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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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). If the wrong sources and media are used to recruit from, an insufficient number of or unsuitable applications may be generated, and the process will prove to be expensive (Marchington, 2005). Choosing a recruitment method which is cost-effective therefore depends on factors specific to each organisation and to different types of vacancy. Findings from the 2004 Workplace Employment Relations Survey (WERS, 2004) (Kersley, 2005) show that, although the majority of workplaces treat external and internal applicants equally, one-fifth give preference to internal candidates and one in ten prefer to recruit externally. If an organisation is to maximise its chances of recruiting the best people to the jobs it advertises it must ensure that all subsequent communication with those who express an interest is carried out professionally.

As an opportunity for the organisation to sell itself as an employer to its potential applicant pool, the following are commonly provided: job description, person specification, recruitment brochure, staff handbook, and general information about the organisation (Torrington, 2005). Candidates are invited to apply by forwarding a CV and covering letter, which are used to shortlist candidates for interviews. An example of this is found in graduate recruitment and selection processes in small businesses, where three interviews are conducted, the first interview involving solely the line manager. From this interview, candidates are shortlisted for a second interview, involving a panel of three members. The personnel officer will also become involved at this stage, conducting psychometric tests, which are chosen in accordance with the vacancy (Stewart, 2000). Psychometric tests are associated with an individual’s personality, and include assessments such as hand writing analysis and colour preference theory (Knights, 2007). Recruitment exercises such as problem-solving, in-tray exercises, presentations, and work simulation exercises, may be asked to be undertaken by the candidates in order to assess their individual qualities. The final interview is considered as the ‘contract and salary negotiation’ stage; however the company still retains the option to reject the candidate.

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Upon joining the organisation, the candidate will engage in a process of induction and training. Some organisations recognise the value in “encouraging workers to enhance their skills and knowledge, and to foster their creativity and initiative as part of a drive for continuous improvement” (Marchington, 2005). Training invests in and develops human resources, as well as increasing employee commitment, developing the employee as an individual and increasing their skill sets both in general and company specific. This helps the organisation to meet goals, increase productivity, encourage new ideas within the organisational environment, and change management, attitudes, and products. As an ...

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