Employee Engagement and Performance

This assignment delves into the crucial link between employee engagement and organizational performance. It examines the influence of ethical leadership, leader-member exchange, self-efficacy, and organizational identification on employee performance. Furthermore, it explores how various human resource management (HRM) practices contribute to employee commitment and intention to leave within service industries. The analysis draws upon a range of scholarly articles to provide insights into these complex relationships.

RECRUITMENT AND
SELECTION

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1 Identification of two organisations plan recruitment using internal and external sources.....3
P2 Explain the impact of legal and regulatory framework on recruitment and selection
activities......................................................................................................................................4
TASK 2............................................................................................................................................4
P3 Recruitment and documentation of job advertisement, job description and person
specification................................................................................................................................4
P3 Plan for recruitment and selection process............................................................................6
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Human resource management means the management of a business’s or an
organization’s human resource. Its task is selection, attraction, training, rewarding,
assessment of employees and forecasting organizational culture and leadership and
ensuring compliance with employment and labour laws ( Armstrong and Taylor,2014). HR
also makes a good relation with collective bargaining agreement (CBA) and other labour
unions. Human relations movement create HR which creates business value through the
strategic movement of the employees. At the beginning of HRM, it was only responsible
for benefits and payroll administration works.
TASK 1
P1 Identification of two organisations plan recruitment using internal and external sources
There are various type of recruitment approaches that are internal and external sources. In
regard to this Tesco and Sainsbury are both retailer company adopts different recruitment
sources which are as describe as follows-
 Tesco company( Internal sources)- The assessment of an employer's current staff to
ascertain if any current employees are sufficiently skilled or qualified to perform required
job vacancies. When a business engages in internal recruitment, a current employee
might be reassigned to the new position by giving them either a promotion or an internal
transfer. Tesco Company adopts internal recruitment approaches are Promotions in which
It refers to promoting or upgrading an employee who is already existed in the pay roll and
contributed for organizational performance ( Guest, 2011. ). Whereas, there is transfer
approach in which the process of interchanging the job duties and responsibilities of
employees from one place to another or from one department to another.
 Sainsbury company( External sources)- It is the assessment of an available pool of job
candidates, other than existing staff, to see if there are any sufficiently skilled or qualified
to fill and perform existing job vacancies. It is the process of searching outside of the
current employee pool to fill open positions in an organization. Sainsbury adopts external
sources are advertising is one of the most common and popular methods of external
recruitment under which the job vacancy is announced through different print and
electronic media.

P2 Explain the impact of legal and regulatory framework on recruitment and selection activities
It is the necessary for each HR manager of any company have to consider all the legal
and regulatory framework on recruitment and selection process. These are as describe as follows- Equality act 2010: The Equality Act 2010 brings together a number of old legislations
together into one law. This covers all aspects of discrimination in the workplace
including age, sex, orientation, race and religion ( Tang and Tang,2012. ). It also includes
gender realignment and pregnancy and maternity. The Equality Act covers 9 protected
characteristics.; Victimisation occurs when an employer treats an employee unfairly
because they have brought a claim under the Equality Act. Sex discrimination act 1974: The Sex discrimination act 1975/97 states that employees
are protected from discrimination on the basis of their gender or sexuality under the
Equality Act 2010. Protection from discrimination applies to recruitment; terms of
employment; access to training and promotion; access to benefits, facilities/services and
dismissal. Sex discrimination occurs when an employee or potential employee receives
unfair treatment because of his/her sex.
TASK 2
P3 Recruitment and documentation of job advertisement, job description and person
specification
Tesco Company is hiring a sales assistant in their company to improve the sales
performance. In regard to this, there is a documentation prepare which are as follows-
Tesco Company Requires
SALES ASSISTANT
The right candidates should have:
 2-3 years experience as sales Assistant
 Graduate or minimum secondary school
 Experience in sales, merchandising, customer services preferred
 Good written and spoken communication skills in English, knowledge of Arabic is an
added advantages
 Knowledge of basic computer skills
 Ability to work well in a team

