Literature Review: Examining Five Functional Areas of HRM Practices

This assignment provides a comprehensive literature review of five functional areas of Human Resource Management (HRM): recruitment, selection, training, development, and performance management. Each section examines two articles, summarizing their objectives, methodologies, and findings, while also offering critical evaluations. The recruitment section explores the impact of well-planned recruitment processes and the influence of multinational subsidiaries on recruitment practices. The selection section analyzes the challenges faced by SMEs in selecting appropriate candidates and the significance of trustworthiness in the selection process. The training section assesses the effects of outdoor management development methods and the relationship between training and development on the performance of state-owned corporations. The development section focuses on the connection between development and organizational commitment, as well as turnover intention. Finally, the performance management section evaluates the impact of performance appraisal systems and the role of performance management in achieving organizational goals. Each article's strengths and weaknesses are discussed, providing a balanced perspective on the current research in these critical HRM areas. Desklib offers a wealth of similar resources for students seeking to deepen their understanding of HRM.

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

1FIVE 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

2FIVE 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

3FIVE 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.

4FIVE 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

5FIVE FUNCTIONAL AREAS OF HRM
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

6FIVE FUNCTIONAL AREAS OF HRM
hiring organization is evident in this article. The problem stated in this article is concerned about
the factors lowering trustworthiness in the process of selection, during the pre-entry procedures
of the potential employees. Methodology used in this case, is the analysis of studies with the help
of psychological tools like Personality tests, Cognitive ability tests. Findings from the analysis
revealed that, interviewees who have the high propensity regarding trustworthiness can detect
embellishment or exaggeration on the part of the human resource manager of an organization
during the procedure of selection. Further the attitude and behavior of the potential employees
during pre-entry procedure.
Critics:
This article has focused less on the hiring organization’s attitude towards the
benevolence, integrity, and ability, which shape hiring organizations’ perception regarding
trustworthiness. This is one of the loopholes of the analysis conducted in the article. Moreover,
the application of the psychological tools would be more effective if it is applied only after using
statistical tools to collect data regarding the factors lowering trustworthiness in the process of
selection, during the pre-entry procedures of the potential employees. In other words, this article
has not incorporated statistical tools for quantitative analysis for an in depth research. This is the
major loophole of the analysis conducted.
3. Functional area: Training
Article 1:
Kriemadis, Thanos, and Anna Kourtesopoulou. "Human Resource Training and Development:
The Outdoor Management Development (OMD) method." Choregia 4, no. 1 (2018).
Name of the Article: Human Resource Training and Development: The Outdoor Management
Development (OMD) method.
Name of the journal: International Journal of Sports Management
Volume number: 4

7FIVE FUNCTIONAL AREAS OF HRM
Date, month: Nov1, 2018
Page numbers: 31, 32-39, 40
Summary:
The purpose of the author to estimate the effects of training in case of the outdoor
management method has been reflected in this article. The problem or issue focused in this
article is how the lack of educational approaches in training of human resources affects the
development of outdoor management. Further a group of 120 potential managers is selected and
a survey is conducted before and after they undergo training, for the purpose of tracing out the
impact of training in case of outdoor management. Findings revealed that OMD training methods
can cast upon the greatest impact in case of outdoor management if OMD training methods are
applied after estimating the specific characteristics of the human resource, organizational goals,
inventory management goals, leadership skills.
Critics:
This article has not focused on the educational approaches other than OMD training
method to train the human resource managers, such as- job instruction training, coaching,
mentoring, job rotation, apprenticeship training, committee assignments and so on. This is one of
the major drawbacks of this article, as the significant role played by the job instruction training,
coaching, mentoring, job rotation, apprenticeship training in the training and development of
human resource are not focused. The criteria for selecting sample size of 120 potential managers
are not disclosed and details about the survey results are not mentioned. These are the major
drawbacks of this article.
Article 2:
Weru, Jane W., M. A. Iravo, and Maurice Sakwa. "The relationship between training and
development on performance of state owned corporations." International Journal of Academic
Research in Business and Social Sciences 3, no. 9 (2013): 57.
Title: The Relationship between Training and Development on Performance of State Owned
Corporations

