The managing human resources relatively perform and organize employees in an organization. Since businesses might have unlimited resources, managers have the responsibility of planning and assigning resources concerning the budgets available. They distribute workloads and train employees for best results on the projects available. Also, they organize their timetables for the betterment and management of time. They provide direction to the employees to accomplish the visions and goals in the institution. They are the leaders hence they control the processes and every situation to properly manage the teams and create opportunities for the bigger picture in the organization (Harley, 2001). They develop and determine the choices best suited to the employees. They provide motivation and contribute a better environment for the employees to perform at higher levels.
Successful businesses have managers that build frameworks with clear, measurable goals and opportunities. Both formal and informal relationships offer greater feedbacks (McCarthy, 2017). Setting and treating people fairly by giving them sound working ethics empowers substantial resources in the organization. Institutions with good staff management provide excellent customer services. They listen and give first priorities to the customers hence more success stories. Employees progressively improve in their work pathways for the success of the management. Human resource managers in any organization contribute and integrate talent management for strategic company values. All departments get huge benefits regarding administration and staffing in the external and background affirmative actions. This changes the dealings and performance management and development of organization’s goals and objectives. The process has increasingly outsourced and added value to business ways and programs (Cocu?ová, 2011). In the modern business environment, managing human resource contributes effectively to businesses by offering solutions and balancing stakeholder expectations. The idea of human resource management cannot be under-estimated by organizations today as they will face challenges in recruiting employees and the level of competence capability will massively drop (Bissessar, 2009). These challenges that Public Service companies best illustrate the encounters an organization face.
The success of any organization is maintained when it acquires and maintains a high class of employees. Due to high competition in the job market, managers in human resource department need to have good decisions when recruiting to avert adverse long-term effects in the companies. Poor performance in development impacts negative turnover on service delivery of the workers. This will lead to a firm to lose its objectiveness and share market competition. Recruitment identifies the needs of an organization to employ persons for specific posts available in the company (Stichler, 2005). The selection process for candidates to fill the positions is done both internally and externally by following the due processes suitable to the business objectives.
A public services sector is a public organization that utilizes public programs but privately owned and regulated by government policies and laws (Reilly, 2013). They include government agencies which are non-profitable, and government taxes fund them. Usually, the Public Service firms operate mostly as monopolies in business management around different environments. They do not worry mostly about the increasing competition in labor market as they emphasize on public approaches for services and consumer demands (West, & Blackman, 2015). The under qualified employee situations have created challenges of low production of goods and services to the public. Due to these changes in business environments, the Public Service companies have provided strategies to deal with recruitment processes so as to deliver quality services. Lucky enlistment of staff eliminates any future challenges in employment. This is done within and outside the organization by seeking minimum qualifications and skills. The recruitment process in the firm is done by the human resource managers of the company but face challenges in both the internal and external ways of employment (McEntee, 2006). Domestic work entails filling posts in the firm using the insiders while the external recruitment occurs when an outside talent is brought to provide experience and ideas to the business.
The industry can train individuals for a shorter time frame because the employee is an insider and fits in the organization. There is no interruption to the staffs’ incentives. The recruitment process, however, faces serious challenges that when not handled well, hence the industry may collapse (Zheng, Chen, Peng, & Zhang, 2012). These difficulties include factors in labor demand or supply, organizational demography and the strategies of employment. On labor market factor, it is always difficult on the part of human resource managers to find the right candidates inside the institution hence most of the time; the recruiters resolve to appoint people who have inappropriate and mixed capabilities. When the organization possesses insufficient labor workforce, the result of promoting the insider to higher positions leaves some vacancies in the lower positions. The promoted employees may not stay in these posts for long to learn the job well due to poor ideas on their part; this will lead to negative publicity in the organization hence bad image development.