 Presentable, proactive and willing to accept shift duties
Please E-mail your CV with photograph to:
[e-mail] or mail to:
Tesco House Shire Park Kestrel Way Welwyn Garden City Hertfordshire AL7 1GA England
Job description
Duties:
 Greeting customers who enter the shop.recruitment
 Be involved in stock control and management.
 Assisting shoppers to find the goods and products they are looking for.
 Being responsible for processing cash and card payments.
 Stocking shelves with merchandise.
 Answering queries from customers.
 Reporting discrepancies and problems to the supervisor.
 Giving advice and guidance on product selection to customers.
 Balancing cash registers with receipts
Personal skills:
 Having a friendly and engaging personality.
 Comfortable working with members of the public.
 Should have a confident manner( Buller and McEvoy,2012.).
 Must be helpful and polite.
 Assistants should be physically fit as they will be on their feet for most of the day and
may be required to lift large amounts of stock. You should have a comprehensive understanding of your area of sales i.e. retail, Fast
Moving Consumer Goods, sports equipment etc.
Qualification:

NVQ /VQ Retail Operations at levels 2, 3 and 4.
P3 Plan for recruitment and selection process
Tesco Company adopts the external recruitment procedures for this they plan their
recruitment and selection process:
◦ Form Selection: Tesco Company generally consist of a minimum of two members
but not more than four persons, including the chairperson.
◦ Tesco Company are responsible for:
 Determining an appropriate method of assessing applicants that will be free from bias,
transparent and stand up to scrutiny
 Conducting the interview/screening process
 Ensuring candidates are selected on the basis of merit
 Ensuring that selection documentation remains confidential
◦ Review Position Description- Before advertising the job vacancy, members of the
selection panel should review the position description for the job. If there is not a
position description available, one must be prepared before the selection process can
continue.
The purpose of reviewing the position description is so that members of selection committee can.
For this reason, Tesco Company should adopts the following are as follows:
Familiarise themselves with the objectives and duties of the job
Review the selection criteria, if stated in the position description, or formulate selection
criteria if not
Ensure that applicants for the job are well informed about the nature of the job on offer
Review the condition of employment (pay, hours of work, leave, superannuation, etc)
◦ Advertise: A job vacancy may be advertised in a variety of ways including:
Employment section of newspapers
Notifying a recruitment agency
Employment websites such as Seek (www.seek.com.au)
Your organisation's own newsletters
Your organisation's own website

Calling a vocational education and training institution
Putting notice in local shop windows
Putting notice in own shop/office window
Community radio announcement
Tesco Company adopts the newspaper and website external sources to pool the fresh talent from
outside the firm.
◦ Receive Applications: Tesco Company should review all incoming applications and
attempt to determine a short listing of candidates (Seibert, Wang and
Courtright,2011). If the number of incoming applications is very large, it may be
necessary for the Tesco Company of the selection process to obtain assistance from
other staff.
 In determining a short list, the Tesco Company should eliminate all candidates who have
not provided all the necessary information, especially statements in reply to key selection
criteria.
 The next elimination should be those candidates whose skills, abilities and experience are
insufficient to score well against the key selection criteria.
 These eliminations can be carried out reasonably quickly.
 The remaining applications will all warrant a closer examination and awarding of points
for each key selection criteria. Then a number candidates with the highest points score
are selected for the short list depending the available time and energy for interviewing.
◦ Arrange Interviews:Each candidate should be personally notified by telephone. It is
inadvisable to notify by email, as an email sent is not necessarily an email received.
Notification by letter is better that email but not as good as telephoning.
The notification should contain:
Start time of interview
Name of the chairperson of the interview panel
Contact details of the chairperson of the interview panel
Job title of the vacant position
Address of the venue for the interview