8FIVE FUNCTIONAL AREAS OF HRM
Name of the journal: International Journal of Academic Research in Business and Social
Sciences
Volume number: Vol. 3
Date, month: September 2013
Page numbers: 57, 58, 59-62, 65-73
Summary:
The objective of the author fulfilled in the article is, to find out the relationship between
training and development as two most significant areas of HR practices boosting organizational
performance; has been reflected. The problem addressed in this article is the reasons why the
implementation of human resource practices like training and development often becomes unable
to enhance organizational performance. Methodology adopted was questionnaire survey. This
article has also gathered qualitative data. Quantitative as well as qualitative data was analyzed
with the help of SPSS. Finally this article finds out that there is a positive correlation between the
two functional areas of human resource practices like training and development which will be
effective to boost Organizational Performance, if the training is conducted after analyzing the
limitations of the potential employees and organizational goals.
Critics:
The adoption of statistical tools like questionnaire survey for data collection and SPSS
for data analysis can be considered the positive contributions by this article to the functional
areas of training and development. However, this article has not conducted a detailed discussion
about the factors that can strengthen the relationship between training, development and
organizational performance. Further, it can be said that, the limitations of training methods are
also not discussed with minute details. Moreover, the steps to prevent the implementation failure
of the training methods are not highlighted. These are the major loophole of the analysis
conducted in this article.

9FIVE FUNCTIONAL AREAS OF HRM
4. Functional Area: Development
Article 1:
Kadiresan, Vimala, Mohamad Hisyam Selamat, Sugumaran Selladurai, Charles SPR Ramendran,
and Ramesh Kumar Moona Haji Mohamed. "Performance appraisal and training and
development of human resource management practices (HRM) on organizational commitment
and turnover intention." Asian Social Science 11, no. 24 (2015): 162.
Title: Performance Appraisal and Training and Development of Human Resource Management
Practices (HRM) on Organizational Commitment and Turnover Intention
Name of the journal: Asian Social Science
Volume number: Vol. 11
Date, month: 2015
Page numbers: 162, 163, 167-170
Summary:
This article focuses on ‘development’ as one of the functional areas of human resource.
The author’s purpose fulfilled through this article , is the connection between development and
performance of an organization. The problem statement for this article is to find out the factors
hindering development opportunities as well as organizational performance and accelerating
turnover rates. Methodology adopted is questionnaire survey a group of potential employees
attached with an organizations located in Klang valley were selected as as sample size. Ratings
were received depending on a 5-point Likert scale. Findings reveal that the factors hindering
development opportunities can be outweighed with the help of HRM practices like appraisal,
training. Appraisal, training has a positive correlation with development as well as organizational
commitment and performance.

10FIVE FUNCTIONAL AREAS OF HRM
Critics:
Only the data related to the organizational commitment as well as turnover intention are
analyzed, but no specific recommendation to prevent employee turnover is suggested. Moreover
the factors that can enhance organizational commitment are less focused in this article. Further
lack of details regarding the adoption of statistical methods raises questions regarding the
effectiveness of using statistical tools. For example-the criteria to select the sample size, the
actual number of the sample size are not disclosed in this article. Finally, it can be said that, an
incomplete analysis conducted in this article raises questions on the reliability of the survey.
Article 2:
Falola, Hezekiah Olubusayo, Adewale Omotayo Osibanjo, and Ibiyinka Stella Ojo.
"Effectiveness of training and development on employees' performance and organisation
competitiveness in the nigerian banking industry." Bulletin of the Transilvania University of
braşov 7, no. 1 (2014): 161.
Title: Effectiveness of Training And Development On Employees’ Performance And
Organization Competitiveness in the Nigerian Banking Industry.
Name of the journal: Bulletin of the Transilvania University of Braşov Series V
Volume number: Vol. 7
Date, month: 2014
Page numbers: 161-164, 165-167
Summary:
The purpose of the author, which has been reflected all through the article, is to throw
lights on the development as well as training as the two significant functional areas of human
resource capable of enhancing organizational performance. The problems focused in this article
are the drawbacks on the part of the human resource managers that make development
ineffective and create impediments in the retention of organizational performance. The sample
size selected applying simple random sampling technique. The survey questionnaire was

