Human Resource Management: Recruitment, Selection, Employee Performance, Development, and Reward

This article discusses various aspects of HRM, including recruitment, selection, employee performance, development, and reward. It includes a case study of Wood Hill College and a job advertisement for the position of a senior lecturer in human resource management. The article also covers the importance of employee relations and workforce planning in HRM. The subject is HRM2001S, and the course is available at Desklib, an online library for study material.

Running head:HRM 1
Human Resource Management (HRM2001S)
Student
Course
University
Date

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EXECUTIVE SUMMARY
Most of the HR functions like recruiting and selecting process, employee career development
and employee performance are very vital for the success of the organization. Human resource
managers should ensure that these functions are useful to realize organizational growth and
development.

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Table of Contents
TASK 1.......................................................................................................................................................5
Recruitment and selection.........................................................................................................................5
Case study: wood hill college....................................................................................................................5
INTRODUCTION.....................................................................................................................................5
RECRUITMENT.......................................................................................................................................6
FACTORS AFFECTING THE NEED FOR RECRUITMENT............................................................6
EXPANSION AND GROWTH OF THE COLLEGE............................................................................6
EMPLOYEE TURNOVER.......................................................................................................................6
POTENTIAL SOURCES OF CANDIDATES FOR RECRUITMENT FOR WOOD HILL
COLLEGE.................................................................................................................................................6
INTERNAL RECRUITMENT.............................................................................................................7
Advantages of internal recruitment.....................................................................................................7
DISADVANTAGES OF INTERNAL RECRUITMENT...................................................................7
EXTERNAL SOURCES OF RECRUITMENT..................................................................................8
ADVERTISEMENT..............................................................................................................................8
USE OF RECRUITMENT BODIES..................................................................................................8
LEARNING INSTITUTIONS..............................................................................................................8
RECOMMENDATIONS......................................................................................................................9
ADVANTAGES OF EXTERNAL RECRUITMENT.........................................................................9
DEMERITS............................................................................................................................................9
THE RECRUITMENT PROCESS TO BE ADOPTED BY WOOD HILL COLLEGE..................9
SELECTION............................................................................................................................................10
SELECTION METHODS...................................................................................................................11
STEPS IN SELECTION.........................................................................................................................12
WORKFORCE PLANNING (HUMAN RESOURCE PLANNING)..................................................13
PURPOSE FOR WORKFORCE PLANNING.................................................................................13
HUMAN RESOURCE MANAGER'S ROLE IN WORKFORCE PLANNING AND
RESOURCING........................................................................................................................................14
TASK 2.....................................................................................................................................................15
SENIOR LECTURER IN HUMAN RESOURCE MANAGEMENT..............................................15
Skills for the job...................................................................................................................................15
Qualifications....................................................................................................................................15

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A job advertisement for the position of a senior lecturer in human resource management in wood
hill college.................................................................................................................................................16
SUITABLE ADVERTISEMENT CHANNELS....................................................................................17
JOB DESCRIPTION AND PERSON SPECIFICATION FOR THE HUMAN RESOURCE
MANAGEMENT SENIOR LECTURER..............................................................................................18
Job specification...................................................................................................................................19
PART 2- EMPLOYEE PERFORMANCE, DEVELOPMENT, AND REWARD..............................21
REFERENCE - TESCO......................................................................................................................21
INTRODUCTION...............................................................................................................................21
TASK 3.....................................................................................................................................................22
THE DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT.........................................22
HOW THE EMPLOYEE TRAINING NEEDS ARE IDENTIFIED...................................................24
Several Training Needs Assessment technique......................................................................................24
IMPORTANCE OF HAVING A SYSTEMATIC TRAINING AND DEVELOPMENT
APPROACH FOR TESCO.....................................................................................................................25
TO THE EMPLOYEES.........................................................................................................................25
EFFECTIVENESS OF TRAINING AND DEVELOPMENT IN TESCO ABOUT THE DELIVERY
OF RETURN ON INVESTMENT.........................................................................................................26
SECTION 3- EMPLOYEE RELATIONS.............................................................................................27
REFERENCE ORGANIZATION- ITV............................................................................................27
EMPLOYEE RELATIONS....................................................................................................................27
IMPORTANCE OF ITV TO MAINTAIN GOOD EMPLOYEE RELATIONS................................27
INFLUENCE OF EMPLOYEE RELATIONS ON HR DECISION...................................................29

