The Main Purpose Of Recruitment And Selection Management Essay

The resource-based approach is concerned with the relationship between internal resources, strategy, firm performance (Barney, 1991).Barney states that (Barney, 1991) in order for a result in sustained competitive advantage, and it must meet four criteria.

What are these four criteria?

1) The resources must be valuable-the resource must have the ability to exploit chances or neutralize threats in the firmt. Different companies require different competencies from each other.

2) Rarity-the resource must be very rare or only one of its kind. Then, the most important competence for staffs is cognitive ability, for examples technology skills and human relation skill) because of future needs for adaptability and flexibility.

3) The resources need to be inimitable-it must not be possible to replace the resource. This lack of immutability is likely to come from the firm’s unique historical conditions, its social complexity, and the causal ambiguity between the resources possessed by the firm and its sustained competitive advantage.

4) Resources need to be non-substitutability-it must not be likely to substitute the resource with a similar resource, or a different resource that has the same effect.

Firstly, because the resources-base approach, so the CEO and HR managers should encompasses continued development and growth of employees in the firm, and the organization in building core competencies on which competitive advantage depends.

Because the resource must be valuable and the resource must be very rare or unique, so provides the multi-level training opportunity for the all employee, the increase enterprise human resources value and his or her own value. The value of training includes improvement of employees working skills; it leads to increase quantity and quality of output, improving employee morale due to pleasant working conditions.

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In the competition intense society, enterprise’s talented people are extremely important to the enterprise, the staff drains only can increase the enterprise the training cost, weakens the enterprise competitive power. How to increase the staff sense of belonging, enhance the staff morale, decreases the rate of personnel loss, and attracts the new broom?

Truly, training can generally categorize such training as on-the-job or off the job. On-job training takes place in the normal work situation. Off-job training takes place away from the normal work situation. Provide formal in-house training to employees include basic job skills, communications skills, supervision or leadership, computers, and information technology.

Secondly, carries on the job evaluation to the employees in Fitright, lets each people all know oneself locates position in the firm. The importance of job evaluation is to facilitate fair promotion systems based on rationally determined job grading structure. Methods of job evaluation include job ranking are job ranking, job grading, point rating and factor comparison.

Thirdly, promotion may be an employee’s reward for good performance in the Fitright, for examples, the positive appraisal. It also helps the firm to retain the potential employees and increase their competitive power among the subordinates and the sense of belonging in the firm.

Next, Employee benefits package includes all financial rewards that are not paid directly to the employee, e.g. Insurance Benefits, Group medical insurance, accidental death and dismemberment insurance, profit sharing, paid sick leave and MPF.

In summary, a resource-based approach in the firm is a very useful perspective in relation to human resource management strategy.

Task 2

The main purpose of recruitment and selection is to appoint the person who best meets the requirements of the vacant job in the company. There are some approaches recommend in referring to best practice for both recruitment and selection in Fitright.

Firstly, the definition of recruitment is the examination of vacancy the consideration of sources of suitable candidates, making contact with candidates and attracting application from them. (Torrington, D. and Hall, L. and Taylor, S., 2008)

In Fitright recruitment process, prior to the recruitment exercise to find and attract capable job applicants, the CEO and HR manager should conduct a job analysis to think about the requirements of the post and the type of person needed to fill it, and provides job identification, typical worker’s duties, required personal attributes, job relationships and so on.

Secondly, they draw up the well-defined job description to set out duties, job title, purpose, responsibilities and working conditions, the qualifications and performance standard needed to perform the task satisfactorily. Then, job specification – states the minimum acceptable qualifications that an employee must possess to perform a given job successfully, include behavioral specifications, mental capability and emotional and social specifications.

Thirdly, the various sources of recruitment are classified into two categories; include internal sources and external sources. In Fitright, recommend the CEO and HR manager use external sources to attract capable job applicants. For examples, campus recruitment – direct links with universities and school in the Beijing, hold the recruitment activates in the university or college campus.

The advantage of this method is that the main source of new graduates from universities. Other method is recruitment in schools and the careers service; the advantages of this method are can provide a regular annual flow of interested enquire.

