Literature Review On Employee Performance

In any case, CVs and LinkedIn profiles may incorporate bunches of extra, unimportant material which undermine their predictable appraisal. Selecting methods: Choosing candidates includes two principle forms: shortlisting, and surveying candidates to choose who ought to be influenced a vocation to offer. It is a pivotal stage in the general enrolment process. Shortlisting is a vital piece of the enlistment procedure and ought to be embraced with cautious thought.

Introduction This paper will address several areas of performance management. It will describe a comprehensive job description for a retail sales associate. Next, it will describe an organizational behavior modification (OBM) plan and define three key behaviors required for successful job performance as a retail sales associate. This paper will specify two ways Human Resource Management (HRM) would measure current employee performance behavior, and recommend two measures to inform employees of new performance standards.

One of the important organizational factors is human resource practices (J. B. Arthur, 1994) (M. A. Huselid, 1995). Various researchers agree that HR practices are to manage the pool of human resources and ensure that the resources are utilized for the fulfilment of organizational goals (R. S. Schuler and S.F. Jackson, 1987) (P. M. Wright and S. A. Snell, 1991). Form the literature, negative work outcomes such as absenteeism and turnover (usually good employees who quit their job voluntarily), it is also possible to link that HR practices could contribute to deviant behavior. In general, the more favorable the HR practices are in that organization, the more favorable the work outcomes will be.

Without a proper recruitment process companies are unable to seek out and hire applicants who are qualified for the position (Levy

1997; Delery and Shaw 2002; Guest 1997; Kessler and Purcell 1992). According
to Guest (1997), various HR practices including performance management result in outcomes such as commitment, quality and flexibility, which lead to behaviour outcomes in the form of efforts/motivation, cooperation, involvement and organizational citizenship behaviours. The behaviour outcome of people of the organization contributes to the performance output which are directly associated with financial outcomes of profit and ROI. Similarly, model proposed by Becker et al. (1997) states that business and strategic initiatives lead to design of appropriate HRM system which leads to employee skill and employee motivation enhancement which results in productivity, creativity and discretionary efforts amongst the employees.

As discussed in earlier modules, HRM functions should capitalize focus on human capital while supporting the requirements to grow and increase value for the organization. Utilizing the Cycle of Excellence adds value to both the organization and HR managers because it saves time and money by using an already established, proven, and popular model. More importantly, the cycle supports “soft” HRM methods which promote the company’s long-term focus and goals, at the same time creating an environment to build and retain long-term employees and future

Essentially, there are many strategic choices an organization faces when recruiting and staffing. Some of the strategic choices involved in recruiting entail determining whether to have the following: (a) permanent versus temporary employees, (b) whether to hire internal versus external, (c) in-house versus outsourcing, and (d) determining what methods will be utilized. Moreover, selection raises the following issues of reliability, validity, interviewing, who are we as an organization going to interview, individual versus group, structured versus unstructured, testing/assessment, and reference checking (Mello, 2015). Also, recruiting for international assignments may need to follow the internal methods and employment branding and replacement

Long Process- External recruitment follows a long process. Various activities such as vacancy announcement, application collection, review of application forms, selection process etc. need to be performed before the placement of the candidate. 4. Adaptability Problem – as the selected employees are new for the

This focus is important in growing the company and staying competitive in the market. The company’s effort on managing human resources when using subsidiary companies and maintaining their core values and goals. As stated in ICMR case study “HRM is a strategic function concerned with recruitment, training and development, performance appraisal, communication and labor relations. HR policies guide the various functions of HRM. The need for a particular type of HRM is determined by the need for standardization or adaptation” (ICMR center for management research, 2011).

Recruitment through inside sources is favored in light of the fact that possess workers know the association and can fit well into the culture of the organization. In addition to that Promotion/Personnel

Introduction In today’s business, maximization of profits represents the principal feature of business operations. In order to achieve the highest profits, companies have to manage their human resources effectively. Thus, employee’s motivation has emerged as a critical component, it holds the key to the success of a company. Therefore, human resource managers must motivate their employees to let them perform to their best and achieve the organizational goals.

Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for jobs, from among whom the right people can be selected. A formal definition states “It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and when their applicants are submitted. The result is the pool of applicants from which new employees are selected”.

Organisation also have to make a decision as to whether it is better to recruit internally or externally, and both come with advantages and disadvantages. There are also legal consideration to take into account when associated with recruitment and selection process which is imperative that an organisation sticks to (Aylott, 2014) Recruitment and selection bests practices The first few steps in recruitment should be fairly straightforward. It is important for the organisations HR department to know how many position within the company are free, and what necessary skills and abilities are needed

• Deciding who should make the selection process. • Time effective • Economical. Factors affecting Recruitment: Internal Factors External Factors Size of the Firm Socio, Political and Legal Factor Growth & Expansion Competitors Recruitment Policy Supply and Demand HR Planning Labour Market Internal Factors: 1.

P2) Explain the Strengths and weaknesses of different approaches to Recruitment and Selection Recruitment and Selection Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organisation to select the most appropriate people to fill job vacancies against defined position descriptions and specifications. (Ref-Green, Paul C. Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies. Jossey-Bass, 1999.) External recruitment brings new blood, new face to the organization.