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TASK 1
Recruitment and selection
Case study: wood hill college
INTRODUCTION
Wood Hill College is experiencing a shortage in the teaching staff, and through workforce
planning, the college has identified some of the skill gaps that need to be filled (Armstrong and
Taylor, 2014). The college has decided to post an advertisement for the job in an advert website
which is the primary medium used. Through Human resource planning, the college was able to
plan for the recruitment process to attract applications of interested individuals to apply for the
position (Jamali, El Dirani and Harwood, 2015). The need for recruitment was as a result of high
staff turnover within the college (Abraham et al., 2015). This implied that the employees in the
college might not have been satisfied with the conditions at the place of work hence ended up
leaving the institution to seek for greener pastures somewhere else. According to Arulrajah,
Opatha, and Nawaratne (2015), various issues need to be addressed in the college to enhance
employee retention and acquisition of the best employees to the organization. The human
resource manager has to: formulate clear human resource strategies that shall strengthen
employee retention within the organization, the human resource manager has to apply a variety
of recruitment means to increase the chances of obtaining the more skilled employees to occupy
various positions within the organization (Cristiani and Peiró, 2015). I am going to discuss the
following in order to add value to the existing human resource practices in the college: various
recruitment sources that the college can use to fill the vacant positions rather than just relying on
online advertisement, the recruitment process that the college shall apply in order to fill the
vacant positions, human resource planning to enable the college appreciate this human resource

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function and make it useful to facilitate timely acquisition of the desired workforce and the
selection function to allow the college to select the best candidates to ensure achievement of the
desired objective(Shailashree and Shenoy,2016).
RECRUITMENT
This refers to the process where organizations search for the candidates to fill various vacant
positions and attract them to apply for the jobs (Chang and Chin, 2018).
FACTORS AFFECTING THE NEED FOR RECRUITMENT
According to Collings et al. (2018), various elements create the need for recruitment in an
organization, for instance, in wood hill college multiple factors have resulted for the recruitment
decision by the college. These factors are:
EXPANSION AND GROWTH OF THE COLLEGE
The college is expanding; hence there might be a need for the introduction of new courses which
automatically shall lead to the need for more tutors hence the recruitment.
EMPLOYEE TURNOVER
The rate at which the employees are leaving the college is high hence the need for recruitment of
the new staff to fill the vacant positions

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POTENTIAL SOURCES OF CANDIDATES FOR RECRUITMENT FOR WOOD HILL
COLLEGE
Su and Yang (2015) state that there are mainly two sources of recruitment for the college which
are internal sources and the external sources.
INTERNAL RECRUITMENT
This is the recruitment which takes place within the organization (Chytiri, Filippaios, and
Chytiri, 2018). Since the college is experiencing a high turnover rate, the chances are high that
there are employees who play crucial administrative roles who might leave the organization.
Internal sources include transfers, promotions through internal job postings and re-employment
of ex-employees (Nikolaou and Ostrom eds., 2015).
Advantages of internal recruitment
It is cheap
Less time consuming
No in-depth interviews required for the candidates
Source of motivation for the employees because their capabilities are recognized when they are
offered promotions.
Enhance easy evaluation of the candidates by the employer.

