Recruitment And Selection Case Study
Recruitment and selection played an important role in ensuring workers performance and positive organizational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009). It is suggested that recruitment and selection has become more important as organizations increasingly regard their workforce as a source of competitive advantage. For example, it has been noted that ‘over several decades, work psychology has had a significant influence on the way people are recruited into jobs, through rigorous development and evaluation of personnel selection procedures’ (Arnold
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Furthermore, it might be argued that the management of people as a strategic asset provides an opportunity to embrace the high performance paradigm of human resource management actually based on high trust, high commitment and high productivity (Godard & Delancy, 2000). Employees seen as part of the primary internal market become the focus for the bundle of human resource practices (Cooke, 2000). They bring about increased motivation, an increased acceptance of responsibility, dependent skills and greater commitment, providing the organization with a competitive edge. Such employees become part of an organization’s core workforce while recruitment and selection process represent the entry point of activities. Approaches to the recruitment and selection of employees which forms the secondary internal market were subjected to less screening at the point of entry. An important feature in company’s recruitment and selection policy was that the ratio between the turn-up and line-up candidates. HR practices on innovation performance ought to be also positive. Hult et al. (2004) observed that, if a firm is to be innovative, management must devise organizational features that embody a clear learning …show more content…
286
Dransfield, R 2000, Human Resource Management, U.K., pp. 72
Dransfield, R & Needham, D 2004, Advanced Business, Oxfordshire, U.K., pp. 441
Price.Alan, 2004, Second Edition. Human Resource Management in a Business Context, Thompson Learning
Ivancevich.John M, 2010, 11th Edition. Human Resource Management, McGraw-Hill
Student I.D. 412000421
Schein, Edgar H. (1999). The Corporate Culture Survival Guide: Sense and Nonsense about Cultural Change.
Thompson , K. R. & Luthans, F. (1990), "Organizational Culture: A behavioral Perspective", In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford: Jessey-Bass, Chapter 9
Wanous, J.P., and Reichers, A.E. (2000). New employee orientation Programs. Human Resource Management Review, 10, 435-451
Dainty, A. (2000) Improving Employee Sourcing within Construction Organization, Proceedings of the ARCOM 2000 Conference, Glasgow, Vol. 1.
Employers’ Organization for Local Government (2003) Guide to Workforce Planning in Local authorities, London.
Arthur, J.B. (1994), ‘Effects of human resource systems on manufacturing
Furthermore, it might be argued that the management of people as a strategic asset provides an opportunity to embrace the high performance paradigm of human resource management actually based on high trust, high commitment and high productivity (Godard & Delancy, 2000). Employees seen as part of the primary internal market become the focus for the bundle of human resource practices (Cooke, 2000). They bring about increased motivation, an increased acceptance of responsibility, dependent skills and greater commitment, providing the organization with a competitive edge. Such employees become part of an organization’s core workforce while recruitment and selection process represent the entry point of activities. Approaches to the recruitment and selection of employees which forms the secondary internal market were subjected to less screening at the point of entry. An important feature in company’s recruitment and selection policy was that the ratio between the turn-up and line-up candidates. HR practices on innovation performance ought to be also positive. Hult et al. (2004) observed that, if a firm is to be innovative, management must devise organizational features that embody a clear learning …show more content…
286
Dransfield, R 2000, Human Resource Management, U.K., pp. 72
Dransfield, R & Needham, D 2004, Advanced Business, Oxfordshire, U.K., pp. 441
Price.Alan, 2004, Second Edition. Human Resource Management in a Business Context, Thompson Learning
Ivancevich.John M, 2010, 11th Edition. Human Resource Management, McGraw-Hill
Student I.D. 412000421
Schein, Edgar H. (1999). The Corporate Culture Survival Guide: Sense and Nonsense about Cultural Change.
Thompson , K. R. & Luthans, F. (1990), "Organizational Culture: A behavioral Perspective", In: Schneider, B. (ed.), Organizational Climate and Culture, Oxford: Jessey-Bass, Chapter 9
Wanous, J.P., and Reichers, A.E. (2000). New employee orientation Programs. Human Resource Management Review, 10, 435-451
Dainty, A. (2000) Improving Employee Sourcing within Construction Organization, Proceedings of the ARCOM 2000 Conference, Glasgow, Vol. 1.
Employers’ Organization for Local Government (2003) Guide to Workforce Planning in Local authorities, London.
Arthur, J.B. (1994), ‘Effects of human resource systems on manufacturing