Pros & Cons in Recruitment Methods

 Online Recruitment Method

Advantages: -

1. Armstrong (2012) has stated the below points as advantages of the online recruitment process.
2. The possibility of attracting a wider range of potential candidates
3. Fast and cost-effective compared to the advertising method
4. More details can be provided on the site and collect CV’s and applications electronically which is easy to match
5. Candidates can be attracted by using the corporate website
6. Can be used keywords when searching

As per Kaspe et al. (2012) below points also can be mentioned as advantages.

1. Wider access and geographical spread
2. Good chance to find the right candidate with greater effectiveness
3. Accessible 24/7 hence no waiting time
4. Time-saving and cost-saving
5. Relatively cheap
6. Access passive jobseekers
7. Reduction of unqualified candidates
8. More opportunities for smaller companies

Wilkinson, A et al. (2019) has stated that 68% of job seekers use their mobile to search the internet on this topic also an advantage.

Disadvantages: -  

Below points are some of the disadvantages mentioned by Armstrong (2012)

1. Can receive a large amount of irrelevant and poor applications
2. Creating websites are expensive and still, need to use of other media to direct the traffic to the website
3. Employers must manage their own profiles on social media

Further, Landers, et al. (2016) also have mentioned the issues that can come up with the reliability and validity of the information.  In addition to that Landers et al also mentioned the legal issues that can come up in the information published on the internet.

In addition to the above points, Kaspe et al (2012) also highlighted a few disadvantages of e-recruitment.

1. Screening and checking will be a difficult task since a huge number of applications
2. Difficult to reach candidates who don't have internet facilities and literacy
3. Sometimes Organizations cannot fully depend on this method

Wilkinson, A et al. (2019) has stated that 68% of job seekers use their mobile devices to search the internet on this topic also an advantage.

Advertising Method

Advantages: -

Possible to attract those who are not actively looking for a job (Armstrong, 2012)

Disadvantages: -

Valid for a very short period of time (Armstrong 2012)

 

Recruitment Agencies

Advantages: -

Since they have an established pool of candidates, it is always convenient and saves time if this method is used for recruitment (Armstrong 2012)

Disadvantages: -

If the pool of candidates with an agency is limited, there may be poor quality of selection (Armstrong 2012)

Consultants may be encouraged to submit applicants that do not match the role of the consultant, the role, or the client to provide professional services and earn a fee (Nankervis, 2020).

 

Job Centres

Advantages: -

Armstrong (2012) has highlighted this method as a free option with many choices

Disadvantages: -

Limited to relatively routine jobs is something mentioned by Armstrong (2012) as a disadvantage

 

Recruitment Consultants  

Advantages: -

As per Armstrong (2012) organizations can take the advantage of utilizing the expert knowledge had with recruitment consultants and reduce the workload

Disadvantages: -

Organizations have to pay for the expert knowledge having with consultants and it is expensive (Armstrong 2012)

 

Executive Search Consultants  

Advantages: -

The possibility of reaching top-level people is an advantage of this method (Armstrong 2012)  

Disadvantages: -

Due to the high cost, this method can be used only to fill vacancies having in top-level jobs is a disadvantage highlighted by Armstrong (2012).  

 

Recruitment Process Outsourcing  

Advantages: -

As one of the advantages of this method Armstrong (2012) indicates, that involvement of outside experts to handle the recruitment process can save time for the HR team, and therefore HR team can engage with more value-adding tasks.

Disadvantages: -

One disadvantage may be that the outsourcing company may not be able to understand the real issues and deal with them, which can lead to loss of control (Armstrong 2012)

 

Educational Establishments  

Advantages: -

According to Armstrong (2012), this can be known as the main channel of finding future talents.

Disadvantages: -

The investment to be made to conduct recruitment campaigns is more compared to other methods (Armstrong 2012)

 

 

REFERENCES

 Armstrong, M 2012, Armstrong’s Handbook of Human Resource Management Practice, 12^th edn, KoganPage, UK, ISBN 978 0 7494 6550 6.