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DISADVANTAGES OF INTERNAL RECRUITMENT
Leads to inbreeding which discourages new blood from joining the organization
The internal sources may be exhausted making it difficult for the organization to acquire the
required employees to fill the position when it is too urgent.
There is a lack of new ideas which are usually brought by external people to the organization.
EXTERNAL SOURCES OF RECRUITMENT
According to Glaister et al. (2018), this is where the individuals to occupy various positions in
the organizations are solicited from outside the organization. The external sources include:
ADVERTISEMENT
There are multiple means of publication which are: online advertisement like the one used by
Wood Hill College, use of posters, newspaper adverts, etc.
USE OF RECRUITMENT BODIES
Recruitment bodies that offer recruitment services for the organizations that require new
employees at a fee.

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LEARNING INSTITUTIONS
The organization can send a request for interns for various positions from teaching institutions,
such students are trained and later employed by the organization.
RECOMMENDATIONS
The present employees can recommend individuals they know who can perform decidedly better
in the vacant positions hence those individuals are contacted and employed.
ADVANTAGES OF EXTERNAL RECRUITMENT
What employees hired from outside can bring new insights and perspectives to the organization.
It gives the organization an opportunity to access a variety of talents.
It enables the organization to obtain employees with the required skills.
DEMERITS
More time consuming
It is costly as various expenses are incurred.
The employees need more time for orientation hence delay in the start of work

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THE RECRUITMENT PROCESS TO BE ADOPTED BY WOOD HILL COLLEGE
According to Greiner (2015) the recruitment process follow the following steps:
IDENTIFICATION OF THE VACANCY
The recruitment process begins by the Human Resource department receiving requisitions for
recruitment from any department within the organization.
PREPARATION OF THE JOB DESCRIPTION AND SPECIFICATION
The details for the job is outlined to enable the potential applicants to access their skills and
apply for various positions within the organization.
DETERMINATION OF RECRUITMENT SOURCES
The organization identifies the potential sources for recruitment
SELECTION
The concerned department short-lists and identify the prospective employees with the required
characteristics required for the job.
INTERVIEW
The selected candidates are interviewed by a chosen panel to access their knowledge and critical
thinking skills.
OFFERING OF THE JOB
Once the candidate excels, he or she is offered the job.

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SELECTION
This refers to the procedure of identification of a potential candidate for the job from several
candidates who apply for the job.
SELECTION METHODS
There various selection methods which are generally used to obtain the best candidate for the
vacant position. They are:
USE OF APPLICATION FORMS
The written information about the applicants is collected via the forms filled. Such information
may be education background, previous work experience, etc.
INTERVIEWS
Various types of interviews that can be used are:
Individual interviews
This involves face-to-face discussion with the candidate and provides the best opportunity to
ensure close contact between the interviewer and the candidate.
Panels for an interview.
A group of individuals from the specific field interview the candidates.
Assessment centers
Candidates are assembled, and a range of assessment techniques are used over a given period to
obtain the suitability of individual members of the group.

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GRAPHOLOGY
This is a method of concluding a candidate's handwriting about his or her personality as a basis
for predictions about future performance in a role.
STEPS IN SELECTION
According to Petty, Manroop, and Linton (2015), the following are the main steps used during
the process of selection:
QUALIFICATION INTERVIEW.
It is primarily purposed access the qualifications of the applicants hence doing away with
candidates who never satisfy the recruitment team
SELECTION TESTS
The tests can be: aptitude tests, personality tests and ability tests which are conducted to judge
how well an individual can perform tasks related to the job.
EMPLOYMENT INTERVIEW
Various types of interviews may be conducted, e.g., formal, informal, structured and semi-
structured.
REFERENCE AND BACKGROUND CHECKS
They are usually conducted to verify the information provided by the candidate.
SELECTION DECISION
The final decision has to be made for the applicants who have passed all the tests.

