Recruitment - Book Report/Review Example

Recruitment Recruitment The article discusses the issue of temporary labor in the UK and effects of this trend on human resource management. According to the article, temporary labor is an emerging trend in human resource, similar to sub-contracting and franchising. Due to an increase in demand for this form of labor, work agencies connecting workers to organizations requiring temporary labor have been on the increase in the UK (Druker & Stanworth, 2001). A critical issue, however, remains to be who is responsible for the security of temporary workers and observation of work rights.

Currently, neither the work agencies nor organizations that these employees work for bears the responsibility of being the employer of the hired workers (Druker & Stanworth, 2001). Despite addressing various benefits that multinational companies gain from hiring temporary workers, the article provides little discussions on the challenges that come with this form of labor recruitment. Companies using temporary workers incur more expenses when training new employees compared to those that hire employees on a permanent basis (Druker & Stanworth, 2001).

Job security and high cost on employers means that temporary labor poses a challenge and this extends to diversity management, considering that most of the hired employees are likely to be from diverse backgrounds and will only serve any single organization for a short period. Although permanent workers equally pose a diversity management challenge, this challenge is in most cases overcome with time as an organization implements diversity-training programs. However, diversity training for temporary workers can be too expensive.

By including this discussion, the article would have provided a more insightful analysis on the issue of temporary labor in the UK. It however informs towards establishing a solution to the temporary employment issue. ReferencesDruker, J., & Stanworth, C. (2001). Partnerships and the private recruitment industry. Human Resource Management Journal, 11(2), 73-89.