Methodological Rationale Of Hrm
In Order to present the underlying theoretical and methodological rationale for this study, this chapter highlights the role of recruitment and selection practices. For this purpose, Theories associated with HRM and impact of recruitment and selection practices has been explored through extensive review of books, articles and web pages.
2.1 The concept of Human Resource Management
According to Heathfield (2000) defines human resource management (HRM) as the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. HRM is the function within an organization that
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It also required co-ordination in formulation and implementation of the several personnel policies and practices. Together these events in personnel management required a growing body of knowledge and professionalization among the professionals engaged in dispute of managing people. To give recognition to this transformation in the discipline the field acquired the definition “Human Resource Management”.
2.2 Human Resource Management Functions
Human resource functions represent what people and organizations do and they affect executive thought, action and firm’s performance. The HRM function includes a variety of activities like planning, Job analysis, recruitment and selection, Training and development systems, Career Development, Compensation & benefits, Rewards/Recognition, Performance management and employee relations.
2.2.1 Human Resource Planning
HR planning was initially an important aspect of job analyses and was often used as bases for determining strengths and weaknesses among the employees and to develop the skills and competences they needed (Gallagher, 2000). As individual career plans started to gain more popularity, companies gradually started to pay more attention to the certain skills and competences among individual employees as a way of aligning and dealing with the companies’ succession planning (Kuratko and Morris
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For example an organization cannot make a truly effective decision on a recruitment and selection program without having performed at least a basic job analysis. Neither can an organization make an effective decision when it comes to promotions, raises, compensation plans, benefits programs, training programs and a number of other essential programs and policies that the organization needs to survive and grow. According to Clifford (1994) an effective growth program for an organization cannot be formed without performing a job analysis. If the organization does not know how much each new employee will be compensated, what their qualifications need to be, and what they will be doing, then the organization cannot make effective decisions on any subject dealing with these topics (Clifford,
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