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PHYSICAL EXAMINATION
After the selection decision is made, the candidate is required to undergo a physical fitness test
JOB OFFER
Those who have passed all the tests are considered for the job through a letter of appointment.
WORKFORCE PLANNING (HUMAN RESOURCE PLANNING).
This refers to the process of forecasting for the demand for human resources in the organization
and taking the necessary action to fill the existing gap (Boxall, Guthrie and Paauwe, 2016). This
ensures that the organization has the right number of people at the right time doing the right job
(Johnson and Szamosi, 2018).
PURPOSE FOR WORKFORCE PLANNING
Shortage of skills
Non- availability of skilled people enhances future human resources plans by the organization.
Frequent labor turnover
Workforce planning is essential because of the turnover rate within the organization
CHANGING TECHNOLOGICAL NEEDS
This results in new methods of production hence employees with relevant skills have to be
obtained.

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Identification of areas with surplus manpower and scarce manpower
Workforce planning enhances the identification of areas where there is more than the required
number of employees or areas where there are few employees.
Organizational expansion
As a result of the development, roles might increase hence the need for workforce planning
HUMAN RESOURCE MANAGER'S ROLE IN WORKFORCE PLANNING AND
RESOURCING
Formulation of recruitment plans
The human resource manager is tasked with the responsibility for formulating the various
recruitment plans through the HRP (Marchington, 2015).
Controls the whole process
The human resource manager monitors and manages the Workforce planning process in the
organization
Identification of gaps
The manager identifies the skill gaps that need to be addressed and takes the necessary action

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TASK 2
SENIOR LECTURER IN HUMAN RESOURCE MANAGEMENT
Skills for the job
Professional HR knowledge
Excellent communication skills especially in English because it is essential when delivering the
content to the students.
Research skills where the person should have a proven ability to research high quality, compile it
and publish it in peer reviewed journals.
Thorough knowledge for pedagogy and development of teaching programs
Ability to work in a team
Qualifications
Five years' experience as a lecturer for human resource in public institutions.
Thorough practical knowledge for human resource functions.
Excellent interpersonal, written and oral skills in English
A master Degree in human resource management and a Ph.D. in the relevant field.
A certificate of ethical conduct from the legal enforcement agency.

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A job advertisement for the position of a senior lecturer in human resource management in
wood hill college.
Vacancy! Vacancy! Vacancy!
Wood Hill College is happy to notify you that it is in need of a senior lecturer in human resource
management. The interested candidates should meet the following conditions:
Have five years' industrial experience in a human resource management
Have a thorough practical knowledge for human resource functions.
Possess excellent interpersonal, written and oral skills in English
Have a bachelor degree in human resource management and a Ph.D. in any relevant field.
Have a certificate of ethical conduct from the legal enforcement agency.
APPLICATION PROCEDURE
Interested candidates are required to apply via our college website www.woodhill college.ac.ke.
The candidates should remember to attach their CVs and other essential certificates for
verification purposes. The deadline for the application is also available on the college website.
Wish you all the best in your application.
Human Resource Manager
Wood Hill College.

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SUITABLE ADVERTISEMENT CHANNELS.
According to Maaitah, Alias and Maaitah (2018) this advertisement shall be posted:
On the college website
In the newspapers and magazines.
In the notice boards within the college
On the billboards in various towns.

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JOB DESCRIPTION AND PERSON SPECIFICATION FOR THE HUMAN RESOURCE
MANAGEMENT SENIOR LECTURER
Description for the job
Position: Human resource management senior lecturer
Institution: Wood Hill College.
Objective: Wood Hill College needs human resource management senior lecturer with teaching
and research capabilities to enhance the success of the students pursuing the course in the
college.
Primary duties - lecturing, development of learning materials for the module, continuous
research in the field of human resource management, formulation of the course outline, marking
standardized assessment tests and exams, undertaking personal research, publishing of HRM
research in journals and magazines, guide the students throughout their thesis.
Secondary tasks - the lecturer shall participate in training sessions for the staff, undertaking
administrative duties, act as a university representative in seminars and workshops, management
and supervision of the team.
Duration of work: The individual shall be a full-time lecturer in the college and shall lecture for
at least 39 hours in a week
Working environment: the lecture shall take place in the college lecture hall, and he shall have
his own office for administrative functions.
Training/Education: The person should have a bachelor degree in human resource management
and a Ph.D. in the relevant field.

