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Running Head: HRM HRM HRM Introduction As the competition becomes tougher in the marketplace, organisations are realizing that the key to improving productivity lies in motivating their employees for the same. Furthermore, performance management and change management have also emerged as important operational concepts in the field of Human Resource Management during the past few decades (Robbins & Judge, pp…
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Download file to see previous pages The recruitment process starts with the submission of resume regardless of the fact that the recruitment has started with walk in, employee referrals, advertising or others (Griffin & Moorhead, pp. 14-19, 2009). Shortlisted candidates get a chance to fill the application form, which then leads to a formal interview. Short listed applicants are called for a couple of more interviews (Fisher, Schoenfeldt & Shaw, pp. 301-305, 2005). The last interview, which is a group interview, then leads them to a management assessment centre. This is the point where the person has almost met all the requirements for passing the recruitment process. However, in order for finding out the right match in terms of job for the applicant, the individual has to go appear in several tests. They are Big Five personality tests, MBTI, IQ tests and others. Important here to note is that these are the requirements for new recruits, however, in case of recruitment for executive positions or rehiring, not all steps are followed (Mathis & Jackson, pp. 48-51, 2006). The legal requirements include the fact that the person should have a criminal history, must have the passport or identification of home country, work permit, proof of address, proof of date of birth, proof of educational achievement and certificates and others (Robbins & Judge, pp. 291-295, 2010). Programme for Training and Development Recruitment of the best available talent is never the guarantee of success. It was not only important to tell the employees what to do but at the same time, it is equally important to teach them how to do. Market leaders like Unilever spend more time in comparison to their competitors for training and developing their employees. Following is an example of professional training and development plan at Unilever (Fisher, Schoenfeldt & Shaw, pp. 301-305, 2005). Training and development at UniLever starts with needs assessment. Why training is important? What should be the contents of training? Who should be the target of training? What shall be the expectations in terms of benefits from the training? (Kleynhans, pp. 274-278, 2006) Questions similar to the above mentioned, remain the target of needs assessment. The second step is of instructional design where the focus remains on using the data gained in the first step and with the help of the same, complying, creating and deciding on the program content, exercises, activities, approaches and others (Cummings & Worley, pp. 68-69, 2008). Since this process requires a lot of investment in terms of time and energy, the third step is of validation where a small sample is tested. The fourth step is of the actual implementation of the program and at the fifth stage, the managers and heads of UniLever sit back to evaluate the success of the program (Bratton & Gold, pp. 510-512, 2001). Human Relations School and Motivation of Staff Experts such as ‘Hugo Munsterberg, Mary Parker Follet, Hawthorne Studies, Abraham Maslow, Douglas McGregor’ (Hendry, pp. 84-86, 1995) and others remain as the founder of the human relations school of management. Most of these experts (Hendry, pp. 84-86, 1995) had disagreements with the ideas of Taylor and other advocates of ...Download file to see next pagesRead More
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