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The Role of Human Resource Management in Driving Organizational Success
Human resource management (HRM) plays a vital role in driving organizational success. It encompasses various practices and strategies that focus on managing the most important asset of any company – its people. By effectively managing human resources, organizations can create a competitive advantage, improve employee productivity, and foster a positive work culture. In this article, we will explore the key functions of HRM and how they contribute to the overall success of an organization.
Recruitment and Selection:
One of the primary responsibilities of HRM is to attract, recruit, and select top talent for the organization. This involves creating job descriptions, advertising vacancies, screening resumes, conducting interviews, and performing background checks. A comprehensive recruitment process ensures that the right individuals with the necessary skills and qualifications are hired. By bringing in talented individuals who align with the company’s values and goals, HRM sets a strong foundation for organizational success.
Moreover, effective recruitment practices also contribute to workforce diversity which can bring fresh perspectives and innovative ideas to the table. A diverse workforce fosters creativity and enhances problem-solving capabilities within an organization.
Training and Development:
HRM is also responsible for providing training programs and development opportunities to employees at all levels within the organization. These initiatives not only enhance employees’ skills but also empower them to take on new challenges and grow professionally. By investing in employee training and development programs, organizations can improve their overall performance as employees become more competent in their roles.
Additionally, training programs help create a learning culture within an organization where employees are encouraged to continuously develop their skills. This not only improves individual performance but also contributes to a more agile workforce capable of adapting to changes in the business environment.
Another critical function of HRM is performance management. This involves setting clear performance expectations for employees, providing regular feedback on their progress, conducting performance appraisals or evaluations periodically, and rewarding high performers. By effectively managing employee performance, HRM helps identify areas for improvement, provides necessary support, and recognizes and rewards exceptional performance.
A robust performance management system encourages employees to strive for excellence and increases overall productivity. It also ensures that employees are aligned with the organizational goals, leading to improved efficiency in achieving those objectives.
Employee Engagement and Retention:
HRM plays a crucial role in fostering employee engagement and retention within an organization. Engaged employees are more committed to their work, have higher job satisfaction, and are willing to go the extra mile to achieve organizational goals. HRM can implement strategies such as creating a positive work environment, providing opportunities for career growth, recognizing employee achievements, and promoting work-life balance.
Moreover, HRM can also conduct regular employee satisfaction surveys to gather feedback on various aspects of the workplace. This data can then be used to identify areas of improvement and implement changes that enhance employee satisfaction and retention rates.
In conclusion, human resource management is an integral part of driving organizational success. From attracting top talent through effective recruitment practices to fostering a positive work culture through employee engagement initiatives, HRM plays a pivotal role in creating a motivated workforce capable of achieving organizational goals. By investing in HRM strategies and practices, organizations can position themselves for long-term success in today’s competitive business landscape.
This text was generated using a large language model, and select text has been reviewed and moderated for purposes such as readability.
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Write a Conclusion for Human Resource Management Assignment
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The human resource management assignment topics selected by the universities test the skills of the student on how they can make judgments on a particular condition. Human resource is one of the most important parts of today’s corporate environment. It is important to get one of the best men in the section to have a better kind of service from them. The duty and liability of people need to be understood and it must be known that the service-providing organization’s reputation is in their hands. Only the best and most trustworthy people should be assigned to the task and the assigned person should remember that there is a huge responsibility lying to him. In order to keep the momentum of the workflow, the human resource management may need to take some decisions that are not only harsh but bring some enemies too. It should be noticed that the duty of the HR department is to serve the company and it should focus primarily on the benefits of the organization rather than the individuals.
Conclusion in Human Resource Management Assignments
In any assignment, it is a common thing to provide detailed data on what are the aspects that are going to be discussed. Apart from this, the methodology should be precise where the asked questions are answered. In the conclusion section of an HR management assignment, the main result is given. Hence it is necessary to be more specific than anything else. In the conclusion of HR management assignment , the final remedy or justification is usually given. The asked questions have some points and after implementing logic and theories to them the research outcome is detailed in the conclusion section.
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Writing the Conclusion
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Challenges of HRM: Conclusion & Solutions
Need to write a conclusion of human resource management assignment? Get inspired with this paper! It analyses the challenges of hrm and proposes a range of solutions to them.
Challenges facing hr departments, works cited.
The degree of success of an organization depends on the success of strategies adopted by its top management organs. Although this is the case, it is important to note that performance levels and an organization’s business viability depend on the type of workforce such an organization has.
Therefore, this makes the human resource (HR) department one of the most crucial departments in an organization. Due to many changing trends in terms of workforce characteristics, technological innovations, and globalization, most human resource departments currently face many challenges as concerns formulation of their solutions. This, therefore, makes it necessary for HRM departments to integrate correct policies in their management systems to ensure they alleviate such challenges.
HR departments play the overall role of ensuring they enhance organizations’ productivity by ensuring such organizations have the required workforce with the required expertise and motivation. Although this is the case, challenges faced by these departments hinder goal achievement and innovative practices. Examples of these challenges include negative impacts resulting from economic and technological changes, organizational restructuring, scarcity of qualified and well-motivated employees, and globalization.
Correctly predicting the future of an organization is one of the most daunting tasks that face most human resource departments. This is because, globally, many economies are undergoing tough times, something that has greatly affected the operations of the HRM department.
This is because transformations in economies cause alterations to the working and employment patterns of organizations. For example, in most working scenarios, the nature of working patterns has undergone many transformations, which has made most individuals prefer working in service industries rather than in manufacturing and agricultural industries. Technology, although an important tool for organizational development, has brought forth many challenges to HRM managers.
This is because technological innovations require continuous adoption of new systems and time-to-time upgrading of employees’ skills. For example, the introduction of computers in the banking industry caused many individuals to lose their jobs due to a lack of conformity to technology (World Federation of Personnel Management pp. 8-11).
The second main challenge facing HRM is recruiting and maintaining quality employees with desired levels of motivation. This is because globally, there are many changes in terms of industrial workforce demands due to the need to beat competition and increased technological innovations. Success in foreign business environments necessitates an organization to have a cohort of the most qualified employees with advanced levels of skills that global markets demand.
