The relationship between recruitment and selection and organization performance

 

Over the years, there has been an upward trend in globalization where economies around the world are interlinking to promote foreign trade through connectivity and technological advances (Carnevale & Hatak, 2020). Therefore, organizations rely on their employees to gain a competitive advantage in the industry and market. According to (Collins, 2021), this is strongly related to the efficiency of an organization’s human resources and human resource management which includes tasks such as strategic recruiting, employee training, worker relations, employee satisfaction and many more. These practices or policies are set to improve work quality, engagement of employees and organizational efficiency (Khan & Abdullah, 2019).

Organizational performance according to (Anwar & Balcioglu, 2016)  is the degree of achievement of the mission at an organization that builds up an employee job. Organizational is challenging due to its many standards such as sustainability, profitability, and willingness to deal with the environmental changes. Profitability has been determined as the primary factor for organizational success, however, researchers over the years have determined factors such as efficiency and turnover are important as financial performance (Mousa & Othman, 2020). To meet organizational goals and achieve competitive advantage, organizations require high performing employees. Performance is associated with quality and quantity of the output, efficiency and effectiveness of the work and attendance to the job (Mathis & Jackson, 2001). Furthermore, according to (Gibson, 1990), performance can be measured by productivity, job satisfaction, turnover rates, and absenteeism.

Recruitment and selection of employees has a significant and direct impact on organizational performance, which can be enhanced and developed through staff training, and skills development. According to (Vlachos, 2008), there is a positive relationship among HRM practices (recruitment process, pre-selection, IQ test, etc.) that can help improve an organizations finances and organizational performance. A study conducted by (Yongmei, 2007) identified 13 HRM practices as possible factors contributing towards organizational performance. The study further revealed that HRM practices add a significant value to the organization and that these practices have a major impact on selection, training, compensation levels, skills, and abilities.

Recruitment and selection play a pivotal role in shaping an organizations effectiveness and performance. (Pilbeam & Corbridge, 2006) states that the “recruitment and selection of employees is fundamental to the functioning of an organization, and there are compelling reasons for getting it right. Improper selection decisions reduce organizational effectiveness, invalidate reward and development strategies, are frequently unfair on the individual-recruit and can be distressing for managers who have to deal with unsuitable employees.” According to (Anwar & Qadir, 2017), organizations are seeking to emulate their performance success rate by emulating organizational forms and practices. Recruitment and selection’s fundamental practices in an organization brings together existing positions applicable for suitable candidates for a possible future relationship (Rynes & Cable, 2003).

References

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Anwar, K. & Qadir, G. H., 2017. A Study of the Relationship between Work Engagement and Job Satisfaction in Private Companies in Kurdistan.. International Journal of Advanced Engineering, Management and Science, 3(12), pp. 239-944.

Carnevale, J. B. & Hatak, I., 2020. Employee adjustment and well-being in the era of COVID-19: Implications for Human Resource Management. Journal of Business Research , Volume 116, pp. 183-187.

Collins, C. J., 2021. Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management, 32(2), pp. 331-358.

Gibson, J. W., 1990. The supervisory challenge – principles and challenges. Ohio : Merrill Publishing .

Khan, S. & Abdullah, N. N., 2019. The impact of staff training and development on teachers’ productivity. Economics, Management and sustainability, 4(1).

Mathis, R. L. & Jackson, J. H., 2001. Human Resource Management. 9th ed. s.l.:s.n.

Mousa, S. K. & Othman, M., 2020. The impact of green human resource management practices on sustainable performance in healthcare organisations: A conceptual framework. Journal of Cleaner Production, Volume 243, pp. 118-595.

Pilbeam, S. & Corbridge, M., 2006. People Resourcing: Contemporary HRM in practice. s.l.:Financial Times/Prentice Hall,.

Rynes, S. L. & Cable, D. M., 2003. Recruitment research in the twenty‐first century. s.l.:John wiley Publication.

Vlachos, I., 2008. The Effect of Human Resource Practices on Organizational Performance: Evidence from Greece. The International Journal of Human Resource Management, 19(1).

Yongmei, L., 2007. The Impact of Human Resource Management Practices. s.l.:Business Horizon. Indiana University. .