Human Resources Peer Reviewed Article Poorly Written – What a Shame!

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Dear cohorts,

I would like to respectfully write some words about the article that was assigned to us this week: 

 Owais Shafique (2012) ‘Recruitment in the 21st Century’. IJCRB.webs.com 4 ( 2) Institute of Interdisciplinary Business Research, Available online from: http://search.ebscohost.com.ezproxy.liv.ac.uk/login.aspx?direct=true&db=bth&AN=83518189&site=eds-live&scope=site 

I just finished reading it and it is surreal how it lacks basic English writing skills and has a truncated aspect. 

Here I have some examples of the article that show  what I meant by stating the above: 

Strategic recruitment is of vital importance in recruitment planning now a day (now a days). We also found the usefulness of Generation X approach in identifying the differences between the old generation and the young new ( young or new? choose one) Generation x and the different needs and attitudes of both the ( there is no need for “the”)  generations.

…” Try to use “you” instead of “we need” & “must have” this will make applicants feel more affinity to the role and your advertisement. I.e. If it sounds softer, than (then)  it will appeal more to a jobseeker (to the job seeker).

The excerpts above are truncated and contain basic English grammar mistakes.

The second erroneous statement observed refers to a comparison when in reality the author wanted to express conclusion:

 … ”  I.e. If it sounds softer than (then)it will appeal more to a jobseeker. (job seeker)

A possible way to make that point would be: If it sounds softer, then it will be more appealing to job seekers.

More excerpts:

“Don’t just waste your recruitment budget on websites you see them ( there is no need for “them”) on TV or in other mass media! ”

”  If organization fails to fulfill their promise loses employs when they are at their most valuable to the current employer (very confusing statement, it should be rephrased).  Youngsters value their freedom and look far  (for) control over their work life.”

The author uses two words that indicate opposition in the same line of thought or phrase.

” Although strategic approaches to recruitment are rare but recruitment is a strategic opportunity”

I’m not questioning the author’s knowledge in the Human Resources field but how an article that is supposed to be peer reviewed allows this poor English writing. Furthermore, I’m questioning the University of Liverpool that assigned this article for us to study.

Have a nice evening everyone.

Best regards,

Kaye

Human Resources Strategy Approaches – Reality or Utopia ?

It is very interesting the discussion on the different approaches to HRS and why they might or might not be feasible in different organizational environments. The theories and how they consider the human element vary significantly from mechanistic- Cartesian  to holistic – contingent.

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Important elements such as strategic integration, commitment, flexibility and quality are linked to factors such as the organization’s social role and the impact it has on society.

Unfortunately, most of businesses still treat the human and intellectual elements of an organization as exploitable resources; when in reality the ideal scenario would be  the exchange of knowledge and resources resulting in something tangible that would benefit society somehow and then generate profits.

Some companies such as Whole Foods Market have demonstrated excellence through higher purposes than just profits. According to McKey and Sisodia it is fundamental that employees are aware of the importance of their work for the others. Social responsibility should not be a separate program within a company, it should be the company itself represented by its employees.

References:

Pilbeam, S. Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall International.

McKey, J. Sisodia, R. (2013) Conscious Capitalism: liberating the heroic spirit. Boston: Harvard Business School Publishing.

HR Management- University of Liverpool

The Multifaceted Role of HR Professional and Line Managers

It would be interesting to start this discussion with a couple of definitions on some key concepts that make part of HR management context. According to Pilbeam and Corbridge (2010, pp. 7) organizational transience refers to what is passive of change inside and outside the organizational environment. Besides facing technological disruptions, organizations also face the mutability among employment relations. Combined variables such as technology, globalization, micro and macro-economic scenarios result in a dynamic market place where the notions of job for life and stability have been disrupted. On the other side, there is the generation Y that responds to such changes in an adaptive manner. The Millennial Generation has a commitment to self-improvement and inner satisfaction rather than loyalty to the organization they work for. With that said, one can connect employability and technological improvements. It is of fundamental importance that employees take responsibility for their careers proactively, other than that they will become obsolete. Another interesting point is the link of transactional psychological contract with the X and Y generations. The negotiation aspect involved in the transactional psychological contract showed by Pilbeam and Corbridge (2010, pp. 6)   is very much featured in the X and Y Generations’ profile. On the other hand, the relational psychological contract could be associated with the Baby Boomers generation.

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There are a range of organizational modifications that impact HR professionals and line managers such as the nature of jobs; downsizing and delayering; markets, disruptive technology, consumer behavior; human capital; knowledge based economy, etc. As the economy goes from industrial based to knowledge based, visible changes on the way of doing business emerge. The workforce is characterized by being computer savvy and innovative. As a consequence of technological advancement and financial crises, the nature of job has also gone through changes. Many employees are working as part-timers or contractors, outsourcing is frequent practiced among multinationals and the concept of cross training is being implemented in several industries such as financial institutions. In the bank where I work for instance, Tellers are no longer just Tellers. The new title is Customer Associate/ Teller. The employees are being cross trained in order to open and close accounts, transfer money, print debit cards, act as loan originators, notaries, solve problems that before were solved by managers, etc. In that way the bank will cut costs and stimulate the development of new skills in its employees.

How should HR professionals and managers address the variables discussed above in order to promote value creation? According to CIPD Surveys (2005, pp. 2) it is of fundamental importance that HR professionals and managers know how to extract the most out of human capital. The survey also demonstrates that psychological contract and change are indelibly linked and in order to manage change successfully, it’s necessary that businesses work to keep a positive psychological contract. Actions such as reward packages including financial and non-financial compensations should be carefully planned according to the employees’ profile. Elements that compose employability such as career advancement, personal development and sense of making part of an organization that has a bigger purpose than just profits are also primordial in order to foster employees’ motivation. According to Mckey and Sisodia (2013, pp. 78) employees want to work for a company in which they feel proud of. There is this intrinsic need of doing something valuable for society which would result in elevated self-esteem and consequently work-place motivation.

In summary, the business environment has been going through technological and ethical changes. HR professionals and line managers are urged to understand and implement those changes into the organizational environment. They need to reconcile organizational and employees goals in order to achieve optimal results.

References:

Pilbeam, S. Corbridge, M. (2010) People resourcing and talent planning: HRM in practice. 4th ed. London: Prentice Hall International.

CIPD (2005) ‘Managing change: the role of psychological contract.’ [Online] Available: http://www.cipd.co.uk/nr/rdonlyres/06b92739-19f8-4bb4-ae47-796ea5f5cb15/0/manachang1105.pdf(Accessed: 17 January 2014)

McKey, J. Sisodia, R. (2013) Conscious Capitalism: liberating the heroic spirit. Boston: Harvard Business School Publishing.