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Essay / Research Paper Abstract
A 10 page paper focusing on HR’s recruiting and selection processes. One of the greatest challenges to organizations today is to ensure that the “right” people are placed in positions right for them, where they can be most effective and provide the greatest value for the organization. The challenge to human resources professionals is to attract the greatest number of qualified candidates and then to make proper selection from that attracted pool of candidates. Bibliography lists 17 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSHRrecruitSel.rtf
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Unformatted sample text from the term paper:
the greatest challenges to organizations today is to ensure that the "right" people are placed in positions right for them, where they can be most effective and provide the greatest
value for the organization. The challenge to human resources (HR) professionals is to attract the greatest number of qualified candidates and then to make proper selection from that attracted
pool of candidates. Ongoing Concerns Too many companies believe that employee motivation rests in monetary rewards, without either realizing or acknowledging individuals needs
for recognition. Formal studies and informal surveys alike reveal that while managers often will list money as the top factor in motivating employees, the employees themselves are much more
likely to list first their desire for recognition, for someone to let them know they truly have done a good job (Remington, 1995). James Champy (1998) of reengineering fame
goes so far as to say that the annual bonus is about as motivating as is the old Christmas turkey. Maslows hierarchy of
needs provides a better set of indicators. Pay is only a beginning point, not the sole reason that workers remain with their companies. Having a voice and being
able to truly make a difference comes in much higher, falling into Maslows third level in his hierarchy, that which he labels "belonging."
Years of tradition dictate that the root of employee motivation is money, that employees will work harder and more productively just for the promise of higher pay. Practice and
astute observation, however, reveals that the tradition may only be a myth with very little base in fact. Spitzer (1996) goes so far as to say "Sometimes a jelly
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