Administrative Officer - Establishment

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MULUNGUSHI UNIVERSITY
INSTITUTE OF DISTANCE EDUCATION

PROGRAMME:BACHELOR IN HUMAN RESOURCE MANAGEMENT

SCHOOL:SOCIAL SCIENCES

COURSE:HUMAN RESOURCE MANAGEMENT

COURSE CODE:SHR 212

STUDENT’S NAME:LEANER S. MUDENDA

STUDENT’S NO.:045309004

LECTURER’S NAME:MR. LINUS CHISANGA

ASSIGNMENT QUESTION 2:Critically examine the employee recruitment plan, focusing on the challenges for the formulation and implementation of procedures to achieve high levels of reliability and validity

DUE DATE:31ST JANUARY, 2011

Using appropriate techniques the suitable candidates are thus, able to be recruited and selected during their career development (Crawford 2004). It has been argued that in order for the firm to build and sustain the competitive advantage, proper staffing is critical (Wright & Snell 1991, Boxall 1996). Recruitment and selection is a major HRM function as it encompasses all organisational practices and decisions. Recent technological advances, globalisation, social trends and changes within organisations have brought new challenges for recruitment and selection (Rowley & Benson 2002). To effectively face the new challenges recruitment and selection needs to be integrated with business strategies (Lam & White 1998). Recruitment and selection strategies flow ultimately from the organisation’s mission and strategic objectives (i.e., the strategies and processes of recruitment and selection must be compatible with business strategies) (Nankervis, Compton & Baird 2002). Social scientists argue that through the integration with business strategies, recruitment and selection help achieve strategic goals and enhance organisational performance (Becker & Gerhart 1996, Youndt, et al. 1996, Lewis 2003).

Budhwar (2000), Lam and White (1998), and Shen (2005) suggest that HRM strategic integration should be examined both in strategy formulation and strategy implementation phases of a business. Strategy formulation is concerned with making decisions with regard to an organisation’s mission, vision and short term and long term objectives and plans, while strategy implementation is concerned with aligning the organisation structure, systems and processes to achieve the business strategy (Johnson & Scholes 1999).

Past studies have identified a number of indicators of HRM strategic integration. They include: human resource (HR) input into the business strategy through formal and informal consultation channels (Brewster & Larsen 1992, Budhwar 2000, Shen 2005), written HR strategy (Brewster & Larsen 1992, Khatry & Budhwar 2002, Shen 2005), HR planning with a clear set of programmes and policies to implement the HR strategy (Shen 2005), and the existence of the HR department and HR expertise (Bennett, Ketchen & Schultz 1998, Wright, Gardner & Moynihan 2003, Shen 2005). These ranges of indicators are applicable to HRM practices and are equally applicable to recruitment and selection strategic integration.

Recruitment and selection is a major HRM function as it encompasses all organisational practices and decisions. Recent technological advances, globalisation, social trends and changes within organisations have brought new challenges for recruitment and selection (Rowley & Benson 2002). To effectively face the new challenges recruitment and selection needs to be integrated with business strategies (Lam & White 1998). Recruitment and selection strategies flow ultimately from the organisation’s mission and strategic objectives (i.e., the strategies and processes of recruitment and selection must be compatible with business strategies) (Nankervis, Compton & Baird 2002). In the strategy implementation phase, the extent of recruitment and selection strategic integration can be gauged through four distinctive indicators. These indicators are: the timely supply of an adequately qualified workforce, effective job analysis and descriptions, effective...
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