Recruitment Process and Organizational Performance

 1.Introduction of HRM 

The purpose of this study is to dig deeper into the idea of HRM, how it positions over personnel management and its importance in the current scenario. In this “Think and communicate” era, the role of HRM has changed with the advent of tools like LinkedIn, Facebook and Twitter leave aside the influence of globalization ,technology, change in demography and human values. For many years , academicians and practitioners have been involved in a debate which aims at demonstrating the way by which human capital resources are managed is crucial to organization performance . Recent studies indicates that HRM practices influence HRM outcomes like turnover, stress and burnout etc. which in turn influences organization performance indicators like reputation , sales per employee , sales growth, return on investments etc 

Human Resources Management is a set of practices that businesses use to ensure that they have an effective workforce in place to meet operational needs. Successful organizations are those which value, develop and nurture their human capital to achieve their organizational goals and objectives. Human Resource Management Practices is a term used by many organizations which describes the combination of traditionally administrative personnel functions with performance, employee relations and resource planning. The objective of Human Resources is to maximize the return on investment from the organization's human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner.  

Although there is a number of HRM definitions, the common factor tying these definitions together is that they emphasize the importance of linking HRM policies and practices to organizational performance. 

2. HRM Functions in others

HRM is all about balancing the organization’s people and processes to best achieve the goals and the strategies of the organization, as well as the goals and the needs of workforces. The leading role an HR manager has to fulfil is to integrate business operations and strategies across a wide array of culture, products, and ideas, while effectively delegating work among HR specialists and line management.  

Apart from being concerned with local issues of employees, HRM must deliberate below functions and effects of workforce diversity, legal restriction, performance management, training and professional development of the organization.  

• Learning and Development (L&D)
  
  
   

L&D strategy is an organizational strategy that articulates the workforce capabilities, skills, or competencies required to ensure a sustainable, successful organization and that sets out the means of developing these capabilities to underpin organizational effectiveness (CIPD, 2014).  

Organizational L&D is of crucial and strategic importance. This is a matter not just of extensive training in task skills, but of completely new ways of thinking about work and of working and relating with one another. Individuals at all levels need to be able to think and work “outside the box”. They need to be able to do so without prior experience, clear guidelines, or close supervision. Overall, this amounts to the need for using high levels of cognitive skills, including learning how to learn. It also amounts to the need for managers to train and develop their existing workforce, facilitate their learning within a learning culture, and with appropriate resources, and train and develop new employees. And beyond the organization, it amounts to the need to develop a learning society.  

Learning is a process within the organism which results in the capacity for changed performance which can be related to experience rather than maturation (Ribeaux & Poppleton, 1978). It is now widely recognized that intelligence is not just a cognitive capacity - note the theory of multiple intelligences (Gardner, 1985), and the recent interest in emotional intelligence (Pickard, 1999). Hence, learning is not just a cognitive process that involves the assimilation of information in symbolic form (as in book learning), but is also an affective and physical process (Binsted, 1980). Our emotions, nerves, and muscles are involved in the process, too. Learning leads to change, whether positive or negative for the learner. It is an experience after which an individual “qualitatively changed the way he or she conceived something” (Burgoyne & Hodgson, 1983, p. 393) or experienced “personal transformation” (Mezirow, 1977). Learning can be more or less effectively undertaken, and it can be more effective when it is paid conscious attention. Development, however, is the process of becoming increasingly complex, more elaborate and differentiated, by virtue of learning and maturation.1 In an organism, greater complexity, differentiation among the parts, leads to changes in the structure of the whole and to the way in which the whole functions (Reese & Overton, 1970). In the individual, this greater complexity opens up the potential for new ways of acting and responding to the environment. This leads to the opportunity for even further learning, and so on. Learning therefore contributes to development. It is not synonymous with it, but development cannot take place without learning of some kind (Collin, 2001).  

• Training and development.
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The HRM department is responsible for providing on-the-job as well as refresher training for all employees who were newly hired and for the existing. This one of the most important function and lack of training opportunities only increases frustration levels among employees. Thus, training systems must be streamlined across all locations in order to make communication and sharing of resources a convenient task. Measurement and monitoring is another vital aspect of training in order to foster adoption of employees’ new skills.  

Training and development is a function of HRM concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. This has been known by several names, including “human resource development (HR development)” and “L&D”. 

