文献信息：
文献标题：Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterpris（印度企业招聘战略整合及其对组织绩效的影响）
国外作者：Ashok Chanda, Trapti Bansal, Rupal Chanda
文献出处：《Rearch & Practice in Human Resource Management》, 2010, 18(1), 1-15
字数统计：英文5076单词，29186字符；中文8165汉字
苏州公租房外文文献：
Strategic Integration of Recruitment Practices and Its
Impact on Performance in Indian Enterpris Abstract Recruitment and lection is a foundation of human resource management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little rearch has to date examined strategic integration in this specific human resource (HR) practice, and, therefore, little is known about the level and application of recruitment and lection strategic integration a situation that warrants greater investmen
感悟幸福t due to the economic growth in India in a corresponding expansion of Indian enterpris. Conquently, this study investigates the level at which recruitment and lection practices integrate with business strategies and the relative effects of different levels of such strategic integration on organisational performance in 259 Indian enterpris. The results show the majority of Indian enterpris had a high level of recruitment and lection strategic integration in business strategy formulation and implementation. Moreover, the level of recruitment and lection strategic integration was positively related to growth in market share, profits and sales, employees’satisfaction, employees’
productivity, and negatively related to employees’turnover. The implications for HRM practitioners and further rearch are discusd.
INTRODUCTION
Recruitment and lection is the process of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications. Following the initial lection of incumbents they are likely to again be chon to develop their further interest in the organisation and later to encourage them to apply for other jobs. Using appropriate techniques the suitable candidates are thus, able to b
e recruited and lected during their career development (Crawford 2004). It has been argued that in order for the firm to build and sustain the competitive
advantage, proper staffing is critical (Wright & Snell 1991, Boxall 1996). Recruitment and lection is a major HRM function as it encompass all organisational practices and decisions. Recent technological advances, globalisation, social trends and changes within organisations have brought new challenges for recruitment and lection (Rowley & Benson 2002). To effectively face the new challenges recruitment and lection needs to be integrated with business strategies (Lam & White 1998). Recruitment and lection strategies flow ultimately from the organisation’s mission and strategic objectives (i.e., the strategies and process of recruitment and lection must be compatible with business strategies) (Nankervis, Compton & Baird 2002). Social scientists argue that through the integration with business strategies, recruitment and lection help achieve strategic goals and enhance organisational performance (Becker & Gerhart 1996, Youndt, et al. 1996, Lewis 2003).
Over the last thirty years or so, the amount of rearch on recruitment and lection has incread dramatically. Despite of this increa, recent reviews (Rodwell & Teo 2004, Wright, et al. 2005) of the literature have revealed that past studies mainly focud on the exploration of recruitment and lect
我没ion practices adopted by the enterpri and not on its relationship to business strategy and performance. This
rearch analys recruitment and lection as one of the HR practices from the gamut of entire HRM process and evaluates the flaws that exist in its effective implementation in organisational tup. Although there is wide recognition of the significance of the integration of HRM with business strategies, little rearch has been devoted on how recruitment and lection strategic integration happens and what might be its effects on organisational performance (Budhwar 2000, Shen 2004).
The integration of HRM and business strategy is possible by the ‘fit’ of human resources through a variety of HRM practices including recruitment and lection in accordance with the business needs (Legge 1995, Budhwar 2000). Therefore, there is a t priority for organisations to have recruitment and lection strategically integrated with business strategies. The common obstacle in the lack of recruitment and lection strategically integrating with business generally revolve around issues of poor planning and control, resulting in unrealistic timelines, unidentified problems, poor coordination and a lack of monitoring and control. Attaining strategic integration of recruitment and lection with business strategy is a desirable achievement that requires resolution of the common obstacles.
Most rearch on recruitment and lection has been conducted in Western contexts, mainly in the United States (, Breaugh & Starke 2000, Wright, et al. 2005). The task of rearch in developing economies, such as India with considerably different cultural and institutional nuances, is likely to have a profound impact on benchmark HRM practices. For instance, at the macro level organisations tend to be similar with respect to socio economic aspects, while at the micro level they differ from each other due to cultural differences
(McCaughey & De Cieri 1999). Empirical evidence shows that strategic HRM practices vary significantly between countries, even within OECD nations (Betcherman, et al. 1994, Guest 1997, Schuler & Jackson 1999). Therefore, there is a pressing need to conduct rearch on recruitment and lection strategic integration and its effects on organisational performance, particularly in the developing nation of India. The conceptual framework building from this rearch is important as India is
beginning to impact global internationalisation theory (Niosi & Tschang 2009). Moreover, such rearch would add to the knowledge ba of the strategic human resource management (SHRM) literature.
奇怪的仙人掌This study investigates the level at which recruitment and lection practices strategically integrate with business and the relative effects of different levels of such strategic integration on organisational performance. In particular, this study address the following two questions.
