenzo & Robbins, 2007, p. 223, para. 1). Good organizations can be linked with the training and development of good employees. Any organization’s success in growth and innovation is dependent upon the talent, motivation, and leadership of its employees. Efforts made to recognize the value of each employee and the job he or she performs will contribute to a workplace environment that inspires, supports, and rewards employee development.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)