11FIVE FUNCTIONAL AREAS OF HRM
distributed to the sample size selected from banking industry in Nigeria. Findings reveal strong
relationship between the functional area of development in the practices of HRM and
organizational performance and the drawbacks on the part of human resource managers can be
eliminated by training hu8man resource managers the importance, benefits and methods of
achieving competitive advantage through development and training.
Critics:
Quantitative analysis conducted was not able to find out the factors that boost
organizational competitive advantage. This can be considered as one of the major loopholes of
this article, because, organizational competitive advantage plays a pivotal role in determining the
effectiveness of the development process as one of the significant functional areas of human
resource management. Further it can be said that, the article does not provide any details
regarding the selection of the statistical tools used for analysis.. For example, a major drawback
of the quantitative analysis is that, the criteria of selecting sample size and the actual sample size
is not disclosed. This raises question on the reliability of the survey.
5. Functional area: Performance Management
Article 1:
Bos‐Nehles, Anna C., Maarten J. Van Riemsdijk, and Jan Kees Looise. "Employee perceptions
of line management performance: applying the AMO theory to explain the effectiveness of line
managers' HRM implementation." Human resource management 52, no. 6 (2013): 861-877.
Title: Employee Perceptions of Line Management Performance: Applying The Amo Theory to
Explain the Effectiveness of Line Managers’ HRM Implementation
Name of the journal: Human Resource Management
Volume number: Vol. 52
Date, month: November–December 2013,

12FIVE FUNCTIONAL AREAS OF HRM
Page numbers: 861–877
Summary:
The purpose of the author, which has been reflected all through the article, is the role of
Ability-Motivation-Opportunity in case of one of the significant functional area of HRM, such
as, performance management. The problem focused in this article, is the causes behind
implementation failure of Ability-Motivation-Opportunity theory by Human Resource Mangers
to in managing employee performance. The methodology adopted is questionnaire survey and
174 managers along with 1065 subordinates of those are surveyed. Findings revealed that, HRM
department should first train the Human Resource Managers, in order to enhance their abilities to
implement Ability-Motivation-Opportunity theory in managing and enhancing employee
performance.
Critics:
The use of questionnaire survey method to analyze the impacts of Ability-Motivation-
Opportunity in case of managing employee performance; can be considered as one of the
significant contribution of this article on the domain of performance management as the
functional area of HRM. However the arguments put forward by the article are considered
biased. This is because the discussion of the enhancement of employee performance revolved
round the application of Ability-Motivation-Opportunity theory only. Moreover, this article has
not focused on the factors other than training to the human resource managers, in order to
improve employee performance. These are the major drawbacks of this article.
Article 2:
van den Brink, Marieke, Ben Fruytier, and Marian Thunnissen. "Talent management in
academia: performance systems and HRM policies." Human Resource Management Journal 23,
no. 2 (2013): 180-195.
Title: Talent management in academia: performance systems and HRM policies
Name of the journal: Human Resource Management Journal

13FIVE FUNCTIONAL AREAS OF HRM
Volume number: Vol 23
Date, month: 2013
Page numbers: 180–195
Summary:
The purpose of this author is to highlight talent as well as performance management as
the key strategic HRM function, which has been reflected in the issues discussed in this article.
The problem focused in this article, is the reasons why the management of senior as well as
junior academic talents becomes complex in case of performance management in universities.
Methodology used is research project analysis. Two research projects, one based on senior
academic talents, another based on junior academic talent are analyzed. The findings from the
analysis suggest that human resource managers should restructure their policies regarding
performance management in a way, so that transparency and autonomy, equality are included in
this policy framework in a balanced way. Further this study also suggested the active
participation professors in the management of talents in Universities.
Critics:
One of the strengths of this article is that, the analysis conducted in this article provides
logical arguments regarding the transparency versus autonomy, power of HR versus power of
academics, equality versus homogeneity; which assisted in the derivation of the specific
challenges in the management of talents as well as performance, within universities. Further this
article showed the gap between HRM policies and actuality regarding social interaction within
the academic system of performance management only, but has not provided any specific
recommendation to decrease the gap. One of the major drawbacks of this study is that the
arguments cited in this study are not evidenced by statistical data derived through quantitative
analysis.

14FIVE FUNCTIONAL AREAS OF HRM
References:
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.
Bos‐Nehles, Anna C., Maarten J. Van Riemsdijk, and Jan Kees Looise. "Employee perceptions
of line management performance: applying the AMO theory to explain the effectiveness of line
managers' HRM implementation." Human resource management 52, no. 6 (2013): 861-877.
Falola, Hezekiah Olubusayo, Adewale Omotayo Osibanjo, and Ibiyinka Stella Ojo.
"Effectiveness of training and development on employees' performance and organisation
competitiveness in the nigerian banking industry." Bulletin of the Transilvania University of
braşov 7, no. 1 (2014): 161.
Kadiresan, Vimala, Mohamad Hisyam Selamat, Sugumaran Selladurai, Charles SPR Ramendran,
and Ramesh Kumar Moona Haji Mohamed. "Performance appraisal and training and
development of human resource management practices (HRM) on organizational commitment
and turnover intention." Asian Social Science 11, no. 24 (2015): 162.
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.
Kriemadis, Thanos, and Anna Kourtesopoulou. "Human Resource Training and Development:
The Outdoor Management Development (OMD) method." Choregia 4, no. 1 (2018).
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.
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