However, due to the many economic challenges that most organizations face, it becomes very hard for the HRM departments to achieve this. On the other hand, the increasing numbers of workers with no specialization or with a common challenge to HRM, primarily because this forces an organization to incur extra expenses in the upgrading skills or employee training; hence, sometimes acting as a setback to proper management of organizations.
For organizations to have a competitive advantage over other business competitors in the same industry, there is a need for organizational restructuring, which in most cases results in the abolition of some managerial seats or some branches of an organization.
In addition, organizational restructuring can necessitate the merging of organizations something, which may cause loss of jobs or out-spacing of employees. This may result in many organizational conflicts or increases in expenditure, causing organizational and operational problems (Burke and Eddy pp. 84-90).
Conclusion of HRM Challenges Essay
In conclusion, due to the many challenges that are facing human resource departments, there is a need for organizations to adopt correct and workable policies that will not only ensure they alleviate these challenges but also develop mechanisms of dealing with such challenges in case they occur in the future.
Burke, Ronald and Eddy, NG. The challenging nature of work and organizations: Implications for human resource management. Human Resource Management Review , 16(2) (2006): 86-94. Print.
World Federation of Personnel Management. Survey of global HR challenges: Yesterday, today and tomorrow. 2010. Web.
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IvyPanda. (2023, October 28). Challenges of HRM: Conclusion & Solutions. https://ivypanda.com/essays/challenges-facing-human-resource-management/
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1. IvyPanda . "Challenges of HRM: Conclusion & Solutions." October 28, 2023. https://ivypanda.com/essays/challenges-facing-human-resource-management/.
IvyPanda . "Challenges of HRM: Conclusion & Solutions." October 28, 2023. https://ivypanda.com/essays/challenges-facing-human-resource-management/.
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human resources management assignment
Is personnel management truly different from human resources management? Discuss.
I would like to thank Dr. A. K. SRIVASTAVA, my course leader for Human Resources Management for his continuing interest, encouragement, and support in helping me complete this assignment.
We are all influenced by the thoughts and ideas of other people which tend to drift into the subconscious and are not always distinguished clearly from one’s own. I have attempted to give references for sources of work by other writers but apologise to any concerned if acknowledgement has inadvertently not been recorded.
2. List of Figures
5. What is Personnel Management
6. What is Human Resources Management
7. The move towards HRM
8. HRM & Personnel Management -is there a difference?
list OF Figures
Increasing liberalisation and growth of MNCs in the modern economies has made traditional sources of competitive advantage such as technology, proximity to markets etc. almost common to every organisation and hence the importance of human resources as a distinct competitive advantage has significantly grown. Along with this growth has increased the need for effectively dealing with the various problems faced by employees. The role of personnel management has never been seen as that of a caring and nurturing function and therefore the need for some new management approach , to go beyond the ‘written contract’, was strongly felt. The introduction of human resources management with its approach towards active participation, involvement, empowerment and development soon led to the construction of a significant HRM infrastructure and major emphasis was laid down towards the adoption of HRM policies. Was it really the development of a new approach to the management of people? or Was it merely personnel management under the garb of HRM? Opinions still vary and the debate is still on. However one thing is for sure - businesses can no longer overlook the needs of the worker, and only a wholehearted approach to integrating HRM policies at the top level can ensure their continued success throughout the next millennium.
The world today is in an era of globalisation. It has become a battlefield for a variety of organisations trying to ensure continued success in their businesses. The organisation as an entity is going out of fashion and it is being widely recognised that people are not merely one of the factors of production, but are the major source of competitive advantage. The emphasis has shifted from the ‘contract of employment’ to the ‘contract for performance.’ The traditional so-called ‘Fordist’ or ‘Taylorist’ methods are increasingly said to be dysfunctional in relation to the changing context of business. It is argued that the developed economies cannot compete head-on, with their competitors in the Far East and other third world countries, solely on terms of cost. Instead they must put emphasis on the quality of goods and services which can be achieved only through a quality workforce and through a proper way of managing them. This has given way to a new flexible ‘people management technique’. However an organisation’s approach to such new techniques depends to a great extent on how well it fits both in the external and the internal environment and most importantly on the philosophy of the senior management.
What is Personnel Management ?
“The Institute of Personnel Management (IPM) defined Personnel Management in 1963 as:
a responsibility of all those who manage people, as well as being the description of the work of those who are employed as specialists. It is that part of management which is concerned with people at work and with their relationship within an enterprise. It applies not only to industry and commerce but to all fields of employment. Personnel management aims to achieve both efficiency and justice, neither of which can be pursued successfully without the other. It seeks to bring together and develop into an effective organisation the men and women who make up an enterprise, enabling each other to make his, or her, own best contribution to its success both as an individual and as a member of a working group. It seeks to provide fair terms and conditions of employment and satisfying work.” (Pike, C. and Grenham, M, 1997, p20).
Largely personnel is seen as an essentially operational responsibility unconnected with strategic management. On a daily basis personnel managers are confronted by various ambiguities, with respect to the contribution of personnel , as an activity to organisational success. This results in the personnel specialists potential for being scapegoated being raised and the formulation of vicious circles, from which they find it difficult to extricate themselves.
Without political support within an organisation any new activity, undertaken by the personnel specialists, aimed at giving the Personnel Department a more adventurous role becomes unsuccessful . Thus the Personnel Department becomes entangled in a vicious circle of information denial, lack of support and credibility. “It is not surprising then that personnel management has an enduring problem of establishing credibility. In the decade of the enterprise culture and into the 1990s HRM is being presented as a model of managing people at work that is more credible than Personnel Management.” (Legge, K, 1995, p28).
What is HRM ?
The latter half of the 1980s and the opening years of this decade saw the development of significant HRM infrastructure and its growing popularity in a wide variety of work contexts. “ As a new set of ideas and practices HRM originated in the US, where in turn, it can be seen as the Americanised version of the ‘Japanese’ methods.” (Storey, J and Sisson, K, 1996, p8).
It is generally agreed that HRM as a distinctive approach possesses the following key features :
1. Commitment - HRM policies are designed to ensure the commitment of people to their work and to their organisation.
2. Competence - HRM policies are designed to attract, train and develop the right people with the right skills and knowledge needed now and in the future.