• Recruitment and Selection  
  
  

Recruitment is the process of having the right person, in the right place, at the right time. It is crucial to organizational performance. Recruitment is a critical activity, not just for the HR team but also for line managers who are increasingly involved in the selection process. All those involved in recruitment activities should be equipped with the appropriate knowledge and skills (CIPD, 2014). 

The great deal of consideration and resources is required to attract, hire, and retain an experienced, committed, and well-motivated workforce. This is perhaps one of the most basic HR functions. There are several essentials to this task, such as developing a job description, advertising the job postings, screening applicants, conducting interviews, making offers, and negotiating salaries and benefits. Corporations that value their people put a serious amount of investment in recruiting and staffing services. As the right set of talented employees can not only raise the companies profile but also help it achieve profitability and keep it running effectively and productively.  

• Professional Development  
  
  
  

Operational HR departments allow and encourage the workforces with opportunities for growth, leadership training and education, which in turn contribute to the success of the company. Sponsoring career advancement seminars, training, corporate social responsibilities and trade shows will make employees feel important and cared for by the team and business. 

• Performance Appraisal  

Performance appraisal (or performance review) is a process for individual employees and those concerned with their performance, typically line managers, to engage in a dialogue about their performance and development and the support they need in their role. It is used to both assess recent performance and focus on future objectives, opportunities, and resources needed (CIPD, 2014).  

The performance appraisal is a review and discussion of an employee’s performance of assigned duties and responsibilities. The appraisal is based on results obtained by the employee in his/her job, not on the employee’s personality characteristics.  

This process also referred to as a performance review, performance evaluation, (career) development discussion, or employee appraisal is a method by which the job performance of an employee is documented and evaluated. 

3. CONCLUSION  

This research is based on a comprehensive review of related literature and thorough examination of the HRM studies. It introduced careful thought, analysis, and research in a conscientious effort to explore HRM. The author hope this study will open new dimensions for other researchers to carry more research in the field to crystallize other related issues, which can contribute to the knowledge and enhancement of HRM practices within the world.  

In the context of HRM, organizations are increasingly encouraged to implement a range of practices which, as is argued, will improve their competitiveness in the global market area. Therefore, change initiatives within organizations follow one after the other. Thus far, although there is apparent acceptance among practitioners and academics that evaluation is a crucial step in any process of continual improvement, the reality is often that little has been done to assess the impact and degree of success of each initiative before organizations progress to the future.

HRM now anticipated adding value to the strategic application of employees and that employee programs impact the business in measurable ways. Hence, the new role of HRM involves various functions, strategic direction and measurements to determine worth

4. REFERENCES  

Beardwell, J., & Claydon, T. (2007). Human resource management: A contemporary approach (5th ed.). Harlow: FT/Prentice Hall.  

Binsted, D. S. (1980). Design for learning in management training and development: A view. Journal of European Industrial Training, 4(8), 2-32.  

Burgoyne, J. G., & Hodgson, V. E. (1983). Natural learning and managerial action: A phenomenological study in the field setting. Journal of Management Studies, 20(3), 387-399. 

 CIPD. (2014). Retrieved from http://www.cipd.co.uk/hr-resources/factsheets/history-hr-cipd.aspx  

CIPD. (2014). Retrieved from http://www.cipd.co.uk/hr-resources/factsheets/recruitment-overview.aspx  

CIPD. (2014). Retrieved from http://www.cipd.co.uk/hr-topics/strategic-hr.aspx  

Collin, A. (2001). Chapter 7: Learning and development. In I. Beardwell, & L. Holden (Eds.), Human resource management: A contemporary approach (pp. 272-323). Harlow: Pearson Education Limited.  

Gardner, H. (1985). Fames of mind: The theory of multiple intelligences. London: Paladin Marchington, M., & Wilkinson, A. (2008). Human resource management at work: People management and development (4th ed.). London: CIPD.  

Mezirow, J. (1977). Personal transformation. Studies in Adult Education (Leicester: National Institute of Adult Education), 9(2), 153-164.  

Pickard, J. (1999). Emote possibilities: Sense and sensitivity. People Management, 5(21), 48-56.  

Reese, H. W., & Overton, W. F. (1970). Models of development and theories of development. In L. R. Goulet, & P. B. Baltes (Eds.),  

Life-span developmental psychology: Theory and research (pp. 115-145). New York, NY: Academic Press. Ribeaux, P., & Poppleton, S. E. (1978). Psychology and work: An introduction. London: Macmillan.  

Whatishumanresource.com. (2017). The historical background of human resource management. Retrieved from http://www.whatishumanresource.com/the-historical-background-of-human-resource-management