International human resource management

2.  In human resource management, “recruitment”
is the process of finding and hiring the best and
most qualified candidate for a job opening, in a
timely and cost-effective manner. It can also
be defined as the “process of searching for
prospective employees and stimulating and
encouraging them to apply for jobs in an
organization”.

4. Internal Sources of Recruitment:
 Promotions: The promotion policy is followed as
a motivational technique for the employees who
work hard and show good performance.
Promotion results in enhancements in pay,
position, responsibility and authority. The
important requirement for implementation of the
promotion policy is that the terms, conditions,
rules and regulations should be well-defined.
 Retirements: The retired employees may be given
the extension in their service in case of non-
availability of suitable candidates for the post.

5.  Former employees: Former employees who
had performed well during their tenure may be
called back, and higher wages and incentives
can be paid to them.
 Transfer:Employees may be transferred from
one department to another wherever the post
becomes vacant.

6.  The existing employees get motivated.
 Cost is saved as there is no need to give
advertisements about the vacancy.
 3. It builds loyalty among employees towards
the organization.
 4. Training cost is saved as the employees
already know about the nature of job to be
performed.
 5. It is a reliable and easy process.

7.  Young people with the knowledge of modem
technology and innovative ideas do not get the
chance.
 The performance of the existing employees
may not be as efficient as before.
 It brings the morale down of employees who
do not get promotion or selected.
 It may leads to encouragement to favouritism.
 It may not be always in the good interest of the
organization.

8.  Press advertisement: A wide choice for selecting
the appropriate candidate for the post is available
through this source. It gives publicity to the vacant
posts and the details about the job in the form of
job description and job specification are made
available to public in general.
 Campus interviews: It is the best possible method
for companies to select students from various
educational institutions. It is easy and economical.
The company officials personally visit various
institutes and select students eligible for a
particular post through interviews. Students get a
good opportunity to prove themselves and get
selected for a good job.

9.  Placement agencies: A databank of candidates
is sent to organizations for their selection
purpose and agencies get commission in
return.
 Employment exchange: People register
themselves with government employment
exchanges with their personal details.
According to the needs and request of the
organization, the candidates are sent for
interviews.

10.  New talents get the opportunity.
 The best selection is possible as a large number
of candidates apply for the job.
 In case of unavailability of suitable candidates
within the organization, it is better to select
them from outside sources.

11.  The selection process can be defined as the
process of selection and shortlisting of the right
candidates with the necessary qualifications
and skill set to fill the vacancies in an
organisation. The selection process varies from
industry to industry, company to company and
even amongst departments of the same
company.

13.  Dale S. Beach defines training as ‘the organized
procedure by which people learn knowledge
and/or skill for a definite purpose’. Training
refers to the teaching and learning activities
carried on for the primary purpose of helping
members of an organization acquire and apply
the knowledge, skills, abilities, and attitudes
needed by a particular job and organization.

14.  Environmental changes:Mechanization,
computerization, and automation have resulted in
many changes that require trained staff possessing
enough skills. The organization should train the
employees to enrich them with the latest
technology and knowledge.
 Organizational complexity: With modern
inventions, technological upgradation, and diver-
sification most of the organizations have become
very complex. This has aggravated the problems of
coordination. So, in order to cope up with the
complexities, training has become mandatory.

15.  Human relations:Every management has to
maintain very good human relations, and this has
made training as one of the basic conditions to deal
with human problems.
 To match employee specifications with the job
requirements and organizational needs: An
employee’s specification may not exactly suit to
the requirements of the job and the organization,
irrespective of past experience and skills. There is
always a gap between an employee’s present
specifications and the organization’s requirements.
For filling this gap training is required.

16.  Induction training: Also known as orientation
training given for the new recruits in order to
make them familiarize with the internal
environment of an organization. It helps the
employees to understand the procedures, code of
conduct, policies existing in that organization.
 Job instruction training: This training provides an
overview about the job and experienced trainers
demonstrates the entire job. Addition training is
offered to employees after evaluating their
performance if necessary.

17.  Vestibule training: It is the training on actual
work to be done by an employee but conducted
away from the work place.
 Refresher training: This type of training is
offered in order to incorporate the latest
development in a particular field. This training
is imparted to upgrade the skills of employees.
This training can also be used for promoting an
employee.

18.  Motivation refers to degree of readiness of an
organism to pursue some designated goal and
implies the determination of the nature and
locus of the forces, including the degree of
readiness.
 Motivation implies any emotion or desire
which so conditions one’s will that the
individual is properly led into action.

19.  Intensity: It describes how hard a person tries.
This is the element most of us focus on when we
talk about motivation.
 Direction: High intensity is unlikely to lead to
favorable job-performance outcomes unless the
effort is channeled in a direction that benefits the
organization. Therefore, the quality of effort as
well as its intensity matters. Effort directed
toward, and consistent with, the organization’s
goals is the kind of effort once should be seeking.
 Persistence: It measures how long a person can
maintain effort. Motivated individuals stay with a
task long enough to achieve their goal.

20.  Behavior: All behaviour is a series of activities. Behaviour is generally
motivated by a desire to achieve a goal. In order to predict and control
behaviour managers must understand the motives of people.
 Motives: Motives prompt people to action. They are the primary
energizers of behaviour. They are the ‘ways’ of behaviour and
mainsprings of action. They are largely subjective and represent the
mental feelings of human beings. They are cognitive variables. They cause
behaviour in many ways. They arise continuously and determine the
general direction of an individual’s behavior.
 Goals: Motives are directed toward goals. Motives generally create a state
of disequilibrium, physiological or psychological imbalance, within the
individuals. Attaining a goal will tend to restore physiological or
psychological balance. Goals are the ends which provide satisfaction of
human wants. They are outside an individual; they are hoped for
incentives toward which needs are directed. One person may satisfy his
need for power by kicking subordinates and another by becoming the
president of a company. Thus, a need can be satisfied by several alternate
goals.

22.  Types of Motivation -Motivation may be
classified on following bases:
 Positive or negative
 Extrinsic and intrinsic
 Financial or non-financial

23.  Positive motivation: It is the process of attempting to
influence the employees’ behavior through recognition
& appreciation of employees’ efforts and contribution
towards achievement of organisational goal. Examples
of positive motivators are – taking interest in
subordinate’s benefits, appreciation and credit for
work done, delegating the authority and responsibility
of subordinates etc.
 Negative motivation: It is based upon fear i.e.
demotion, lay off etc. The fear of punishment affects
the behaviour towards changes. Though punishment
has resulted in controlling the misbehaviour and
contributed towards positive performance but it may
also lead to poor performance & lower productivity

24.  Extrinsic Motivation: It arises away from the
job. It do not occur on the job. These factors
include wages, fringe benefits, medical
reimbursement, etc. Thus, they are generally
associated with fiaancial incentives
 Intrinsic Motivation: This type of motivation
occurs on the job and provides satisfaction
during the performance of work itself. Intrinsic
or internal motivators include recognition,
status, authority, participation etc

25.  Financial Motivation: It is associated with
money. It includes wages and salaries, fringe
benefits, bonus, retirement benefits etc
 Non-financial Motivation: This type of
motivation is not associated with monetary
rewards. It includes intangible incentives like
ego satisfaction, self-actualisation and
responsibility