人力資源相關(guān)外文翻譯--印度企業(yè)招聘戰(zhàn)略整合及其對(duì)組織績(jī)效的影響（英文）

1、RESEARCH AND PRACTICE IN HUMAN RESOURCE MANAGEMENTChanda, A., Bansal, T. & Chanda, R. (2010). Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian Enterprises, Research and Practice

2、 in Human Resource Management, 18(1), 1-15.Strategic Integration of Recruitment Practices and Its Impact on Performance in Indian EnterprisesABSTRACTRecruitment and selection is a foundation of human resource managemen

3、t (HRM) practices and its integration to business is critical to achieve organisational strategic goals. However, little research has to date examined strategic integration in this specific human resource (HR) practice

4、, and, therefore, little is known about the level and application of recruitment and selection strategic integration a situation that warrants greater investment due to the economic growth in India in a c

5、orresponding expansion of Indian enterprises. Consequently, this study investigates the level at which recruitment and selection practices integrate with business strategies and the relative effects of different levels

6、 of such strategic integration on organisational performance in 259 Indian enterprises. The results show the majority of Indian enterprises had a high level of recruitment and selection strategic integration in b

7、usiness strategy formulation and implementation. Moreover, the level of recruitment and selection strategic integration was positively related to growth in market share, profits and sales, employees’ satis

8、faction, employees’ productivity, and negatively related to employees’ turnover. The implications for HRM practitioners and further research are discussed.INTRODUCTIONRecruitment and selection is the process

9、of attracting individuals on a timely basis, in sufficient numbers and with appropriate qualifications. Following the initial selection of incumbents they are likely to again be chosen to develop their further interest

10、 in the organisation and later to encourage them to apply for other jobs. Using appropriate techniques the suitable candidates are thus, able to be recruited and selected during their career development (Crawford 2004)

11、. It has been argued that in order for the firm to build and sustain the competitive advantage, proper staffing is critical (Wright & Snell 1991, Boxall 1996). Recruitment and selection is a major HRM function as i

12、t encompasses all organisational practices and decisions. Recent technological advances, globalisation, social trends and changes within organisations have brought new challenges for recruitment and selection (Rowley &

13、amp; Benson 2002). To effectively face the new challenges recruitment and selection needs to be integrated with business strategies (Lam & White 1998). Recruitment and selection strategies flow ultimately

14、 from the organisation’s mission and strategic objectives (i.e., the strategies and processes of recruitment and selection must be compatible with business strategies) (Nankervis, Compton & Baird 2002). Social sc

15、ientists argue that through the integration with business strategies, recruitment and selection help achieve strategic goals and enhance organisational performance (Becker & Gerhart 1996, Youndt, et al. 1996,

16、 Lewis 2003).Over the last thirty years or so, the amount of research on recruitment and selection has increased dramatically. Despite of this increase, recent reviews (Rodwell & Teo 2004, Wright, et al. 2005) of th

17、e literature have revealed that past studies mainly focused on the exploration of recruitment and selection practices adopted by the enterprise and not on its relationship to business strategy and performance. This res

18、earch analyses recruitment and selection as one of the HR practices from the gamut of entire HRM processes and evaluates the flaws that exist in its effective implementation in organisational setup. Although there is w

19、ide recognition of the significance of the integration of HRM with business strategies, little research has been devoted on how recruitment and selection strategic integration happens and what might be its

20、 effects on organisational performance (Budhwar 2000, Shen 2004).The integration of HRM and business strategy is possible by the ‘fit’ of human resources through a variety of HRM practices including recruitment and sele

21、ction in accordance with the business needs (Legge 1995, Budhwar 2000). Therefore, there is a set priority for organisations to have recruitment and selection strategically integrated with The presence of the HR head is

22、 a formal mechanism of consultation, which ensures HR’s strategic input into business at the highest level (Brewster & Larsen 1992, Shen 2005). Recruitment and selection related information, such as the HR availabi

23、lity and its cost, can be crucial for business strategy formulation. Shen (2005) argues that labour market related issues often affect multinationals’ decisions on overseas direct investment. Khatry and Budhwar (2002)

24、point out that the existence of the written HR strategy helps interpret business strategies into HRM policies and practices. HR strategy provides guidance for the formulation and implementation of recruitment and selec

25、tion policies and practices.A common problem in recruitment and selection is poor HR planning. Rigorous HR planning translates business strategies into specific HRM policies and practices. This is particularly so with r

26、ecruitment and selection policies and practices. The key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost

27、 (Hussey 1999, Breaugh & Starke 2000, Anderson, et al. 2004). Detailed and robust recruitment and selection policies, such as recruitment and selection procedures, assessing criteria, talents auditing and processin

28、g the information about the labour market are important in recruiting and deploying appropriate employees at the right time (Breaugh & Starke 2000). Past research shows that the competency level of HR managers

29、 has a major influence on recruitment and selection (Golden & Ramanujam 1985, Buller 1988, Truss & Grattan 1994) and experienced HR experts within the HR department will not only shorten vacancy durati

30、on, but also improve the quality of the applicants. Moreover, effective recruitment and selection is possible only if there is a dedicated and competent HR team.Strategic Integration in Strategy ImplementationIn the str

31、ategy implementation phase, the extent of recruitment and selection strategic integration can be gauged through four distinctive indicators. These indicators are: the timely supply of an adequately qualified workforce,

32、 effective job analysis and descriptions, effective selection, and the involvement of line managers in the recruitment and selection practices. A key source of uncertainty in the business strategy implementation is whet

33、her there is a timely supply of adequate qualified people (Wright & Snell 1991), and to a great extent this uncertainty involves the quality of employees. For instance, a firm might decide to leverage a different h

34、uman capital pool in terms of skills and education level than its rival firms as a competitive strategy even within the same industry to develop specific capabilities or to develop a HR process advantage (Wright, Dunfo

35、rd & Snell 2001, Boxall & Purcell 2003). An organisation can successfully eliminate this uncertainty if its recruitment and selection policies and practices are strategically integrated with business.Effectivel

36、y conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney & Huselid 1996). Argument has been given that under qualified employees m

37、ay not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualificat

38、ion than a desired level for a given job (Johnson, Morrow & Johnson 2002). For every job in the organisation, a thorough job analysis, which includes job description and job specifications, is necessary and based o

39、n this, an appropriate selection criteria is vital (Plumbley 1991). The job description provides indications of the duties to be undertaken, and the job specification usually prescribes relevant personal qualities and

40、attitudes as well as skills and knowledge required for the job (Plumbley 1991).A range of methods, such as application forms, interviews, formal tests, references, assessment centres and official transcripts are used b

41、y firms in the selection process (Anderson & Witvliet 2008). A firm needs to choose a method that is most appropriate to the job positions. HR experts generally drive the staffing process and the purpose of the sta

42、ffing is to fulfil the requirements of business, and the skill levels presented by each new recruit is likely to be judged better if the line managers are involved in the recruitment and selection process. Budhwar and S

43、parrow (1997) suggest that in business strategy implementation the involvement of line managers in the entire staffing process (i.e., drafting of job descriptions, setting selection criteria and being on the panel of r

44、ecruitment) is vital for ensuring recruitment and selection to meet business needs. In other words, the line managers are the owner of the recruitment and selection process along with HR playing a facilitator role. Fig