Find the capable job applicants through the Beijing commercial employment agencies and several recruitment consultancies or China Recruitment Agency perform recruitment functions on behalf of client companies, primary function is job matching, especially for recruitment of executives and specialists. The advantages of this recruitment method are that little administrative chore for the employer, also established as the normal method for filing certain vaccines. Recruitment in Job centers is one of the advantages methods for job applicants selected from nationwide sources with convenient, local availability of computer-based data or socially responsible and secure, it also can produce job applicants very quickly.

Another external source of recruitment include job advertisements of the vacancy in various media, for examples post Fitright recruitment advertisements on the newspapers and job journals in China are a widely used source of recruitment. The advantages of this recruitment method are advertisement reaches large numbers, some national newspapers are the accepted medium for search by those seeking particular posts. Advertising in the local press is little waste circulation and more likely to be read by those local employment.

Internet recruitment using Internet technologies including email, recruitment websites posts the job advertisements, and providing information on jobs vacancies, career opinion, employer directories, and corporate profiles for job seekers. Find the capable job applicants through the China employment agencies. Executive search consultants or Headhunters in the China for the recruitment of senior managers and executive come from the China or an overseas to work in Fitright. The advantage of this recruitment method known individuals approached directly.

They also can use the internal sources of recruitment, include through transfer, promotion and demotion in firm in order to improve morale and produces loyalty.

In the selection process, the CEO and HR manager decide on the most suitable candidate, an employer should use a list of consistent selection criteria to assess the capabilities of each candidate

The definition of selection is assessing candidates by different means and making a choice followed by an offer of employment. (Torrington, D. and Hall, L. and Taylor, S., 2008)

The selection process include preliminary interviews usually conducted by HR manager – a process of weeding out unsuitable job applicants, it also provide the first chances for candidate to know about Fitright. All applicants must complete a job application form.

The interview is a two-way process and therefore as much of an opportunity for the application to find out about the employer as for the employer to find out about the applicant (Bolton, Trevor, 1997).

The purpose of interview is to provide enough information to take a decision to employ or not to employ the applicant and to file the application for consideration.

Then, types of interview include informal or formal interview- structured questions asked; planned interview, patterned interview, depth interview, group interview, and successive interview. In addition, for many jobs, it is appropriate to supplement an interview with some form of selection test or test; principally they must be valid and reliable. (Bolton, Trevor, 1997) CEO or HR manager in Fitright can use selection tests to select the suitable job applicants to work on its posts. Types of selection tests include aptitude test (test the potential of an individual to perform a task), intelligence test (aimed at measuring the general intelligence of the candidate), achievement tests (personality tests (aim to measure a variety of characteristics such as their emotional stability) and tailor-made tests. (Bolton, Trevor, 1997)

Job offering- a suitable candidate has emerged from the selection process; he or she must now receive an offer after finish the selection process in Fitright. Every candidate should have a medical examination and psychology evaluation (e.g. psychology tests for a suitable candidate, provide body check), HR manager know that whether he or she is physically suitable for the job and what risk there is likely to be sickness or injury. The final step of selection process: Induction- this process of receiving the employee when he or she begins work, HR manager introduce him or her to the company and colleagues in Fitright, informing him/her of the activities, customs and traditions of Fitright. HR manger should follow up the employees working performance and know their feel about their own progress and their comments.

To sum up, the selection and recruitment process is important section in hiring suitable employee to work in the company. Some indication of the growing importance that some organizations attach to selection as a core component of their human resource strategy to select supervisors or managers capable of performing in terms of flexibility and team working.

Task 3

Firstly, the definition of training is a deliberate and systematic planning to enable people at different levels to perform their task in the most efficient manner, the key types of training are on-job training and off-job training, attitude training, skill training and knowledge training and T-group.

The purpose of training for the employees is preparing people to do their job correctly and efficiently in the organization.

Identifying training needs are the following:

Identification will need to begin with the job description have been prepared, this will provide a list of the skills and knowledge required at the work.

First, periodical survey based on job analysis and job specification. Conduct a job analysis of the employees in Fitright. In order to provide effective training, trainers can gather some of this information by observation and by asking employees some questions about the job performance, for examples, does he or she do it to the standard required in Fitright? What does his/her job require him to do in Fitright? Does this indicate a training need?