Advice on the format and duration of the interview
Advice on the number of panelists
◦ Compile Interview Questions: One question may take the form of a "hypothetical".
The purpose of such a question is to test the candidate "what would they do" in a
certain situation. The "hypothetical" question adds significant pressure, and it
evaluates the level of knowledge, experience and work-readiness of the candidate.
◦ Conduct Interviews:
20 mins not a serious duration for a career job
30 mins Barely enough time, risk of not keeping to schedule, rushed, insufficient time for
note taking, decision making, too hard for interviewers.
40 mins Allows for 30 minutes of questions and 10 minutes change round time in which
interviewers can write notes, discuss candidates and refresh themselves.
over 40 mins Durations between 40 mins and one hour are appropriate for middle management
positions.
◦ Select Successful Candidate: 'Selection on merit' is a process of determining which
job seeker has the skills, abilities and knowledge deemed to be most suitable for the
job. In a merit based system, applicants effectively compete for a job. The written
application, the selection interview and any testing of applicants is all part of the
competition process.
◦ Check Referees: It is essential to follow through with checking the applicant's
referees. Although referees may not make negative comments about the applicant,
much can be gleaned from what they say (or do not say)uman resource management
means the management of a business’s or an organization’s human resource (
Mossholder, Richardson and Settoon, 2011). Its task is selection, attraction, training,
rewarding, assessment of employees and forecasting organizational culture and
leadership and ensuring compliance with employment and labour laws. HR also
makes a good relation with collective bargaining agreement (CBA) and other labour

unions. Human relations movemenuman resource management means the
management of a business’s or an organization’s human resource. Its task is selection,
attraction, training, rewarding, assessment of employees and forecasting
organizational culture and leadership and ensuring compliance with employment and
labour laws. HR also makes a good relation with collective bargaining agreement
(CBA) and other labour unions. Human relations movement create HR which creates
business value through the strategic movement of the employees. At the beginning of
HRM, it was only responsible for benefits and payroll administration works. t create
HR which creates business value through the strategic movement of the employees.
At the beginning of HRM, it was only responsible for benefits and payroll
administration works. . Although referees have agreed to be called and questioned
about the applicant, it would not be proper to keep them on the phone for more than
five minutes unless the position is very senior. Therefore, make sure you prepare your
questions in advance of the telephone call. You will need to formally notify the
successful and unsuccessful candidates as soon as possible. The successful candidate
may already have undertaken other interviews and may receive other job offers.
Furthermore, it is an important courtesy to formally notify unsuccessful candidates to
enable them to carry on with the rest of their life.
◦ Formally Notify: You will need to formally notify the successful and unsuccessful
candidates as soon as possible ( Choi and Rainey, 2010). The successful candidate
may already have undertaken other interviews and may receive other job offers.
Furthermore, it is an important courtesy to formally notify unsuccessful candidates to
enable them to carry on with the rest of their life.
P5 Take part in selection process
In the process of the interview I will try to be at least 15 to 20 minutes early. This will
allow me to use any waiting time to review my notes. Being late or just barely on time tends to
cause stress and it can show during the interview. Before the interview process I researcher the
company and specially the job description and how it fits in the particular business unit. I also
got as much background information as I could to show my abilities for doing the job
responsibilities and duties( Paarlberg and Lavigna, 2010). I had done this so that I wouldn't get

caught speechless. In the process I wrote down and practised at least five questions to ask the
interviewer, to show how much I cared about this kind to work. Questions I asked included: Is
there room for growth: Who I'll be working with most closely? Can I take extra courses to
improve my ability on my job?
I made sure I dressed smart and not too casual. This is because when my co-workers and
customers look at me; they should immediately feel comfortable working with me. My phone
was turned off because having my phone ring in the interview would of lowered my chance allot
as it looks very unprofessional. I told the employer what my unique selling points are and how I
can match their highlights to what they want. I will make sure I use plenty of examples as proof
of my abilities.
CONCLUSION
This report has been designed to select the best method of the recruitment and selection
for managing the human resources in the organization. In general there are two methods of the
recruitment such as Internal and External. It is advisable for the organization to select Internal
Method of recruitment for managing the human resources in the organization. It is very clear that
the external recruitment may construct the robust reliability with the Company as the workers
have the opportunity to alter their location after some point of time.