Kapse, AS et al. 2012, ‘E-Recruitment’, International Journal of Engineering and Advanced Technology, vol. 1, issu. 4

Landers, RN et al. 2016, Social Media in Employee Selection and Recruitment, Springer, Switzerland.

Nankervis, A 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia

Wilkinson, A et al. 2019, The SAGE Handbook of Human Resource Management, 2^nd edn, SAGE, UK.

 

Effective Methods of Employee Selections

 Selection Interviews

A most common method of employee selection is “Interviews” (Armstrong and Taylor 2020). Armstrong also stated that there are few ways to conduct interviews. The traditional face-to-face interview is the most common way which establishes close contact between the interviewer and the candidate is something that Armstrong and Taylor (2020) have elaborated on in their book. He has also mentioned conducting interviews via telephone calls and video or Skype calls as valid methods in this section.  He has further mentioned bout two types of interviews, Structured and unstructured interviews.

A smooth screening of resumes to be performed to remove applicants whose education, experience, or work history does not match the job profile and select the right profile will save time and effort (Meneses and Kleiner, 2002).

Structured Interviews: -

This will be done in a defined framework where all candidates ask a set of predetermined questions and answers are rated through a rating system that indicates whether the candidate has the required knowledge, skills, abilities, and level of behavioral competencies (Armstrong 2012).

A directive interview is a highly structured interview that closely adapts to a detailed set of questions in specially formulated forms (Nankervis et al. 2020).  Further, Nankervis has mentioned, that the training, as well as the standardization of the procedure required for the structured interview, have contributed to its high results.

Competency-based interviews are falling under the structured interview section which can be used to assess those who don’t have work experience, especially graduates or school leavers (Armstrong and Taylor 2020).

Unstructured Interviews: -

This is also known as a non-directive interview where the interviewer asks open questions and allows the candidate to talk freely (Nankervis et al. 2020). More responsibilities fall on interviewers’ shoulders as he/she has to carefully listen to the candidate and grab all important points is something highlighted by Nankervis.

Selection Testing

Selection tests are used to measure the level of abilities, intelligence, personality traits, aptitudes, and achievement capabilities of candidates with evidence (Armstrong and Taylor 2012). Different types of tests mentioned by Armstrong were intelligence tests, ability tests, and aptitude tests.

Psychological and Psychometric tests are two famous components in this section (Nankervis et al. 2020). As per Nankervis et al., the psychological test has become more polar during World War II as it has been used as a selection tool to recruit soldiers.

Some companies are making use of psychological tests, handwriting analysis, and decision-making software for employee election or elimination of potential candidates (Perry and Kleiner 2002, p. 9). However, perry and Kleiner think that these entries are subject to claims that infringe on the applicant's right to privacy. 

Job knowledge tests: -

Some organizations are following this strategy to measure applicants’ level of understanding of a particular job (Nankervis et al. 2020).

 Job sample tests: -

As per Nankervis et al. (2020), this particular test is conducted by allowing the candidate to perform some activities that are actually part of the job going to be done.

Assessment Centres

This is known as the most sophisticated selection method to measure candidates’ different skills such as communication, social and analytical (Henderson, 2017)

This selection method can be effectively used for international managerial candidates from a large pool. The variety of tools available in this method is capable of measuring candidates’ capability of adapting to a different cultural environment (Nankervis et al. 2020).

According to Armstrong (2012), below are some of the key features of assessment centres,

• One-to-one role-plays and group exercises that show the behavior of the job
• Candidates are interviewed and tested
• Measure the competencies required to perform the job
• Allow candidates to interact with each other and assess
• Several trained appraisers or observers are used to increase the objectivity of the assessments

Figure 1.0 - Employers should consider “Can Do” and “Will Do” factors in selecting personnel

(Source : Nankervis et al. 2020, p. 244)

Figure 2.0 - Correct and erroneous selection decisions

(Source : Nankervis et al. 2020, p. 245)

References

Armstrong, M and Taylor, S 2020, Armstrong’s Handbook of Human Resource Management Practice, 15^th edn, Kogan Page, UK

Armstrong, M, 2012, Armstrong’s Handbook of Human Resource Management Practice, 12^th edn, Kogan Page, UK

Henderson, I 2017, Human Resource Management for MBA and Business Masters, UK.

