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Essay / Research Paper Abstract
A 15 page paper discussing implications of selection in the function of HR and its effects on the organization. Former General Electric CEO Jack Welch said, “If we get the right people in the right job, we’ve won the game.” That, of course, is the ultimate goal of strategic HRM. The paper is written from the UK perspective using mostly UK sources. Bibliography lists 32 sources.
Page Count:
15 pages (~225 words per page)
File: CC6_KShrPlanSel.rtf
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Unformatted sample text from the term paper:
HR function may be the most dramatically changed of all organizational departments over the past decade. It has moved from a persistent drain on the bottom line to an
effective player in achieving corporate strategy. Increasingly, HR is being expected to be nothing short of innovative in its approach to locating and signing talented and experienced employees.
Of all the changes that HR has experienced in the past fifteen years, that of Internet recruiting must be the most responsible for permanent
changes in process. Principles remain unchanged in todays business environment, but processes certainly have not, and the goal still is selection of the best people available. Enhancing Quality
Wyper and Harrison (2000) note that mansy studies have linked strategic HRM practices with increased positive business results. One group of researchers conducted
a ten-year study of small and medium-sized businesses in the UK and "concluded that HRM practices ... are the most powerful predictors of change in company performance" (Wyper and Harrison,
2000; p. S720). Wyper and Harrison (2000) quote H.G. Wells: "Statistical thinking would one day be as necessary for efficient citizenship as
the ability to read and write" (p. S720). These authors believe that "HR is an integral element of the main corporate business improvement strategy, Six Sigma, and the HR
process is fully integrated into the operational activities of the business model and plans" (Wyper and Harrison, 2000; p. S720), with the objectives of having the "right people in the
right place at the right time at the right cost" (Wyper and Harrison, 2000; p. S720). Other benefits are that improvement activities are of higher quality, faster to implement
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