HRM plays a very important in acquiring human resources aligned to the job requirements and business goals of the companies. HRM plays a more significant role in the service sector because the qualities of the staffs impact the quality of services. The assignment opens with a brief background development of HRM and its importance to the service sector in particular. The next section delves to two important functions of recruitment and selection reiterating the functions of HR in these processes. The successive section sees introduction of three HRM concepts of job analysis, job description and person specification. The next parts study the importance of JD and PS to the employer and the employee, the importance of legal documents in these three processes and their contribution in training and development. The study closes with delve into the importance of the three functions in motivation and employee relations.
The concept of human resource management or HRM developed in the mid 1980s in Europe and America. The companies and organisations during this period started considering their employees important for their success. HR as it is known today draws contribution from several authors belonging to diverse fields (Kaufman, 2015). Frederick Winslow Taylor told that the employees are crucial for the success of the organisations and they should motivate and supported by the management. He told that the social contributions and recognition motivate employees more than cash. This led to the foundation of Taylorism which deals with scientific management of human resources which is prevalent in the HR departments. Vroom supported Taylor and opined that management should reward the labourers in order to motivate them (Parvaiz and Ahmed 2016). The increase in the importance of employees and the growing needs led to formation of human resource departments which looked after employee welfare and needs in the companies. The technological advancement and growing business needs led to aligning human resource with the business strategies. This led to the foundation of HRM as strategic activities designed to manage the employees of the companies according to the business goals of the companies.
The service industry encompasses fields like education, telecommunication, IT and hospitality. The service industry boasts of multinational companies like Vodafone, IBM, Hilton whose brand value and market share depend on the talent and knowledge of the employees. Their HRM plays the crucial role of acquiring appropriate manpower with competencies and qualifications to serve their clients. Thus, the human resource management is very significant for maintaining and retention of quality manpower. HRM in service industry ensures supportive organisation culture and professional satisfaction (Meijerink, Bondarouk and Lepak 2016).
According to the theory of Edwin B. Flippo recruitment refers to the processes involved in finding prospective candidates and convincing them to apply for the jobs. It is a process of attracting efficient manpower which allows the HR departments to select according to the business needs of the company (Smita and Sarika 2015).
Recruitment allows human resource department to attract a pool of prospective candidates to apply for the companies’ jobs. This allows the HR department to select among the applicants according to the job requirements of the companies. It is the first step towards quality human resource and talent acquisition.
Selection is the negative process which involves offering jobs to the appropriate applicants whose attributes matches the job profile, organisation culture and policies of the company.
1. Selection allows the HR department to choose the appropriate employees from among the applicants and reject the rest.
2. This process gives the managers to assess the qualities of the candidates and decide whether their attributes satisfy the business needs and culture of the organisation.
3. Employing efficient and eligible employees through right selection process increases the chances of employee retention. This also results in reduction in employee turnover which allow the organisations to allocate their human resources towards achievement of long term goals.
The human resource department allows the company to attract a large number of employees for recruitment. This allows the services companies to select the appropriate employees as per the organisational needs. The role of HR in general can be described as ensuring better acquisition of manpower to achieve the long term goals of the company. This ensures retention of employees which encourages better business performance and economic stability of the service sector. Hence, it can be said the HRM in service sector promotes growth by recruiting and selecting efficient manpower (Vasquez 2014).
Job analysis is the tool which the human resource department used to allocate the available work force to the specific areas of work. It is a human resource function that involves analysis of the requirement of the positions for which selection has been done. The HR considers the selected candidates according to their key responsibility areas (KRA) and aims at creating a creative competitive advantage. Job analysis is a very crucial area as it leads to placing right people in the right job position.
Job description is the statement through human resource department informs the applicants about the duty and responsibilities of a position. The job description is advertised in order to attract candidates for recruitment and selection. The HR department informs the following through job description:
1. Title, designation and location of the job.
2. The duties and responsibilities of the eligible person.
3. Description in brief about the working environment and relationship with other key responsibilities areas.
4. The expectations of the line managers, departmental heads and management from the candidates (Mat and Barrett 2015).
Person specification is the details of attributes, competencies, knowledge and other qualities which candidates should have to be able to carry out job responsibilities for which they are being interviewed. The specification mentioned form the basis of recruitment and selection. The HR and the other officers of the companies interview the candidates on the basis of the person specifications.
Job description and Person specification help the employees to take the decision whether the job is fit for him. The employees have clear idea about the organisations, position, eligibility criteria and management expectation. The employee can decide whether the company can match up to his career goals. For example, the job description of hospitality industry is different from telecommunication industry. The candidate can judge the industry he wants to join depending upon his career goals, expectations from employer and so on.
Employers prepare job description to inform the prospective employee about the company policies, job profile, salary, job environment, target and so on. The companies mention the qualities and attributes the candidate needs to have to match the job description in person specification. For example, when a hotel company wants to recruit personnel, the job description contain the post like chef, the qualification can be graduate from a hotel institute and so on. The HR department can attract the right candidates for the interview to certain post using a concise JD. This helps the HR department and the line managers select the eligible persons which boosts the performance of the departments as whole. Successful JD and PS results in employee retention and reduces employee turnover. These functions are more crucial in the service sector in order to bring about stability and enable long term growth strategy planning and implementation (AlBattat and Som 2013).
