Globalization and fierce competition is forcing multinational companies (MNCs) to reduce costs, increase efficiency and be competitively advantageous by moving out operations and functions in emerging markets of the developed as well as developing countries. In order for MNCs to succeed, there are a lot of things to be taken into consideration because of these concerns, the areas of Human Resource Management (HRM) and International Human Resource Management (IHRM) are given a lot of attention and importance. Both fields were formed to give emphasis on a company’s need to manage its human resources, expand them and encourage them for company’s growth and success. The baseline of creating a strong and competitive workforce lies in HRM since it stands in the principle that people is the greatest asset of an organization. Selection and recruitment falls under the task of HR managers. In this current business setting, selection and recruitment of potential employees in MNCs said to be significant in the attainment and accomplishment of companies goals in the global scene. The HRM functions apparently draw the line between a company’s endurance and obliteration especially in recruiting and selecting the people to compose the workforce. Companies worldwide undergo changes and utilize various job selection and recruitment methodologies, there is a need to reevaluate and study the HRM functions of an organization in order to meet the demands of the target market. Specifically, selection and recruitment traditional techniques are now at stake due to some technological advancements and innovations. As per Martin and Jackson (1996), Achieving congruence and realism is important during recruitment and selection and thus the organization must thoroughly plan the process. There are three crucial steps to follow. The first step points on planning whereby job analysis, job qualifications and job description as well as the recruitment and selection objectives and strategies are carefully designed. The second step deals with locating prospective candidates from internal such as employee referral programs and internships and external sources that include advertisements, private employment agencies, colleges and universities, job fairs, professional societies and computer rosters. The third step directs on evaluation and hiring.
Recruitment and selection allow management to determine and gradually modify the behavioural characteristics and competences of the workforce. The fashion for teamworking, for example, has focused on people with a preference for working with others as opposed to the individualist 'stars' preferred by recruiters in the 1980's. Recruitment and selection are usually considered as one process. We will make the distinction here between the initial actions and considerations when planning staff recruitment and the process of selecting an individual from a pool of applicants (Recruitment and Selection, 2009). Neito (2006) defines Recruitment as "a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce". It is the process in which the required number of and kind of human resources which are to be determined and the management has to find the places where required human resources are/will be available and also find the means of attracting them towards the organization. Neito (2006) also defines Selection is the process of finding out the most suitable candidate to the job out of the candidates recruited. After identifying the sources of Human Resources, searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at the right time. “Selection is a process of differentiating between applicants in order to identify and...
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