Recruitment, Employee Commitment and Job Analysis - Iloka Benneth Chiemelie

HUMAN RESOURCES

1. DEFINE RECRUITMENT. DESCRIBE THE ADVANTAGE AND DISADVANTAGE OF INTERNAL RECRUITMENT  

Recruitment: can be described as the set of activities and processes which are adopted to legally obtain a sufficient number of qualified personnel at the right time and place for the organisation and the personnel to selected each other in their own best short and long term interests (Margaret, 2012).  This implies that the recruitment process provided the organisation with high number of potentially qualified candidates for any given position from which judicious selection can be made to fill the vacant job positions.

Margaret (2012) also highlighted that they are numerous advantages and disadvantages associated with internal recruitment and some of them are as described below.

ADVANTAGES OF INTERNAL RECRUITMENT

The recruitment process and ability is known – because the employee has been previously recruited before he/she joined the organisation, the recruitment process and ability is known. This makes it easy to access their potentials for the open position compared to external recruits with less reliable source such as references, and relatively brief encounters such as interview.

Recruits are insiders – since the recruits are the company's employees, they already know the organisation's strengths and weaknesses, as long side with its cultures and most of its workforce.

Increases motivation and sense of commitment within the organisation - if another employee is promoted from his position, other skilled and ambitious employees as well as the promoted employee are likely to become more involved in development activities in other to achieve self-actualization goal of getting promoted.

DISADVANTAGES OF INTERNAL RECRUITMENT

Right candidate not always guaranteed – sometimes, it can be difficult for the organisation to find the right candidate for the open position, and this can result in them having to settle with an employee with fewer competencies than the competencies they sort for.

Insufficient number of employees – if the organisation's vacancies are a result of rapid expansion, there could be insufficient supply of individuals above entry level. This can result in promoting staffs before they are ready, or not being allowed enough time in a particular position to learn the job well.

Increase in cost of training and development – because some of the employees promoted might not be well endowed with the required skills, the organisation will need to train them with the required capabilities and the cost can be very expensive in times of rapid expansion and high number of recruitment.

2. EXPLAIN WHY EMPLOYEE COMMITMENT IS IMPORTANT FOR COMPANIES TODAY. HOW WILL IT GAIN EMPLOYEE COMMITMENT?

WHY EMPLOYEE COMMITMENT IS IMPORTANT TO COMPANIES TODAY

It is overly understandable that the success of any company hugely linked with employee commitment as high commitment can reduce employee turnover and improve productivity which the reverse case can resulted in unfinished activities as well as additional expenses required in recruiting new employee. Thus, reasons why employee commitment is important to companies today will be reviewed as:

Increases employee attendance (Steers, 1997): employee attendance is positively related to commitment as an affective outcome. Organisations have numerous reasons to be concerned with employee commitment and one of them is that commitment level of employees is related to their presence and absence the organisation. Lower level of absenteeism and increased participation level of employee will increase the productivity within the workforce and it is something every organisation seeks to achieve.

Employee commitment increases level of retentions (Porter et al, 1974; Meyer & Allen, 1997): research found out that employees with lower level of commitment are more likely to leave their companies. While this is arguably true, it must be noted that companies are keen on ensuring a reduced level of turnover especially amongst their most talented and skilled employees are there are huge expenses associated with recruitment, training and development of new workforce.

Higher level of job performance (Baugh and Roberts, 1994):employees with higher level of commitment are more likely to increase their job performance as they have higher expectation and thus will perform better. Organisations are concerned with ensuring high job performance and increased productivity within their system and this makes employee commitment an issue of high priority to them.

Citizen behaviour (Meyer et al., 1993): another area where level of employee commitment is seen as being of importance to companies is its relation with employee's willingness to do extra role. This is important to companies as it will increase positive atmosphere in the company because committed employees who see themselves as part of the family (citizen of the organisation) will help in encouraging other employees and improving their commitment level too.

