Here, Recruitment & selection would be acknowledged as one of the most critical types of human resource-based decisions within a firm which requires making (Armstrong & Baron, 2008) As per Purcell (2003), recruitment can be recognized as a process to attract and encourage people for applying, meanwhile selection would use appropriate measurements for making fair as well as accurate assessments about the strengths & the weaknesses related with applicants. (Schuler, 2003)The main problem here would arise when a relevant job or else workplace may not become as expected. Here, it has studies some mismatches under person-environment based fit as well as the person- job-based fir and then, the person-organization based fit as well as person-group based fit or else the person-supervisor based fit. (Wahl, 2010) Here, Person-job based fit indicated the way that personal characteristics would match with a relevant job or else the tasks which would be performed within work (Dyer & Holder, 2015).
When such issues on the recruitment & the selection have are not properly addressed, such a situation would lead to arise several kinds of implications to the firm. The increasing level of turnover rate would be likely to occur if there is having a mismatch in the middle of the person-environment based fit. (Schuler, 2003) It will reflect negatively on the whole image of the firm in terms of prospective employees as well as the competitors with whole stakeholders finally. As per Lorange (2006), the overall composition with the staff quality would be important to the quality of whole organizational products and the services offered.(Barsoux, 2008) The competing firms would utilize the advantage from this condition to attract more prospective workers through mentioning that there is having a higher level of work satisfaction. Overall, the organization would not be looked at a good light via stakeholders since this higher level of turnover rate. (Argyris & Schon, 2016).
Other main implication can be recognized as this would lead to create a kind of negative culture amongst the workforce. As an instance, it can be taken an expatriate worker who would be unable with adapting to the given location as well as job itself. (Schuler, 2003) Such a person would regularly make some comparisons amongst the previous organization as well as the work location with making the daily complaints for other types of employees. Such a person would bring a kind of negative aura between him which makes other people feel that specific organization would be really a kind of terrible place with the comparison on rivals. As per Christiansen (2003) it is having direct influence from the expatriate adjustment over the organizational performance. Further, it is having high likelihood that workers' motivation levels may decrease because of the failure within the adjustment process where it further leads to the poor level of performance within the work. (Wahl, 2010) Finally, such employees would likely make an influence on the others as thinking negatively where it could make an effect on overall workforce productivity as well as whole organizational performance negatively. (Digman, 2009)
As per Wahl (2010), people who perceive a kind of misfit in the middle of the company’s strategy are having less commitment and a low level of loyalty towards the firm. (Wahl, 2010) Further, the staff would become as highly frustrated while leaving the firm because of having own strategy for working within the better place where hired solely based upon the performance while giving little attention on the overall workforce diversity. (Schuler, 2003)
Furthermore, overall costs over the selection errors would have some significant implications towards the overall organization. As per Boxall (2012), the overall emotional cost of an employee, as well as firm cost incurred since the failure, would have a kind of severe effect on both of the parties. As per Schuler (2003) organization is capable of incurring up to only five times from workers’ salary because of the poor selection based decision. Hence, it may have significant costs with recruit again with a high level of employee leaves within the firms with the overall cost related with HR planning as well as organizing and conducting interviews. Further, the cost of time wasted by the managers to conduct such interviews within potential staff with the retention attempts as well as exit interviews should be considered here. (Digman, 2009) Moreover, the cost to get work permits, as well as relocation costs related with foreign staff, also should be concerned here. (Armstrong & Baron, 2008)
The legal obligation would be another implication since the selection errors within the poor recruitment decisions. Hence, if the firm selects a kind of the wrong individual who would be unable with matching person-environment based fit; such a person would stick with that organizational contract. (Argyris & Schon, 2016) Even such employees may have poor performance with the negative influences upon other workers since this mismatch; the organization cannot dismiss such employees based on the legal grounds since such person has not committed a kind of offense or else any disciplinary issues. (Lorange, 2006), At that time, the organization is having no choice until waiting such a contract would come to an end for deciding not to go for renewing and carrying on with such poor performing workers further. (Dyer & Holder, 2015)
References
Argyris, C and Schon, D A (2016) Organizational Learning: A theory of action perspective, Addison Wesley, Reading, MA
Armstrong M (2017) A Handbook of Personnel Management Practice, 6th edn, Kogan Page, London
Armstrong, M and Baron, A (2008) Performance Management: The new realities, IPD, London
Boxall, P F (2012) Strategic HRM: a beginning, a new theoretical direction, Human Resource Management Journal, 2(3)
Carter, A, Hirsh, W and Aston, J (2010) Resourcing the Training and Development Function, Report No 390, Institute of Employment Studies, Brighton
Digman, L A (2009) Strategic Management – Concepts, Decisions, Cases, Irwin, Georgetown, Ontario
Dyer, L and Holder, G W (2015) Strategic human resource management and planning, in L Dyer (ed) Human Resource management: Evolving roles and responsibilities, Bureau of National Affairs, Washington, DC
Finally, poor recruitment can have a negative impact on the job. If the company's turnover rate is high, it may indicate that they are not uniform. This can serve as a deterrent to future candidates who may be suitable for them. If they find that many former employees have participated and left, they may refuse to join the company. Most importantly, this may cause more problems if the company considers future operations. As more qualified candidates are delayed, companies may have to accept low-quality talent in the market. If so, these candidates are unlikely to prove that they are ultimately fit for the position, and as a result, experienced employees may leave.
ReplyDeleteAs you said poor recruitment is heavily effected on teamwork, an employee in the group who is not capable or not willing to work passionately is forcing others to get work stress or the domino effect will impress on him positively or negatively. But this was adverse moment to an employer. So, HR should correctly identify the person and remove initially.
ReplyDeleteDue to ineffective recruitment and selection process, bad appointment can affect the morale and productivity of good employees. If the employee is in senior management, then good employees can review their tenure
ReplyDelete