Meneses, A and Kleiner, BH, 2002, How to Hire Employees Effectively’ in Management Research News, vol. 25, no. 5, p. 39

Nankervis, A, et al. 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia.

Perry, A, and Kleiner, BH, 2002, ‘How to Hire Employees Effectively’ in Management Research News, vol. 25, no. 5, p. 9

Elements and Importance of Job Analysis

Job analysis is the process of gathering, analyzing, and processing job information to form the basis for a job description and to provide data for recruitment, training, job evaluation, and performance management (Armstrong & Taylor 2020).

Each job consists of a number of outcomes, responsibilities, tasks, and functions, and are considered building blocks of an organization (Nankervis 2020). Further, Nankervis (2020) has described, that these responsibilities and outcomes, along with the authority and responsibilities and skills requirements assigned to the job to achieve those outcomes, can include not only the definition of a particular job, but also a range, team, or cluster of jobs. These are then linked to other jobs within the team, division, business unit, department, or division. As a complete unit, all jobs in the organization, if properly planned, must achieve organizational or strategic objectives. To ensure that this happens, jobs need to be accurately analyzed, planned, and executed. This process is called job analysis according to Nankervis.

The information which should be available in a good job analysis (Armstrong & Taylor, 2014), 

1. Overall Purpose – the reason for the existence of the job and, in summary, the expectation of the organization from the job holder
2. Organization – Job holder reports to whom and who is reporting to the job holder
3. Content - Nature, and scope of work in terms of tasks and operations to be performed and duties to be performed

Also, Armstrong and Taylor (2014) have mentioned, If the results of the job analysis are to be used for job evaluation purposes, the job is also analyzed according to the factors or criteria used in the job evaluation scheme.

• Job redesign - Job analysis and job design are intrinsically linked, through job redesign to make the same more effective (Brannick et al. 2020)
• Law - Job usage sometimes leads to lawsuits and court cases, so it is not surprising that job analysis is often a major resource in legal battles (Brannick et al. 2020).
• Training - Trainers can clearly recognize what work to do for those who were trained to ensure the effectiveness of training, and that training helped their work done efficiently.  (Brannick, et al. 2020)
• Evaluation of Performance - To get the status information for every employee, the purpose is to distinguish the good performance of employees, bonuses, and forfeit
• Career Planning - The individual’s skills and aspirations should match the emerging opportunities of the organization (Anderson et al., 2018). Further, they have pointed out as an example, that some corporate employees leave the company for other companies to have more important jobs to attract, in fact, this enterprise has a similar vacancy, but when the company knew it was too late, which reflects the management lack of career planning, and communication channel is not smooth, and result in the brain to drain.

 Figure 1.0 : Use of Job Analysis Information

Source:  Dessler, 2017

According to Armstrong & Taylor, (2014), there are techniques / Methods of Job Analysis and are given below.

1. Questionnaire - Under this method, a job analyst prepares a questionnaire and distributes it among the workers to get the desired information.
2. Personal observation - Under this method, the job analyst observes the activities of the workers on the job and asks questions wherever necessary from the workers.
3. Personal interviews - Under this method interviews with workers and supervisors are arranged to get the necessary information.

The ultimate purpose of job analysis is to improve organizational performance and productivity (Cardy et al.., 2012). Further job analysis is segmented into job descriptions and job specifications (Dessler, 2017). Job description includes the job title, duties that one has to perform during the period of employment, some distinguishing characteristics of the job, and the powers and responsibilities of the job holder. (Armstrong & Taylor, 2014).

