Methods used in an organizational selection process
According to Robbins & Judge (2017), various selection methods can be utilized in an organizational selection process. Robbins & Judge (2017), suggests that some of the recognizable methods can be as outlined below;
Preliminary screening method
This method constitutes the HR screening of resumes and application to evaluate the applicants who hold the required experience for the vacant positions. The method requires the HR to identify the sufficient applicants for a further preliminary screening interview (Robbins & Judge, 2017). This method is perceived as effective since it narrows the selection of the applicants who qualify for the basic requirements for the vacant position.
Telephone interviewing method
This method is applied as a first-round interview. Robbins & Judge (2017), observes that telephone interviews present the HR managers with an opportunity to gauge the interest of the candidates. Also, the method is perceived as one that saves time and resources when compared to face-to-face interviews.
In-Person interviews method
Another method applied in the selection process relate to the in-person interviews. In this method, HR managers select a few applicants from a pool of candidates in the preliminary screening or telephone interviews (Robbins & Judge, 2017).
Cultural fit selection method
In this method, HR managers select applicants who are best suited to the organizations’ culture hence the method reference to cultural fit selection. The method is usually carried out in the third-round interviews where the HR manager is interested in identifying the best candidate who can fit into the culture of the organization (Robbins & Judge, 2017).. It is perceived to not constitute any objective criteria and is rather a subjective analysis.
Vetting Candidates method
This method involves the HR managers dispatching a conditional job offer (Robbins & Judge, 2017). It involves institution of background checks on applicants to ascertain their qualifications in regard to the provided information.
How conflict within an organization can be helpful or harmful
According to Robbins & Judge (2017), conflict within an organization can be categorized as one that can bring negative or positive results. One of the most recognizable negative results that are a product of organizational conflict relates to the decrease in productivity of the affected workforce. Conflict can cause the workforce to become frustrated in circumstances where a solution is not arrived at. This may cause adverse stress that in turn affect their professional and personal output. Mental health concerns is another aspect of negatives brought about by conflict within an organization. In cases where members of an organization are put on extended stress as a result of conflicts, they may suffer from mental complexities such as headaches, loss of appetite, and to some extent, they may become unapproachable. Another negative effect of such conflicts in an organization relates to sub-optimization. Extreme conflicts result into loss of focus related to organization’s objectives by the concerned parties. Additionally, wastage of resources and time constitute to a negative result of conflicts within an organization. Other negative consequences are the loss of workforce and violence in cases where mediation between conflicting parties is not instituted.
Nonetheless, there are pros that are interlinked with conflict within an organization. Robbins & Judge (2017), suggests that one of the most recognizable positives of such conflicts is the improvement of future communications between the conflicting units. The conflict between members brings them to a common understanding within an organization. More so, conflict helps members or departmental units to share and respect opinions and hence help them work as a unit. Another positive of conflict within an organization refer to the acceleration of change. Conflict stimulates modification of operation procedures and policies from within. Other pros related to conflict within an organization include; the congruence of objectives, spurring of innovations, and inspiring creativity.
Challenges faced by the Human Resource managers in contemporary, global environment
In the modern global business environment, there is a wide range of challenges faced by the human resource management. These challenges stem from the complexity of managing a globalized workforce, directing corporate strategic decision-making units, positioning the organization for future ventures, and keeping the organization within laws (Robbins & Judge, 2017).
In a globalized workforce, the HR managers are faced with the challenge of establishing strategies that involve the adaptation to recruitment and retention of a dynamic workforce (Robbins & Judge, 2017). To counter this challenge, the HR managers require analytics and a comprehensive skill set that include metrics on gender and other diversities to plan for an all-round workforce. Another challenge of faced by the HR managers that is linked to the management of a globalized workforce involve the laying of the groundwork for complexities constituted in hiring, management, and integration of a globalized workforce. Other challenges include; preparation for fresh, global, and modern leadership, the identification of skills at the ground level, and maintenance of a comprehensive relation with regulations and hiring Acts.
In the challenge of directing corporate strategic decision-making processes, HR managers are faced with the complexity of consolidating the human capital risks and opportunities. This implies that in strategic decision-making the managers are required to incorporate the decisions of the human capital that operating from abroad by reviewing the risks and opportunities in strategic decision-making. More so, managers are faced with the challenge of balancing societal and corporate cultures while ensuring that there is an evident promotion of diversity. Additionally, HR managers are tasked with making the business case for Corporate Social Responsibility (Robbins & Judge, 2017). This challenge requires the managers to solve complexities such as when local practices or labor laws conflicts with organization’s policies related to Corporate Social Responsibility.
Robbins, S. P., & Judge, T. A. (2017). Organizational behavior. Boston: Pearson.