Then, set up the regular and constructive employees working appraisals. In Fitright compare employees’ performance to the job expectations. Identify whether the discrepancy is due to work process issues. For examples, training is a necessity for the employees whose job performance is not good enough; employees whose job performance is good enough, but they need to train their skills to maintain their level of job performance.

There are training activities for managers, supervisors and other soft skills training for non-managers and non-supervisors. Managerial training activities include leadership and management, crisis management, change Management, performance management, conflict management, cost control, and so on.

Supervisory training actives include staff motivation, communication skills, time management, problem solving, decision making, and so on. Provide new employee training to aim help new employees get up to speed in their jobs as quickly as possible.

On the other hands, the definition of learning is a relatively permanent change in behavior because of experience, including the classical conditioning (Behaviorist), operant conditioning (Behaviorist), cognitive learning and social learning and action learning (Constructivist).

Hence, learning and training are important activities for all organizations. In Fitright, A training course for the new employees in Fitright is most useful when it targets what they need and want to know in the organization. Learning objectives are need for training for some employees in the firm, career development.

Identifying learning needs are the following:

An organizational need include new legislative requirements, technological development and major restructuring. A group or job need because of changing requirements or new specifications, for examples, what are the capabilities required carrying out a specific job, or group of jobs, in the organizational. An individual needs due to sub-standard performance or when starting a new job, transfer, promotion or requiring new skills. (Boydell T. and Learny M., 2003)

The systematic training cycle is model for a people development strategy that linked to the business strategy. For training to be effective, it is important that systematic processes followed. This called the training cycle.

The individual may identify learning needs by the organization or in partnership, and this applies to each of the following steps in the circle.

This model would include four steps and the four steps of the cycle are the following:

The first step is identification training and development needs and priorities, understanding organizational context, objectives, participant background. The second step is design training and development activity. Training and development describes the formal, ongoing efforts of organizations to improve the performance and self-fulfillment of their employees through a variety of methods and programs.

The third step is carrying out training and development, “Training and Development” is the key to make an organization successful. To shape the employees’ skills and abilities for the desired jobs and increases person-job fit.

The fourth step is evaluation development. (Torrington, D. and Hall, L. and Taylor, S., 2008) Evaluating the learning, in terms of how the trainee (employee) now behaves in the organization.

Furthermore, training can enable a small or large business to make use of advanced technology and to adapt to a speedily varying competitive environment in Fitright.

Lastly, training can improve employees’ efficiency and their motivation, leading to gains in both productivity and job satisfaction in the firm.

Task 4

A chief executive officer (CEO), managing director (MD), (Mackenzie, Ian 2006) or chief executive is the highest-ranking corporate officer or administrator in an organization.

Industrial relations are to the institutional framework of relationships between trade union and the employer. (Tyson Shaun, 1995) Industrial relations (labor relations) look at the relationship between management and workers in the organization or the company. Industrial relations involve management and trade union, lay workplace employee representatives, employer’s associations, government agencies.

The CEO has the good and positive relationship between trade union and the employer in the organization. Therefore, good Industrial relations practice is very important for CEO to implement in the firm.

Firstly, Good Industrial Relations Practice includes Employee involvement, Consultation, Discipline system, Grievance procedures, labor disputes and resolution of labor dispute.

1) Employee involvement includes information sharing, team briefing, suggestion schemes, attitude surveys, quality circle and newssheets. For examples, effective two-way communication between management and workers is necessary to decrease misunderstanding and decrease industrial relation. The CEO allow the staffs in the firm are being asked to respond to a suggested new approach, asked their opinion, being invited to make suggestions for improvement. Team briefing- provides authoritative information at regular intervals. Attitude survey is regular survey of employee opinion about the actual picture of morale and good communication in the firm. Other way is consultation either for employees that they are asked directly, or through representatives to express their views which management take into account when making decisions.

2) Discipline System includes Warning, Suspension, Dismissal with appropriate notice and dismissal without notice and appeal. For examples, Warning to the employees if they are failure to meet specified requirements, usually set out in the work or office rules, with reference to conduct, attendance and work standards. Appeal- this should demonstrate by ensuring that a disciplined employee has fair and speedy avenues for appeal.

