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Nature of Recruitment and Selection - Doc

   

Added on  2021-06-16

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Running head: HUMAN RESOURCE MANAGEMENTHuman Resource ManagementName of the Student:Name of the University:Authors Note:
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1HUMAN RESOURCE MANAGEMENTTable of ContentsQuestion 1........................................................................................................................................2Question 2........................................................................................................................................5Role of HR as Strategic Partner/ Contributor..............................................................................5Role of HR as Administrative Expert..........................................................................................5Role of HR as Employee Advocate.............................................................................................6Role of HR as Change Agent.......................................................................................................7Question 3:.......................................................................................................................................7Nature of Recruitment and Selection...........................................................................................7Orientation...................................................................................................................................8Performance Appraisal/Management...........................................................................................8Employment Contracts.................................................................................................................9References:....................................................................................................................................10
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2HUMAN RESOURCE MANAGEMENTQuestion 1The HR problems in the particular case study identified with the help of ADAP approachto case preparation (Berkes, Folke and Colding 2000). The approach consists of six stepshowever, the HR problems of the case study company is done using the first five steps. Step One: Gaining of FamiliarityAdelaide based HS Furniture Co. remained an industry leader in the local market with itsinnovative design and offered compact, self-assembled and fair priced furniture. The companyhowever had a constant demand for its products. CM, the owner of the company did not find itimportant in introducing the formal HR practices and policies since he believed that it wouldseize the company of its opportunities of growth thereby making it more inflexible. Thisprevented the company from having a separate HR department. However, the owner incoordination with the trusted line managers made most of the HR decision. In the year, 2015, thecompany took advantage of its position and opened a sales office in Darwin, NT. In spite of thelack of necessary skills or any awareness of Darwin’s labor market, the manager for theconcerned office would be from the already existing Adelaide staffs. CM put forward that anindividual with the right kind of personality and attitude would suit the role. A salesrepresentative named Jane was offered the role. She was ambitious and loyal but did not possessany management experience besides her role. However, CM trusted her with the responsibilitiesof not only marketing and sales but also accounting and human resource (HR) since the subjectswere a part of her business degree. Step Two: Recognition of the Symptoms
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3HUMAN RESOURCE MANAGEMENTIn absence of a formal HR department, CM carried out the HR activities of the companyalong with the line managers. This resulted in contradictory and unfair decisions although theCM had the impression that it ensured speed and flexibility to the company. In addition, the CMalso micro managed the operational activities that also included the maintenance of relationshipswith the primary customers. Further, in the new sales office located in Darwin, the responsibilityof the selection and the recruitment of the new employees were appointed to Jane, a formal salesstaff of the Adelaide branch, who had no formal in human resource management. Step Three: Identification of the GoalsHS Furniture Co did not have formal performance or appraisal management system dueits small size. However, CM and his managers believed in achieving the goal by providingconstant guidance to the employees that ruled out the need for a separate HR department. Theybelieved that they actually carried out the functions of HR through employee’s motivation byensuring them to work harder through creation of the expectations of the stress performance. Thenew division also aimed at performing HR activities without a formal HR department and aprofessional. Jane, the new manager, who had no formal training, carried the HR activities byintroducing and molding the employees. Step 4: Analysis In the Adelaide branch of the furniture company, the absence of human resourcedepartment led to contradictory and unfair decisions. The company also lacked a formalperformance management and appraisal system. The company also did not provide jobdescriptions in a written form. In the newer division, although Jane blamed the labor market of
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