Job specifications indicate the minimum acceptable qualifications that a potential candidate must have to perform a job. (Armstrong & Taylor, 2014). The information which is acquired from job analysis, and job specifications identify the skills, knowledge, and abilities required to do a job (Armstrong & Taylor, 2014). Furthermore, Job evaluation is an important part of compensation administration that distinguishes and gives information to make a comparison between two or more same kinds of task/jobs.  

References

Anderson, N et al, 2018, The SAGE Handbook of Industrial, Work and Organization Psychology, 2^nd edn, SAGE, London

 Armstrong, M, and Taylor, S 2014, Armstrong’s Handbook of Human Resource Management Practice, 13th edn, Kogan Page, UK.

 

Armstrong, M, and Taylor, S 2020, Armstrong’s Handbook of Human Resource Management Practice. 15th edn., Kogan Page, UK.

 

Brannick, MT, et al., 2020, Job and Work Analysis Methods Research and Applications for Human Resource Management, 3^rd edn., Sage Publications, USA.

 

Cardy, RL, et al 2012,  Managing Human Resources, 7^th edn, Prentice Hall, USA.

 

Dessler, G 2017, Human Resource Management, 15^th edn., PEARSON, New York, p 98.

 

Nankervis, A, 2020, Human Resource Management: Strategy and Practice, 10^th edn, Cengage, Australia.

 

 

 

 

Evolution of Recruitment and Selection processes

 With the introduction of the internet and intranet in the early ’90s, the involvement of internet-based technology including social media and other software tools has significantly grown high in the employee selection and recruitment process. (Hopkins and Markham, 2003).

Various researchers indicate that online recruitment has given the opportunity for organizations to conduct recruitments and selections in a cost-effective manner and save the time for HR community (Hart et al. 2000).  The editors further emphasize how the effectiveness of the various online platforms involved in the recruitment and selection process has benefited organizations.

Further, Armstrong and Taylor (2020) have stated, that cross-platform sharing and messaging feature has given additional benefits as each social network has a different audience and can have a greater number of potential recruits. The editors further point out that the feature built on “matching” technology developed by using the principles of online dating in job searching has given immense advantages to candidates as well as employers.

 

E-recruitment process

In the e-recruitment process, vacancies can be advertised or posted on the internet by providing information about the job, requirements, and the information about the organization and facilitating multiple communication channels between candidates and organizations (Armstrong 2014). In addition to the above facilities, Armstrong has mentioned the ability to conduct interviews and tests when using an e-recruitment facility.

Further, according to Armstrong and Taylor (2020), any social media platforms such as LinkedIn, Twitter, and Facebook which use Web 2.0 technologies for networking or sharing can be used for the e-recruitment process. 

The main online sites involved in this process are;

• Corporate website: provides details of job opportunities and collects data for the same
• Job boards: publish job advertisements on behalf of employers and agencies (in Sri Lanka – Eg. topjobs.lk)
• Online testing: Evaluation of candidates over the Internet
• Social media: quick reach out to potential candidates (Eg. LinkedIn)

According to Armstrong (2014) the advantages of E-recruitment:

• Cost-effective as it's generally free and minimizes labor cost
• Reaches a bigger audience as the user can target a far wider audience without having to pay extra
• User friendly
• Enables dynamic content making user adds more appealing to job seekers
• Shortens hiring process
• Immediacy as most posts and replies appear in real-time

According to Armstrong (2014) the disadvantage of E-recruitment:

• Not suitable for senior positions where the pool of prospective candidates is much lower
• A high volume of responses including a large number of unsuitable candidates
• Technology issues that come from standardizing the application process

Modern selection process

Use of AI

Artificial Intelligence can revolutionize the entire recruitment process and machine learning algorithms can reshape the recruitment process much faster than humans (Armstrong and Taylor 2020). Further, Armstrong and Taylor (2020) mentioned the data mining algorithms which can be used to search for information on social media postings.