3. Cost Effectiveness - HRM is designed to achieve cost effectiveness in terms of salaries, wages and benefits; and through reduction of turnover, absenteeism and industrial unrest.
4. Congruence - HRM policies seek to achieve consistency between management and employees emphasising values of team work.
Moreover there are certain features increasingly assumed with HRM :
1. Integration of personnel policies both with one another and with business planning.
2. The locus of responsibility for personnel management now resides with the senior line managers.
3. A shift in the focus from management - trade union relations to management - employee relations.
4. “There is a stress on exercise of initiatives, with mangers now doing the role of enabler, empowerer, and facilitator.” (Sisson, K, 1990, p4).
HRM regards people as the most important asset of the organisation. It seeks to enhance the organisation performance, “employee needs and societal well being.” (Poole, M, 1993, p3 cited by Sisson, K, 1990, p4). “HRM has its hard and soft dimensions. What is striking is that the same term is capable of signalling diametrically opposite set of message. The hard face of HRM emphasises the quantitative, calculative and business strategic aspects of managing the human resources in as rational a way as for any other factor while the soft face emphasises communication, motivation and leadership.” (Storey, J, 1987 cited by Storey, J and Sisson, K, 1996, p8).
Considering the various limited developments taking place , it would not be wrong to suggest that these represent the first stages in a more thoroughgoing transformation to HRM . However the process is hindered by a number of critical problems, many stemming from the central question of why is there a tendency for HRM to increase at the expense of Personnel Management ? and is HRM really different from Personnel Management ?
The move towards HRM
There is a tendency for HRM to increase at the expense of Personnel Management due to the following important reasons :
· With widespread unemployment, the workplace has lost its aura as a source of personal self-esteem and meeting of personal goals at work is a prospect denied to many.
· HRM is a form of “conformist innovation” (Legge, K, 1978, p67 cited by Torrington, D and Hall, L, 1995, p13) which closely identifies with central management interests and conforms to the criteria of organisational success adopted by managerial colleagues, thus repositioning personnel function as more influential.
· The prolonged economic recession of the late 1980s stimulated managerial concern in favour of short-term survival tactics and a narrow HRM approach. Only recently is the need for long term commitment being increasingly felt.
· Growing external environmental changes and the ever increasing search for competitive advantage has reinforced the tendency for personnel managers to become deployer of resources and knowledgeable about sources, rather than simply users of skills and aware about people.
· There is an increased need for personnel activities to be justified in cost terms and the direct allocation of various costs to justify the needs for those activities.
· The emphasis of employment legislation has shifted from employee rights towards union containment, thereby lessening the management’s anxiety about labour union pressures.
· Devolution of personnel duties to line managers.
HRM and Personnel Management - Is there a difference ?
“The contention that HRM is proactive rather than reactive, system-wide rather than piecemeal, treats labour as social capital rather than as a variable cost and ultimately based on commitment rather than compliance” (Beer and Spector, 1985; Guset, 1991; Walton, 1985 cited by Blyton, P and Turnbul, P, 1996, p5) suggest that it is ‘better’ than personnel management.
Underpinning personnel management are the twin ideas that employees have a right to be treated properly as dignified human beings in their organisation, they will be effective only when their job-related personal needs are satisfied, and that this is not possible with the intervention of personnel management in the everyday management-subordinate relationship. Whereas underpinning HRM is the central idea that management of ‘human assets’ cannot be left out for specialists to handle, employee’s career and competence needs should be met within a context of efficient management in an environment of mutual respect. HRM’s role is directed towards supporting other managers in their people management and contributing to major strategic change.
However this distinction is one over which there is much debate and ambiguity. Large scale surveys have shown that a large number of corporate personnel chiefs claimed to have an overall HR policy, but very few could actually describe it. “Similarly in the UK, there is widespread agreement that, in one way or another, the adoption of HRM has so far been limited to a small number of largely foreign owned, ‘exemplar’ companies; adopting HRM in a very partial and piecemeal way and limited in many cases to a mere relabelling of existing activity and position” (Storey, J and Keith, S, 1990, p65) to give the personnel managers, if not necessarily the personnel function, the status which they have been seeking.
This difficulty is further compounded if we consider a series of questions about HRM :
· Is it a ‘practitioner driven process’ attracting a wide audience and prompting subsequent analysis?
· Is it an ‘academically driven description of the employment relations’ to which practitioners have subsequently become drawn?
· Does it essentially prescribe how such a model ‘ought’ to be?
· Is it a ‘leading edge’ approach as to how such a relationship actually ‘is’ within certain types of organisations? ( Beardwell, I and Holden, L, 1997, p12).
A close comparison suggests that there are clear similarities between personnel management and HRM :
· “Both models emphasise the importance of integrating personnel /HRM practices with organisational goals.
· Both models vest personnel /HRM firmly in line management.
· Both models emphasise the importance of individuals fully developing their abilities for their own personal satisfaction to make their ‘best contribution’ to the organisation’s success.
· Both models identify placing the ‘right’ people into the ‘right’ job as an ‘essential process’ ” . (Legge, K, 1995, p71).
There are infact very little ‘real’ differences between the two, the important ones being as follows:
· HRM not only emphasises the importance of employee development (what is done by managers) but also focuses on the development of the ‘management team’ (what is done to managers).
· Under HRM there is a more proactive role for line managers with greater emphasis on product quality through effective integration of HRM policies with business strategies.
· HRM models emphasise that there is a top management responsibility for managing the organisational culture.
Further reflection, however, suggest that there are some fundamental flaws in the thinking associated with the new paradigm. The fundamental shifts in attitudes and behaviour that managing the culture or task participation involve is hardly feasible and so is the detailed integration of personal policies practices involved in the paradigm shift. To believe that senior mangers will necessarily accept that the policies and practices associated with the model of ‘HRM organisation’ are as strategically important as suggested is also wrong as organisations are faced with intensifying international competition and there is little evidence to demonstrate that a ‘HRM Organisation’ will necessarily bring the promised return on investment. The strategic models ignore the importance of the various factors as well as the structure within which senior managers exert strategic choice, both in the national context and the supra-national context.