15FIVE FUNCTIONAL AREAS OF HRM
First Bank Plc 2004-2011)." International Journal of Academic Research in Business and Social
Sciences 3, no. 9 (2013): 633-648.
Van den Brink, Marieke, Ben Fruytier, and Marian Thunnissen. "Talent management in
academia: performance systems and HRM policies." Human Resource Management Journal 23,
no. 2 (2013): 180-195.
Weru, Jane W., M. A. Iravo, and Maurice Sakwa. "The relationship between training and
development on performance of state owned corporations." International Journal of Academic
Research in Business and Social Sciences 3, no. 9 (2013): 57.

16FIVE FUNCTIONAL AREAS OF HRM
Appendix:
Functional Areas Authors Topic Theme
Recruitment(Article:
1)
Mustapha, Adeniyi Mudashiru
Ilesanmi, O.A., Aremu, M.
Impact and
limitations of
an organized
recruitment
process
Recruitment
and selection
as the two
significant
functional
areas of
human
resource
Recruitment (Article:
2) Monowar Mahmood
Analyzing
several
functional
areas of
human
resource and
estimating
the influence
of MNC
subsidiaries
on the
convergence
as well as
divergence of
employee
recruitment
Employee
recruitment as
well as
selection
process.
Selection (Article: 1) Mathew Abraham, Maniam
Kaliannan, Avvari V. Mohan, Susan
Whether
selection as
Strategic
Human

17FIVE FUNCTIONAL AREAS OF HRM
Thomas.
well as
recruitment
process is
considered to
be two
significant
strategies of
human
resource
management
Resource
Management
Selection (Article: 2)
Anthony C. Klotz, Serge P. Da
Motta Veiga., M. Ronald Buckley
And Mark B. Gavin
Significance
of
trustworthine
ss in case of
the selection
process in
human
resources,
from the
perspective
of the job
applicant as
well as hiring
organization
Trustworthine
ss in the
selection
procedure as
a functional
area of human
resource.
Trainigng (Article:1) Thanos Kriemadis, Anna
Kourtesopoulou
How do
development
as one of the
functional
areas of
Impact of
development
and training
in Outdoor
Management

18FIVE FUNCTIONAL AREAS OF HRM
human
resource can
accelerate
Improvement
in outdoor
management
Training (Article:2)
Jane W. Weru, Dr. Iravo M. A., Dr.
Maurice Sakwa
Estimate how
Development
as a practice
of Human
Resource can
influence and
regulate the
organizationa
l performance
Relationship
between
development
as well as
training with
organizational
commitment
and
performance
Development (Article:
1)
Vimala Kadiresan, Mohamad
Hisyam Selamat, Sugumaran
Selladurai, Charles Ramendran SPR
& Ramesh Kumar Moona Haji
Mohamed
How
development
a significant
functional
area of
human
resource
management
can influence
organizationa
l performance
and prevent
turnover
rates.
Relationship
between
development
an
organization
performance

19FIVE FUNCTIONAL AREAS OF HRM
Development (Article:
2)
H. O. Falola1 A. O. Osibanjo1 S. I.
Ojo1
Effective
implementati
on of
development
and training
two
important
functional
areas related
to HRM, to
enhance
employee
performance
Development
as a strategic
HRM tool
Performance
Management(Article:
1)
Annac. Bos - Nehles , Maartenj .
Van Riemsdijk, And Jan Kees
Looise
Role of
Ability-
Motivation-
Opportunity
in increasing
the positive
impacts of
HRM
practices to
manage the
performance
of the
employees.
Applicability
of Ability-
Motivation-
Opportunity
theory human
resource
practices like-
performance
management
Performance
Management(Article:
2)
Marieke van den Brink and Ben
Fruytier, Marian Thunnissen
Performance
management
in
universities
Performance
management
as the key
strategic

20FIVE FUNCTIONAL AREAS OF HRM
HRM
function.