Rearch question 1:
To what extent recruitment and lection practices are strategically integrated with business in Indian enterpris?
Rearch question 2:
纯阳殿
What are the effects of recruitment and lection strategic integration on the performance of Indian enterpris?
Bad on a systematic review of the literature on recruitment and lection practices, a conceptual framework of recruitment and lection strategic integration was developed which indicates the factors contributing to strategic integration. An innovative method to measure the extent of strategic integration was employed using dichotomous scales. Further, the extent of recruitment and lection strategic integration was linked to organisational performance. Different from most past studies, that
have only examined single performance indicators, the current study investigates recruitment and lection strategic integration on comprehensive indicators of both financial and non financial performance.
The paper is prented in five parts. Firstly, the paper introduces the concept of HRM strategic integration, emphasising how recruitment and lection strategically integrates with business in the two dimensions of strategy formulation and strategy implementation. Secondly, it identifies a range of measures to investigate the level of such strategic integration, which is described in a framework. Thirdly, it defines organisational performance with financial and non financial measures and builds a rearch hypothesis. Fourthly, the paper describes a rearch methodology, which includes rearch design, measures, survey technique and data collection approach
culminating to rearch analysis. Lastly, the paper produces evidence from the data analysis and generates a discussion and a conclusion.
CONCEPT OF RECRUITMENT AND SELECTION STRATEGIC INTEGRATION
Budhwar (2000), Lam and White (1998), and Shen (2005) suggest that HRM strategic integration should be examined both in strategy formulation and strategy implementation phas of a business.
临界资源Strategy formulation is concerned with making decisions with regard to an organisation’s mission, vision and short term and long term objectives and plans, while strategy implementation is concerned with aligning the organisation structure, systems and process to achieve the business strategy (Johnson & Scholes 1999).鸣沙山月牙泉
Strategic Integration in Strategy Formulation
Past studies have identified a number of indicators of HRM strategic integration. They include: human resource (HR) input into the business strategy through formal and informal consultation channels (Brewster & Larn 1992, Budhwar 2000, Shen 2005), written HR strategy (Brewster & Larn 1992, Khatry & Budhwar 2002, Shen 2005), HR planning with a clear t of programmes and policies to implement the HR strategy (Shen 2005), and the existence of the HR department and HR experti (Bennett, Ketchen & Schultz 1998, Wright, Gardner & Moynihan 2003, Shen 2005). The ranges of indicators are applicable to HRM practices and are equally applicable to recruitment and lection strategic integration.
The prence of the HR head is a formal mechanism of consultation, which ensures HR’s strategic input into business at the highest level (Brewster & Larn 1992, Shen 2005). Recruitment and lec
tion related information, such as the HR availability and its cost, can be crucial for business strategy formulation. Shen (2005) argues that labour market related issues often affect mu ltinationals’decisions on overas direct investment. Khatry and Budhwar (2002) point out that the existence of the written HR strategy helps interpret business strategies into HRM policies and practices. HR strategy provides guidance for the formulation and implementation of
recruitment and lection policies and practices.
A common problem in recruitment and lection is poor HR planning. Rigorous HR planning translates business strategies into specific HRM policies and practices. This is particularly so with recruitment and lection policies and practices. The key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost (Husy 1999, Breaugh & Starke 2000, Anderson, et al. 2004). Detailed and robust recruitment and lection policies, such as recruitment and lection procedures, asssing criteria, talents auditing and processing the information about the labour market are important in recruiting and deploying appropriate employees at the right time (Breaugh & Starke 2000). Past rearch shows that the competency level of HR managers has a major influence on recruitment and lection (Golden & Ramanujam 1985, Buller 1988, Truss &Grattan 1994) and experienced HR expe
rts within the HR department will not only shorten vacancy duration, but also improve the quality of the applicants. Moreover, effective recruitment and lection is possible only if there is a dedicated and competent HR team.
Strategic Integration in Strategy Implementation数学绘画
In the strategy implementation pha, the extent of recruitment and lection strategic integration can be gauged through four distinctive indicators. The indicators are: the timely supply of an adequately qualified workforce, effective job analysis and descriptions, effective lection, and the involvement of line managers in the recruitment and lection practices. A key source of uncertainty in the business strategy implementation is whether there is a timely supply of adequate qualified people (Wright & Snell 1991), and to a great extent this uncertainty involves the quality of employees. For instance, a firm might decide to leverage a different human capital pool in terms of skills and education level than its rival firms as a competitive strategy even within the same industry to develop specific capabilities or to develop a HR process advantage (Wright, Dunford & Snell 2001, Boxall & Purcell 2003). An organisation can successfully eliminate this uncertainty if its recruitment and lection policies and practices are strategically integrated with business.
