This gives the organisation a competitive advantage of sustainable realisation of its strategic plan. The other function of effective HRM is to train workforce. A trained workforce serves the ultimate purpose of providing quality services to the organisation. It is due to this that the function of effective human resource management to train the workforce remains of great importance to the organisation (Bates 2002). In addition, training should entail instilling a strong respect and uphold of the companys corporate culture to new employees.
This promotes accountability and reduces conflicts of interest. Effective HRM should invest much resource in developing and executing an efficient employee engagement policy. Employee engagement functions to encourage employee commitment towards the execution of the mission and objectives of the organisation (Bates 2002). This has the implication engaging employees as a function of effective HRM is a crucial factor in enhancing the competitive profitability of the organisation. The last important function of effective HRM is retention of the best employees in the organisation.
With a strong workforce, a company is assured of meeting the demands of its customers as well as the dictates of its strategic business plan (Sempere, Lillo, & Lajara 2002, p. 13). This is because such a workforce enjoys the competitive advantage of innovatively resolving company problems. On the other hand, retention of employees save the organisation the huge costs involved in employee recruitment and training process. Thus effective HRM plays a pivotal role in the success of a company. Strengths and weaknesses of online recruitment
Online recruitment practices are increasing becoming common in the modern business world. The practice enjoys the advantage of convenience. Online recruitment involves the access of potential employees from an online database, evaluating their qualification, and choosing the most suited candidate (Starcke 1996). This has the implication that online recruitment saves the organisation time. Just to be appreciated is the fact that the process of traditional recruiting entails conducting physical interviews with the candidates, an act which no doubt wastes time.
Moreover, time is one of the most valuable resources in an organisation (Wuttke 2008, p. 34). This makes online recruitment to be of importance in saving time while getting the required talent. Other strength of online recruitments is cost effective and has provisions of variety of talents from across the globe. Online recruitment is entails the practice of candidate access at the click of the button, making less costly. On the other hand, the practice promotes diversity in an organisation as it provides the employer with a cross-cultural workforce from across the globe (Johannasen 2009).
Such are instrumental in promoting innovation in the organisation. Nevertheless, online recruitment has a number of weaknesses. First, it opens a loophole for potential employment of unqualified candidates. Faking of certificates is not a new thing across the globe. Although the employer might realise of the certification problem, the costs and time incurred in facilitating the employment deal remains a major loss to the organisation (Younger 2007). Therefore, the practice fails to protect the authenticity of the information given by the candidates.
Another weakness of online recruitment is that it involves too many candidates, an element that makes it demanding to make the right choice. Online job applications are quite many. Despite the specifications of qualification given by the employer many irrelevant applicants post their application. This means that the employer will be faced with the problem of sorting out numerous inappropriate and irrelevant candidates, an action that is no doubt time consuming (Jahannasen 2009).
However, this can be easily resolved if clear description of job is made and the employers uses the candidate screening tools of the online job site board to limit candidate spam. Advantages of training and development to both organisation and individual Training and career development in an organisation is of great important to both the organisation and the individual. The organisation seeks to ensure the availability of reliable workforce to aid in the realisation of its strategic business plans. To achieve this goal, the company should train and development career (Wilson 2005).
It is worth noting that different companies have different approaches to their businesses. Further, education seems to be the same for students of the same profession. This has the indication that the ultimate skill and experience enjoyed by employees reflect their training in a particular organisation (Wilson 2005, p. 102). Therefore, training and development will promote the effectiveness of the workforce in executing their duties. Another advantage of training and development is that it promotes employee commitment to the company mission and objective.
Employee engagement practices are instrumental in promoting employee commitment to the mission and objectives of an organisation. According to the principles of effective human resource management, training of employees is one of the reliable tools of ensuring their satisfaction at the workplace (Bureau of Labour Statistics 2009). This is due to the fact that training eliminates the demoralisation aspects brought by failure to efficiently realise ones expectations at the workplace. In addition, training gives employees an opportunity to achieve their professional career goals while earning a living.
All these are important are important in meeting the social and economic responsibilities of both the individual and the organisation. Training and career development serves the important role of strengthening the reputation of an organisation. Reputation remains the best marketing tool for the products and services of any business. On the other side, the reputation of a company is defined by the effectiveness and reliability of its services to the customers (Aidele 2009, p. 76). This means that an organisation should have in place a strong workforce to meet its market demands.
This calls for engaging in employee training and career development since such is vital tools in promoting innovative solving of problems. Still, providing training and development gives the organisation the competitive advantage of identifying the best talent for its workforce as it eliminates certification qualifications to engage in seeking actual capabilities of its employees. Why poor performance occurs and the strategies that can be used to overcome it Poor performance in an organisation is to be blamed to poor human resource management.
This can be evident from failure of the HRM in its four main functions. Hiring discrimination practices which lead to recruitment of unqualified candidates compromises the reliability of the company workforce in providing quality services to the organisation. Another cause of poor performance is lack of training and engagement to employees (Booth 1993, p. 81). An informed and satisfied workforce gives reliable services to the company with a high degree of commitment. As an HRM function, employee engagement does not only promote commitment but also accountability of the employees in their duties.
Therefore, poor performance can occur due to failure by the HRM in one or more of its functions namely; recruiting, training, engaging and retaining the best employees for the organisation. To overcome this problem, organisations should in formulating and implementing strong positive corporate culture to govern its human resource (Booth 1993, p. 89). This culture should dictate for giving employment opportunities on merit to mitigating incidence of recruiting unqualified and thus unreliable employees into the organisation.
In addition, employee training must be given priority as it serves to equip the workforce with adequate knowledge on the operations and expectations of the organisation from them. This is important in mitigating operational mistakes of failures. Another strategy is employee engagement which seeks to enhance the commitment by employees to the mission and objectives of the organisation (Werner, Shuler, & Jackson 2008, p. 66). Most employees perform poorly due to failure by the company to care for their personal needs.
However, the practice of employee engagement seeks to appreciate and address the social and economic concerns of individual employees as a way of ensuring their sustainable job satisfaction. The last strategy is striving to retain the best employees in an organisation. Most organisations lose reliable employees due to poor conflict resolution policies. This negates their sustainable development objectives, a problem that calls for implementation of an effective conflict resolution policies to eliminate resignations or conflict at workplace which compromises performance.