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The employment function within organizations, focusing on the role of human resources (hr) in attracting, recruiting, and selecting suitable candidates for vacant positions. The importance of hr in determining an organization's general performance by employing qualified individuals. It also highlights the collaboration between the employment function and other hr functions, such as planning and development, to achieve organizational goals and create a supportive work environment.
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Employment as a Function of Human Resources Rasmussen University B433/MAN4320 Section 01 Human Resource Recruitment and Selection Employment as a Function of Human Resources Human Resource plays several roles within organizations, and among all of the roles, the employment function is one of the most essential. HR's role is to ensure that suitable candidates are hired to fill vacant positions within the organization. HR must first gather what skills and personalities their candidates must possess, how they will attract such candidates, and their salaries. This process is all about employing qualified people in the job market and promoting current employees into different positions within the company (Navío-Marco, Solórzano-García, & Palencia-González, 2019). The HR department is highly involved in choosing the kind of individuals employed within the company. A critical component of the employment function includes attracting candidates, which is commonly completed by creating suitable advertisements on several job sites. HR must also deal with recruiting candidates; by conducting specific procedures to attract suitable individuals for specific roles within the organization. The employment function also provides adequate training to teach various skills employees may need to perform competently. Salary is also another significant component, and the HR managers must understand how to balance the workload designated to the employees and their salaries (Navío-Marco, Solórzano-García, & Palencia-González, 2019). The employment function collaborates with other HR functions. For example, HR cooperates in the planning and development processes of the organization. This role essentially focuses on ensuring that the company's goals are achieved. In accomplishing the desired
objectives, the HR management team ensures effective measures are put in place to employ individuals who perform well and improve the organization's performance and meet its goals. It is also the role of HR to ensure that there is a supportive environment for the adequate performance of all employees. HR must also discover ways of encouraging their employees to remain engaged throughout the workday. I think recruitment and selection is an essential component of HR because it determines the organization's general performance. Most organizations perform well because they have solid and dependable employees (Bean-Mellinger, 2020); if Human Resource employs individuals by selecting unqualified candidates, the entire company may fail. The employment process is vital because employees tend to understand their job responsibilities, environment, and payments; therefore, employment is essential because it forms the basis of the firm's general performance. Generally, the employment function is vital to the organization and society because it contributes to economic growth since employees obtain wages and pay taxes. Moreover, using efficient strategies also benefits the organization because it improves the employment of more qualified employees who help enhance its productivity (Reilly & Williams 2016). Finally, HR management must focus on exciting the best candidates and work on creating more employment opportunities. References Bean-Mellinger, B. (July 13, 2020). Why Is Dependability Important for a Person to Have in the Workplace? https://smallbusiness.chron.com/dependability-important-person- workplace-15463.html
Navío-Marco, J., Solórzano-García, M., & Palencia-González, F. (2019). Human resource management as key pillar of company strategy: Analysis of the line managers’ perception. Journal of Management & Organization, 25 (2), 175-