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Promotion: the person shall be promoted according to the results of his work
Salary: the person shall be paid a basic monthly salary of $900 and other allowances
Job specification
Job skills
Professional HR knowledge
Excellent communication skills especially in English because it is essential when delivering the
content to the students.
Research skills where the person should have a proven ability to research high quality, compile it
and publish it in peer reviewed journals.
Thorough knowledge for pedagogy and development of teaching programs
Ability to work in a team

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Individual traits for the job
Passion for good results hence this shall ensure that the person enhances better performance for
the students.
Passion for career growth and development
Care for the students
Work without supervision
Competencies
Five years' experience as a lecturer for human resource in public institutions.
Thorough practical knowledge for human resource functions.
Excellent interpersonal, written and oral skills in English
A master Degree in human resource management and a Ph.D. in the relevant field.
A certificate of ethical conduct from the legal enforcement agency

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PART 2- EMPLOYEE PERFORMANCE, DEVELOPMENT, AND REWARD
REFERENCE - TESCO
INTRODUCTION
Employee training is the most significant aspect that contributes towards the growth and
development of any organization, and this is an essential element for the continuous growth of
Tesco in an increasingly commercial world (Conway et al., 2016). This organization requires
employees who are committed and flexible to facilitate the growth of the enterprise which
heavily relies on the skilled employees who can only be effective through proper training and
development (Heffernan et al., 2016).

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TASK 3
THE DIFFERENCE BETWEEN TRAINING AND DEVELOPMENT
Comparison basis Training Development
Definition This is the process of learning
where the employees get an
opportunity for skills
development for the specific
task.
This is a process of education
that is concerned with the
overall employees’ growth in
the organization.
Duration Takes a short period of time
since employees might be
trained as per the training
schedule of the organization
This is a continuous never
ending process in the
organization hence takes a
long period of time.
Area of focus It focuses on the present
employees’ requirement for
task performance
Focus on the future desired
state of employees at the
work place.
Orientation It is job oriented since it
focuses on the necessary
skills by employees to
perform various tasks in the
organization.
It is career oriented since it
focuses on the general career
improvement of an employee.

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Source of motivation The employees are motivated
by the organization to train
This self-driven as an
individual can go for further
studies to enhance his career
Objective To improve the employee
performance for the
achievement of
organizational goals.
To prepare the employees for
the future career challenges
brought by aspects like
anticipated technological
changes.
Number of individuals
involved
Involves many individuals
because training is a planned
activity by the organization
for all its employees.
Involves an individual who
make his or her own decision
to enhance his career
prospective.

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HOW THE EMPLOYEE TRAINING NEEDS ARE IDENTIFIED.
The training needs for employees within the organization can be identified through the training
needs analysis (Sockalingam et al., 2015). The training needs analysis involves the evaluation of
the potential areas within the organization where the employees require training for the
efficiency of operations (Rothwell, Hohne and King, 2018). The difference between the actual
level of job performance and the expected level of job performance is a clear indication of the
need for training (Larsen, 2017). Successful practice needs analysis in TESCO shall enable the
human resource manager to know the employees that need training with the type of training they
require (Shah, Hussain and Rahman, 2016).
Several Training Needs Assessment technique.
Direct observation of employees during task performance.
Through filling of the questionnaires where the employees can state where they need training
Through consultation with people in critical positions, the management can be in a place to
identify the training needs of the employees.
Through various work samples for the employees, the training needs can be identified.

