Windolf 5. What message to communicate? (Boxall et al,

Windolf (1986) states that the choice of aparticular recruitment strategy of any organization is specific to available resourcesof that organization at hand as well as its environmental dynamics. Boxall etal 2007, highlight five different questions an organization should answer inorder to have an effective recruitment strategy as a way of ensuring itssurvival and success.

These five questions are;1.       Whom to recruit?2.       Where to recruit?3.       What recruitment sourcesto use?4.

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       When to recruit?5.       What message tocommunicate?(Boxall etal, 2007). In this study the notion of effectiveness relates to the manner bywhich organizations implement their employment policies.   Humanresource management approaches in any business organization are developed tomeet corporate objectives and the materialization of their strategic plans. Thenature of recruitment for an organization with a human resource managementapproach is that it is influenced by the state of the labor market and theirstrength within the it (Jacksonet al, 2009).

It is necessary that these companies monitor the state ofthe labor market and potential recruitments as this will have an effect on andreinforce applicant expectations.  Related tothe success of recruitment and selection are strategies an organization arewilling and ready to use in identifying and selecting the best candidates forits pool of human resources. Organizations that seek to recruit base-levelentry positions often require minimum qualifications and experiences. Almostalways these applicants are recent graduates of universities and/or technicalcolleges whom may not have a clear idea of their career paths.

At middle levelsthe positions of senior administrative, junior executives and technicians areinternally filled. Scarcity of high quality talent mostly at senior executivelevels has led to the use of external sources but in recent times bothrecruitment sources are employed at all levels of recruitment.  Odiorne1984 opined that the quality of recruitment practices put in place by an organizationis a function of the quantity of application received.

Furthermore, he statedthat the relative effectiveness of the selection phase is dependent on thequality of attracted applicants.  2.1.

2   DEFINITIONS OF RECRUITMENT Numerousresearchers have contributed to the field of human resource management and haveoffered intensive and profound knowledge on the different branches of humanresource particularly on recruitment and selection. Some widely accepteddefinitions of recruitment are; Recruitmentis defined by Harris (2005) as “the process of attracting candidates andpersuading them to join organization.”  Recruitmentis “a practice or activity which define the desired characteristics ofapplicants for specific jobs.” (Daft, 2000).

 Accordingto Armstrong (2006), the aim of recruitment is to obtain at the barest minimumcost, the number of suitable and qualified candidates to satisfy the needs ofan organization. Organizations attract candidates by means of identifying,evaluating and exploiting the most appropriate sources of applicants. From theabove definitions of recruitment by different scholars, it is evident thatrecruitment deals with advertising existing vacant positions in an organizationto attract suitable and qualified applicants to apply for vacant positions inthe organizations.  The hiringprocess takes part in two forms which are the recruitment process and theselection process.

A pool for applicants is first built out of which selectionof hired applicants is made from the pool.  Daft (2000)states the four steps of hiring as;1.       Forecasting the need fornew employees based on the existing vacancies2.       Engaging variousrecruitment procedures to communicate and attract potential applicants3.

       Selecting the bestapplicants from the pool4.       Receiving and welcomingnew employees into the organization Therecruitment process is executed by recruiters and contract recruiters.