A significant division exists between analyses which stress the innovative elements of HRM - claiming to address new ways and methods of managing employees and those which stress the derivative elements -claiming to be no more than a rework of the traditional themes of personnel management . Indeed some writers, mostly Karen Legge, believe that personnel management was beginning to emerge as a more strategic function in the late 1970s before the concept was subsumed under the title of HRM. There is little doubt that the boundaries of HRM overlap the traditional areas of personnel management , industrial relations, organisational behaviour, strategic and operational management. However the HRM perspective claims to atleast present a different perspective on the issue of arranging a range of organisational objectives in a strategic way to enhance the performance of employees in the achievement of these very goals.
To conclude “ it would be inaccurate to suggest that one approach has taken over from the other, just as it would be wrong to suggest that one is modern, and the other old fashioned, and that one is right and the other wrong.” (Torrington, D. and Hall, L., 1995, p12). The prescription for managing people may take various formulations such as the flexible organisation , the empowered organisation , the learning organisation , the open company as well as human resources management, but most of the key features are commonly aimed at the development of a highly committed and adaptable work force. Organisations should aim to build the ‘HRM organisation’ by harnessing the co-operation and commitment of others through flexibility of function, time, task and reward. However the HRM paradigm has to be treated with utmost caution. The assumption on which it depends mean that only a few companies will find it feasible, and even they will require a supporting set of structure. To have a corporation-wide mutually reinforcing set of HRM policies in an organisation operating in a highly diverse product market; and to create an organisational culture which pursues both individualistic and teamwork policies at the same time is a very difficult task, if not impossible. Today HRM is increasingly becoming a common term in the business world. Yet how much substance lies behind this terminology is still a matter of debate. Opinions still vary on the extent and pace of adoption of the ‘real’ HRM and the kindest conclusion that can be drawn is that the HR function has some way to go before it really becomes a part of the management of the new millennium.
1. Armstrong, M. (1991) : “ Personnel and the Bottom Line ” : London : Kogan Page.
2. Beardwell, Ian. and Holder, Len. (1997): “ HRM - A Contemporary Perspective ” (2 nd ED.) : Pitman Publishing.
3. Beer, M. and Spector, B. (1995) : “ Corporate wide transformation in HRM ” , in R. E. Walton and P. R. Lawrence (eds.), “ HRM : Trends and Challenges ”. Boston : Harvard Business Review.
4. Guest, D. (1991) : Personnel Management : The end of orthodoxy? : “ British Journal of Industrial Relations ” , 29 (2): 149-76.
5. Legge, Karen. (1978) : “ Power, Innovation and Problem Solving in Personnel Management ” : McGraw Hill.
6. Legge, Karen. (1995): “ HRM - Rhetorics and Realities ” : Mac Millan Press Ltd.
7. Pike, Chris. and Grenham, Mary. (1997) : “ Human Resources Management - The Study Guide ” : ULH Publications.
8. Poole, M. (1990) : Editorial : HRM in an international perspective, “ International Journal of Human Resources Management ”, 1 (1).
9. Sisson, Keith. (1990) : “ Introducing the HRM Journal ”, HRM Journal, 1 (1).
10. Sisson, Keith. (1996): “ Personnel Management A comprehensive guide to theory and practice in Britain ” : Blackwell Publishers.
11. Storey, John. (1987): “ Development in HRM : An Interim Report ”. Warwick Papers in Industrial Relations No: 17, Coventry Industrial Relations Research Unit.
12. Storey, John. (1992) : “ Developments in the management of Human Relations ”, Oxford : Blackwell.
13. Storey, John. and Sisson, Keith. (1996): “ Managing Human Resources and Industrial Relations ” : Open University Press.
14. Storey, John. and Sisson, Keith. (1996) : “ Limits to Transformation: HRM in the British Context ” : Industrial Research Journal, 2, (1).
15. Torrington, Derek. and Hall, Laura. (1995): “ Personnel Management HRM in Action ” : Prentice Hall Europe.
16. Walton, R. E. (1985) : “ From control to commitment in the workplace ” : Harvard Business Review, March - April. 76-84.
MBA Assignments Academic Homepage
Human Resources Management Assignment
In an organization, employees are the ones who are responsible for carrying out work activities involved in operational process. It is the key job of managers and HR professionals to organize the employees in order to bring effectiveness in their performances. This can be done only if the employees are viewed as invaluable assets and not just machines. Considering employees as assets is an integral part of modern HRM and human capital management.
In the absence of good human resources, an organization cannot build a good team of working professionals. HRM’s prime functions comprise of recruiting, training, performance appraisals, employee relation , cultivating workplace communication, workplace safety etc. HRM advices the management how employees can be managed strategically as business resources.
1.1. Differentiate between personnel management and human resource management giving examples in two suitable organizations
1.2. Assess how human resource management functions help your chosen organization in achieving its purpose
The HRM functions practised at Harrods helps in achieving the organizational purposes by effectively distributing and controlling the various managerial and operational activities. This effectiveness of the functions can be assessed as:
Human Resource Planning: The HRM functions include identifying and assessing the current manpower inventory and forecasting future need for coping with purposes of Harrods and demands in market. According to this Harrods plan and organise activities such as recruitment, promotion and transfers etc to fill the requirements. (Anderson and Anderson, 2010)
Recruitment and Selection: after the skill shortage is identified, a recruitment and selection function is carried out by HRM where internal as well as external prospects are analysed. An alignment of responsibilities needed in proposed vacancy and skills required is made which helps to match the best talent in the fitting position to achieve outcomes for Harrods. Also when skills and needs are aligned then it ensures satisfaction and retention of talent resources saving cost for Harrods.
Reward Management: compensation management at Harrods is linked to performance of employees and is provided to value their contribution at work. These include pay packages, benefits such as insurance, medical, travel allowances etc. These contribute to achieve employee’s motivation and involvement at work to increase their productiveness. (Anderson and Anderson, 2010)
Payroll Administration: it is the HRM function to determine the job analysis and salary, benefits, tax deduction, leaves etc linked to employees. This helps to maintain proper administration of employees in Harrods with adequate reward management.
Performance Management: it includes monitoring, recording and assessing employee’s performance by observation, peer review, meetings etc against set parameters of Harrods. Those who are performers are apprised with incentives, higher responsibilities, promotion etc while those who lack are given training and mentoring to improve.
Training: this HRM function is provided for skill development of employees to cope with environment changes and new demands such as technology, customer trends. This helps to empower and build employee in Harrods to improve their productiveness.
