Recruitment Practices and Work Attitude.
Name
MHRM 6110 - Talent Management
Walden
Recruitment Practices and Work Attitude.
According to woodruff (1999), engagement refers to the enthusiasm, motivation and level of
commitment employees’ exhibit in the performance of their job duties. The recruitment and
selection of qualified applicants can directly impact employee engagement. In the recruiting
process, identifying applicants whose work history suggests they demonstrate commitment is one
way to predict their level of commitment to your organization. In-depth interviews are an ideal
way to identify candidates who are enthusiastic about the qualifications they can bring to your
organization.
According to Vandenberg (2005), identifying very many environmental influences may be
possible, but may not be of much use because no overall picture emerges of what really
influences organizations Scholes, (1999). Different external elements affect different strategies at
different times and with varying strengths. The firm has therefore to change and adapt to these
changes. An understanding of the driving forces behind these environmental influences is
necessary in order to significantly assess their potential impact on the organization. In this
regard, managers aim at making the organization responsive to any environmental changes. The
firm’s success is dependent on its ability to recognize and respond positively to internal and
external environmental challenges.
According to heckler (2006), effective recruitment and selection methods benefit organizations
in multiple ways. Employee engagement, sustained job performance, employee retention and low
turnover are some advantages of best practices in recruitment and selection processes. All of
these benefits have an impact on the company's bottom line, which illustrates how important the
recruitment and selection process is to an organization's workforce and overall business success.
Assessing the potential impact of the changes, the environment offers a real advantage. It enables
managers to narrow the range of the available options and to eliminate options that are clearly
inconsistent with the forecast opportunities. Environmental assessment seldom identifies the best
strategy, but generally leads to the elimination of all Robinson, (1997). Despite the uncertainty
and dynamic nature of the organization environment, an assessment process that narrows, even if
it does not precisely define, and future expectations is of substantial value to managers. The firm
has to therefore consider the external environment and the changes therein, so as to ensure
continued survival and long term profitability (Armstrong, 2006).
According to Murphy (2004), an applicant seeking career opportunities elsewhere while still
employed is probably not in jeopardy of losing her job due to poor performance. Candidate
interviews -- particularly those that use extensive and in-depth questions -- shed light on the
candidate's job performance, skills and competencies. Recruiting isn't an exact science; however,
skillful interviewers ask questions that elicit responses about the candidate's strengths as well as
areas for improvement. Understanding a candidate's strengths and weaknesses is the first step in
predicting a prospective employee's future performance.
By using strategic management, firms are able to recognize and respond to new developments
and opportunities appropriately. Informed estimates of the impact of these complex and dynamic
external environmental considerations, through proper analysis, ensure an organization’s success
into the future Pearce, (1999). The managers are able to adapt the organization to the changing
environment.
Good work or job attitude can be enhanced when effective grievance or problem-solving
mechanisms are in place to receive reports of concerns from individuals and, where appropriate,
to resolve them. Review and ensure compliance with laws, and maintain acceptable standards
relating to child labor, forced or compulsory labor and other fair employment concerns. Seek out
and assist individuals in having access to job opportunities at all levels consistent with their
qualifications and abilities. Help them reach their full potential while maintaining appropriate
job-related standards, Martinez (2000).
It is important to identify appropriate managers who will encourage positive attitude at work
with sufficient authority to assure that effective equal employment opportunity and affirmative
action plans, programs and practices are developed and implemented, and measured at least
annually. Assign responsibility for overall management of affirmative action programs within
your components. This should include, where necessary, responsibility for coordinating
programs on a local or organizational basis.
2.3 Critical Review
The literature review revealed that Good work or job attitude can be enhanced when effective
grievance or problem-solving mechanisms are in place to receive reports of concerns from
individuals and, where appropriate, to resolve them. Review and ensure compliance with laws,
and maintain acceptable standards relating to child labor, forced or compulsory labor and other
fair employment concerns. Seek out and assist individuals in having access to job opportunities
at all levels consistent with their qualifications and abilities
The literature review further revealed that job requirements, organizational policies, Human
Resource plans, affirmative action programs, recruiter habits, environmental condition and the
organization strategic plan of an organization are effective factors towards the performance of
that particular organization. The research showed that present management should understand
that strategic planning is quite essential and once established good work performance in an
organization will be recorded.
The above literature points out ways in which strategic planning influences work performance in
Organizations and also indicate strategies that should be formulated in the recruitment exercise
to enhance work performance.
2.4 Summary
The important issue in the effective use of the labour force is: fair recruitment exercise,
nondiscriminatory human resources policies and positive reinforcement that causes behavior to
change in the desired direction. To develop the right attitude, people need to see their work as
meaningful activity, which gives them self-fulfillment and enriches their professional knowledge
and career plans. They must develop a sense of belonging to the organization. Proper attitudes
and behavior are determined by the workers’ system of values, working conditions and the
motivation they receive and this will thus improve their work performance.
The only way to ensure the co-operation of workers is to share with them the gains from
productivity both in monetary and non-monetary terms. Recognitions and a sense of fulfillment
or achievement supplement monetary rewards. However, by themselves they are not sufficient.
It helps if there is a perceivable direct link between individual or collective earnings and
productivity improvement: workers want to see their efforts result in tangible benefits for
themselves. From the review it is also indicated that fair recruitment practice, training and
leadership style highly affect work performance.
The role played by the medical industries in Kenya is very important. With the entry of new
private hospitals in the country, there is high competition for patients seeking special treatment
and attention thus high competition. Therefore, these organizations have to rethink their ways of
doing things. It was important to study their strategic planning practices to see how each
company has reacted to the changes in the environment. In order to succeed, companies have to
continuously adjust to the changing environment. Failure to do this will cause a big problem to
the company’s success. Therefore, companies have to have strategic plans in place.
