Integrated strategic human resource management

Introduction Recruitment and selection process enacted by an organization determines the profitability and sustainability of the firm. Mainly, recruitment and selection is done to replace an employee, to fill a new position, or to instill change in the corporate culture (Banfield Kay, 2008, p.68). Indeed, recruitment approaches in a firm influence the kind of human resource in a firm. Selection entails matching the workforce and specific jobs; thus, fair and accurate assessment of applicant’s strengths and weaknesses is done in the selection process.Advertising We will write a custom essay sample on Integrated strategic human resource management specifically for you for only $16.05 $11/page Learn More According to Roberts (1997, p.4), â€Å"effective selection processes entails clear and precise specification, effective use of multiple techniques, elimination of redundant processes, measurement and evaluation and continuous improvement.† A quinas (2005, p. 361) on his part states that, â€Å"recruitment is a process of searching, stimulating and encouraging prospective employees to apply for a specific job in an organization.† Human resource managers can use either external recruitment methods or internal recruitment or both to fill positions in their organizations. Generally, recruitment and selection process is expensive, thus HR managers should ensure they obtain the right candidates for a specific job in order to avoid high turnover. According to Lashley and Lincoln (2003), the recruitment and selection approach varies depending on the type of employee required, organizational strategies, and human resource policies. An organization having a diverse workforce is able to benefit from skills from the diverse group. Additionally, the firms recognize the need of getting workers who can fit in the prevailing organizational culture. Therefore, Human resource Management not only seeks professional competency, but also personality attributes. Notably, selection in Sofinsco is not only based on the applicants’ involvement, training, and skills, but also on their personality and their approval of the firm’s values. Further, HR teams integrate equity and diversity during all stages of recruitment and selection. This paper will analyze the importance of different recruitment and selection approaches, equity, and diversity in relation to Sofinsco. Moreover, the significance of integrated approach to recruitment and selection in attainment of business goals is also discussed. Importance of different approaches to recruitment and selection approaches Internal recruitment method Internal recruitment involves filling positions by recruiting employees within the organization. Moreover, this approach simplifies and hastens the recruitment process especially for high level jobs. This is primarily due to the fact that the HR team is aware of the strengths and weaknesses of the candidates.Adv ertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Internal recruitment is carried out through direct appointment or promotion by management, a lateral transfer of an employee from one department to another or internal advertising (Nankervis, Compton Morrissey, 2009, p.48). Generally, internal recruitment is cost effective as it eliminates the cost of external advertising and sourcing (Brewster, Mayrhofer Morley, 2005, p.48). Internal recruitment is important as it boosts morale of employees to improve their performance in order to get a promotion. Therefore, internal recruitment acts as a reward system. Moreover, the employees are motivated to enhance their skills and competencies, the result of which is the evolvement in the firm. In this case, Sofinsco mainly focuses on internal labor market after realizing that, internal candidates are familiar with the firm’s corporate culture henc e they do not require adaption or integration period. Thus, internal recruitment is necessary in replacing supervisor positions in order to minimize instability that can be caused by abrupt changes. Importantly, HR teams that use internal recruitment method have an effective appraisal system to facilitate selection of eligible candidates. Whenever firms recruit internally, only entry-level vacancies are filled by external candidates, thus preventing experimenting high positions with new employees (Grobler Warnich, 2005, p.171). Through lateral transfers, employees are granted skill development opportunities and subsequent promotion. Importantly, internal recruitment helps in employees’ retention since the employee can see a future and advancement opportunity in the organization (Nankervis, Compton Morrissey, 2009, p.48). Besides, it is easier to assess internal candidates compared with external candidates, hence reducing selection or placement errors. Additionally, internal recruitment is used in conjunction with firm’s succession plan. However, internal recruitment does not meet the need of a firm’s human resource needs most of the times, hence there need to recruit from outside. Indeed, Sofinsco is compelled to employ two hundred new employees yearly in spite of its focus on internal market. Similarly, internal recruitment can attract unqualified employees since the scope of candidates is limited (Aquinas, 2005, p.363). Additionally, unsuccessful applicants’ morale and work performance can be affected negatively, or discontent can be bred if fair selection is compromised. Further, internal recruitment can cause instability, and increase operational costs due to constant movement of staff, subsequently; it affects the overall firm’s performance (Banfield Kay, 2008, p.73).Advertising We will write a custom essay sample on Integrated strategic human resource management specifically for you for only $16.05 $11 /page Learn More External recruitment method External recruitment