Employee Relationship: this function of HRM helps to maintain strong working with leading people style between management and employees of Harrods to support innovative and integrative culture, cohesive teams and participation by maintaining fair policies, treatment and working conditions within Harrods. (Anderson and Anderson, 2010)
1.3. Evaluate the role and responsibilities of line managers in your organization and how it supports human resource management functions
The line managers at Harrods are assigned with various roles and responsibilities to manage the core level teams, monitor and control them to achieve the set organizational objectives. They support various HRM functions to delegate and supervise team activities. These are:
Routine work management: line managers at Harrods are responsible for performance management of team for which they plan regular activities, work coordination, observe and identify problems, suggest solutions and monitor everyday functions so that teams can achieve objectives.
Mentoring and Support: the line managers support employees in Harrods to fulfil their roles for which they provide assistance, technical and skill knowledge etc. If an employee has specific need then line managers also provide training by identifying problems and then designing solution. (Farndale, Scullion and Sparrow, 2010)
Delegation: line managers assess individual skills of employees and then delegate responsibilities to achieve best outcome from optimum use of talent management at Harrods. They also maintain flexibility at work by maintaining flexi work schedules, duty rosters etc.
Monitoring and performance management: line managers at Harrods monitor employees to record and observe individual performance at work. This helps to identify achieved levels and expected outcomes and then design rewards to appraise employee’s performance. Subsequently, it also helps to identify training needs of employees who are lacking and then supporting their development activities to motivate and deal with task management. (Farndale, Scullion and Sparrow, 2010)
1.4. Analyze how legal and regulatory framework impact on human resource management
To maintain effective goal fulfilment, performance and reputation of organization, certain laws and regulatory framework are maintained which helps to achieve effective outcomes and impacts positively on organizational policies. Some of the legal frameworks that are maintained in Harrods for effective employee and work management are:
Equality Act 2010: at Harrods anti-discrimination laws are practised to ensure fair treatment and equality of work for all irrespective of employee’s race, religion, age, gender, disability, nationality etc. Thus diversity of workforce is maintained at Harrods and equality is ensured based on merit.
National Minimum wage ACT 1998: this law helps to ensure fair treatment and compensation management at Harrods depending on nature of work and performance. It states that an employee above 21 years is entitled to minimum wage of 6.50 pounds daily working on an average of 8 hrs irrespective of gender. (Harzing and Pinnington, 2010)
Employment ACT 2008: this law ensures a structured payment, policies and entitled benefits for employees working in Harrods. Example, an employee is entitled to standardised pay, insurance, child care leaves, work time flexibility etc to ensure safety and job security.
Working time directive 1998: this law ensures that employee at Harrods are eligible to get 28 days paid leave annually, work 8 hours/day. Employers cannot force employees to work beyond working time and beyond 40 hours/week an employee is entitled to receive overtime payments.
Trade union and Labour Relation ACT 1992: this law states that strikes are legal if announced to observe trade disputes. Thus, in Harrods efforts are deliberately made to ensure strong employee relationship to avoid trade disputes and maintain a smooth running of organization.
Work and Families ACT 2006: this law states that in case of emergencies or illness an employee can avail 12 weeks paid leave annually and in case of maternity employees can avail 18 weeks of paid leave.
Data Protection ACT 1998: this law states that any company information, trade secret and personal information of employees or client is subjected to be confidential information to be used for purpose of trade only by Harrods. These cannot be disclosed to any employees and any attempt of misconduct is treated as offence without consent or authoritative rights. (Harzing and Pinnington, 2010)
2.1 Analyzing the reasons for human resource planning
Human Resource Planning is the function that determines current inventory of employees within an organization and forecasts future manpower needs to meet its established objectives. It also maintains the match between employee’s skills and job role so that employee’s expectations and desired outcomes are achieved smoothly. (Choi and Ruona, 2010)
Some of the reasons for Human Resource Planning are :
Forecasting need for manpower: as changes in labour market varies with retirement, termination, transfer, cessation or employee turnover, there arises need to predict future manpower need with changes in demand.
Uncertainty management: to manage sudden breakthroughs or uncertainty situations such as machinery breakdown, emergency, strikes etc human resource planning is maintained so that employee’s concerns are heard and dealt properly without any mismanagement.
Change Management: Human resource planning is required to tackle change management such as changes in labour market, new technology, market demands, customer changes or policy changes. HRP identifies and assess the changes and formulates plan to cope with them such as recruitment of new employees, training for development etc to manage changes efficiently. (Choi and Ruona, 2010)
Skill Management of employees: human resource planning identifies current skills and abilities of employees so that they can be developed in shortcoming areas to tackle changes or new challenges at work efficiently to improve their performance and productiveness. HRP designs Training and Skill Enrichment programmes to ensure skill development of employees.
Maintains balance of manpower: to meet with supply and demand of labour according to market changes and maintain the operational cost of organization without any deficit HRP ensures that a balanced flow of manpower is maintained through need assessment, hiring, promotion, transfers etc.
Employee Management: Human resource planning identifies and assesses the skills and performances of employees against set parameters to design structures of appraisals, salary revisions, promotions, rewards etc that helps to meet employee expectations and acts as motivational factor for their contributed efforts. (Choi and Ruona, 2010)
Budget Planning: human resource planning analyses the costs maintained against training, recruitment, operational functions etc and then formulates a budget for organizational planning.
2.2 Outlining the stages involved in planning human resource requirements
Human Resource Planning has three primary stages:
Forecasting: Human resource planning identifies the shortage or surplus of labour and changes in labour market by matching the current employee inventory and predicting future need. For this requirement of manpower HRP analyses the skill gap and the objectives to be achieved by determining shortage or surplus of labour due to transfer, promotion, resignation, staff turnover etc. After this is determined forecast of future manpower needs, strategic changes and development is planned to cope with change management and achieve organizational purposes. This change in labour market can also arise due to uncertainty of market factors like economy, politics, technology etc which influences manpower changes. (Goetsch and Davis, 2014)
Goal setting and Strategic planning: in this stage, human resource planning assesses the set objectives of organization and then assesses the skill requirement that has to be input to achieve those. After this is done, HRP plans recruitment, training and development, budget allocation etc to decide on organizational planning.
