Human Resource Management

For the completion of the demand for human resources, recruitment is done by the management of the entities. It can be defined as the process in which qualified candidates are selected for the completion of organizational tasks. For this purpose, sourcing is done by business organizations. Sourcing can be termed as the use of one or more strategies to identify candidates and attract them to fill job vacancies.

Organization can fulfill their requirement of human resources by using both internal and external recruitment methods. Each method has its own advantages and disadvantages. Management of the corporate entities is required to consider these aspects to make a selection of appropriate method for recruitment. With the use of appropriate methods, they will be able to select qualified candidates for the work practices along with minimum consumption of cost and time.

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The present project report is based on the significance of the job analysis to identify the requirement of human resources in the workplace in order to accomplish operational duties in a better manner. Further, a critical analysis of internal and external recruitment methods will be done by considering the pros and cons of each method. For this aspect, secondary data will be used by the researcher. By considering previous research, a description of job analysis will be provided. This research will assist commercial entities in selecting appropriate methods for the recruitment of candidates in order to achieve their aims and objectives in an effective manner.

Literature Review & Critical Analysis

Job Analysis

Job analysis is a procedure used for the identification and detailing of job duties and requirements along with their significance. In accordance with the viewpoint of Lou (2007), in this process judgment is provided regarding data collected on a job (Lou, 2007). This analysis is conducted to document the crucial aspects of employment procedures in a workplace. It includes information regarding training, selection, monetary compensation policy, and criteria for performance appraisal. Pattanayak (2005) stated that the performance of operational tasks and fulfilling duties is the basic unit of the job. Due to this aspect, it is essential for commercial entities to analyze the duties and tasks required to be fulfilled by potential candidates prior to the initiation of the process of recruitment (Pattanayak, 2005). As per the study of Prince (2011), effective job analysis comprises a description of KSA (knowledge, skills, and abilities) required for the performance of the job.

According to Itika (2011), job analysis helps in recruiting the right candidate for the operational activity. In addition to this, it assists in the determination of compensation packages, incentives, and additional perks required to be provided for a particular position. Furthermore, the right fit is created by job analysis between jobs and employees.

Recruitment And Selection Process

Recruitment is a complete procedure used for attracting potential candidates for the selection of qualified candidates for the job practices of a business organization. According to Condrey and Ledvinka, (2010), it is a process used to discover manpower to meet the demand of the staffing schedule. Along with this, it also involves the employment of effective measures to attract potential candidates in sufficient numbers for the facilitation of effective selection (Condrey and Ledvinka, 2010). In this aspect, Ledvinka stated in their research that, the recruitment process is affected by various factors such as the size of organization, employment conditions, past efforts of recruitment, workplace policy, and future expansion plans. In order to fulfill the requirement of human resources in the workplace, the management of the entity can select candidates through both internal and external sources.

Internal Sources of Recruitment

According to previous research studies, the best workers can be identified in the workplace only. For this aspect, management is required to provide opportunities to the existing employees who are already registered in the role. A description of methods of recruitment through internal sources is enumerated below-

1. Transfers- As per the study of Altman (2009), transfer is a process in which one employee is shifted from an existing job to another similar job. In this transfer process responsibilities, rank, and prestige of employees are not affected. Along with this, there is no variation in a number of employees who are employed by business with transfer (Altman, 2009).
2. Promotion- In this source, the individual is shifted to a better position in the organization. Holbeche (2009) stated that promotion increases prestige, duties, and monetary compensation (Holbeche, 2009). Along with this, promotion also imposes higher obligations for the contribution to the success of the business. According to the viewpoint of Elvira (2014), it will also motivate employees to improve their performance to achieve promotion (Elvira and Davila, 2014).
3. Present employees- Organization can inform present employees regarding the vacant positions in the workplace. Current employees will communicate this information to their relatives and acquaintances. As per the study of Pynes (2013), this source comprises of negligible cost and time consumption. In addition to this, the management of the entity is relieved from looking out for prospective candidates (Pynes, 2013). According to the research Pynes, recommended candidates by employees will be suitable for operational practices because present employees are aware of the requirements of vacant positions. In addition to this, existing workers will take responsibility for the recommended person for the assurance of appropriate behavior and work performance.
4. Other options- Along with the above-described options, organization can provide internal advertisement and can recall retired managers. With this source, they will be able to recruit trustworthy and experienced employees to accomplish work practices in a better manner.

