The components of HRM's success Essay Example | Topics and Well Written Essays - 2500 words

The components of HRMs success - Essay ExampleDespite Guests hesitancy in concluding that HRM contributes to cheekal exercise, other scholars provided an empirical link between HRM strategies, policies and practices and certain aspects of singular and organisational performance (Liu et al., 2007 Nohria, Groysberg and Lee, 2008 Huselid, 1995 635 Wall and Wood, 2005 430 Pfeffer and Pfeffer and Veiga 1999). This paper aims to determine HRM issues and to offer some solutions. After reviewing several studies, including opposing ones, HRM systems, policies, and practices are believed to jabbing company performance through shaping recruitment, selection, and retention strategies that develop engaged and creative employee, who can officiate as one of the companys sustainable competitive advantages. The role of human resource systems in strategic recruitment cannot be undermined (Liu et al., 2007). Recruitment should not be dismissed as something that can good be outsourced to other pa rties because recruitment strategy should meet existing HR strategy goals. Walker, Bernerth and Tocher (2009) studied mull over seekers organisational attitudes at different casts of the recruitment process by evaluating the interactions among the variables of job seekers procedural arbiter anticipations, procedural evaluator perceptions and preliminary screening feedback quality. After using two phases of data collection that included 392 participants in phase 1 and 351 in phase 2, findings showed that participants who were engaged in the recruitment process with high procedural nicety expectations were more affected by initial screening feedback quality than those with low justice expectations (Walker et al., 2009 5). Procedural justice perceptions throughout the preliminary screening affected their organisational attitudes (Walker et al., 2009 5). These authors concluded that how firms recruit candidates can affect the quality of perceptions regarding the organisation (Walke r et al., 2009 6). Rehman (2012) affirmed the same findings for his empirical work on the recruitment efforts of public sector organisations in Pakistan. He discovered that organisations with poor promotion and governance systems tend to recruit fewer competent applicants and tend to spend a penny higher turnover rates. Managers must be clear in explaining what they expect from their employees and what employees can expect from the organisation, in terms of rewards, culture and other organisational and managerial factors. HRM managers who carefully carve the right organisational image and job expectations for its employees during the recruitment process can hire high-performing employees than those who do not care on the image and expectations they provide to applicants. HRM affects individual performance through its recruitment strategies because they influence individual decisions through organisational factors, which when affirmed through hiring, can dissolvent to employee job satisfaction and retention. Han and Han (2009) explored the relationship between hiring perceptions and retention and found a correlation between the two. some other studies emphasised that in recruiting the right people, job experience, skills, and personality are critical. Newman and Lyon (2009)