Recruitment practices and quantity of work of the employees
Name
MHRM 6110 - Talent Management
Walden
Recruitment practices and quantity of work of the employees
Quantity of work of employees largely depends on; fair employment practices which prohibit
recruitments based a person’s race, color, religion or any other characteristic. For example, it
would violate the policy to deny someone a promotion because of his race or age, or to avoid
sharing important work-related information with a co-worker because of her religion.
Employment Act is to use merit, qualifications and other job-related criteria as the sole bases for
all employment-related decisions Belt (1998).
We hear a lot about “workforce diversity.” How does this concept relate to fair employment
practices? Having an environment in which fair employment practices are implemented and
executed helps to compete for and attract a high quantity and increasingly diverse workforce.
The Company will continue to make good faith efforts to recruit and retain diversified pools of
applicants and employees.
Rynes, (1998) asserts that, behavioral interviewing is a popular selection activity among
organizations with highly effective selection systems. In the future even more organizations plan
to use this and similar tools more extensively to select employees. Organizations realize that
having an effective, legally sound system in place is crucial to helping them select the right
people for the right jobs; to do so, many organizations are planning to increase their use of
various tools and devote more money to the process. Many organizations have realized this idea
that having the right person doing the right job not only leads to high output but also employee
satisfaction.
Diversity initiatives complement that fair employment obligations are aimed at bringing about a
greater recognition of the value and enhanced competitiveness of a workforce that includes
people from many different cultural backgrounds. This also involves implementing management
processes that develop and maintain a workplace in which all employees can contribute to their
full potential, Lawler, (2003).
According to Collins (2000) there is extensive and continuing communication of this issue to all
employees about work place harassment. This policy clearly prohibits any form of workplace
harassment from within employees or third parties that creates a hostile, intimidating or offensive
work environment for any employee that is based on his or her sex, disability, race, sexual
orientation or any other diverse human characteristic. Anyone violating this policy is subject to
disciplinary action up to and including discharge. Any employee who feels he or she might be a
victim of such harassment is required to raise that concern.
According to heckler (1998) affirmative action has two elements. First, employers must ensure
nondiscriminatory human resources policies and practices. Second, it includes actions taken by
employers to increase opportunities in employment e.g., hiring, training and development,
promotions for certain groups e.g., minorities, women, the disabled identified by federal law.
Affirmative action requires recruiting, training and development actions aimed at improving the
representation of minorities and women, for example, which are qualified to meet future
employment needs. When actual openings occur, affirmative action means taking steps to bring
diversity to the pool of qualified candidates from which a person will be selected. Hiring or
promotion decisions are based solely on individual qualifications and merit.
Examples of bad recruitment practices that can result to poor quantity of work output:
Allowing race, color, religion, national origin, sex (including pregnancy), sexual orientation, age,
disability, veteran status or other characteristic protected by law to be a factor in screening
employees for hiring, promotion, compensation or other employment-related decisions.
Providing or withholding work-related assistance, cooperation, and/or information to fellow
employees based on their race, color, religion, national origin, sex (including pregnancy), sexual
orientation, age, disability, veteran status or other characteristic protected by law.
Hostile or demeaning behavior based on an employee’s race, color, religion, national origin, sex
(including pregnancy), sexual orientation, age, disability, veteran status or other characteristic
protected by law.
Persistent on-the-job flirtations or other invitations for a social relationship with a fellow
employee when he or she has stated that such advances or interests are unwelcome.
Displaying any sexually suggestive visual material in the workplace.
Displaying or posting (including, for example, transmitting via e-Mail) hate literature,
inappropriate use of ethnic stereotypes, telling jokes that tend to ridicule or defame a member of
a particular racial, religious or ethnic group.
Disclosing employment data to a person who does not have the business need, authority or the
subject’s consent.
2.2.3 Recruitment practices used in the organization on employees’ effectiveness.
Good and strategic management and proper employees management definitely leads job
effectiveness by the employees. Managers have been faced with the need to adapt increasingly
complex organizations to rapidly changing environments. Strategic management helps
organizations cope with the turbulence in the environment. It is too important for any
organization to ignore. Porter (2000) summarized the value of strategic management as follows;
firstly an organization’s strategy provides the central purpose and direction (vision, mission and
objective) to the activities of the organization, to the people who work in it, and often to the
world outside (framework of the organization’s actions). This provides a perspective for various
diverse activities over time. The company is able to perform current activities while at the same
time viewing them in terms of their long-term implications.
Strategic management enables organizations’ employees become more reliable and even more
effective to adapt under conditions of externally imposed stress or crisis because of the changing
environment. Organizations can and do often create their environment, besides reacting to it by
focusing on strategic issues. According to Porter (2000) strategic management helps companies
develop sustainable competitive advantage. In developing strategy, organizations carry out an
analysis of their external and internal environment and see where they can perform their
competitors and vise versa. This enables the company to outperform competition. The goal is to
help secure a competitive advantage over rivals.
Approaches to strategic management can be classified into two groups analytical and behavioral.
The analytical approach emphasizes the importance of analysis in strategy development. This
approach focuses on techniques like portfolio planning, forecasting, competitor analysis and
environment scanning. With the rational analytical view to strategy formulation, strategy is seen
as a formal, deliberate, disciplined and rational process (Ansoff, 1984).The behavioral approach
lays its emphasis on the behavior of the people in the organization. This process states that
strategy is influenced by the power relationships and behavioral factors in a firm (Mintzberg,
1987). The emphasis is on multiple goals of the organization as well as the political aspects of
strategic decisions and the importance of bargaining and negotiation and the role of coalitions in
the strategy making process. Not all intended strategies are realized and not all realized
strategies are intended. Realized strategy is often emergent in nature. It is based on responses to
emerging opportunities and threats (Mintzberg, 1998).
According to Cable, (2003) Organizations need to offer more than an attractive wage to entice
qualified candidates. With the number of job opportunities currently available, candidates can
afford to be choosy when searching for their ideal job. They are looking for more than just an
attractive salary; candidates are seeking organizations that can offer them various kinds of
benefits, the potential to advance, and an environment in which they can learn and thrive. If an
organization cannot offer these, job seekers will find one that does. Thus, it is important for
organizations to know exactly what they have to offer potential employees, and then highlight
their best features when recruiting candidates.
Cable (2003) further asserts that, better recruitment and selection strategies result in improved
organizational outcomes. The more effectively organizations recruit and select candidates, the
more likely they are to hire and retain satisfied employees. In addition, the effectiveness of an
organization’s selection system can influence bottom-line business outcomes, such as
productivity and financial performance. Hence, investing in the development of a comprehensive
and valid selection system is money well spent.
According to Turban (2003), low turnover is another sign of an effective recruitment and
selection process, especially because most turnovers occur during the first 90 days of
employment. Recruiters can often pinpoint the signs that an applicant is prone to job hopping or
less committed to staying with the company for a reasonable period. In addition, candidates
whose work history indicates they have been involuntarily terminated from several jobs are easy
for recruiters to identify. Maintaining low turnover within an organization is initially the
responsibility of recruiters and employment specialists. Their duty is to identify candidates who
appear more likely to perform well and remain stable employees.
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