People Resourcing Essay

Custom Student Mr. Teacher ENG 1001-04 23 October 2016

People Resourcing

Human resource department is one of the crucial departments within the organizations. It deals with employing of new workers as well as taking care of their general welfare. This is a critical department because an organization cannot function without employees. If the employees selected are not compliant enough, the organization will move at a slower pace, Thompson (2000 pp 30-35). The human resource department ensures that the kind of workers assigned for a job are qualified enough to handle it. The department is also concerned with all issues pertaining to remuneration of employees and their well-being.

Before assigning any new employee to work in the organization, he or she has to pass through the human resource department that screens documents for viability and the candidate tested for competence. Any mistake made in this department can adversely affect the operations of the organization. Considering the case at the co-operative chemical co, the main objective of its establishment was to promote unity and corporation among workers. The target of its operation is that the workers may work in an environment that is conducive, Schuler (2000 pp 239-260).

The company went a head to implement measures that will ensure it reaches those targets. True to its desires, the organization succeeded in its operations and. for a hundred years, it earned a reputation as an employer of choice. It has been using employment criteria that benefited people of all nature without discrimination. Since its inception, the human resource department has been careful to follow these employment criteria without any interference by other directors. This has continued to earn it a reputation that has made it grow strategically.

Many more people have also desired to join the company considering the wait lists for vacant positions. The long serving human resource manager is however going through one of his challenging moments due the hiring of a new director. O’Brien, who is in charge of social responsibilities and human resources, has already made some changes to the department and she is determined to make others. She has not taken time to know about the objectives that the organization is based on neither is she willing to understand how nor why the organization operates the way, it does.

She feels that the human resource should be more sophisticated in the way it handles things. She has taken complete control in managing the affairs of the company and making changes that seems appropriate to her not considering her unfamiliarity with the organization. Maggie O’Brien could be relying on her academic qualifications and experience to implement changes and not considering where the company has come from. She should understand that the company has earned its reputation because the objectives of its establishment bore fruit, Mayo (2001 pp 19-23).

The changes she wants to make in the organization are the key areas that the company’s fame and prestige lay. Implementing such changes will mean completely changing the objectives of its operations and thus making it work in another line that nobody may be able to explain. O’Brien feels that since the company leads as an employer of choice, making crucial changes in the area will improve its reputation further. The weaknesses she seems to see in the HR are the strengths that have enabled the organization to soar higher. O’Brien is about to make changes on the way the department recruits and award employees.

Psychometric tests and performance review will replace the fair and considerate measures that the organization employed in recruiting and awarding workers. This is absolutely contrary to the companies objectives and any long serving human resource manager cannot accept it. The human resource manager in this case has to design a report that will be able to evaluate between new system about to take place in the organization and how it will adversely affect the operational objectives of the company. The use of psychometric tests for both selection and promotion decisions

Another name for psychometric test is psychological tests. In this kind of testing, the interviewer uses standardized measures to gain response from the interviewee that will compare to other similar candidates, Simpson (2003 pp 22-25). Merit and comparison of candidates’ precedes selection of employees in psychometric test. Candidates that have best qualifications and job experience gets the job not considering other factors. Elimination kind of procedure applied by many organizations may guarantee their efforts to have the most competent labor for quality performance. Advantages

This kind of procedure has been preferred because it ensures that the right person gets a certain job. It avoids the possibility of the human resource in putting a wrong person in a certain position, which has been the reason for failure by some companies. The kind of procedure used to assess candidates is critical and ensures the identification of a person with a counterfeit CV by their inability to answer questions appropriately. It ensures selection of qualified staff that makes the organization to minimize on expenses used in training workers Reddington (2005 pp 30-36).

It also ensures that every candidate enjoys the fruit of their labor. By selecting employees on merit, the company makes sure that only those with best credentials get the job. This kind of assessment focuses on both academic achievements and the ability of the person to perform a certain task. Disadvantages Despite its selection skill that aims at selecting a small group of individuals, psychometric tests use measures that eliminate candidates by their credentials. Elimination of candidates who are suitable for the job yet lack necessary papers without having a chance to display their prowess may affect the organization.