Program implementation and evaluation: in this stage, HRP implements the strategic human resource planning that is determined to achieve the goals sets. For this human inventory is assessed and if there is need of recruitment then it is planned. Also if there is need of skill development then training is planned for development of special skills in existing employee. Further budget is allocated after monitoring and assessing all costs included and finally a decision is made for implementation. Next, implementation is followed by evaluation to identify the success and loopholes of planning so that corrective measures can be done to achieve desired outcomes. (Goetsch and Davis, 2014)
2.3 Compare the current recruitment and selection process in the organization with another organization you recommending
The recruitment and selection process in our organization consist of two rounds:
- Telephonic interview: In this round potential candidate are asked basic questions regarding aspirations of life, individual description, prior experience etc to assess the general intelligence and emotional quotient of applicants. The shortlisted candidates are called for Face-to-Face interview.
- Face-to-Face interview: in this round the applicants are interviewed by senior managers who assess the competency level, technical know-how etc. This is followed by psychometric assessment where applicant’s core strengths, stability, attitude etc are assessed through verbal questions or stimulation exercises. The candidates are then tested on their aptitude before the final selection is made. (Snape and Redman, 2010)
The R&S process in Harrods consist of four rounds:
Application to jobs: the vacancy for potential jobs is announced in Harrods both in their stores and on their company portals. The applicants have to fill the online application where they need to answer few competency questions which are based on general topics, teamwork, customer service etc which helps to assess intelligence and eligibility of applicants.
Personality test: the shortlisted applicants are asked to take personality test where assessment of personal traits such as behaviour, aptitude, honesty, dedication, suitability to the job role is checked.
On job evaluation: the candidates who clear personality test are invited to Harrods store to perform real tasks or simulation exercises on various fields depending upon nature of job role such as handling customers, taking orders, preparing bills, complaint handling, store management etc. The candidates are then assessed on their scores, practical skills and aptitude to logical understanding.
Final interview: the candidates who are selected in evaluation test are invited for final face-to-face interview with operation manager where their technical expertise is assessed. The final selection is made in this phase and the candidate who is finalised is offered joining letter within 10 days to join Harrods. (Snape and Redman, 2010)
2.4 Evaluate the effectiveness is the organization recruitment and selection techniques with another organization you recommending
The recruitment and selection technique being followed in our organization maintains a simple process where telephonic screening is done to assess the communication and agility of applicants. It also helps to evaluate the listening ability of candidates. Finally, the face-to-face interaction helps to assess the expertise and competency of candidates. Thus this dual filter process applied in our organization helps to identify best fit for specific nature of job but it lacks proper human resource planning structure which helps to align right person for right task. (Ferguson and Reio Jr, 2010)
On the other hand, Harrods recruitment and selection technique is more structured to measure practical abilities, behaviour, attitude and personality of candidates. The application process helps to screen the applicants based on eligibility and thus eliminates surplus applications which are not suitable for job role. Then the personality test helps to examine personal traits and behaviour which followed by evaluation test helps to evaluate situation handling of candidates base on real practices on job. This helps to examine decision making and promptness of candidates to perform routine activities. Lastly the final interview call helps to examine conceptual knowledge and suitability of candidates to Harrods culture. Thus Harrods recruitment technique is more prominent to examine minutely the best of talent who can be more adaptive to various changes or challenges of industry as it includes more detailed elimination process to reach to right candidate who can hold the reputation and value of Harrods for long term. (Ferguson and Reio Jr, 2010)
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3.1 Assess the link between motivational theory and reward at Virgin Media or your chosen organization
Virgin Media has motivation instilled in its genes. The employees are spread all over the world and work in coordination because of effective teamwork. Virgin recognizes the importance and need of motivation that is prevalent amid the employees for achieving the objectives of an organization and thereby, Virgin provides a constant support to the desirable behaviours at work by the advantage of offering two bonus schemes. (Pearsall, Christian and Ellis, 2010)
There are various motivational theories but at Virgin, one can see the application of Maslow’s theory of motivation where five levels of needs are been emphasized. The first and basic need of an employee is the fulfilment of Physiological needs such as food, shelter, clothes etc. and the second stage covers the safety needs such as job security, integrity etc. The third stage of need is belonging needs which includes of friendship, family, recognition etc. and the fourth need is the esteem need such as sense of achievement, self respect, etc. The final stage is of the self-actualisation need where it is assumed that an employee has attained its maximal potential.
One can relate the physiological needs of an employee by providing various motivational benefits such with competitive wages, health benefits, educational support etc. as these are the very basic needs which must be fulfilled. Other motivational benefits for example training programmes, life insurance etc. can be linked to an employee’s safety needs. The need of belongingness at Virgin can be related to the workplace relations with co-workers and superiors, pay hike, discount lunch etc. further determining employees loyalty towards the company. By offering benefits like appraisals, paid vacation, stock purchase plan, bonus schemes etc. Virgin cultivates a sense of achievement within the employees which can be linked to the esteem needs. Motivational theory also stresses on establishing secure environment where employees’ contributions are recognized in the form of rewards. At Virgin Media, employees are furnished with both facilities and flexibilities thereby, fulfilling the norm of providing a safe and secure working atmosphere. In addition, reward in the forms of promotions and incentives are offered. Rewarding is not just an encouragement for a certain employee but is a motivation for the underperformers to work more hard. Winning a reward can be linked to the need of self-actualisation. (Pearsall, Christian and Ellis, 2010)
3.2 Evaluate the process of job evaluation and other factors determining pay at Virgin Media or your chosen organization
Gaining Acceptance: ahead of performing job evaluation, Virgin’s management must get a clear picture regarding to expectations, aims and objectives of all the positions eventually conveying it to the employees. (Snell and Bohlander, 2010)
Creating Job Evaluation Committee: the committee must comprise of the HR department, senior line managers, management and stakeholders like union leaders
Finding Jobs to be evaluated: at Virgin, all the positions available are evaluated except the jobs in IT department
Analysing and Preparing the Job Description: preparing the JD is the key role of the committee formed at Virgin. Every job is evaluated according to the management’s mandate which is further broken down in regard to the requirements, roles and responsibilities, optimal candidate details, allowance etc.
