Management Term Paper on Organisational Behaviour and HRM (Term Paper Sample)

Organizational Behaviour and Human Resource Management
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Table of Contents TOC \o "1-3" \h \z \u 1.0Introduction PAGEREF _Toc492648069 \h 32.0 Research problem PAGEREF _Toc492648070 \h 33.0 Literature on Organizational Behaviour and Human Resource Management PAGEREF _Toc492648071 \h 44.0 Discussion of DNT Case PAGEREF _Toc492648072 \h 75.0 Conclusion and Recommendations PAGEREF _Toc492648073 \h 12References PAGEREF _Toc492648074 \h 14
1 Introduction
Success of any organization depends on its ability to align human resources to organizational strategy. Through creating different structures, groups of people work together to achieve the overall goal. Ekene (2013) argues that human resource management has been changing slowly over the years to become a strategic and integrated approach concerned with managing resources and actualizing organizational goals. This defines organizational behaviour and human resource management as a way of putting in place different factors that can create an environment and at the same increase output. Scholars of human resource management and organizational behaviour have analyzed both organizational and individual related factors that have an impact on the achievements of the organization (Cania, 2014). Research indicates that organizations that are performing well in the global market are leaders in organizational behaviour and human resource management. This is because employees play a critical role in meeting organizational goals and organizational strategy.
2.0 Research problem
Studies in both human resource management and organizational behaviour have indicated that one way of creating a stable and strategically aligned process is through proper recruitment process and recruitment from within. Bibi, Pangil & Johari (2016) argue that recruitment and selection of employees focus on balancing between employee concerns and organizational concerns to hire individuals that strategically fit in the organization. Graduate recruitment has been used by many organizations as a way of tapping young and energetic talent that can be relied in future. Different organizations will have different stages of recruitment and selection through which potential applicants go through to be accepted as employees CITATION War15 \l 1033 (Burke & Noumair, 2015). These strategies will focus on different elements that are analyzed to determine employee abilities and the benefits that they bring to the organization. Through graduate recruitment, promotion from within and reduced employee turnover, organizations are able to build strong teams for the future. DNT industries Inc has employed several human resource management strategies as a way of improving organizational effectiveness and employee performance. This essay highlights key issues in graduate recruitment from the employer’s perspective through study of relevant literature, identifying key challenges and suggesting recommendations that can be applied in the case.
3.0 Literature on Organizational Behaviour and Human Resource Management
Human resource alignment entails integrating organizational decision making with organizational goals. The relationship between organizational behaviour and human resource management has been based on the fact that the latter can be used to the former. Aslan, Kocabacak, & Guiven (2013) argue that human resource practices employed in any organization create psychological links between organizational and employee goals. Every employee who is recruited has a set of expectations that they intend to fulfil and at the same time benefit from the organization. Human resource managers need to ensure that the link between employee and organizational goals is fostered to improve performance CITATION Mic14 \l 1033 (Armstrong & Tyalor, 2014). Many organizations have graduate recruitment programs that are used to tap young talent from the job market and bring such skills to the company. During recruitment, young applicants go through a vetting process that will vary from one organization to another. This ensures that the best brains and the ones that can be aligned with the strategic goals of the organization are picked. Recruitment is always an expensive process and thus the right candidates have to be picked at the initial stage of development.
Employee recruitment is a core function of human resource management that attracts, selects and appoints suitable candidates for various jobs within the organization. Every employer will seek to recruit employees that they can easily retain rather than the ones that will increase turnover CITATION Ats13 \l 1033 (Yashiro, 2013). There are several approaches in recruitment that entail both internal and external strategies. Internal recruitment processes focus on selecting of employees from the existing workforce through promotion or other forms of career development. Several theories have been advanced to help understand the process of recruitment. Grounded theoriests base their arguments open approaches that allow participants to speak freely as a way of justifying their abilities. Through allowing applicants to freely interact with the interviewer, Long (2012) suggests that a proffesional relationship is established between the interviewer and the applicant that focuses on the reasons for applying the job. Through personal face to face interviews, grounded theoriests suggest that adequate information is collected on potential employees before they are recruited into the organization.
Attribution theoriests suggest that the employer needs to predict an applicant’s future success based on the available recruitment process used in the organization. Long (2012) adds that through using several instruments like resumes, biographies and application letters, key information is gathered from the potential applicant to determine their expectations and how they can be be aligned with the organizational strategy. Therefore, attribution theories focus on behaviour that is attributed to certain situational factors that may relate to the organization. Attribution relates to the applicant and the employer abilities to identify the needs of each other and find a way to compliment such needs.
Other aspects of employee recruitment focus on promotion from within as a way of developing a stable human resource personnel. This is attributed to the Japanese employment system that focus on skill formation CITATION Ats13 \l 1033 (Yashiro, 2013). According to Bibi, Pangil, & Johari, (2016) employee retention is a precious asset that every organization seeks to achieve. This is a competitive advantage that firms have over others, since the cost of recruitment are higher than promoting from within. Promotion and retention is a way of motivating employees by promising them a future of career development from within. Bibi, Pangil & Johari (2016) state that job embeddedness is one of the strategies utilised through a combination of forces that make it easy to retain employees. Job embeddedness theory is based on the fact that there are non-affective behaviours that play a critical role in employee retention. Reduced turnovers within an organization are based on employee motivation factors that satisfy their needs.
Employee motivation is based on several factors that are both intrinsic and extrinsic. Every employee has personal needs that need to be met by the organization at every point of their career. When such needs are not met, employees turnover increases. In his hierarchy of needs, Bibi, Pangil, & Johari (2016) state that Maslow proposed a set of needs that every human being aspires to meet at every stage in their life. As employees stay in the organization, their needs and expectations keep increasing as they move up the ladder. Job security is one of the critical factors that affect employee turnover. Employees whose jobs are secure have lower turnover rates as compared to others CITATION Asi12 \l 1033 (Gul, Akbar, & Jan, 2012). On the other hand, promotions will increase the position or status of the employee which will come with other benefits attached to it.
There is a close relationship between human resource and organizational strategy when it comes to organizational development. Every organization seeks to ensure that its employees are aligned with its organizational strategy to achieve a strategic fit within the organization CITATION War15 \l 1033 (Burke & Noumair, 2015). However, sometimes there may be need for organizational change to achieve new strategies that are set. Employee recognition has been widely used as an effective tool for organizational change and development. Through describing the roles of each employee, key areas can easily be changed in the organization to align them to specific needs of the organization. Since the business environment is dynamic and unpredictable, organizations need to align themselves towards new changes that may be planned or spontaneous.
This literature reveals that there is a close relationship between organizational behaviour and human resource management. Organizational behaviour focuses on human behaviour and the settings in which they operate in while human resource management focusses on effective and efficient management of available personnel within the organization. From the job analysis stage to recruitment and selections, human resource management ensures that the right employees are given the right jobs. These employees have to be aligned with the organizational goals and objectives and ensure that every aspect of their work revolves around organizational strategy. Different strategies like promotion from within may be employed to achieve organizational and employee development. This leads to accrued benefits like higher performance, reduced turnover, job security and motivated employees.
4.0 Discussion of DNT Cas...