REFERENCES
Books and journals
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human Resource Management Journal. 21(1), pp.3-13.
Tang, T.W. and Tang, Y.Y., 2012. Promoting service-oriented organizational citizenship
behaviors in hotels: The role of high-performance human resource practices and
organizational social climates. International Journal of Hospitality Management. 31(3),
pp.885-895.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review. 22(1). pp.43-56.
Batt, R. and Colvin, A.J., 2011. An employment systems approach to turnover: Human resources
practices, quits, dismissals, and performance. Academy of management Journal. 54(4).
pp.695-717.
Seibert, S.E., Wang, G. and Courtright, S.H., 2011. Antecedents and consequences of
psychological and team empowerment in organizations: a meta-analytic review. Journal
of Applied Psychology. 96(5). p.981.
Mossholder, K.W., Richardson, H.A. and Settoon, R.P., 2011. Human resource systems and
helping in organizations: A relational perspective. Academy of Management Review.
36(1). pp.33-52.
Choi, S. and Rainey, H.G., 2010. Managing diversity in US federal agencies: Effects of diversity
and diversity management on employee perceptions of organizational
performance. Public Administration Review.70(1). pp.109-121.
Paarlberg, L.E. and Lavigna, B., 2010. Transformational leadership and public service
motivation: Driving individual and organizational performance. Public administration
review.70(5). pp.710-718.
Markos, S. and Sridevi, M.S., 2010. Employee engagement: The key to improving
performance. International Journal of Business and Management. 5(12). p.89.
Walumbwa, F.O and et,al., 2011. Linking ethical leadership to employee performance: The roles
of leader–member exchange, self-efficacy, and organizational

identification. Organizational Behavior and Human Decision Processes. 115(2). pp.204-
213.
Hendry, C., 2012. Human resource management. Routledge.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting ‘human’back into
strategic human resource management. Human Resource Management Journal. 21(2).
pp.93-104.
CHUANG, C.H. and Liao, H.U.I., 2010. Strategic human resource management in service
context: Taking care of business by taking care of employees and customers. Personnel
Psychology. 63(1).pp.153-196.
Guchait, P. and Cho, S., 2010. The impact of human resource management practices on intention
to leave of employees in the service industry in India: the mediating role of
organizational commitment. The International Journal of Human Resource
Management.21(8). pp.1228-1247.
Black, D., Clemmensen, N.J. and Skov, M.B., 2010. Pervasive Computing in the Supermarket:
Designing a Context-Aware Shopping Trolley. International Journal of Mobile Human
Computer Interaction (IJMHCI).2(3). pp.31-43.
Oechsler, W.A., 2011. Personal und Arbeit: Grundlagen des Human Resource Management und
der Arbeitgeber-Arbeitnehmer-Beziehungen. Walter de Gruyter.
Vörösmarty, C.J., et,al., 2010. Global threats to human water security and river
biodiversity. Nature. 467(7315). pp.555-561.
Ng, E.S., Schweitzer, L. and Lyons, S.T., 2010. New generation, great expectations: A field
study of the millennial generation. Journal of Business and Psychology. 25(2). pp.281-
292.
Ployhart, R.E. and Moliterno, T.P., 2011. Emergence of the human capital resource: A multilevel
model. Academy of Management Review. 36(1). pp.127-150.
Tang, T.W. and Tang, Y.Y., 2012. Promoting service-oriented organizational citizenship
behaviors in hotels: The role of high-performance human resource practices and
organizational social climates. International Journal of Hospitality Management.31(3).
pp.885-895.