Applicant Tracking System (ATS) in candidate sourcing

AI-Based Video Interview Software

Table 1.0 – Advantages and disadvantages of psychometric test

Advantages of Psychometric Tests	Disadvantages of Psychometric Tests
It is accurate and appropriate	The method can become a fake one
Cheap to acquire	Can make a candidate nervous
Highly cost saving	Incompatible with others
Unbiased approach	Not complete in the whole sense
Highly time-saving	Squeeze the hard-earned money
Reviews can be done	The base is
Helps to pick the right person	Cultural barriers are present
Understand the employee	False answers
Reveals motives	Inaccuracy:
Candidates find their job	Answers are fixed
Improves efficiency	Depressed
Tools are used	Requirement for training
Psychometric testing can be used in any stage of the recruitment	Costly

References

AI-based Video Interview Software Recruitment Software: Birbal, Always Right, viewed 5 May 2022 < https://www.youtube.com/watch?v=W1vKhRzjCSY&t=3s>

 

Armstrong, M and Taylor S, (2014), Armstrong’s handbook of human resource management practice, 13^th edn, Kogan Page, UK.

 

Armstrong, M and Taylor S, (2020), Armstrong’s handbook of human resource management practice, 15^th edn, Kogan Page, UK.

 

Hart, C., Doherty, N & Ellis-Chadwick, F. (2000). Retailer adoption of the Internet Implications for retail marketing. European Journal of Marketing,34(8), 954-974.

 

Hopkins, B and Markham, J (2003), E-HR: using intranets to improve the effectiveness of your people, 1st edn., Routledge. UK, ISBN 9781138709300

 

Schmidt, F L and Hunter, J E (1998) The validity and utility of selection methods in personnel psychology: practical and theoretical implications of 85 years of research findings, Psychological Bulletin, 124 (2), pp 262–74

 

 

Challenges in Recruitments & Selection Process

With the new technology coming into the process, various challenges also have appeared as discussion points. (Farr and Tippins 2010).  According to the details given by Farr, and Tippins (2010), below are a few challenges in the current environment.

1. Examinee identification – Challenges to verifying the person who is attending the test on the internet is the real candidate
2. Additional cost to use advanced technology – Additional cost to implement biometric verification, real-time video communication, and other technology to verify the examinee identification
3. Security on internet-based tests
4. Inability to control the test environment such as unforeseen hardware and software issues, internet connection issues, etc, etc. 

Figure 01: Highest-Impact Strategic Recruitment Challenges

Source: Djabatey, 2012

In some cases, there can be candidates who don’t have the required qualifications but with high skill levels and competencies but will not capture into the requirement process (Djabatey, 2012). Hence discovering the best candidate from an underqualified pool of applicants will be a challenge. In a situation like this, the best candidate would be selected rather than the most suitable person for the job. In such a situation, the learning and development capacity of the candidate should also be evaluated by the organization (Djabatey, 2012). 

Also, candidates who are eligible would be contacted by recruiters regularly, and candidates with rare difficult-to-find skill sets consider several job offers at the same time (Rehman, 2012). Therefore, extra effort must be put into such cases to persuade such candidates to select the recruiter’s company over other companies. Further, the candidates will also negotiate, and the negotiations should be compatible with the company policies and standards which is a great challenge faced by modern organizations (Rehman, 2012).

 Further, HR teams whose task is to hire new candidates for the workplace have to find new candidates as fast as possible whenever a position is open. Usually, this time period will be the resignation time allowed by the resigned employee and the HR department should fulfill the position immediately to reduce, delays and bottlenecks in the organization’s processes. Hence, fast firing is a challenge (Louw, 2013).  

Unconscious biases are usually the basis for many companies to be unable to attract ad recruit diverse candidates (Collings, 2014). Employing objectively helps a company as it lets recruiters hire the best person for a certain work without stereotypes interfering other than just providing legal obligations. Hence, referrals from the top management and their personal recommendations will provide biases for the selected candidate and this is a challenge in recruiting the right candidate for the job (Collings, 2014) 

Further, better candidates are attracted and engaged if the recruiter has a good employer brand (Zhao & Liden, 2011). More candidates will be willing to work for a popular and a large-scale employer even at a lower salary scale than a small-scale business. Hence, attracting the best candidates for the small and medium scale organizations which have less employer brand value is a challenge (Zhao & Liden, 2011).   

