The Recruitment and selection practices

The Recruitment and selection practices on quality of work

Name

MHRM 6110 - Talent Management

Walden

The Recruitment and selection practices on quality of work done

According to Berber, (1998) acquiring and retaining high-quality talent is critical to an

organization’s success. As the job market becomes increasingly competitive and the available

skills grow more diverse, recruiters need to be more selective in their choices, since poor

recruiting decisions can produce long-term negative effects, among them high training and

development costs to minimize the incidence of poor performance and high turnover which, in

turn, impact staff morale, the production of high quality goods and services and the retention of

organizational memory. At worst, the organization can fail to achieve its objectives thereby

job seeker application intentions and decisions through their effects on perceptions of employer

brand image. Specifically, Collins, (2002) found that publicity and sponsorship activities affected

job seekers’ application decisions mainly through general attitudes toward a company whereas

word-of-mouth endorsements and advertising affected job seekers’ decisions through both

general attitudes and perceived job attributes.

Previous recruitment research has shown that high-quality student job seekers are more selective

in their job choices (Cable 1999). Because low involvement recruitment practices create

awareness and may signal the quality of jobs, we expect that higher quality students will be more

likely to apply to companies that have used low involvement practices and will ignore those

companies that have not. In contrast, to increase their likelihood of finding a job, lower-quality

applicants will likely apply to every company that has posted an interview schedule. Thus, we

tentatively predict that low-involvement recruitment practices will increase applicant pool

quantity by attracting more high-quality applicants.

According to Stevens, (2002), job seekers must be motivated to attend interview events and

process the volume of information and arguments that are presented, recruitment research

suggests that employee endorsements can have powerful effects on application decisions by

job seekers will be more likely to apply for a job opening perceived as having high valence (i.e.,

many positive attributes and high expectancy i.e., high obtain ability. While high-involvement

practices may increase attraction, the detailed information they convey is likely to decrease the

expectancy for less qualified applicants. For example, Mason (1998) provided evidence that

unqualified applicants were less likely to apply when firms provided detailed job specifications.

In contrast, job seekers with greater qualifications are likely to have high expectancies and

should, therefore, be more likely to apply to firms that have used high-involvement recruitment

practices.

To achieve the objective of having workers who are on the verge of producing quality of work

according to Mason (1998), planning is inevitable. Upfront planning includes thinking about the

steps in recruitment and selection early; and scheduling the activity, resources and time to

support the process. Planning is essential in the recruitment and selection process as it ensures

the best possible process is followed. It helps to manage time constraints and streamlines the

recruitment and selection process for both the organisation and applicant.

Planning is crucial as it allows analysis and design of the position to be filled to be according to

selection process limit its success. To succeed, employment managers must grapple with a

limited supply of labour, ethical considerations, organizational and equal opportunity policies.

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