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HR - Coursework Example

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Most of the human resource manager uses such technology in personal screening and selection. The article arguments are that there is little known about various technologies despite technology being used vastly…
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HR School HR Various organizations constantly require employees. Analysis of human resource management is essential in understanding recruitment process.
Technology continues to play significant roles in human resource. Most of the human resource manager uses such technology in personal screening and selection. The article arguments are that there is little known about various technologies despite technology being used vastly. Therefore, the paper focuses on establishing the extent of technology use across the various stages of recruiting and selection. The article also aims in establishing while human resource managers are embracing these technologies. On the other hand, a number of factors have been reported to contribute to the increased use of technologies for screening and selection. They include cost savings, increased globalization of the economy and labour market, potential to reduce adverse impact of protected groups, and to improve efficiency of hiring system (Chapman & Webster 2003).
Additionally, human resource endeavours in selecting the most qualified person. However, the method of selecting such person has been shown to differ around the world. As a result, this is likely to reduce the performance of the human recruitment practices. The method of uniform selection of personnel remains disputed around the world. The article argue that what is best is to first understand the resemblance and dissimilarity of existing hiring practices in different nations (Huo, Huang & Napier 2002). This would help the human resource manager’s researchers to gain some insight. The article intention is to establish the differences that exist among nations in terms of general use of hiring practices. The article argues that few expects human resource managers all over the world to recruit employees in a similar. However, this is not the case as different approaches are used by organization of various nationalities (Huo et al. 2002). Moreover, the article argument is whether there are universally acceptable criteria that can be used universally by human resource for recruiting new employees.
Moreover, the human resource managers are faced by challenges of expatriate selection. This has resulted from rise of cosmopolitan corporations. As a result, there has been increased awareness of the use of expatriate personnel and the importance of managing such a group. This uniqueness is in the government, private, and non-government sector. The article focus is on similarities or differences in expatriate’s management practices of organizations in these sectors. This is done with respect to the selection, preparation, management or support while overseas, and repatriation, of their personnel (Anderson 2005). In the report, the findings support various researches under international human resource management. For example, in the private sector organizations, selection is done based on technical skills (Anderson 2005). In fact, the focus is minimal to the interpersonal skills and domestic situation of potential expatriates. There is also limited role of human resource. The public sector, on the other hand, concentrates on merits while non-governmental focus on psychological test (Anderson 2005).
Moreover, call centres are important in the human resource practices. These centres have been receiving attention from politicians, policy makes and academics. The call centre jobs receive most of attention due the scope of job and hence human resource management is of essence. This is essential due to the skills needed in communication. The article argues that little focus has been paid to call centre recruitment, selection, and training (Thompson 2002). The argument is that this should not be the case as call centres have shown an increasing role in service work in various economies.
References
ANDERSON, B. (2005) Expatriate Selection. International Journal of Human Resource Management. 16(4). P. 567-583.
CHAPMAN, D & WEBSTER, J. (2003) The Use of Technologies in the Recruiting, Screening, and Selection Processes for Job Candidates. International Journal of Selection and Assessment. 11(2/3). P. 113-120.
HUO, P., HUANG, H & NAPIER, N. (2002) Divergence or Convergence: A Cross-National Comparison of Personnel Selection Practices. Human Resource Management. 41(1). P. 31-44.
THOMPSON, P. (2002) ‘We Recruit Attitude’. Journal of Management Studies. 39(2). P. 234-254. Read More
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