Due to the higher costs associated with the selection processes, employers use only one or two selection methods, and not all selection methods to test a wide range of employee capabilities are used. This will neglect some of the aspects that are required in the job and will select an incompatible employee for the job at times (Caers & Castelyns, 2011). Therefore, organizations should use a wide range of selection methods in selecting the best candidate for the organization.

Further, when recruiting and selecting the candidate, the employee should be fit with the organizational culture, and identifying the cultural fit of the candidate before the appointment is a challenge of recruitment and selection (Caers & Castelyns, 2011). The organization could evaluate the Hofstede cultural dimensions of the organization and compatible candidates should be recruited and selected according to these dimensions in reducing the challenges faced by the recruitment of an inappropriate cultural fit (Caers & Castelyns, 2011).

In minimizing the challenges faced in the selection and recruitment in attracting the best candidate, human resource management theories could also be used

References

Caers, R. and Castelyns, V, 2011, ‘LinkedIn and Facebook in Belgium: The influences and biases of social network sites in recruitment and selection procedures’, Social Science Computer Review, Article in Social Science Computer Review, vol. 29, no. 4, viewed 5^th May 2022, SAGE, pp. 437-48.

 

Collings, DG 2014, ‘Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities, Journal of World Business, vol. 49, no. 2, pp. 253-61.

 

Djabatey, EN 2012, Recruitment and Selection Practices of Organisations: A Case Study of HFC Bank (Gh) Ltd, Institute of Distance Learning, Kwame Nkrumah University of Science and Technology

 

Farr, JL and Tippins, NT 2010, Hand Book of Employee Selection, Routledge, UK.

 

Louw, GJ 2013, ‘Exploring recruitment and selection trends in the Eastern Cape’, SA Journal of Human Resource Management, vol. 11 no. 1, viewed 5^th May 2022, <https://hdl.handle.net/10520/EJC141228>

 

Rehman, S 2012, ‘A Study of Public Sector Organizations with Respect to Recruitment, Job Satisfaction and Retention, Global Business & Management Research, vol. 4, no. 1.

Suggestions for overcome existing challenges

Maslow’s Hierarchy of Needs theory

Maslow has proposed a theory that includes five hierarchies of requirements and uses this model to understand the performance of organizations and employees (Gorden,1965).

 In a company, these physiological needs are concerned with the use of different approaches, the most commonly used of which is compensation and various benefits (Sadri & Bowen, 2011).

 This usually indicates the attitude of the organization towards its employees. if the organization does not meet these requirements properly, Candidates selected for the job will feel that the workplace in which they are employed is not adequately engaged with them or they will feel that they are neglected (Kaur, 2013). 

 Figure 1.0 - Maslow's Hierarchy of Needs

Source: (Sadri & Bowen, 2011)

According to the above model, it describes that an employee does not feel the second need until he is satisfied with the previous need.  The same pattern will repeat until the end of the final stage. The various stages above are described below (Sadri & Bowen, 2011).

Physiological needs

Such needs can be identified as the biological needs of food, air, and water. These are the strongest needs that a person can meet in the first place. Without these needs, human existence would not be possible, and as a result, people would seek out physiological needs to satisfy themselves (Daft, 2014).

 

Safety needs

Once people have satisfied all their physiological needs, their mind is focused on meeting their security needs. These requirements primarily represent protection against danger, trust, and fearlessness (Daft, 2014). The above safety needs are very important for children because of their sense of insecurity when it comes to safety needs. But in the event of an emergency or some form of disorganization in society, adults are less aware of their protective needs.

