Strategies for Recruiting Appropriate Employees in an Organization

Human Resource Management and Development Human beings hardly work and live in isolation because they are social beings who consciously and unconsciously develop, plan, and manage relations. These relations become the outcome of actions and greatly depend on the extent of individual's ability to manage actions. Knowledge and experience are acquired during an individual's development and helps in understanding others and responding to various life challenges and situation. Later on, we can carry this learning and understanding forward to our workplace and manage existing relations in that environment.

In this case, the Human Resource Management context comes in and revolves around core matters in the workplace especially on managing the relations existing. Question 1 Human Resource Management (HRM) is the activity carried out by the management of state-owned enterprises, commercial firms, and other organizations of all types and sizes to retain, recruit, and motivate their employees. In essence, HRM includes policies, plans, and programs adopted by organizations in making full use of human resources employed, which includes everything from selection through recruitment, training and appraisal strategies (Dessler 2007).

As such, a relationship is initiated between a firm and its employees. This may be influenced by the rules determining how current employees are treated, the policies on separation, and the circumstances of firing or releasing employees (Boxall & Purcell 2011). It being a multidisciplinary function of the organization, it draws ideas and theories from fields like economics, management, sociology and psychology. The complexity of social beings has led managers to look at the organization's basic components, which encompasses People, Structure, and Purpose for effective management.

Organizations seeking to diversify, grow, and be competitive must recruit qualified employees placed in appropriate positions. Besides, the employees must be managed effectively and trained so that they can be committed to the desired organization. The functions of HRM in order of functionality are training and development, selection and recruiting, quality and productivity, succession planning, job satisfaction, compensation, globalization, and diversity. HRM maximizes the contributions from employees to achieve optimal productivity and effectiveness.

Simultaneously, HRM aims at attaining objectives on an individual level (like having a challenging job and obtaining recognition), and societal objectives that include legal compliance and the demonstration of social responsibility. Human Resource Development (HRD) is a process entailing the development and unleashing of human knowledge through training, development, and organization development for the sole purpose of improving organization's performance (Swanson 2007).

Therefore, HRD is a set of systematic and planned activities designed to provide members of an organization learning opportunities with essential skills in meeting current and future demands of the job. As such, it looks at expanding employees' knowledge, satisfaction, and productivity while working as a group and not individually (Jacobs and Park 2009, p. 134). This study gives an overview of the problems faced in the case study and discusses those that are in the remit of HR manager to resolve.

It looks the problems that the HR personnel influence and those he cannot. Besides, we look critically at the internal and external factors influencing the organization to understand the contributions of HRM and HRD in organizations. The solutions to presented problems will be given to show how HRM personnel contribute to the smooth running of operations in a given organization by implementing HRD. In the conclusions, recommendations will be given to show how important organizational strategies and interventions are when it concerns influencing change in the organization.

Several issues and problems arose in Highlands Ltd. The most challenging one related to the inability of the organization to have untrained managerial personnel. This was evident at the beginning where the Director, Frank Rose was unable to devote his time to the business yet he had loans to pay. The other management personnel who came in as a hiring Supervisor, Judith Harling, had no expertise on the duties she was given to manage. The younger full-time machinists, Maria, who worked under Judith also, had no expertise.

Judith was temperamental but excellent in operating machines. Her Supervisory skills were not effective as she assumed too much and was quick to demonstrate new work methods. In contrast, towards learners Maria was sympathetic hence was used in training new machinists. The lack of clear job description for Judith and Maria saw Maria working in areas outside her job description. This shows that the supervisors lacked knowledge about their job.

Most of the employees hired had wrongful intentions of getting high piecework wages, and this strategy led to the increase in departmental problems and issues. The Company's philosophy did not stipulate clearly the secondary objectives of Highlands Ltd. even though it was easy to identify the key elements. As such, when it came to interpreting the philosophy of the Company, underlying differences arose amongst members of the organization including management personnel.