refers to recruiting employees from outside the organization. Methods used in external recruitment include direct application, employees’ referrals, campus recruiting, and through employment agencies (Grobler Warnich, 2005, p. 175). External recruitment is very significant as it prevents disgruntlement and infighting caused by internal recruitment. Similarly, internal labor market may not provide all needs of human resource, thus necessitating external recruitment. Moreover, this method averts promotion of employees whose level of competence inhibits them from performing effectively. Nevertheless, firms benefit from new perspectives and ideas from new employees, hence promoting the firm’s competitive edge (McNaughton, Carlson Dietz, 1992, p.105). In addition, firms’ productivity is improved due to internal competition created by external recruitment. Besides, external recruitment aids management to restructure their firm, as it is a fast method of changing corporate culture. Another benefit is that the quality of the workforce is improved through injection of new talent and skills from new employees (Aquinas, 2005, p.366). Additionally, through external recruitment, firms are able to source highly qualified and experienced employees, therefore eliminating cost of training. Further, the experienced workforce facilitates in improving productivity and performance of an organization. Despite the positive aspects, external recruitment has its own demerits. First, it denies employees career development and advancement hence reduce employees morale and productivity (Aquinas, 2005, p.367). Moreover, selection and recruitment errors occur more frequently since the HR teams do not have adequate time to assess external candidates. Further, there is uncertainty whether new employees will fit in the prevailing corporate culture. Additionally, there is increased transitio n and adjustment period (Grobler Warnich, 2005, p. 170). Equality and diversity in recruitment and selection process It is essential for recruiting teams to maintain equality and diversity principles at all stages of recruitment and selection (Wilson, 2005, p.258). Thus, the guiding factors during selections should be job specifications, suitability, and ability of a candidate to perform the outlined duties.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Through upholding equity and diversity in the recruitment and selection process, a firm is able to benefit from increased global competitiveness and productivity. Equality and diversity plays a vital role in driving a firm towards attainment of competitive advantage in spite of tightly contested international market. Moreover, the firm will be able to attract and retain the most qualified employees in the labor market. Equality and diversity are also significant in a company that looks forward to maintain its good record, and in the process attract and retain customers for company’s sustainability. Further, a firm can enhances its corporate reputation and hence profitability. In some instances, an organization can be sued if an applicant has solid grounds of discriminations during selection, in addition to an organization’s reputation being tarnished and loss of money in the lawsuits (Williams, 2005, p.7). Further, by having a diversified workforce, the firm is in a po sition to identify the diverse needs of its customers. Finally, continued development of staff will be vital for improved and efficient performance. Integrated approach of recruitment and selection Primarily, organizational development and growth commences with  an integrated approach to recruitment and selection. Basically, integrated approach to recruitment and selection produces substantially valuable HR decisions. The integrated approach implies a continuous supply chain, i.e. development and training of potential candidates, deployment of employees to specific jobs. Moreover, integrated approach is appropriate in the rapidly changing economic market. By implementing an integrated approach to recruitment and selection, Sofinsco will become the employer of choice. Similarly, procedures for recruitment and selection are more accurate and less susceptible to bias and distortion in integrated approach technique (Jirasinghe Lyons, p.10). Further, the organizations need to incorpor ate training or mentorship programs where new employees are trained by experienced workforce. Additionally, the firm’s recruitment policy should reflect all diverse needs of the organization. Since recruitment is a continuous process in any organization, solid plans should be enacted to facilitate selection and recruitment (Pynes, 2008, p.118). Conclusion The purpose of selection is to match employees to specific jobs which they can do effectively. Banfield and Kay (2008) note that, it is important to make correct recruitment and selection decisions as employment decisions affect quality of the workforce. In addition, the process of correcting hiring mistakes is difficult due to employment rights. It is paramount to get recruitment and selection decision right since wrong decisions can affect a firm’s productivity, and wrong decisions are costly to correct. HR can recruit internally (from within the organization) or externally (from people outside the organization). HR derives benefit from internal recruitment due to motivated personnel who perceive opportunity of career development in the firm. Additionally, internal recruitment reduces the costs of external advertisement and duration of recruitment process. Importantly, there are few chances of recruitment errors since management is familiar with the capabilities of candidates. Further, internal recruitment ensures stability and avoids difficulties associated with transition. On the other hand, external recruitment provides a wide scope of candidates where a qualified and experienced