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This essay will be exploring the individual within the organisation and their development throughout their time with the organisation, including the ongoing process of recruitment, appraisal, training and development. The first task for human resources th

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Introduction

Foundations of Managing and Organising - Assessment 2 Part A 2. Human resource management (HRM) is the basis of all management activity, and is now often seen as the major factor differentiating between successful and unsuccessful organisations, more important than technology or finance in achieving competitive advantage (Marchington, 2005). This essay will be exploring the individual within the organisation and their development throughout their time with the organisation, including the ongoing process of recruitment, appraisal, training and development. The first task for human resources that would need to be considered is the process of recruitment. Recruitment and selection is a critical process for organisations. Recruitment refers to "the process of attracting a suitable number of applicants so that from them a choice can be made as to who is the 'right' person for the job" (Newell, 2002, p.87). Selection can be defined as the process by which the choice is made, and the ways in which the applicants are assessed and an appointment is made. The comparative performance of these two stages can differ depending on the situation. It is vital to get recruitment and selection right, as some individuals will be more suited to some jobs and organisations than others. The process of recruitment and selection "will aim to attract those whom management view as the 'right' people for the organisation" (Bratton, 2007, p.247). ...read more.

Middle

Cognitive learning theory offers a more complex understanding of learning, proposing that what is learned is not an association of stimulus with response, but of stimulus with stimulus. The learner, or employee, develops expectations that stimuli are linked, which results in a cognitive 'map' or latent learning. This theory also recognises the role in learning of the observation and imitation of the behaviour of others; this could be seen through an organisation giving an employee a mentor or buddy to work alongside. Similarly to the ongoing process of employee development is performance management and appraisal, which ensures that a person's overall capabilities and potential are appraised. Appraisal can be defined as "a process that provides an analysis of a person's overall capabilities and potential, allowing informed decisions to be made for particular purposes" (Bratton, 2007, p.284). A vital part of the process is assessment, whereby data on an individual's past and current work performance and behaviour are collected and reviewed. There are also a variety of other declared purposes and benefits of appraisal, including setting goals and targets, discipline, selecting people for promotion, improving motivation and morale, planning remedial actions, and so on (Bratton, 2007). The list of potential purposes for appraisal has led to the view that appraisal is something of a 'panacea' in organisations (Taylor, 1998). Although there are a number of benefits of appraisal, there is always the situation when a manager has to provide feedback to employees that may demotivate them. ...read more.

Conclusion

If staff were given performance incentives such as a pay rise, the probability of repetition of the same response would be increased, as in the theory of operant conditioning. By following a suitable process of HRM to suit the organisation, the transition to a franchise of the Hilvomada chain would become more efficient. Reference Beardwell, J. and Clayton, T. (2007). Human Resource Management: Contemporary Approach. 5thed. Essex: Pearson. Bratton, J., and GOLD, J. (2007). 4th ed. Human Resource Management: Theory and Practice. Basingstoke: Palgrave. Cummings, L. and Schwab, D. (1973). Performance in Organizations: Determinants and Appraisals. Glenview: Illinois. Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G. and Oxenbridge, S. (2005). Inside the Workplace: First findings from the 2004 Workplace Employment Relations Survey. Knights, D. and Willmott, H. (2007). Introducing Organizational Behaviour and Management London: Thomson: Chapter 3. Marchington, M. and Wilkinson, A. (2005). Human Resource Management at Work: People Management and Development 3rded. Essex: Pearson. Mondy, R. and Noe, M. (1996). Human Resource Management. Upper Saddle River, NJ: Prentice-Hall. Newell, H. And Scarborough, H. (2001). HRM in Context: A Case Study Approach. New York: Palgrave Reid, M.A., Barrington, H. and Brown, M. (2004). Human Resource Development: Beyond Training Interventions. London: CIPD. Stewart, J. and Knowles, V. (2000). 'Graduate recruitment and selection processes in small businesses.' Career Development International Volume 5/1: 21-38. Taylor, S. (1998). Employee Resourcing. London: Institute of Personnel Development. Torrington, D., Hall, L. and Taylor, S. (2005). Human Resource Management 6thed. Essex. ...read more.

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