First and foremost, this blog will discuss impacts of recruitment and selection on performance of the employees. Employee training is one of the best ways to accumulate knowledge, use knowledge, update knowledge, as well as transfer it to other people in the organization. It is essential to pay more attention to managing the knowledge process as mentioned above. By instilling knowledge is the best way to convert a manual worker into a white collar worker and into a knowledge worker (Dorjkhuu, (2013).
The main target of selection is to match people to work. That mean right person to right place. This is the most significant fact in any company's management of people simply on account of it is not possible to optimize the effectiveness of human resources, by any method ,if there is adequate match (Roberts, 1997).
Furthermore, the
processes of recruiting
employees in any organization are very dynamic and
sensitive (Bate et al., 2000).
In addition to that, Finding the right person to recruit for a particular job is truly a herculean task especially during interviewing and selection processes (Lavigna and Hays, 2004). Moreover, The main goal of this periodic training is not only to give the information, knowledge, but also develop the skills in the employee. Goals can include reducing rework and defects. Human Resource Development Professionals and managers or supervisors organize training activities and accompanying work measurements for employees (Kapur, 2018).
In conclusion, employee recruitment and
selection processes are dynamic and crucial to an organisation. There
should be ample preparation
before it is
embarked on because the
processes will always
bring additional
personnel(s) to the
organisation. However, the additions
might not add value to the
organisation if not
effectively scrutinised before
selected. An interviewee must
properly and adequately
prove himself during the interviews.
To get the best out of the applicants, interviewers have to evaluate,
interact and interrogate both the
applicant’s applications and the
applicants. The interview
stage is critical
in selection processes and it must
be handled professionally.
Bate, P., Khan, R. & Pye, A., (2000). Towards a culturally
sensitive approach to organization
structuring: Where organization design
meets organization development, Organization Science, 11(2).
Dorjkhuu,
O. (2013). Employee Training Methods for Developing Economy, Mongolia. [online].
Available at: https://www.sylff.org/wp-content/uploads/2013/04/report_web.pdf
[Accessed on 8th of December 2022].
Kapur, R. (2018). Training and Development. Delhi.[Online]. Available at: https://www.researchgate.net/publication/325247443_Training_and_Development [Accessed on 8th. of December 2022].
Lavigna, R.J. & Hays, S.W. (2004). Recruitment and selection of public workers: An international compendium of modern trends and practices. Public Personnel Management, 33(3).
Roberts, G. (1997). Recruitment and Selection. CIPD House, London [online]. Available at: https://books.google.lk/books?hl=en&lr=&id=937PxbuNcecC&oi=fnd&pg=PA1&dq=recruitment+and+selection+pdf&ots=8zwPyw7M7U&sig=mF3VF_PRODgdFOSp5-vMZzVXfVM&redir_esc=y#v=onepage&q=recruitment%20and%20selection%20pdf&f=false > [Accessed on 8th of October 2022].
Great post Sanath. In addition to the above, any organization's capacity to succeed depends on the quality and efficiency of its human resources (Mensah, 2014). As a result, organizations have a responsibility to recruit and retain the most valuable, inventive, productive, and efficient employees in order to achieve maximum benefits. This is because turnover affects an organization, especially in terms of productivity, satisfaction, and profitability (Tanwar, & Prasad, 2016). Barrick and Zimmerman (2009) have stated that, the organizations historically use several criteria to decide whom to hire. Mainly, organizations have concentrated on identifying the job candidate who probably performs the best. On the other hand it has stated, organizations have begun to try to identify which candidates are most likely to stay with the organization as it gets harder to retain staff. Organizations can pick candidates with less effort if it is possible to identify characteristics that predict both performance and turnover (Barrick and Zimmerman, 2009).
ReplyDeleteExcellent post Sanath.
