How Recruitment and Selection Increase Organizational Performance - Coursework Example

HR practice of recruitment and selection and how it influences increase in organizational performance and competitiveness Introduction Human resource management plays a fundamental role in any profit and non-profit making organizations. It is concerned with controlling and safeguarding the organization’s people skills, knowledge, and experience. The practice does not only hire, but also empowers its workforces, it uses, sustain and reimburse services workforces offer, with the occupation (Kabst & Matiaske, 2005). Human resource is charged with developing the labor force, staffing, training, managing human skills and knowledge, staff management and payments of wages and salaries (Maramaldo, 2010). In addition, it schedule work processes, managing worker’s benefits, cost management, it also conducts performance assessment and initiating labor associations. HR practice of recruitment and selection As indicated above, the human resource practice includes recruitment and selection. In modern organizations, recruiting and selecting the right employees is considered an important step in line with strategic management. It entails recognizing, possessing, and safeguarding workforce necessarily for increasing the organization’s performance to achieve it short and long-term goals and objectives (Maramaldo, 2010). Recruitment and selection of employees arises out of the need to identify, employ, and retain skilled, knowledgeable, able, and experienced workforces across the organizational structures, in order to respond to continuous increment of cutthroat markets (Bernardin, 2002). The human resource management need to be strategic in deciding how the recruitment and selection process will be carried out, when is the appropriate and convenient time to carry it out and most importantly, whether to recruit and select the labor force from internal sourcing or external sourcing (Druckman, et al., 1997). For the process to be effective, it should be characterized by definite organization formation, distinct work specification and job description, equal employment opportunities for all qualified job seekers, well laid guidelines and policies, open lines of communication, training and engaging the current employees in making key decisions that affect them. Motivational theory/model of HRM Human resource is a quality asset of any organization. Success in effectiveness and efficiency in human resource management is dependent on the commitment, engagement and efforts of its labor force (Levesque, 2007). A motivational theory as suggested by Maslow’s hierarchy of needs indicates that employees are more likely to be productive and exploit their fullest potential if they feel appreciated, motivated and challenged in what they do. Maslow points out that, motivated employees are more likely to utilize their innovative and creative knowledge, work harder, and competitively strive to beat deadlines and meet targets (Levesque, 2007). He suggests that human resource management that invest in understanding the physiological, safety/security, social, self esteem and self actualization needs of each and every one of its employees get more out of them hence increased profitability. Among popular motivational techniques used by organizations includes job promotion, salary increment, added benefits like health insurance, offering permanent contracts rather than temporal or casual terms of employment (Salwan, 2007). Therefore, motivation is an important tool, which job seekers look for when applying for jobs and human resource management can use to lure potential, capable, and skilled employees. In addition, use motivational tools to retain knowledgeable, skilled, and experienced employees. This minimizes costs that arise out of increased costs of unmotivated employee turnover and conducting fresh recruitment and employee selection processes (Rankin, 2003). It is fundamental for human resource to empower its workforces to not only develop their professional lives, but also improve their personal lives hence creating stability and balance for the employees. HR practice of recruitment and selection and how it influences an increase in organizational performance and competitiveness Recruitment and selection of employee does largely, influence an increase in organizational performance and competitiveness. Recruitment process begins with identifying the need to staff anew, selecting the recruitment media, which will as cheaply and easily reach the targeted audience, and calculating the cost of internal or external hiring, interviewing and selecting the right candidate (Kabst & Matiaske, 2005). Choosing the wrong job candidate can cause the organization greatly in terms of risks that may arise financially, production-wise, human-wise and reputation wise. The process can be facilitated by use of recruitment or governmental employment agencies. HP Company is such organizations that outsource its workforces. The recruitment and selection of employees can be achieved through promoting of internal workforces, graduate trainees, from the employment agencies and by posting job adverts in electronic and press media (Hopkins, et al., 2005). All the more reason why the process may ultimately affect or influence an organization’s performance and competitiveness is because; it forms the first contact with the employee, and has the opportunity to gauge job seeker’s cognitive skills like quick thinking, solving problems and making decisions. Moreover, it offers a platform to make the new recruits understand