The continual reaffirmation of the philosophy saw the attraction of many people to the Company, and many more contradictions arose in the process. In the event of all the problems facing the Company, a new Director of cutting department called David Gosnold joined the organization and his intentions were to find self-expression because he saw the potential for his growth in the organization. However, David had simple designs that were functional.

However, but arguments often ensued in his department and resulted in conflicts because he was not an expert in the cutting department. The other problem that ensued in the organization is the absence of Andrew Robertson due to illness yet he is the management. Within the factory, his absence created a void that brought anxiety and uncertainty. The other management personnel, Mrs. Robertson, gave an impression of an individual hungry for power. Besides, she enjoyed being recognized as The Director of The Chief Accountant as she was boastful and presumptuous.

Her attempts to delegate were not standardized, and the jobs she often performed did not suit her profession, skills, and expertise. It came to a point where Mrs. Robertson was given the task to estimate the time that was taken to complete a garment, but she failed. Rather, she decided to calculate, as she was good with numbers. However, the calculations she gave did not reflect the job content thereby causing arguments within the organization. Problems that ensued related to; i. The drifting rates ii.

There was development of wage differentials iii. Earnings contrasted and this created problems with equitable work distribution iv. Operatives' differentials such as payments methods v. Rate reluctance The other problem that arose in the organization regarded indirect workers who were not motivated. Besides, workers in the organization, complained of poor pays, and this reflected in the productivity of the organization and its efficiency.

The girls had to devise ways of surviving in the organization and so, they complained of the inspection process of the garment, which was done at later stages. Therefore, in the bid to gain more earnings the girls rushed to obtain maximum earnings. The other problem is that the schedules in the organization are not implemented. As such, girls can be moved at any time from piecework to day work: this was unfair.

In such instances, Supervisors attempted to balance earnings for their employees by issuing work fairly though it did not work. Hence, jealousies among the workers became rife. Lastly, Supervisors engaged in favoritism in the organization, which resulted in more problems and issues within the organization. Question 2 The problems stipulated above that relate to HRM activities include poor pay of workers that needs the intervention of unions or labor relations.

Besides, compensation and benefits for employees is their field, and the HRM will look at giving fair treatment to those who were not paid their dues. As such, the girls who were not given work fairly need compensation of their time. The other area is in the designing of the organizing and job that gives reference to the schedules not implemented by Supervisors. Selection and Staffing are also essential activities of the HRM department; they will need to streamline the whole Highland Ltd.

In essence, restructuring of the organization would reduce the number of conflicts and arguments that arise in the organization. The other aspect related to the activities of HRM relates to employee assistance where they will help the girls identify their area of specialization and draft a proper and working schedule for the Company. Personnel research and information systems are also vital for this case study, and the HRM needs to look into workers aspirations, expectations, and behavior.

Globalization has affected the economy due to increased competition because of advanced technology that affects productivity and methods of production in the organization (Jacobs and Park 2009). The problems that can be influenced by HRM regard the untrained management personnel. Moreover, the informal relationships in the organization are also in HRM's influence. Philosophy of the Company is also something the HRM personnel can influence in bringing a positive link between employees and employers in their understanding of the theory. Training is in the capacity of HRM personnel.

Therefore, supervisors can be trained to create a positive environment in the organization and look for meeting the goals and objectives of the organization together as a team and not as individuals. It is apparent that the organization needs to educate the staff about their rights. Therefore, labor unions must be formed to help present the grievances employees face in the organization. Issues and conflicts can be solved using labor unions because they enhance peace and productivity by creating a favorable bargaining agreement.

Compensations of the Company need to be fixed scientifically in meeting fairness. It can be achieved through refining and developing the system of compensation. The pay variable programs that can be applied by the organization include incentives like promotion within the team, rewards, balancing team, recognition and individual rewards. Favoritism in the workplace minimized through the promotion of equality (Swanson 2007). Regarding designing the organization and job, HRM lays down structures, relationships, authorities and responsibilities in the organization.