Ability to perform a certain task measured on a candidate’s qualification, rather than their practical ability to perform the task is misleading, Marchington (2005 pp 50-55). A person who bears a commendable CV is not necessarily qualified for a job, after all many people seeking employment have discovered the secret of psychometric tests and include information that may not be true. When a company relies on such kind of procedure, it may end up leaving out competent people that would have ensured growth of the company.

Psychometric testing does not consider socio economic reasons that made some candidates not o attain required qualification. There is an assumption that all candidates had the ability to attain certain kind of qualifications and experience. The organization therefore uses elimination as a way of punishing them for not qualifying. It is not a balanced way of awarding candidates considering diversity that exists in the community. Some competent persons fail to achieve certain targets due to unavoidable circumstances such as sicknesses, accidents and poverty.

Leaving out such people shows how inconsiderate the organization is in its selections. Performance review scheme Performance review is a criterion used to award employees especially those seeking promotions to review their previous performance in order for them to qualify. Employees considered for such rewards continuously record a high performance record compared to other candidates seeking the same. The performance criterion bases on the candidates’ attendance register, how regular he or she has been reporting to work and the time of their arrival, determines their reward.

They also consider, the amount and quality of work they have been doing, whether there is an improvement or a decline. The employees that will have a positive record of such factors are the ones that count when awarding promotions. Advantages This kind of selection ensures that the best candidate gets the job. It is also a motivational form of selection that will make the employees to maintain a high performance standard with the hope of getting rewards through such reviews. It prevents the idle and lazy workers from enjoying equal opportunities with the hardworking ones.

Through such reviews, the company is able to gauge on the labor that is improving the company’s performance and that which is slowing down the organizations progress. Specialization is also encouraged through this criterion; a person will only perform a task that is per his or her qualifications. Dealing with individuals is likely to promote growth in the organization as the organization eliminates the underperforming and replace them with others Disadvantages The employees that are involved in departments that are demanding may be only ones likely to benefit from such reviews.

Abandonment of those that did not record a high performance rate due to some reasons like sicknesses and personal issues, despite their willingness to perform, wont be fair Armstrong (2003 pp 44-50). Those with other responsibilities will have to either neglect them or concentrate on the work of the organization to get rewards. Some review criteria based on quantity rather than quality may mean that the workers that have continuously reported earliest for work on a regular basis receive such rewards even when they did little work.

On the other hand, workers that were not able to reach on time probably due to their geographical locations or other reasons but do a quality work may be discriminated by such a criterion. General view in relation to the organization With implementation of above criteria in the organization as desired by the new human resource director, objectives of the organization to serve the community fairly will be defeated. Formation of the organization was with objectives of assisting the community where it is located by providing them with job opportunities to uplift their lifestyles.

In selecting current employees, the organization sought to incorporate people of different types and motivated them to work together. By using such a criterion, there is balance in the organization where people with different ideas have come together to produce a strong labour. By looking at individuals, based on their performance in order to reward them will paralyze the corporate movement that the organization cherishes. Unity among workers is something that the organization values and thus implementing such procedures may subsequently make the organization to lose its image.

Most workers who are compliant and familiar with operations of the organization will make way for others that may seem qualified yet lack the skills of running such kind of organization. The organization has aimed at working towards fulfilling the needs of its workers by ensuring that they balance between their work and life, this has been important in ensuring that other activities like family are not neglected. Workers have therefore been able to work with ease, not feeling overburdened with their work.

This has also promoted discipline among workers who have never taken for granted the privileges accorded to them, they have instead used them as an opportunity to work even harder, not loose their opportunities in the organization Bramham (1997 pp 40-45). New employment strategies would only be necessary if there were cases of indiscipline or malpractice in the organization. Even though Maggie O’Brien feels the organization will serve better by introducing those policies, it will completely be against the ethics of the organization.