Selecting the method of evaluation: the best method for evaluating a job is comparing with competitors. Moreover, the evaluation can also be done by outsourced professional agencies or by observing the current market rates
Classifying Jobs: at Virgin, jobs are classified by bringing in together similar JDs and pay structures.
Installing the Program: at Virgin, this exercise is conducted through surveys, which is practiced as an annual routine and is further updated annually
Reviewing Periodically: it also is an annual exercise done for updating and modifying the existing pay structure
At Virgin Media, factors like seniority, experience, value added and employee motivation determine the pay. The pay range of the senior employees is different at Virgin. One can see that the pay scale of employees with a minimum 10 years of experience changes and their invaluable contributions are acknowledged and recognized. Furthermore, the pay structure of all employees are been altered repeatedly. The HR Manager in consultation with the management designs special pay packages for certain employees who are capable of playing multiple job roles. Moreover, the pay structure is designed by considering factors such as bringing change in workplace, inputs, employee’s prospective growth, their versatility towards changes, new roles, zest for taking risks etc. are the factors determining pay, which eventually is evaluated by the line managers and HR department. (Snell and Bohlander, 2010)
3.3 Assess in different contexts how effective is the reward systems at Virgin Media or your chosen organization
Reward systems and its effectiveness in Virgin Media It has been observed that the reward system at Virgin has been categorized into two key sections namely financial and non-financial
Non- Financial rewards
Effectiveness of rewards in Virgin Media
The key purpose behind initiating a reward system is to recognize and acknowledge the employees contributions in driving the business towards its desirable goals. Virgin provides its employees with monthly incentives added in the pay for reaching the given targets and ensures that hardworking employees are praised at work so that feel motivated and inspire the others. Virgin encourages healthy competition amid the employees for winning the rewards as it not only is related to a monetary value but also is a matter of pride for the employee. An employee, who is promoted for undertaking higher responsibilities, is also considered as reward and the employees feel promotion as a recognition which they are seeking to achieve. (Gittell, Seidner and Wimbush, 2010)
3.4 Examine the methods Virgin Media or your chosen organization use to monitor employee performance
Methods of monitoring employee performances at Virgin
Set clear policies on time and productivity: it is important to plan the tasks to be allotted in advance eventually providing employees with direction and an idea of the performance standards expected from them. (De Jong and Elfring, 2010)
Regular check-ins and reporting needs: it is important to ensure that check-ins and reports are not demanding but rather should be encouraging for both employees and management bringing them together on the same page. Moreover, evaluation of the work described in a report or while check-in must be done
Apprehending motivational levels: can be done with the surveys where employees can voice their opinions and concerns.
Virgin Media can adopt a trimester appraisal system in order to evaluate the employees’ performances further enabling the management in cutting down the costs of the process of evaluation. Tom Mockridge, CEO, Virgin Media has stated that the company’s current process of performance evaluation is too costly when compared with the outcomes and thereby, for reducing the burden a plan must be made for implementing the structure. Practice of a trimester appraisal system is very effective for Virgin as it allows the employees to keep a track on their performances thrice in a year enabling them to avail the opportunities to improve and work attentively around the year. (De Jong and Elfring, 2010)
4.1 Identify the reasons for termination of Faisal’s employment contract with The Chicken Master and generally explain other reasons for cessation of employment
The owner of Chicken Master, Bob Jones takes into consideration multiple reasons ahead of terminating an employee further allowing the restaurant to keep its position safe. Ahead of terminating an employee, Bob Jones ensures that it has enough evidences and valid reason to proving that the action was legitimate in case the employee drags Chicken Master to the tribunal. Moreover, Bob gets involved on a personal level in every activity whether it is recruitment or termination, to ensure that any kind of reprehensible practice is not exercised in the restaurant and that all the processes are executed in adherence to the employment laws of UK. (Guest, Isaksson and De Witte, 2010)
Faisal, the restaurant manager at Chicken Master was laid off because of his bad behaviour and performance at work. Faisal although having 15 years of work experience in a restaurant failed in maintaining cleanliness in the restaurant’s kitchen and never stocked the store which raised problems while serving the customers. Moreover, he would often take out the restaurant’s equipment for his personal use without the knowledge of Bob, which was a violation of the policies mentioned in the employee handbook which he signed while joining. On investigating Bob found that Faisal would regularly watch pornography, emailing his wife and helping his daughter with her homework, even designing his own restaurant which was misbehaviour and violation of the restaurant’s policies. All these factors eventually lead to his termination on the grounds of unethical behaviour at work. (Guest, Isaksson and De Witte, 2010)
Reasons for cessation of employment
Shrinking Budget: continuous low profits or lack of funds from shareholders gives rise to situations where an organization becomes helpless in maintain the employees and are forced to lay off employees for maximizing their budgets.