Additionally, they will define work contents for each of the position present in the organization through the application of "job description" approach. Job specification is also vital as it identifies a person's attributes regarding suitability for a given position or work in the organization. Through organizational development, "Synergetic effect" is generated where interpersonal and inter-group relations within the organization are healthy. The areas where HR managers have no influence regard Mrs. Robertson's inability to estimate time for completing garments.

In addition, her inability to reflect job content is not something the HR managers can deal with as professionals. Small overheads of the company are also details handled by the top management personnel that includes Company directors. Mr. Andrew's absence is also not in line with HRM's responsibility, and therefore, they have no influence on decisions made by top management personnel on the individuals they pick to sit-in for the CEO. On employee development, compensation plays a vital role in providing important motivating incentives to employees.

Hence, accords them higher levels of job performance to higher paying jobs within the organization. Benefits also include legal requirements plus being more responsive to concerns that promote a healthy workplace and safety along plans for recovery and disaster (Werner and DeSimone 2012). These compensations and benefits result in healthy working environments because peace is restored and maintained at all times. Workers in the organization must ensure that peace is maintained in the organization and sharing of ideas amongst themselves is encouraged.

Through this, employees share experiences and learn from each other's past mistakes: this reduces the tendency of the mistakes reoccurring. Question Three Research indicates that the relationship between HRM and HRD functions is that of 'a human resource wheel.' The wheel of HR identified three primary functions of HRD (Ketter 2006, p. 78): Organization development, Training and development (T&D), and Career development. T&D is all about improving employees' skills, knowledge and attitudes for short-term to meet specific tasks or job.

Training entails employee orientation, coaching, training of technical and skills factors. Development looks at preparing for the responsibilities of the future while increasing performance capacity at current job. It entails supervisor development and management training: HRD will come in handy for Highland's Supervisory and management. The development and training accorded to Mrs. Robertson, and Judith will help in changing the current situation. As such, the organization will change and become competitive. Organizational development looks at improving the effectiveness of the organization and the well-being of its members.

By applying behavioral science, the organization will attain organizational development and will focus on both macro- and micro-levels. Therefore, we can say that HRD plays the critical role of becoming a change management officer, which leads to increased productivity in the organization and or business (Jacobs and Park 2009). Career development to HRD looks at the progress of its individuals through a series of changes. This is repeated until the organization achieves its maximum personal achievement regarding career planning for its employees and career management.

These aspects play a vital role in increasing an organization's performance and productivity (Swanson 2007). The function of HRD has strategic roles that help an organization to gain the core competency management and includes: Developing core competencies, Engaging in strategic planning, Protecting employees. The first thing required of HRD personnel is their contribution to ideas, information and recommendations to the formulation of strategies. Besides, they need to ensure that the organization's HRD strategy is consistent with the overall strategy (Werner and DeSimone 2012, p. 15).

In essence, HRD's strategic role is to provide training programs and education to support effective management in a strategic way. By so doing, managers in the organization will gain global perspectives essential in managing today's highly competitive environment. HRD professionals also ensure that training efforts are linked to organization's goals and strategies. Viability and organization's financial success are aspects that HRD needs to demonstrate. When implementing HRD programs, supervisors play essential roles in coaching, orientation, career development and training.

Therefore, HR managers ensure that their supervisors are competent in performing their duties to work together with HRD programs in meeting training and development needs needed by their employees and employers (Werner and DeSimone 2012). The key role of HRD professionals is learning strategist, project manager, business partner, and a professional specialist. The involvement of learning strategist is in the high level of decision making in the organization pertaining HRD initiatives and modalities of evaluation and implementation.

The business partners team up with managers and stakeholders in the organization who determine how the initiatives of HRD are implemented and evaluated. Project managers are involved in the day-to-day funding, planning and monitoring of the initiatives of HRD. Moreover, the professional specialist adds his knowledge and skills to particular areas including developing, designing, and evaluating the HRD initiatives (Werner and DeSimone 2012). It is evident that HRD's roles keep changing depending on the job titles and description.

HRD is a strategic advisor where he/she consults strategic decision-makers, which directly affect organizational articulation of.