employee can be sourced. Moreover, the method improves productivity of an organization due to improved quality in the workforce. Similarly, external recruitment promotes internal competition among the employees hence the improved bottom line. Equality and diversity is essential in recruitment and selection process since it promotes the firm’s reputation. Thus, a firm is able to attract and retain the top qua lity of personnel who would greatly enhance the firm’s competitiveness. Finally, organizational development and growth commences with  an integrated approach to recruitment and selection since this approach facilitates production of valuable HR decisions. References List Aquinas, P. G., 2005. Principles of Management. New Delhi: Anmol Publications PVT. LTD. Banfield, P. Kay, R., 2008. Introduction to Human Resource Management. Oxford: Oxford University Press. Brewster, C., Mayrhofer, W. Morley, M., 2005. Human resource management in Europe: evidence of convergence? Oxford: Butterworth-Heinemann. Grobler, P. A. Warnich, S., 2005. Human Resource Management in South Africa. SA: Cengage Learning EMEA. Jirasinghe, D. Lyons, G., 1996. The competent head: a job analysis of heads’ tasks and personality factors. Bristol: Routledge. Lashley, C. Lincoln, G., 2003. Business development in licensed retailing. Oxford: Butterworth-Heinemann. McNaughton, D., Carlson, D. Dietz, C., 1992. Building strong management and responding to change. Washington: World Bank Publications. Nankervis, A., Compton, R. Morrissey, B., 2009. Effective Recruitment and Selection Practices. Sydney: CCH Australia Limited. Pynes, J., 2008. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. San Francisco: John Wiley and Sons. Roberts, G., 1997. Recruitment and Selection Process: A Competency Approach. London: CIPD Publishing. William, K., 2005. Positive Recruitment and Retention CMIOLP. Oxford: Elsevier Wilson, J. P., 2005. Human Resource Development: Learning Training for Individuals and Organizations. London: Kogan Page Publishers. This essay on Integrated strategic human resource management was written and submitted by user Kyron N. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Emperor Justin II - A Concise Biography

Emperor Justin II - A Concise Biography Justin was the nephew of the Emperor Justinian: the son of Justinians sister Vigilantia. As a member of the imperial family, he received a thorough education and enjoyed considerable benefits not available to lesser citizens of the Eastern Roman Empire. His powerful position may be why he was possessed of extreme self-confidence that could be, and often was, viewed as arrogance. Justins Rise to the Throne Justinian had no children of his own, and so it was expected that one of the sons and grandsons of the emperors siblings would inherit the crown. Justin, like several of his cousins, had a bevy of supporters both within and without the palace milieu. By the time Justinian neared the end of his life only one other contender had any real chance of succeeding the emperor: the son of Justins cousin Germanus, also named Justin. This other Justin, a man of considerable military ability, is considered by some historians to have been a better candidate for the position of ruler. Unfortunately for him, the emperors nostalgic remembrance of his late wife Theodora may have harmed his chances. The emperor is well known to have relied heavily on his wifes guidance, and Theodoras influence can be clearly seen in some of the laws Justinian passed. It is possible that her personal dislike of Germanus prevented her husband from forming any serious attachment to Germanus children, Justin included. Furthermore, the future emperor Justin II was married to Theodoras niece Sophia. Therefore, it is likely Justinian had warmer feelings for the man who would succeed him. And, indeed, the emperor named his nephew Justin to the office of cura palatii. This office had usually been held by an individual with the rank of spectabilis, who saw to the general daily business matters at the palace, but after Justin was nominated, the title was usually bestowed upon members of the imperial family or, occasionally, foreign princes. Furthermore, when Justinian died, the other Justin was guarding the Danube frontier in his role as Master of the Soldiers in Illyricum. The future emperor was in Constantinople, ready to take advantage of any opportunity.   That opportunity came with Justinians unexpected death. Justin IIs Coronation Justinian may have been aware of his mortality, but he made no provision for a successor. He died suddenly on the night of November 14/15, 565, having never officially named who was to take up his crown. This did not stop Justins supporters from maneuvering him onto the throne. Though Justinian probably died in his sleep, the chamberlain Callinicus claimed that the emperor had designated the son of Vigilantia as his heir with his dying breath.   In the early morning hours of November 15, the chamberlain and a group of senators who had been wakened from their slumber rushed to Justins palace, where they were met by Justin and his mother. Callinicus related the emperors dying wish and, though he made a show of reluctance, Justin quickly assented to the request of the senators to take up the crown. Escorted by the senators, Justin and Sophia made their way to the Great Palace, where the Excubitors blocked the doors and the patriarch crowned Justin. Before the rest of the city even knew Justinian was dead, they had a new emperor. In the morning, Justin appeared in the imperial box at the Hippodrome, where he addressed the people. The next day he crowned his wife Augusta. And, in a matter of weeks, the other Justin was assassinated. Though most people of the day blamed Sophia, there seems no doubt that the new emperor himself was behind the murder. Justin then set about working to gain the support of the populace. Justin IIs Domestic Policies Justinian had left the empire in financial difficulty. Justin paid his predecessors debts, remitted overdue taxes, and cut back on expenditures. He also restored the consulship that had lapsed in 541. All this helped the local economy, which garnered Justin high marks from the nobility and general populace alike.   