Running head: INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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Integration of Satterlee chapters 7 – 8
Group 1
Liberty University
INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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Abstract
In this paper, we will discuss three important concepts as it pertains to the human resource
department and operational management. These three concepts are recruitment, strategic human
resource planning process, and managing workforce diversity. The human resource department
has significant key functions that are all geared toward advising the management within an
organization. This paper will discuss several effective ways of recruiting that exist internally and
externally as it pertains to the hiring process. More importantly, operations management has key
elements that are needed to assure that the planning, leading, organizing and controlling of an
organization are effectively being implemented. Lastly, this paper will give some insight to how
leadership can implement strategic methods concerning workplace diversity.
Keywords: human resource, operations management, workplace diversity
INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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Recruitment
Human resource management (HR) is an important part of any organization and is
considered the administration of an organization’s HR department. HR has a responsibility for
guiding leaders in an organization to use methods that are most effective for recruiting new
employees, overseeing the hiring process, training, and development, as well as overseeing the
benefits that are offered to employees. The recruitment process is “determined by the types of
statements that inventory requirements and staff positions manifest territory and is based on
actions that are directed from training centers backed by the organizations demanding of HR”
(Martínez , Rodríguez, Campdesuñer & García Vidal, 2016, p. 1).
However, some companies may only have a single person managing all of these
responsibilities. Depending on the size of the organization depends on how small or large the HR
department is going to be. Planning for staffing is a huge responsibility any HR department and
HR managers spend a lot of time on this particular area. Recruitment is the first step involved in
the hiring process and involves gathering a pool of qualified job candidates. Be that as it may,
recruitment requires the following three things; (a) identification of the abilities needed in order
to perform the job, (b) determination of how the job will be advertised to ensure the right
INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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applicant pool is selected, and (c) ensure that the advertising and pool of applicants meet the
organizations equal employment opportunity commitment (Satterlee, 2013, p.195).
There are two main methods (internal and external) used to promote jobs openings in an
organization. Internal recruiting involves job applicants who are already employed with an
organization that has an open job position. Internal recruiting is a great opportunity for current
employees to grow in their careers within their current organization. For an organization, internal
recruiting can be great because they will already have learned an employee’ work habits and
abilities. A disadvantage to internal recruiting is that employees could expect the promotion or
lateral move based on their longevity rather than merit (Satterlee, 2013, p.195). External
recruiting involves posting a position outside of the organization if none of the internal
candidates qualify for the job. External recruits can bring new ideas into the organization that
could potentially be a benefit to the company. A disadvantage to external recruiting is that the
applicant’s true work ethic is not known at the time they are hired. The recruitment process for
external can be more costly for an organization as well (Satterlee, 2013, p.196). One topic that is
not discussed much when it comes to recruiting and HR management would be employer
branding. Typically, brands are focused in other areas of an organization and are often not
considered in the HR department. According to Khalid and Tariq (2015), the concept of branding
can also be used within human resources management (p.1).
Strategic human resource planning process
The strategic human resource planning process is critical for any human resource
organization to be successful. According to Satterlee (2013), strategic resource planning is, “the
process to implement HR strategies” (p. 204). However, there are five aspects of implementing a
strategy in which are strategic alignment, leadership and knowledge management, results-
INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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oriented performance culture, talent management, and accountability. More importantly, each of
these three aspects plays an important role in human resource management to ensure all
processes are running effectively and efficiently. According to Dunlap (2010), “it may seem like
a minor detail but ensuring you have the appropriate poster and notices required by state and
federal law visible in your workplace can prevent penalties and audits” (p. 15). Then again, a
simple task such as the above quote is vital to an organization’s human resource accountability.
More importantly, it takes a team of dedicated professionals in a human resource to ensure all
human resources best practices are being utilized.
Managing workforce diversity
Throughout the years, the impact of human resource management in managing workforce
diversity has been brought to light by researchers as well as numerous procedures have been
recognized and recommended in these writings (Meena & Vanka, 2017). More importantly, times
have changed and so has the demographics that are present in the workplace. Leadership has to
have an open mind when it comes to “managing diversity effectively while contributing to the
organization’s overall performance” (Meena & Vanka, 2017, p. 1). Diversity is an interesting
topic itself, being as though it can have a positive impact within an organization from the aspect
of bringing about different beliefs, ideas, and skill sets to name a few. Be that as it may, the
importance of an organization to recognize the diversity among their employees can be the
difference between having an effective environment or one that is subject being problematic.
More importantly, workforce diversity lends “a focus on how a diverse workforce can impact an
organization’s profits or loses” (Satterlee, 2013, p. 207).
Conclusion
INTEGRATION OF SATTERLEE CHAPTERS 7 – 8
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In conclusion, human resource management has many playing parts to it and is something
that every organization must have and use. Furthermore, without human resource management,
an organization would not be able to properly hire future employee’s. The hiring process is
crucial to an organization becoming successful. More importantly, as managers the employees
we hire will be part of an intricate team that will support organizational objectives as well as
ensures the success of said goals. In the book of Matthew 20: 26-27 says, “But it shall not be so
among you: but so whosoever will be great among you, let him be your minister, And whosoever
will be chief among you, let him be your servant” (KJV, 2013).
References
Dunlap, M., C.F.P., & Girvin, D. M., S.P.H.R. (2010). HR best practices. Journal of Financial
Planning, 14-15. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-
proquest-com.ezproxy.liberty.edu/docview/217556500?accountid=12085
Holy Bible King James Version Bible, Purple, Leathertouch. (2013). Holman Bible Pub.
Khalid, S., & Tariq, S. (2015). Impact of employer brand on selection and recruitment
process. Pakistan Economic and Social Review, 53(2), 351-372.
Martínez Vivar, R., Sánchez Rodríguez, A., Pérez Campdesuñer, R., & García Vidal, G. (2016).
Identification of variables and their influence on the human resources planning in the
territorial level. Journal of Industrial Engineering and Management, 9(2), 530-546.
doi:10.3926/jiem.1904
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Meena, K., & Vanka, S. (2017). Developing an empirical typology of diversity-oriented human
resource management practices. Journal of Management Development, 36(7), 915-929.
doi:10.1108/JMD-02-2016-0031
Satterlee, A. (2013). Organizational management and leadership: A Christian perspective (2nd
ed.). Raleigh, NC: Synergistics International.
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