Attendance: although employers understand the need of taking a time off citing illness, relatives death, holidays etc. an employee who is habituated in remaining continuously absent at work is subjected of getting terminated as it negatively influences on the company’s overall productivity, profits and morale. (Castilla and Benard, 2010)
Performance: employees with poor performances such as failure in achieving the given targets, missing deadlines, negligence at work etc. despite of multiple opportunities of improving themselves can face termination
Attitude and Behaviour: an organization expects the employees of maintaining a certain standard of respect at workplace with employer, co-workers, vendors and customers. Behaviours like misbehaving with customers, stealing office accessories or leaking secret information, maligning company’s name, drug and alcohol abuse etc. might result into employees’ termination. (Castilla and Benard, 2010)
4.2 Describe the employment exit procedures used by The Chicken Master and another organization of your choice
Employment exit procedure of NHS
Employment exit procedure of Chicken Master: Chicken Master’s employment exit procedure is quick and is eventually is related with the overall growth of the business while a financial crunch. Termination linked to employees’ performance is low and can be related to training, growth opportunities and the reward structure. Employees are given a minimum of 2 months time to look out other job and often at times gives references or when a background check is processed, the Bob gives a positive respond. In case an employee resigns, an interview is organized where the employee gives valid reasons behind the decisions. However, in case an employee is terminated on the grounds of unacceptable behaviour a fast processing is employed without indulging into many formalities. (Kramer, 2010)
4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements with an organization such as The Chicken Master if Faisal’s claim was proven to be true
There can be a considerable effect on Chicken Master while managing and adhering to the legal and regulatory framework during employment cessation as it is mandatory to adhere to the regulations. One can evaluate the employment cessation with the help of various prospects like annual and sustainability report of the restaurant. On the basis of the study, one can say that the restaurant has been particular with its employment cessation arrangements which might be considered as a sterile exercise by its competitors but Bob ensures that there is zero impact on the restaurant’s performance in terms of costs resulted because of non compliance of the regulatory framework for employment cessation. Comprehensively, the employment cessation arrangements at Chicken Master are steady at large under the legal and regulatory frameworks. It has been observed that Bobs has adopted numerous measures for ensuring that employees’ growth and productivity remain unaffected and are in accordance to the job requirements. Moreover, Chicken Master has never attempted of overseeing the employment laws and its related provisions. (Rubery, 2010)
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At the end, we conclude that the HRM is very important to be practiced in an organization for achieving a long-term success. The report highlights any organization overcomes the various challenges it faces while executing the policies and strategies of HRM. The report also analyzes the importance and role played by HRM as an organization keeps growing in terms of size. The execution of HRM is a planned process, which tends to evolve over a period of time can be analyzed through various aspects like personnel management, recruitment and selection process, reward system, employees motivation and employment termination and cessation. HRM ensures that an organization employs a proactive approach at work further resulting into an improved workforce planning and utilization along with an enhanced opportunities of growth for the employees.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers. Anderson, D. and Anderson, L.A., 2010. Beyond change management: How to achieve breakthrough results through conscious change leadership. John Wiley & Sons. Choi, M. and Ruona, W.E., 2010. Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, p.1534484310384957. Castilla, E.J. and Benard, S., 2010. The paradox of meritocracy in organizations. Administrative Science Quarterly, 55(4), pp.543-676. De Jong, B.A. and Elfring, T., 2010. How does trust affect the performance of ongoing teams? The mediating role of reflexivity, monitoring, and effort. Academy of Management Journal, 53(3), pp.535-549. Farndale, E., Scullion, H. and Sparrow, P., 2010. The role of the corporate HR function in global talent management. Journal of World Business, 45(2), pp.161-168. Ferguson, K.L. and Reio Jr, T.G., 2010. Human resource management systems and firm performance. Journal of Management Development, 29(5), pp.471-494. Gittell, J.H., Seidner, R. and Wimbush, J., 2010. A relational model of how high-performance work systems work. Organization science, 21(2), pp.490-506. Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Guest, D.E., Isaksson, K. and De Witte, H., 2010. Employment legal contract , psychological contracts, and employee well-being: an international study. Oxford University Press.
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HUMAN RESOURCE MANAGEMENT ASSIGNMENT 2
One desirable feature of a vacancy is that it provides ample opportunity for advancement and promotion and one organisational policy that affects this, is the degree of which the company "promotes from within" 1.1 In light of the above statement. Discuss the significance of Kingfishers KMDS being adapted to "recruit the best internal candidate as well".
Abdul Amid Aziz Jalloh
Modern successful organisations are determined by the effective implementation of their activities through high quality employees who are attracted and retained for competitive advantage. The process of stimulating these high performance candidates to develop interests in joining these organisations has been a critical strategy and modelled several challenges in the competitive arena. This research seeks to unravel the difficulties associated with recruitment and selection processes and procedures in achieving organisations strategic objectives. The thrust for the effective examination of the elements of recruitment and selection led to the retrieval of secondary sources published on human resource management books and other relevant information that constitute the subject matters. Discussion was drawn from internal and external recruitment, their benefits and drawbacks and the relevance of administering employment tests in order to select suitable candidates for vacant jobs. Information extracted from relevant sources disclosed that the achievement of organisations strategic objectives can only be ascertained as a result of competent workforce whose services are solicited and retained through recruitment and selection processes and procedures conducted, either by the employing organisation or an assessment agency hired by such organisation to manage its recruitment process. In essence, recruitment and selection plays a vital role in attracting and retaining high quality employees organisations required to achieve strategic objectives. The relevance of facts obtained from this study could aid practising managers, employment agencies and human resource management specialists.
KOK SIANG NG
Asian Online Journal Publishing Group
While many studies have been conducted on recruitment and performance management, there is a paucity of research on these two functions within the industry. Recruitment and performance management are vital human capital and human resource (HR) functions that play a crucial role in guaranteeing an organisation’s ability to achieve its business strategy. Furthermore, studies have shown that in recent years, performance management has become intrinsic to most organisations. The research comprised five phases of data collection from 151 randomly selected respondents. A questionnaire was developed and distributed to gain insight into how these two functions were executed within the industry under investigation. Thereafter a performance management module was developed and implemented, and the questionnaire was redistributed after six months. The results support the view that the functions of recruitment and performance management are poorly managed within the industry. Furthermore, the intervention of the performance management module indicates that interaction with employees relating to individual performance enhances both their work performance and general awareness of inter-personal and organisational issues. The findings from this research suggest that recruitment and performance management are essential HR practices often overlooked in an environment that is extremely demanding. Disregard of these practices, especially performance management, has proved to have a negative impact on employee job performance. It is therefore recommended that organisations follow processes and invest in such programmes, not only to achieve their organisational goals, but also to develop and enhance employee performance. This study has specific and important implications for the import and export industry, substantiating the researcher’s premise that effective recruitment and performance management can improve and facilitate the management of the industry’s employees.y
This study aims to examine what employers seek when recruiting, and the extent to which government provision meets their needs. The focus is on unemployed and inactive adults aged between 16 and SPA. A secondary aim is to explore whether there are differences in employers' requirements by age. The findings are the result of two strands of research: a review of the policy, evaluation and academic literatures, and 22 qualitative interviews with individuals, drawn from 16 organisations which have particularly in-depth knowledge or expertise that qualifies them to comment on relevant issues. These included government departments, regional agencies, and voluntary sector organisations such as the Third Age Network, NIACE and Help the Aged. Findings from the literature The evidence demonstrates that employers continue to face recruitment difficulties. One-fifth reported vacancies that could not be filled due to a lack of applicants with the necessary skills (LSC, 2003). However employe...
European Management Journal
Michael Segalla , Carlo Turati
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