HOW COMPANIES CAN GAIN EMPLOYEE COMMITMENT

Nitin (2007), proposed numerous ways for organisations to gain employee commitment such as:

Provide employees with opportunities for personal development - organisations can increase the commitment level of their employees by providing them with opportunities to develop their abilities, acquire new skills, gain new knowledge and reach their maximum potentials are likely to gain the commitment of their employees as these employees will fell valued.

Effective management of talent – when an organisation effectively manages their employee talents by designating them to the tasks they are capable of undertaking, they will increase their commitment level as the employees will see it as a chance of developing their career.

Empowerment – employees fell valued when they are involved in decisions that affect their work and organisations can gain their commitment by creating a trustful and challenging environment where employees are encouraged to contribute and help in moving the organisation forward by seeking their opinions in decision making.

Equal treatment and performance appraisal – another way organisations can increase the level of employ commitment is to see every employee as a member of the family and eliminate all possibilities of preferential treatment. On the other hand, appraising a job well done is also essential in making the employee fell valued and increasing their commitment and productivity level.

3. AS A HUMAN RESOURCES MANAGEMENT DESCRIBE THE USAGE OF JOB ANALYSIS. EXPLAIN WHY IT'S IMPORTANT FOR THE ORGANIZATION DO YOU AGREE WITH THE STATEMENT? JUSTIFY

USAGE OF JOB ANALYSIS IN HR MANAGERS

They are many used of job analysis otherwise known as job description, and PennState (2012) highlighted some of these usages as:

Human resource planning: job analyses help human resource managers to understand each employee's responsibilities and evaluate their overall contributions towards meeting organisational missions and objectives.

Training: it also serve as a useful training tool to human resource departments as it lists all specific tasks that make up a particular job position.

Recruitment: clear job analysis provided HR department with an overall description of the required employee in terms of required skills, experience and personality and this ensure that the HRM department is able to recruit the best possible employee for the open position.

Defence – in the unfortunate events that the HR manager have to terminate an employee's contract for poor performance, the job description will play a vital role in the defence of the organisation.

YES I AGREE THAT JOB DESCRIPTION IS IMPORTANT FOR ORGANISATIONS

JUSTIFICATION: WHY JOB DESCRIPTION IS IMPORTANT TO THE ORGANISATION

Job evaluation and performance appraisal – organisations can evaluate each employee's performance by comparing their undertaken tasks with the actual tasks they supposed to undertake as described in their job analysis and appraise them for job well done.

Counselling – employees sometimes need counselling in order to improve their productivity and commitment level and job analysis serves as right tool as it can give the company an overview of each employee's tasks and thus help in selecting the right counselling method for each employee.

Job design and redesign – once a job is designed properly, employees' job analysis can help to spot weak points in their productivity and redesign the job to ensure full utilization of their potentials towards increasing organisational productivity.

BIBLIOGRAPHY

Baugh, S. & Roberts, R. (1994). "Professional and organizational commitment among engineers: conflicting or complementing?" Engineering Management, 41, 2, 108-114.

Margaret, A.R. (2012), "Recruitment Strategies: Managing/Effecting the Recruitment Process". Available at: http://unpan1.un.org/intradoc/groups/public/documents/un/unpan021814.pdf [Accessed on: 28 – 03 – 2012].

Meyer, J. P. Allen, N. J. Smith, C. A. (1993). "Commitment to Organizations and Occupations: Extension and Test of a Three-Component Conceptualization". Journal of Applied Psychology, 78, 4, 538-552.

Meyer, J.P. & Allen, N.J. (1997). Commitment in the Workplace: Theory, Research, and Application. Thousand Oaks, CA: Sage Publications.

Nitin, V. (2007), "Employee Engagement". Available at: http://www.siescoms.edu/images/pdf/reserch/working_papers/employee_engagement.pdf [Accessed on: 28-03-2012].

PennState (2012), "Job description: the building block of organisations". Available at: http://www.das.psu.edu/dairy-alliance/pdf/ud012.pdf [Accessed on: 28-03-2012].

Porter, L.W.; Steers, R.M.; Mowday, R.T.; & Boulian, P.V. (1974) Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 1974, 59, 603-609.

Steers, R.M. Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 1977, 22, 46-56.