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IMPORTANCE OF HAVING A SYSTEMATIC TRAINING AND DEVELOPMENT
APPROACH FOR TESCO.
Enhances the achievement of set objectives.
Through training, employees acquire the necessary skills essential for task performance which
facilitate the achievement of the set organizational objective (Shields et al., 2015).
Achievement of a sustainable competitive advantage
Training enables the employees to be effective hence the organization stays ahead of others.
Increased production
There is increased production due to waste reduction as a result of trained employees.
TO THE EMPLOYEES
Enhances job satisfaction
Effective training improves job satisfaction among the employees because of role clarity
Coping with technological changes
Trained employees can quickly deal with the changes in technology
Reduce staff turnover
Once an employee is trained the organization ensures that the employee is comfortable in the
organization due to the cost used in the training process.

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EFFECTIVENESS OF TRAINING AND DEVELOPMENT IN TESCO ABOUT THE
DELIVERY OF RETURN ON INVESTMENT.
Profit maximization
Trained employees make few mistakes in the production process hence minimization of losses
which in turn results to profit maximization.
Competitive advantage
The organization can achieve a competitive advantage which results in a more significant market
share due to quality services offered by the employees.

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SECTION 3- EMPLOYEE RELATIONS
REFERENCE ORGANIZATION- ITV
This company's normality to enhance good relationship among the employees is through:
collective agreement, consulting the chosen representatives for employees, employees'
participation and use of direct communication methods (Ali, Lei, and Wei, 2018).
EMPLOYEE RELATIONS
This refers to the association between various personnel in the industry in the course of the
organizational operations (Barry and Wilkinson, 2016).
IMPORTANCE OF ITV TO MAINTAIN GOOD EMPLOYEE RELATIONS
Increased productivity
Good employee relations among the various parties in the organization results in job satisfaction
among the employees hence high productivity (Psychogios et al., 2016).
Increased employees' loyalty
Good relation between the employees and the management enhances their commitment and will
always do their tasks well with minimum supervision.
Reduced individual conflicts
People concentrate on production rather than wasting their time in meaningless conflicts and
disputes.
Enhance employees' motivation
Good relationship among the employees within the organization acts as a source of motivation
for the employees as they will do their best in their tasks to foster the right connection.

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Reduces resistance to change
Due to the excellent relationship among various individuals in the organization, there is less
resistance to change since people agree unanimously.

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INFLUENCE OF EMPLOYEE RELATIONS ON HR DECISION
According to Kim and Bae, (2017), many human resource management decisions are affected by
the nature of employee relations in the organization. They include:
Career development
Good employment relations shall facilitate career development among the employees within the
organization which is a very crucial aspect of human resource management.
Acceptance of transfers
Good employee relations enables individuals to readily accept transfers to other organizations to
make them better organizations as compared to their previous organizations.
Enhance cooperation on various aspects
Good employee relations enhance employee cooperation on issues such as the need for training
and development from the HR department.
Enhances feedback among the employees
Good employee relations improve input on various aspects by the employees within the
organization
Employee legislation
This refers to different rules and policies that govern the behavior of the employees at the
workplace. They are very vital in enhancing the employee relation at the workplace (Tzabbar,
Tzafrir, and Baruch, 2017. These legislations are:

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The Employment Act
This governs the working relationship between the employer and the employee to ensure the
employee is not discriminated in the course of employment and also to ensure that the employee
provides the services as per the standards set to him by the employer (Van Berkel et al., 2017). It
covers various aspects about the employees such as: the employee compensation aspect, the
grievance procedure, multiple rights of both the employer and the employee, etc.
Health and safety act
This contains all the health and safety measures that have to be considered by both the employer
and the employee, e.g., the need for compensation during a tragedy.
Sexual Harassment policy
This policy contains the definition of sexual harassment and offers the repercussions for those
who are involved.
Employee privacy act
The employees have their privacy aspects that should not be violated such as information privacy
where the organization is prohibited from disclosing information pertaining the employees to the
third party without their consent.

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