• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

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

Extracts from this document...


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.


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.


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.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Reflective essay on a teamwork task. The main objective of this paper is to ...

    Breathe deeply before doing presentations, which can relieve my sense of apprehension. ? I need to continue learning knowledge, 24 hours a day,8 hours of survival(to work or to study),8 hours of rest (recharge my batteries),and the remaining 8 hours is the desire for development (self-improvement).

  2. Assessment of Burger King(TM)s Training & Development

    and then these negative points can be made into targets, consequently resulting in success and even promotion or pay rises. It is clear that the quicker the employees feel wanted, the earlier they are earning money for Burger King, because motivation affects productivity of workforce.

  1. I have written a detailed description for a recruitment and retention process of John ...

    If you wanted a job in a big industry then they would say "drop in your C.V and then we will contact you". They judge your C.V by looking at your skills, experience and qualifications. The CV contains information about you (name, age, experience, education, history, ect).

  2. Compare and contrast TWO modern recruitment/selection methods (e.g. psychometric tests) with more traditional systems ...

    Rebecca Clarke, a CIPD adviser, warns that although the Internet is changing the way people look for jobs, companies must ensure people will not be disadvantaged by going to a one-size-fits-all system. "Someone with dyslexia might be disadvantaged if they have to read things within time limits, and there's still a long way to go on disability."

  1. Performance Appraisal case study

    However, it should be made clear that being a good salesperson doesn't necessarily translate into being a good manager. The company should further work on relations with Juan to make sure he remains motivated. A rewards system for the Salesperson of the Year should be implemented.

  2. Motivation in the Workplace. This specific study looks into the distinction between promotion versus ...

    A strong association between stress and promotion vs. prevention mentality conflicts is evident. However, this does not conclusively mean that both sides feel that there is no way to manage or solve such a structured difference. In fact, the study shows that individuals tend to translate themselves towards management motivation whether prevention or promotion focused, because they want to be on the same motivational plane as their employers.

  1. To what extent can organisational culture be managed. How critical is it for organisation ...

    However, the fact that there is no quantifiable link between culture and success should minimise the importance placed upon cultural management techniques. Furthermore, these techniques have been overstated in their usefulness and impact. Though surface actions and behaviours can be manipulated by management, the deep-rooted values and beliefs that form

  2. Cape Breton Wallcoverings - HRM analysis

    Third option would be to get HR training for the line managers. This would solve the most immediate issues regarding performance management and training, but wouldn?t answer the need of lack of documentation very well or the legal concerns. Expansion To answer the high demand some accord must be reached in Cape Breton Wall coverings.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work