Belongings and love need

Once the physiological and safety requirements are met, people will eventually start thinking about the next level of needs, such as belongingness and love. In this case, Maslow's people are defined as social beings (Adair, 2013). Maslow has highlighted another important point. That is people try to overcome feelings of loneliness and alienation. This includes both giving and receiving love, affection, and the feeling of belonging.

Need for Esteem

The next level of need is the need for respect among the people. At this point, people are satisfied with the first three levels of need, and finally, they hope to consider satisfying their honorable needs. Under this, it shows the need for self-esteem and self-esteem such as self-confidence, independence, success, and talent (Griffin, 2016). When considering respectable needs, it can be motivated in two ways that can be identified as self-esteem and it is the respect a person receives from those around them. By nature, people want to have a stable, solid foundation, self-esteem, and respect from others. Once a person fulfills such a need, he is considered a valuable person in the world around him. Also, when these needs become frustrating, it makes the person feel inferior or helpless.

Needs for self-actualization

When all of the above requirements are met, an individual has an urgent need to meet self-sufficiency requirements. This does not mean that people need 100% satisfaction to go to this stage (Griffin, 2016). Based on Maslow, self-authentication is about a person's need and what the person is "born to do". This simply means that once a person has fulfilled all the requirements, he or she will feel restless in satisfying the self-evident needs. However, it is not always clear what a person wants when it comes to self-realization

This is realizing one’s full potential, and this will differ from person to person. This is the highest level on the hierarchy and what we are all striving for (Shajahan, 2007).

This model is very important when considering the existence of an organization. The ultimate asset for the success of an organization is the workforce. Therefore, meeting their needs at the organizational level will go a long way in achieving greater performance. Therefore, the organization needs measurements to identify demands and needs. The organization can attract more candidates by increasing the efficiency of recruitment and selection by meeting the requirements and requirements. Making candidates aware that they play a critical role in the 

The operational process and trusting that the company will respond to them is a good way to meet Maslow's theory of needs in the workplace (Griffin, 2016).

When applying this model to an organization, often lower-level staff seek to meet their psychological and defensive needs within the organization. These people mainly want to meet their basic needs. Adequate wages help to satisfy their basic mental needs such as food and shelter (Greenberg & Baron, 2000). Further Greenberg & Baron (2000) has mentioned that giving a free main meal to staff will help them to be more satisfied with the company. The security of their jobs and job security is paramount when considering security needs. They will be largely satisfied when they contribute positively to the company. Another point is that the company does not retain forced labor or child labor. Also, the company is already certified with current health and safety requirements in accordance with Oshae standards. These are essential to the high-level management of such companies when considering the inventory and the fulfillment of respectable requirements. In addition to the above points, Greenberg & Baron (2000) have also stated that these employees are already satisfied with the first two stages of their needs and are eager to receive care, affection, and acceptance from the work environment. These can be provided through the organization of events and the awarding of prizes for their performance in order to gain a good reception within the organization. Therefore, these various requirements should be evaluated and included in the recruitment and selection process. Therefore, the organization will be in an effective position in recruiting the right candidate for the relevant position to meet their category of needs in the right place.

 

References

Adair, J 2013, Develop Your Leadership Skills, Kogan Page Publishers, UK.

Daft, RL 2014, Management, 12^th edn, Cengage Learning Publishers, USA.

Gordon, GG 1965, The relationship of satisfiers and dissatisfiers to productivity, turnover and morale, American Psychologist. 20,499-502

Greenberg, J, and Baron, RA 2000, Behaviour in Organizations: Understanding and Managing the Human Side of Work,  Prentice Hall.

Kaur, A (2013), “Maslow's need hierarchy theory: Applications and criticisms’, Global Journal of Management and Business Studies, 3(10), pp. 1061-1064.

Griffin, RW 2016, Management, Cengage Learning, 12^th edn.

Sadri, G and Bowen, RC 2011, Meeting employee requirements: Maslow’s hierarchy of needs is still a reliable guide to motivating staff’, Industrial engineer, vol. 43, no. 10, pp. 44-9.

Shajahan, S 2007, Organization behavior, New Age International Publications.