But things were not all rosy in Constantinople. In the second year of Justins reign a conspiracy took place, possibly motivated by the political murder of the other Justin. The senators Aetherios and Addaios evidently plotted to poison the new emperor. Aetherios confessed, naming Addaeus as his accomplice, and both were executed. Things ran considerably smoother after that. Justin IIs Approach to Religion The Acacian Schism that had split the Church in the late fifth and early sixth centuries had not ended with an abolishment of the heretical philosophy that triggered the split. Monophysite churches had grown and become entrenched in the Eastern Roman Empire. Theodora had been a firm Monophysite, and as Justinian aged he had grown more and more inclined toward the heretical philosophy.   Initially, Justin showed a fairly liberal religious tolerance. He had Monophysite churchmen released from prison and allowed exiled bishops to come home. Justin apparently wanted to unite the disparate monophysite factions and, ultimately, reunite the heretical sect with the orthodox viewpoint (as expressed at the Council of Chalcedon). Unfortunately, every attempt he made to facilitate concord was met with refusal from intransigent Monophysite extremists. Eventually his tolerance turned to stubbornness of his own, and he instituted a policy of persecution that lasted as long as he was in control of the empire.   Justin IIs Foreign Relations Justinian had pursued a variety of methods to build, maintain and preserve Byzantine lands, and had managed to acquire territory in Italy and southern Europe that had been part of the old Roman Empire. Justin was determined to destroy the enemies of the empire and was unwilling to compromise. Not long after he achieved the throne he received emissaries from the Avars and refused them the subsidies his uncle had granted them. He then formed an alliance with the Western Turks of Central Asia, with whom he fought against the Avars and possibly the Persians, as well. Justins war with the Avars did not go well, and he was forced to grant them even greater tribute than they had initially been promised. The treaty Justin signed with them angered his Turkish allies, who turned on him and attacked Byzantine territory in the Crimea. Justin also invaded Persia as part of an alliance with Persian-controlled Armenia, but this too did not go well; the Persians not only beat back the Byzantine forces, they invaded Byzantine territory and captured several important cities. In November of 573, the city of Dara fell to the Persians, and at this point Justin went insane. The Madness of Emperor Justin II Beset by temporary fits of insanity, during which Justin evidently attempted to bite anyone who came near, the emperor could not help but be aware of his military failures. He evidently ordered organ music to be played constantly to soothe his fragile nerves. During one of his more lucid moments, his wife Sophia convinced him that he needed a colleague to take over his duties.   It was Sophia who chose Tiberius, a military leader whose reputation outshone the disasters of his times. Justin adopted him as his son and appointed him Caesar. The last four years of Justins life were spent in seclusion and relative tranquility, and upon his death he was succeeded as emperor by Tiberius. The text of this document is copyright  ©2013-2015 Melissa Snell. You may download or print this document for personal or school use, as long as the URL below is included. Permission is   not  granted to reproduce this document on another website. For publication permission,  please   contact  Melissa Snell.The URL for this document is:http://historymedren.about.com/od/jwho/fl/Emperor-Justin-II.htm

Autobiographical Essay Example | Topics and Well Written Essays - 1000 words - 2

Autobiographical - Essay Example Especially I liked listening to the story of Pocahontas and John Smith, as they had some connection with me and my sister. The Indians, whose chief was Powhatan, shared the land with the colonists, the leader of which was John Smith. Powhatan wanted to kill John as he was invading the land of the Native Americans. But his daughter Pocahontas, who saw in John Smith an intelligent person and a good leader , came to rescue him putting her head on his when her father Powhatan was trying to kill John. Powhatan let John Smith live. The Indians started to appreciate him and adopted him into their tribe (Colonial America). This was the story that gave birth to my sisters name; Pocahontas - after Powhatan’s daughter and my name; John- in the memory of John Smith. I live with my mother, Amanda; my father George; my sister Pocahontas and my uncle Patrick. My father is a doctor. He is a very important man in our region. He was at every home and in every family. He is present at every fune ral and birth. He is equal both to the schoolmaster and the innkeeper, and not much inferior to the minister. People appreciate and respect him very much. His is especially famous for his popular medicine, which consists of toads burned to a crisp and powdered, then taken in small doses for diseases of the blood (Elson). My uncle Patrick is a merchant. He takes cargoes of fish and cattle and the products of the forest and of the soil to the West Indies, to England, and to Spain, and brings in return molasses and the many articles of manufacture that we can not make at home. I used to help him. We usually made the furniture for