the organization’s mission statement, goals, and objectives and learn what the organization values, cultures, structures and policies are (Druckman, et al., 1997). It is during the recruitment and selection process that the human resource management take note of ways in which performance and competitiveness in the organization can be increased, by employing innovative and creative employees, since innovations increases the competitive edge of organizations (Rothwell & Kazanas, 2003). Moreover, they get to identify talented present employees who can be promoted in top-level management or relocate them to departments where their talents will be in better and profitable use (Salwan, 2007). It is in this process also, a potential employee can voice their opinions, concerns and debate on the appropriate benefits and salary, which will make them, work hard, which will eventually be a plus for the organization. However, conducting a successful recruitment and selection process does not necessarily translate into an increase in organization’s performance and competitiveness. This is because issues like poor management skills and poor leadership styles during operations and work processes can de-motivate qualified, experienced, and high performing employees (Mathis & Jackson, 2007). Moreover, poor development, implementation and evaluation processes of work forces, work processes, and policies leads to poor performance which can not be blamed on the recruitment and selection process. Good management and leadership entails engaging all concerned parties, creating open lines of communication, initiating and sustaining good interpersonal relationships across all organization structures, motivating and empowering the employees, encouraging team building and team spirit (Hopkins, et al., 2005). Effective and efficient management and proper policy making allows for strategic planning for the organization’ future by identifying the strength of the organization, its weaknesses, possible opportunities available in the market which the organization can capitalize on and analyzing threats and risks to the organization and planning for budgeting for the risks, transferring the risks to third parties and neutralizing the risks and threats completely (Druckman, et al., 1997). If the recruitment and selection process is successful but the organization fails to optimally utilize available resources and lead by example, which entails guiding the workforce on what need to be done, who needs to do it, how, why and when it should be done, it results in breakdown of work operations and processes which leads to reduced performance, reduced capacity of production which ultimately culminates to diminished competitive edge of the organization (Mathis & Jackson, 2007). Failure to successfully manage and monitor progress against set goals, objectives, inputs and outputs leads to decreased organizational performance and reduced competitiveness (Salwan, 2007). It goes without saying, the significant role motivation plays in empowering employees and making them contribute ideas, skills, knowledge, and experience (Rankin, 2003). This can be achieved by setting goals and objectives that are well understood by the workforce, eliminating barriers that limit the ability of the workforce to exploit their skills, knowledge, and experience to the fullest of their potential, and understanding and identifying motivational techniques and tools that work for each employee since different employees have different things that motivate them. Virgin Atlantic airline is an organization that combines recruitment and selection of employees with motivation (Bernardin, 2002). In addition to that, employees can be highly motivated by giving employees professional and personal room to grow and develop in order to meet competitively harder targets and challenges (Levesque, 2007). This makes them feel empowered and will work harder not to disappoint or waste the chances given to them. Re-evaluating organization change is important in singling out avenues in which employees’ morale may be reduced (Rothwell & Kazanas, 2003). Greater competitiveness and performance of organization can on top of proper recruitment and selection process, be realized by allying the needs, expectations and hopes of the workforce with the organization’s mission statement and objectives, strengthening the employee’s devotion and commitment to the organization and making sure the image portrayed by the organization before and during the recruitment and selection process remains (Hopkins, et al., 2005). Conclusion Recruitment and selection process conducted by the human resource management plays a major role in increasing the organization’s competitiveness and performance. It entails recognizing, possessing, and safeguarding workforce necessarily for increasing the organization’s performance to achieve it short and long-term goals and objectives. Recruitment and selection of employees arises out of the need to identify, employ, and retain skilled, knowledgeable, able, and experienced workforces across the organizational structures, in order to respond to continuous increment of cutthroat markets. However, proper recruitment and selection process with poor leadership, ineffective functioning of management, policies, and lack of motivation results in reduced performance and competitiveness of organizations. Failure to successfully manage and monitor progress against set goals, objectives, inputs and outputs leads to decreased organizational performance and reduced competitiveness. 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