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Essay / Research Paper Abstract
This 6 page paper looks at how organizations can use resourcing strategies to strategically enhance performance. The paper looks at different resourcing models and concludes by looking at 3 recruitment and 3 selection examples. This is discussed in general terms as well as with reference to the electricity supply organizations. The bibliography cites 4 sources.
Page Count:
6 pages (~225 words per page)
File: D0_TEresourcehrm.rtf
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Unformatted sample text from the term paper:
regardless of what industry is being considered, from the manufacture of toys to the supply of electricity. In order to consider the way that resourcing strategies can enhance performance it
is necessary to look a different resourcing strategies and approaches. The resourcing and use of employees is key within this and as such looking at different tools for recruitment and
selection there can valuable to assess which tools may be of the greatest use to an organization. When looking at more specific
applications there are formalized model and more flexible approaches that can be used and considered in terms of recruitment and selection. The Matching model, also known as the Michigan model
is a hard approach to HRM. Here there is an approach that indicates HRM must be linked with the development and implementation of any strategic choices made by the organisation.
The model, developed by Fombrun, Tichy, Revanna (1984), has several assumptions (quoted in Sparrow and Hiltrop, 1992). This is an attractive model as it assumers that employees and management are
working towards the same goal and that there is no conflict within organisations (Sparrow and Hiltrop, 1992). For many HRM managers this is an attractive model due to this apparent
lack of conflict, and the way in which HRM is placed in the centre, rather than at the periphery of strategic planning (Sparrow and Hiltrop, 1992). This harder edge also
places less in terms of human characteristics in the way HRM should be managed, human labour is a resource to be used and maximised just as any other. This means
playing as little as possible for the labour, using it sparingly and maximising the output (Sparrow and Hiltrop, 1992). The management of employees is seen in terms of the management
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