Importance Of Recruitment And Selection Practices

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According to David A De Cenzo
The recruitment needs are of three types which are as follow:
(a) First one is Planned Needs: These are the needs that arise from the changes in the organization and retirement policy creating vacancy for new jobs.
(b).Second one is Anticipated Needs: These are those movements in personal which an organization can predict by studying trends both in external as well as internal environment.
(c) Last one is Unexpected Needs: These needs arise due to various reasons like deaths, resignations, accidents, illness, relocation etc.

Taylor, P. (1998). Seven staff selection myths
This article outlines seven commonly held misconceptions about recruitment and selection practices. Areas discussed include the validity
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Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organisations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed. So in the most fundamental sense the decision to employ (or not) underpins the whole area of managing people. Issues associated with exclusion from the workplace also highlight the need for professionalism, fairness and ethical behaviour on the part of those engaged in this activity. Recruitment and selection also has an important role to play in ensuring worker performance and positive organisational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009). We will elaborate on the sometimes complex linkages between recruitment and selection and performance later in this chapter.
To appreciate the specific nature of graduate recruitment and selection, it was essential that we first explored general recruitment and selection literature. Hence, this chapter has been separated into experienced hires
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While Taylor and Collins (2000, cited by Orlitzky 2008) stressed that recruitment plays a fundamental role in HRM, Roberts (2005) argued selection to be the most critical process and emphasised the need to choose the right people in order to achieve a competitive advantage, as ‘you can’t make a silk purse of a sow’s ear’ (p.19). Breaugh and Starke (2000) supported this view in saying that recruitment is the lesser of the two processes. In fact, Taylor (2008) argued that the two processes are dependent on each other and ‘recruitment provides the candidate for the selector to judge’ (Watson 1994, cited by Marchington and Wilkinson
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