Advantages And Disadvantages Of Internal Sources Of Recruitment

Advantages Of Internal Sources

According to Rasmussen and Nielsen (2011), recruitment through internal sources is an effective way to boost the morale of employees. It is because, the promotion of existing employees sets an example of reward for effective performance by which other workers are motivated to provide better performance (Rasmussen and Nielsen, 2011). Recruitment from internal sources reduces the possibility of error. It is because the candidate is selected from internal sources by which the organization will be able to judge them in a better manner. In this aspect, Wilton (2010) stated that internal sources of recruitment promote loyalty in the workplace as employees feel secure for the opportunities for advancement (Wilton, 2010). Furthermore, there are fewer chances of wrong decisions because the company can easily rely on them. As per the study of Strange (2012), the use of internal sources in the recruitment process reduces the requirement for training procedures. It is because employees are aware of the operational processes and work practices (Strange, 2012).

Disadvantages Of Internal Sources

Disadvantages are also associated with the internal sources of recruitment along with the above-described advantages. As per the point of view of Wirtz, Heracleous, and Pangarkar (2008), the major disadvantage of internal sources is that they discourage potential candidates outside the firm from joining the concern. Along with this, entire vacancies cannot be filled with internal sources (Wirtz, Heracleous, and Pangarkar, 2008). In this aspect, Wirtz had said that for innovative and creative jobs internal sources are not adequate. It is because old employees will work in accordance with the traditional approach and they will not be able to promote innovation in the workplace. These sources may also lead to the practices of favoritism and nepotism which will promote negativity in the work environment.

External Sources Of Recruitment

Business entities are required to make use of external sources of recruitment for fulfilling vacancies of higher position. Generally, the management of organizations makes use of these sources in situations where existing employees are not qualified for the vacant position or there is a requirement for more employees for expansion policies such as mergers. External sources of recruitment that can be used by business organizations are as follows-

1. Public advertisements- The human resource department of the organization can provide public advertisements by making use of media sources such as newspapers, magazines, and the Internet regarding available vacancies. According to Philips (2008), in order to attract potential candidates, the company is required to provide sufficient information such as job profiles and work in the advert (Philips and Little, 2008).
2. Campus recruitment- Organizations can also make campus placements to recruit qualified individuals. In accordance with the research of Holbeche (2009), suitable candidates are selected by commercial entities by considering the academic records, skills, and intelligence of students (Holbeche, 2009).
3. Management consultants- This option is selected in situations where recruitment is required to be done for selecting higher-level employees. These consultants act as an employer in order to make necessary arrangements.
4. Recommendation- As per the research of Itika (2011), candidates are also selected on the basis of recommendations of existing employees and sister companies in order to fill vacancies in less time and in a minimum cost (Itika, 2011).

Advantages And Disadvantages Of External Sources Of Recruitment

Advantages of External Sources

By considering the viewpoint of previous research there are various benefits of recruitment through external sources. According to Nehles (2006), the major advantage of external sources is that it motivates youth to enter into organization with new ideas and approaches. Along with this, external sources offer a wider scope for the selection of qualified employees (Nehles and et. al. 2006). In this source, there are fewer chances of partiality thus there is no requirement of maintaining confidential records.

Disadvantages of External Sources

As per the study by Robins (2007), there are several disadvantages to recruiting through external sources. The main disadvantage of this source is that it requires a high consumption of time and financial resources (Robins, 2007). It is because the selection process is quite lengthy and it requires advertisements, examination, and other formalities to be conducted. In this aspect, Sparrow (2013) stated that it enhances the problem of adjustment as new employees are not able to adjust to the work environment (Sparrow, 2013).

Conclusion

In accordance with the present study, the conclusion can be drawn that recruitment is a vital process for the selection of qualified candidates for work practices. Organization is required to select appropriate sources for the recruitment process by considering their requirement and business conditions. Each source of recruitment has its own pros and cons. Business entities are required to consider these aspects prior to the selection of sources. External sources are suitable for business in situations where the entity is planning for expansion of business practices or existing employees are not qualified for the vacant position. On the other hand, internal sources of recruitment are appropriate where organization requires a candidate for a similar job or for a higher profile linked to the current prospects. Recruiting from internal sources is also beneficial in situations where vacancy is required to be filled quickly. It is because; recruitment from external sources is time-consuming for entities.

References

• Altman, Y., 2009. From human resources to human beings: managing people at work. Human Resource Management International Digest. 17(7). pp. 3-4.
• Condrey, E. S. and Ledvinka, B. C., 2010. Human Resource Management in the Public Sector: Examining International Cases. Public Administration Review.
• 70(3). pp. 500-501.
• Elvira, M. and Davila, A., 2014. Managing Human Resources in Latin America: An Agenda for International Leaders. Routledge.
• Holbeche, L., 2009. Aligning Human Resources and Business Strategy. Routledge.
• Lou, X., 2007. Continuous Learning: The Influence of National Institutional Logics on Training Attitudes. Organization Science. 18(2).pp. 280-296.
• Nehles,C. A. and et. al. 2006. Implementing Human Resource Management Successfully: A First-Line Management Challenge. Management Revue. 17(3). Special Issue: The Value of HRM?! Optimising the Architecture of HRM. pp. 256-273.

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