Five Functional Areas of HRM

RUNNING HEAD: FIVE FUNCTIONAL AREAS OF HRM
FIVE FUNCTIONAL AREAS OF HRM
Name of the Student
Name of the University
Author Note

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FIVE FUNCTIONAL AREAS OF HRM
Table of Contents
Table of Contents
1. Functional area: Recruitment.......................................................................................................2
Article 1:......................................................................................................................................2
Article 2:......................................................................................................................................3
2. Functional area: Selection............................................................................................................4
Article 1:......................................................................................................................................4
Article 2:......................................................................................................................................5
3. Functional area: Training.............................................................................................................6
Article 1:......................................................................................................................................6
Article 2:......................................................................................................................................7
4. Functional Area: Development....................................................................................................8
Article 1:......................................................................................................................................8
Article 2:......................................................................................................................................9
5. Functional area: Performance Management.............................................................................10
Article 1:....................................................................................................................................10
Article 2:....................................................................................................................................11
References:....................................................................................................................................13
Appendix:......................................................................................................................................15

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FIVE FUNCTIONAL AREAS OF HRM
1. Functional area: Recruitment
Article 1:
Mustapha, Adeniyi Mudashiru, O. A. Ilesanmi, and M. Aremu. "The Impacts of well Planned
Recruitment and Selection Process on Corporate Performance in Nigerian Banking Industry (A
Case Study of First Bank Plc 2004-2011)." International Journal of Academic Research in
Business and Social Sciences 3, no. 9 (2013): 633-648.
Title: The Impact of well Planned Recruitment and Selection Process on Corporate Performance
in Nigerian Banking Industry
Name of the journal: International Journal of Academic Research in Business and Social
Sciences
Volume number: Vol. 3, No. 9
Date, month: September 2013
Page numbers: 633, 634, 635, 641, 647
Summary:
This article reflects the author’s objective to evaluate the processes of recruitment a
significant functional area of Human Resource Management. The problem statement highlighted
in this study is the inefficiency of a well planned interview to provide the interviewees with the
opportunities to reveal their own selves. Methodology used are-Survey Questionnaire, regression
analysis, and analysis of variance. Three hypotheses are formulated and tested. Findings of this
article reveal that both the guided and well organized interviews are important to enhance
organizational performance.
Critics:
One of the positive factors of this article, is the use of statistical methods to reach the root
causes of the ineffectiveness of a well planned interview has made the analysis more systematic
and scientific, but this article has not delved deep into all the factors like-inadequate competitive

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FIVE FUNCTIONAL AREAS OF HRM
advantage established by the brand in the labor market, that can turn an organized recruitment
process into an incomplete and poor procedure to recruit talents. This article has not focused on
the issue of biasness on the part of the human resource managers that makes the recruitment
process unfair. Again, this article has provided the findings as well s recommendations in a
generalized manner. These are the major drawbacks of this article.
Article 2:
Mahmood, Monowar. "Strategy, structure, and HRM policy orientation: Employee recruitment
and selection practices in multinational subsidiaries." Asia Pacific Journal of Human
Resources 53, no. 3 (2015): 331-350.
Title: Strategy, structure, and HRM policy orientation: Employee recruitment and selection
practices in multinational subsidiaries
Name of the journal: Asia Pacific Journal of Human Resources
Volume number: doi:10.1111/1744-7941.12057
Date, month: 27 August 2014.
Page numbers: 1-3, 6, 8, 9, 10-14, 14-19
Summary and critics:
Summary:
The article reflects the author’s purpose of analyzing several functional areas of Human
Resource Management. The problem statement highlighted in this article focuses on the
influence of MNC subsidiaries on the convergence as well as divergence of employee
recruitment, which can make human resource management practices unfair. Methodology
adopted is qualitative methods for case study analysis of European multinational subsidiaries.
The findings revealed that European multinational subsidiaries have taken their power to
influence convergence or divergence of the recruitment of employees granted. Further, this study
recommends that a recruitment policy needs to be dynamic depending on the changing structure,
HRM strategies and policies of multinational subsidiaries.

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FIVE FUNCTIONAL AREAS OF HRM
Critics:
This study has demonstrated that the development of a fair recruitment practice by
subsidiaries is dependent on the decision taken by the parent companies, but has not focused
much on the impact of coordination failure between subsidiary and headquarters on the
convergence as well as divergence of employee recruitment. Moreover, this study the author has
not incorporated any kind of quantitative analysis. Only the analysis of the case studies of
European multinational subsidiaries is not enough to analyze all aspect of the problem focused.
Further this study, does not suggest any specific modification in the recruitment practices
adopted by the human resource managers of the multinational subsidiaries.
2. Functional area: Selection
Article 1:
Abraham, Mathew, Maniam Kaliannan, Avvari V. Mohan, and Susan Thomas. "A Review of
Smes Recruitment and Selection Dilemma: Finding a'Fit'." The Journal of Developing Areas 49,
no. 5 (2015): 335-342.
Title: A Review of SMES Recruitment and Selection Dilemma: Finding A ‘Fit’.
Name of the journal: The Journal of Developing Areas
Volume number: ISBN 978-0-9925622-0-5
Date, month: 2014
Page numbers: 1,2,3-17
Summary:
The objective of this article is to analyze the selection process adopted by Malaysian
SMEs, as the HRM practice to gain competitive advantage. The problem focused in this article,
is the impediments faced by SMEs to select the appropriate candidate. Methodology used is
sample article analysis. Educational databases were searched to identify article showcasing

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relevant issues and analyzed using strategic selection model. Findings reveal that, a candidate
should be selected on the basis of competencies, value, uniqueness, motivation and commitment
shown by the candidate.
Critics:
This article has highlighted that, one of the impediments faced by SMEs to select the
appropriate candidate, is the vague understanding of human resource managers of the selection
process as the essential part of the Hr architecture. However, the article has not focused on the
methods of training the human resource managers so that they can have a clear understanding of
the factors contributing to the fair, equitable and appropriate process of selection. The estimation
made is qualitative which can be can be considered as abstract. No statistical tool is used to
conduct a quantitative analysis. This is one of the major drawbacks of this study. This also
indicates to the fact that, the analysis lacks any concrete evidence.
Article 2:
Klotz, Anthony C., Serge P. da Motta Veiga, M. Ronald Buckley, and Mark B. Gavin. "The role
of trustworthiness in recruitment and selection: A review and guide for future research." Journal
of Organizational Behavior 34, no. S1 (2013): S104-S119.
Title: The role of trustworthiness in recruitment and selection: A review and guide for future
research
Name of the journal: Journal of Organizational Behavior
Volume number: DOI: 10.1002/job.1891
Date, month: 31 July 2013
Page numbers: 1-5, 6-17
Summary:
The purpose of the author to throw lights on the significance of trustworthiness in case of
the selection process in human resources, from the perspective of the job applicant as well as