ReplyDeleteIn addition to the aforementioned factors, the success of every firm relies on the caliber and effectiveness of its people resources. Therefore, firms are obligated to hire and retain the most valued, imaginative, productive, and effective people in order to maximize their returns. This is due to the fact that turnover impacts a company, particularly in terms of productivity, contentment, and profitability (Kapur, 2018). Historically, corporations use a variety of hiring criteria. Organizations have mostly focused on finding the individual who would likely perform the best. As it becomes more difficult to keep employees, however, firms have started to determine which individuals are most likely to remain with the company. If it is feasible to find traits that predict both performance and employee turnover, organizations may choose applicants with minimal effort (Proctor et al., 2008).
Agreed on the points Sanath. In a nutshell, the better the impact of recruitment and selection, the better SMEs perform (Rev. Dr. Jonathan W. Omolo, 2012).
ReplyDeleteThank you very much for your valuable comment Ishara, and sharing additional knowledge. As you said, the main target of selection is to match people to work. That mean right person to right place. This is the most significant fact in any company's management of people simply on account of it is not possible to optimize the effectiveness of human resources, by any method ,if there is adequate match (Roberts, 1997).
DeleteAgreed with you Sanath. Additionally, A study by Oaya et al.(2017) concludes that organization’s strength or weakness comes from the caliber of its employees and a good recruitment strategy enables organization to get suitable and qualified employees that can enhance performance. The use of recruitment agency and internal employee recommendation in the recruitment/selection process enables organization to recruit committed and productive employees while the recruitment through the influence of host community leads to organizational inefficiency.
ReplyDeleteagreed also There are several types of performance appraisals, including peer reviews, self-assessments and 360-degree assessments.
ReplyDeleteThank you very much Anuradha, moreover, A number of methods have been developed to assess the quantity and quality of performance appraisals. Each method is effective for specific purposes and for specific organizations. Except where they relate to the specific needs of the organization or an employee, none should be dismissed or accepted as appropriate ( Dagar, 2014). Performance Appraisal can be generally categorized into two groups: Traditional (Past oriented) methods and Modern (future oriented) methods. Other researchers have classified the existent methods to three groups; absolute standards, relative standards and objectives . (Turgut & Mert, 2014).
DeleteGrate content Sanath, further I would like to add that organizations needs to focus on defining the recruitment and selection process, so that it attracts the right candidate, for the right work at the right place. This lead employee satisfies their job, increasing the motivation to perform better (Bakhashwain , 2021)
ReplyDeleteThank you very much for your valuable comment Layanjalie, sharing additional knowledge. As you said, the main target of selection is to match people to work. That mean right person to right place. (Roberts, 1997). In addition to that, Finding the right person to recruit for a particular job is truly a herculean task especially during interviewing and selection processes (Lavigna and Hays, 2004).
DeleteGreat article Sanath, adding to above, allowing new employees to gain a realistic understanding of the job and the organization's culture, as well as using recruitment and selection as the foundation for negotiating a strong psychological contract, kicks off the process of organizational socialization. This approach is more likely to result in the recruitment of individuals willing to make long-term commitments to the organization than viewing recruitment and selection as a management decision-making prerogative associated with a one-sided prediction of future, narrowly defined, job success (Newell,2005).
ReplyDeleteMuch better article sanath. Totally agreed with you.in additionAs Herbert S. Meyer, “The Pay for Performance Dilemma,” Organizational Dynamics, Winter 1975, the basis for most of the problems we have with merit pay plans is the fact that the great majority of people think their own job performance is above average. Even a well-administered merit pay plan cannot give positive feedback to this majority. The consequence is likely to be that the individual's self-esteem is threatened. Too often one copes with such a threat by demeaning the importance of the job or by derogating the source that is, disparaging the boss or management in general.
ReplyDeleteIn addition, merit pay emphasizes the direct relationship between job performance and dollar rewards, thereby detracting from intrinsic motivation in the work itself. A system that would switch the emphasis to rewards for self-development and opportunities for greater responsibility would seem to serve both individual and organizational goals in a more effective manner.
One of the most important factors in employee performance is to achieve goals. Successful employees meet deadlines, make sales and build the brand via positive customer interactions (Dijk & Michal, 2015). When employees do not perform effectively, consumers feel that the company is apathetic to their needs, and will seek help elsewhere. Employees who perform effectively get things done properly the first time (Pradhan & Jena, 2016).
ReplyDelete