The employees may be involved in fighting for positions and breeding unethical measures thus reduced service deliveries to customers and the whole business environment. This creates resistance and diminishes organizational development, flexibility, and growth. Interests may arise from different age groups in the company and generate long-term problems of nepotism and racial segregations. During rapid progression and development shifts in the market environment, the organization fails to promote staffs by qualifications leading to managerial shortages of executives. This will mask the growth of firms and slow down the possible developments and growth. The organization will have losses that will damage the diversity workforce in the market leading to high costs to amend the high-priced damages in the body. Recruiting employees from within mostly replaces persons who have just been promoted. The promoted employee may provide less criticism that is required for the growth and development of the company thus the effectiveness in working will be low. Promotions of persons within the group upset other colleagues, therefore, witch handing crops up in the company processes of development and growth.
The public service industry can draw broad ranges of talent from outside the business environment and provides opportunities and ideas to the firm. It involves critical processes for advertising the available posts to the outside world. The strategies and types of branding participating in the recruitment processes are broad and far-fetched. The hiring process is costly; therefore the company employs someone who is less competent. This situation is contributed by the high cases involved in interviewing and advertisements. The external recruitment includes two methods which include formal and informal recruitment. This creates a mega process that becomes expensive to the industry, and hence the government incurs huge budget deductions of tax revenues.
The informal process of employment through interview panels leads to a corrupt selection of individuals. The questionable means of selection by the industry recruits people who have controversial ethical issues. This will create a room that does not keep ethical behaviors. From the managers’ generation, the processes will be influenced by favoritism, partiality, and other fights. Corruptions will fall to the industry slowly and dilemma in the selection of the employees. Procedures for selection in the industry will be manipulated by panel members so as to appoint close friends or family loved ones. Conflict of interest may arise between board members and declare close friends or relatives as employees (Valeo, 2006). The selection committee may appoint members who they favor to get some cash in return. Through formal recruitment, the applicants may falsify their details to get favors of employment during the hiring process. The candidates mostly hide their history details and end up being an employee in the company. The stages of recruitment and job analysis guarantee less satisfactory results to the organization. The cost of job advertisement and posting on the internet makes it difficult for the job hunters to judge the positions available correctly (Wallace, Tye, & Vodanovich, 2000). The candidates that are eventually employed tend to fail or live up to the organization requirements processes of growth and expansion.
The Public Service firm has a recruiting agency that is now gaining acceptance for talent search. These media forms are expensive to maintain, but some recommendations challenge the approaches of recruitment (Ananthram, & Chan, 2013). The recruitment agencies provide the firms databases hence candidates are employed faster as the panel has a greater awareness to the competencies of the employees. Through all these measures, the organization can reduce high and risk costs in the recruitment of full-time and permanent employees. This meets the unexpected and temporary havoc of short-term staff and training positions the industry at a high level. The company needs to train each employee to have several posts in the firm. Communication is essential in the company hence several networks of communication provide secure recruitment processes (Joshi, 2016). The hierarchy of management has to manage the process of employment by being fair and just to every candidate that has applied for jobs in the industry.
Although it’s difficult to maintain equality in the recruitment process, the Public Services sector has to offer laws so as to protect susceptible detrimental practices. Procedural systems have been established all through the business community to minimize discernment. The company has to set up information stations so as to provide information to the employees. The company has to have representatives that confine legitimate business interests in the field required by the managers for the growth of the enterprise. The company has to organize opportunities for the employees to have talks with the management through job exposures and career fairs. The company has to follow employment regulations, and equity provided by the government acts to protect the minority groups seeking jobs. The company manager has to foster equal employment opportunities and demonstrate excellent leadership to achieve continuous workforce and performance.
Through education systems in the organization, employees from all the ranks can work together hence fostering peace in the company (Mulkeen, 2008). Commissions for public rights and diversity ensure that recruitment process does not favor or infringe any individual in search for the jobs. The company has to develop an agency that assimilates variety workplace for the business. The firm has to arrange agreements to reflect on the objectives of the enterprise. Human resource policies and laws have to be implemented to the company plans and serve to cooperate opportunities to all the employees. Recruitment reviews on employees reduce selection blunders on the part of the company. Gathering demographic information helps an individual company to eliminate series of discrimination and therefore equity in employment. The company has to develop employment equity work so as to change the employment community and educate the masses and train promotion skills. The company has to constitute independent policies to influence recruitment processes so as to make official appointments for high job performance levels.