3) Grievance procedures are a formal expression of individual or collective employee dissatisfaction with firm polices. Grievance procedures are a way of dispute resolution that can used to address complaints by employees against management or to resolve disputes between a company and its suppliers, customers, or competitors.

4) Labor disputes- an argument/conflict situation between workers and employers associated with the employment practices more term and conditions, such as an industrial action occurs, so the CEO and the manager should solve the labor disputes, they are responsible should first review the firm’s position and determine the most appropriate objectives and strategy in handing the disputes. They also need to identify and collect all useful information in connection with the labor disputes. They can prepare for negotiation with employee’s representatives

The CEO needs to understand relevant China Company and learn overseas business law (e.g. The Industrial Relations Act 1971 (c.72) or China business law (e.g. China employment and labor laws). The CEO should keep up to date with labor laws and ensure these enforced in the firm.

In summary, CEO should concern Industrial relations; provide two-way employee communication, a fair and handling employee discipline, such as clearly defined grievance procedures.

Task 5

Performance is a key issue for Fitright. HR Managers need to consider aspects of employee’s effective job performance in Fitright. With reference to the performance cycle, there are three main key aspects of managing individual performance are the following:

1) Planning performance:

This step recognizes the importance of a shared view of expected performance between manager and employee. The shaded view can be expressed in a variety of ways, such as traditional job description, key accountabilities, performance standards, specific objectives or targets, and essential competencies.

Such specific objectives in this step provide individuals a much clearer idea of performance expectations and enable them to focus on the priorities when they have to choices about what they do. (Torrington, D. and Hall, L. and Taylor, S., 2008) There is also research demonstrating how clarify of objectives improves employee job performance in the company.

2) Supporting performing:

While the employee is working to achieve the performance agreed, the manager retains a key enabling role. Organizing the resource and off-job training is clearly essential. There may well be unforeseen barriers to the agreed performance, which it falls within the manager’s remit to address, and sometimes the situation will demand that the expected performance needs to be revised. (Torrington, D., Hall, L. and Taylor, S., 2008)

The training include on the job coaching, coaching approaches and techniques, for examples, performance coaching where a HR manager in the firm intervenes to provide feedback and adjust performance for employees. Ongoing coaching during the tasks is very important and HR managers can guide employers through discussion and by giving constructive job feedback.

3) Ongoing reviewing:

Ongoing review is an important activity for employers to carry out in order to plan their work and priorities and to highlight to the manager well in advance if the agreed performance will not be delivered by the agreed dates. Joint employee or manager review is essential so that the information is shared. (Torrington, D. and Hall, L., Taylor, S., 2008)

For examples, a manager needs to be kept up to date on employee progress, while the employee needs to be kept up to date on organizational changes, which have an impact on the agreed objectives. (Torrington, D. and Hall, L. and Taylor, S., 2008)

Therefore, ongoing reviews can occur when job or the individuals involved demand. The aim of the ongoing review is to assist employee performance in the future and give the chance for the manager to confirm that the employee is on the right track in the firm.

In summary, performance reviews also analyze past successes and failures with a view to improving employee’s future job performance in company. The performance cycle describes effective daily management of performance. It also as a positive management tool to improve and enhance employee performance and to support whatever formal appraisal or performance management system is in place.

Task 6

Nowadays, the CEO and HR manager in Fitright really have concerns about what would be pay and reward strategy for their employees.

Job Evaluation is the process of placing jobs in order to relative worth so that employees paid fairly. The importance of job evaluation is to make pay determination easier by reducing the amount of separate rates of pay, to offer a means by which reasonable rates of pay can be fixed for new or changed jobs within the organization, to justify wage differentials and to harmonize internal rates of pay with those found in other organizations. The main methods of job evaluation are Job ranking, Job grading, Point rating and Factor comparison.

Job Ranking- Jobs already have wage rates attached to them and such as ranking process is used to judge whether these are equitable and quick, inexpensive and require to complicated administration.