Job description and person specifications inform the employees to know about the requirement and criteria of their job responsibilities. The management, HR department and the managers uses these documents to ensure appropriate selection of the candidates according to the requirements of the company. It is not compulsory to prepare the two documents in writing but preparing a written form has its own legal advantages. Employment is a contract between the employer and the employee having job description and person specification form parts of it. The companies emphasise on preparing these documents so as to ensure transparency for both the employer and the employee. This reduces conflict and misunderstanding between the parties. The employer can also seek legal help on the strength of these documents if the employee files a legal case against them demanding compensation or alleging treatment showing hatred or prejudice. The JD and the PS documents help the HR to check the terms of employment including compensation and present the same before law to get justice (Kuruvilla and Noronha 2016). The employee in the same way can seek legal protection in events of termination without warning, not receiving redundancy compensation and so on (Pijoan 2014).
JD and PS lead to selection of manpower aligned with the job requirements and business goals of the company. It can be justified that such manpower is in a better position to receive training and development programmes provided by the company or their respective departments (Aziz and Selamat 2016). They can adapt themselves better to the organisation culture of the company and perform more efficiently. For example, a telecommunication engineer can receive training in a telecommunication company and perform better than a hotel management graduate. Thus, JD and PS help the companies and their HR to enhance the quality of the selected human resource and to bring about increase in the performances (Shatil 2013).
JD and PS result in recruitment of appropriate employees which motivates them to work. They also improve the coordination and relation between the employees within same departments and even with the other departments (Seing et al. 2015). Thus JD and PS ensure healthy relationship between employer and the employees and overall growth of the company (Moen, Kelly and Lam 2013). The theories of motivation say that improved realtion between management, HR and employees motivate employee. Thus, transparent JD and PS functions carried out by HR increase the motivation and relation among the employees (Jansen and Samuel 2014).
Conclusion:
The above study justifies the importance of HRM in organisations especially in the service sectors. The quality manpower in the service providing companies like telecommunications and hospitality companies provide high quality services which brings in huge revenue. Thus, the HR departments in the service providing companies have a very crucial role to play of recruiting appropriate manpower. This ensures that the companies provide quality services and hold high market position.
According to me the following recommendations can be made on the basis of the study:
1. The HR departments in the companies, especially the service industries should play more crucial role in recruiting and selecting appropriate candidates.
2. They should aim at providing facilities like training and motivate their employees to improve employee and employer relationship.
3. I finally feel that the HR departments of the service producing companies should be given more importance because they acquire quality staff to ensure enhanced performance of the industry.
Reference:
AlBattat, A.R.S. and Som, A.P.M., 2013. Employee dissatisfaction and turnover crises in the Malaysian hospitality industry. International Journal of Business and Management, 8(5), pp.62-71.
Aziz, S.F.A. and Selamat, M.N., 2016. Stimulating Workplace Learning through Training Characteristics and Motivation to Learn. Jurnal Pengurusan (UKM Journal of Management), 48.
Kaufman, B.E., 2015. Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54(3), pp.389-407.
Kuruvilla, S. and Noronha, E., 2016. From Pyramids to Diamonds Legal Process Offshoring, Employment Systems, and Labor Markets for Lawyers in the United States and India. ILR Review, 69(2), pp.354-377..
Mat, N.H.N. and Barrett, R., 2015. Understanding the Line Managers’ HRM Role Expectations: Does Size Matter?. Asian Social Science, 11(16), p.118.
Meijerink, J.G., Bondarouk, T. and Lepak, D.P., 2016. Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value. Human resource management, 55(2), pp.219-240.
Moen, P., Kelly, E.L. and Lam, J., 2013. Healthy work revisited: Do changes in time strain predict well-being?. Journal of occupational health psychology, 18(2), p.157.
Parvaiz, T. and Ahmed, O., 2016. Sustaining the Growth of Employee: Motivation and Career Development in Organization.
Pijoan, E.L., 2014. Legal protections against criminal background checks in Europe. Punishment & Society, 16(1), pp.50-73.
Seing, I., MacEachen, E., Ståhl, C. and Ekberg, K., 2015. Early-return-to-work in the context of an intensification of working life and changing employment relationships. Journal of occupational rehabilitation, 25(1), pp.74-85.
Shatil, E., 2013. Does combined cognitive training and physical activity training enhance cognitive abilities more than either alone? A four-condition randomized controlled trial among healthy older adults. Frontiers in aging neuroscience, 5, p.8
Smita, P. and Sarika, M., 2015. Analysis of the pros and cons of online recruitment methods in India. International Journal Of Engineering and Management Sciences, 6(2), pp.65-67.
Vasquez, D., 2014. Employee retention for economic stabilization: A qualitative phenomenological study in the hospitality sector.
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