Conclusion and recommendation
In conclusion, the Public Service industry has developed approaches both manual and automated techniques to support its human resource management (Bissessar, 2001). This provides qualified objectives to the individuals and staff being recruited. The government also plays a role by providing effective laws that ensure the company has established objectives and goals meet. The human resource department has provided regular high-quality employees to the company by both selecting and training applicants for the jobs advertised and posted by the organization. Recruitment is done both internally and externally to provide job analysis, specifications and descriptions on job seekers. Finally, employee inductions and training in the public service industry is done by offering employment opportunities through work skills and experience but also coursework to the trainees.
Reference
Ananthram, S., & Chan, C. (2013). Challenges and strategies for global human resource executives: Perspectives from Canada and the United States. European Management Journal, 31(3), 223-233. https://dx.doi.org/10.1016/j.emj.2012.12.002
Bissessar, A. (2001). Differential Approaches to Human Resource Management Reform in the Public Services of Jamaica and Trinidad and Tobago. Public Personnel Management, 30(4), 531-547. https://dx.doi.org/10.1177/009102600103000408
Bissessar, A. (2009). Challenges Facing Senior Public Servants in a Plural Society. Public Personnel Management, 38(1), 1-15. https://dx.doi.org/10.1177/009102600903800101
Cocu?ová, J. (2011). Recruitment Process Outsourcing. Acta Technologica Dubnicae, 1(2). https://dx.doi.org/10.1515/atd-2015-0045
Harley, B. (2001). Team Membership and the Experience of Work in Britain: An Analysis of the WERS98 Data. Work, Employment, And Society, 15(4), 721-742. https://dx.doi.org/10.1177/095001701400438170
Joshi, P. (2016). Audience Participation: Advertisements, Readers, and Anglo-Indian Newspapers. Victorian Periodicals Review, 49(2), 249-277. https://dx.doi.org/10.1353/vpr.2016.0018
McCarthy, C. (2017). Embrace challenges as opportunities to grow. Recruiting & Retaining Adult Learners, 19(5), 12-12. https://dx.doi.org/10.1002/nsr.30225
McEntee, G. (2006). The New Crisis of Public Service Employment. Public Personnel Management, 35(4), 343-346. https://dx.doi.org/10.1177/009102600603500407
Mulkeen, D. (2008). How can the HR team improve internal communication? Strategic HR Review, 7(2). https://dx.doi.org/10.1108/shr.2008.37207baf.005
Reilly, T. (2013). Comparing Public-Versus-Private Sector Pay and Benefits: Examining Lifetime Compensation. Public Personnel Management, 42(4), 521-544. https://dx.doi.org/10.1177/0091026013505504
Richardson, M. (2000). RECRUITMENT STRATEGIES MANAGING/EFFECTING THE RECRUITMENT PROCESS (1st Ed.).
Stichler, J. (2005). Recruitment and Retention Strategies. AWHONN Lifelines, 9(5), 404-407. https://dx.doi.org/10.1177/1091592305283157
Valeo, T. (2006). CONFLICTS OF INTEREST IN INDUSTRY TRIALS. Neurology Today, 6(22), 3-4. https://dx.doi.org/10.1097/00132985-200611210-00005
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West, D., & Blackman, D. (2015). Performance Management in the Public Sector. Australian Journal of Public Administration, 74(1), 73-81. https://dx.doi.org/10.1111/1467-8500.12130
Zheng, L., Chen, X., Peng, L., & Zhang, J. (2012). The Impact of the Service Staff’s Recruitment and Service Characteristics in Public Service Units on Public Mental Acceptance: Evidence from the Host Recruitment and TV Program Features. Public Personnel Management, 41(5), 117-127. https://dx.doi.org/10.1177/009102601204100511
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