Such abrupt changes especially brought by a new director who has no clear understanding of the organization may make workers who have been enjoying their work environment to respond with a resistant that may work against operations of the organization. Workers may feel intimidated by new laws that will affect their togetherness, even though most of them will retain their jobs, they will miss the unity they have been working in, Watson (2002 pp 583-504). Corporative form of working observed by the organization allows sharing of ideas, which improves the general working of the company.

Introducing assessment criteria to review performance of the organization, will promote individualism, an employer will be more concerned of working harder to improve his record rather than working with other employees to ensure the overall growth of the organization. Co-operation among workers also allows the sharing of ideas among different departments. The employees come together endowed with different skills and abilities; this can only be shared when they are allowed to work together.

It is a way through which the organization understands that there is no employee who is better than the others, what may cause difference in their performance is a disparity in their strengths and weaknesses. When all these factors join, a certain weakness from one employee will be covered by another one with such ability. This is what has fostered growth of the organization. There is a sense of brother hood created through co-operation where no worker is discriminated for lack of ability. According to Wyper (2000 pp 720-727), the use of psychometric tests and performance reviews will draw discrimination lines among employees.

This is what the organization has avoided since its inception. The organization puts interests of workers before its operations with an understanding that when they are comfortable, work will be effective. Dividing workers as most performing and most qualified will make some feel more superior to the others. The ‘superior’ ones will look down on their counterparts who will feel intimidated and thus killing their working morale. When such groups function in the organization, it will achieve little; the work they did cooperatively may not accomplish it on time due to the few individuals that may do it.

The community that the company has supported for long may feel left out by such a criterion, the company will start employing workers from outside that it feels are more qualified and experienced. This will make the organization to change its policy of supporting the community. Maggie O’Brien may be relying on his experience in a multinational pharmaceutical company to make changes in the co-operative chemical company not understanding that these are two different organizations formed with different objectives.

What may have worked for the organization that she was previously in may not necessarily work for the current organization. Rather than bringing unneeded change, she should adapt to new changes and work as per the organizations objectives. In as much as she has the ability to impose the changes in the organization, she may not have individuals that will support her, this may in turn make her use the authority at her disposal to bring in new employees that will support her, this will mark the begin of organizations failure.

This is a clear picture of what happens to most organizations with introduction of new management. The organization may rely on the credentials of such a person and their experience in a top company to hire them. When they come in, they start noticing strange practices, instead of them taking time to understand such practices and adapt to them; they decide to change them simply to fit their desires. They cause confusion especially to the workers that have been in the organization for some time.

Any resistance towards their changes will cost the workers their positions. They therefore have to submit or quit, which is a tough decision to make all together. In such a situation, the management that has been in the organization for some time should cooperate with other staff members and resist harassment before it turns out to be a dictatorship kind of leadership. They are the ones to maintain the dignity and image the organization has had for long.

REFERENCES Armstrong, M 2003, ‘A handbook of human resource management practice’ Kogan Page Publishers pp44-50 Bramham, J 1997, ‘Benchmarking for people managers’, CIPD Publishing pp 40-44 Marchington, M 2005, ‘Human resource management at work’, CIPD Publishing, pp 50-55 Mayo, A 2001 ‘The human value of the enterprise’ Nicholas Brealey Publishing pp 19-23 Reddington, M 2005 ‘Transforming HR’, Butterworth-Heinemann pp 30-36

Schuler, S 2000 ‘The internationalization of human resource management’ Rutgers University pp 239-260 Simpson, L 2003, ‘Community capacity building’, Oxford University Press pp 22-25 Thompson, J 2000, ‘Social entrepreneurship – a new look at the people and the potential’ MCB UP pp 30-35 Watson, T 2002, ‘Journal of Management Studies’, Blackwell Publishing Pages 483 -504 Wyper, B 2000 ‘Deployment of Six Sigma methodology in Human Resource function’ Total Quality Management & Business Excellence Pages 720 – 727

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  • Date: 23 October 2016

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