Job Grading- After ranking, the jobs should be grouped to decide the appropriate salary levels. The advantage of job grading is relatively simple, quick and inexpensive. Factor Comparison includes decisions about which jobs have more of the chosen compensable factors such as skills, mental abilities, the importance of responsibility and working conditions, A formal Job Evaluation scheme is a good quality way of getting relative pay rates correctly and maintaining equity. Personal promotions schemes are a fair method of recognizing an individual’s exceptional development of their role and their competence. Examples of Factor Comparison are skill, responsibilities, effort and working conditions.

The purpose of reward and pay are to attract, retain and motivate staff traditionally, salaries was thought to be what attracted individuals to an organization, benefits helped to keep them there and bonus and incentive schemes motivated them in their work.

Firstly, pay refer to salary or a wage earned for work; to honor a credit or obligation by putting the creditor or obligee in funds. Pay is not the only reward from a job; some firms may have low rates of pay but a high reputation for security.

The elements of payment include basic, plussage, benefits, premia, overtime, incentive and bonus:

1) Basic: The irreducible minimum rate of pay is the basic; 2) Plussage: Sometimes the basic has an addition to recognize an aspect of working conditions or employee capability. There is also are sometimes called “fudge payment” or special additions. 3) Benefits: It includes discount purchase, subsidized meals, and the range of welfare provisions and so on. Benefits schemes include the pension and sick pay. 4) Premia: Employee work at inconvenient times, like shifts or permanent nights, employee receives a premium payment as compensation in the company. In other words, employee’s shift working is occasional and short-lived or contractual, making a premium a variable element of payment. 5) Overtime: pay for any work done beyond normal hours. 6) Incentive-something that incites or tends to incite to action or greater effort, for the reason that a reward offered for increased productivity. 7) Bonus: a sum of money granted or given to an employee, a returned soldier, etc. (Torrington, D., Hall, L., Taylor, S., 2008)

Other elements of payment include shift pay for employees who work unusual or changing hours to compensate them for hardship and inconvenience. Special additions, which is paid to the employee during abnormal working conditions such as danger money, dirt money or wet money. Policy allowances cover various extra payments; Cost of living allowances- given quite commonly in response to a increase in the consumer price index, or to employees who work in remote locations. Performance pay is a good method of rewarding teams and individuals for achieving results in the firm.

The objectives of provide information for salary administration, the factors determine include the employee’s performance, the past salary, minimum and maximum salary range, comparison with other’s performance and salaries, tenure, education and Inflation rate influence.

Furthermore, merit pay: Merit pay: Allows the employer to make different pay given to high performers in the firm. Allows the employer to satisfactorily reward an employee for accomplishing a task that might not be repeated (e.g. implementation of new systems).

On the other hands, reward is scheme to support the employees, such as wage rate that increases with the productivity of the employee. Job also provides extrinsic reward (reasonable pay, acceptable working conditions) and intrinsic reward (means to accomplish employees’ goals).

Reward decisions in the firm including merit increases, promotions, and other rewards. Reward is to give money or another kind of payment to (someone or something) for something good that has been done in the firm.

Factors determine: 1) the government legislation in China, for examples minimum wages. Legislation is the law passed by the legislative branch of a government. 2) Going wages and salaries – match with competitive firm is offering. 3) Pay employees according to difficulty of job. 4) Productivity, merit, or tenure. 5) Consider the supply and demand, if demand is larger than supply, so the wage for employees will rise. If demand is less than supply, so the wage for employees will decline. 5) Consider the total labor costs- must match with return. The objective: attract and retain employees in the firm, reward employees according to merit, improve the employee’s morale and productivity, to facilitate payroll administration, budgeting and control, promote employee organizational flexibility promotions and transfers.

However, the CEO and HR manager should set up the Satisfactory Wage Plan to all employees in the firm. The features of Satisfactory Wage Plan include easily understand and not provide excessive clerical detail, related to individual’s productivity, to facilitate comparison of the efficiencies of different departments in the organization; avoid friction and conflicts, guaranteed minimum wage to protect from uncontrollable conditions.

In summary, good pay and reward, strategy should establish in the organization, it would influence organization operation and employee sense of belonging and their morale.