Magoosh GRE

Human Resource Management: Dissertation Proposal

| April 2, 2015

Literature Review
Among many targeted aims of Human Resource Management, one of its primary function is to recognize the employees as a resource to company which depends upon the functioning and evolution as an economic entity.
Tippins (2002) analysed that the selection methodology is a complete process to select the most perfect candidate to fill a vacancy for an organization, selecting as a commodity of the company; this will reflect how well the process has been led as it could possibly result into company growth or total failure causing an ultimate collapse to economic entity of the company.

What Is Selection?

Traditionally, the definition of selecting staff is defined as “find the man suitable to fill a position appropriate for a cost also suitable”(Aguinis, 2004). Although needs of an organization is the prime influencing factor but the extent of their skill development and their individual ability to fill the capacity with their involvement in company’s policy and prosperity gains potential in this process.
Traditionally, we have witnessed that the man only selects those animals that will meet the best features of their nutritional needs. Kehoe (2005) discussed that the same phenomena with different priorities, today, these organizations select people depending upon their race, strength, and other features. This could be noticed in the era of slavery when only stronger people are needed who can stand several strenuous hours without taking rest having the tendency to all the provisions.
Bartram (1999) analysed that we are currently looking for further development of our society based on industrial capitalism, where the importance is given to an economy with more liquidity and solidity, this stronger economy can generally be termed as business.
Kehoe (2005) discussed that industrial capitalism is the stage which is marked by great development of business. It was also noted that there were two classes only, one is the employer who owns the means of production and the other is an employee which can be sold to entrepreneur as a workforce and the technological advances serves as an extra topping on the cake where companies optimizes their resources to the fullest.

Recruitment Process

This recruitment process is a constitution of six different and distinct steps:
1. Analysis Of Applications
2. Psychometric And Technical Testing
3. Preliminary And Selection Interview
4. Research Work
5. Socio-Medical Examination
6. Final Hiring Decision (Aguinis, 2004)
Bartram (1999) analysed that recruitment is a process of steps that should be taken in an orderly sequence to hire the most appropriate candidate who meets all the requirements necessary to fill a position. These steps should be taken properly to avoid errors as negligence could end up in runnig the risk of achieving the desired success.

Scope of the Recruitment Process

The recrutiment process aims to find a person who meets all the requirements mentioned in the job profile. Kehoe (2005) suggested that the objective selection process can be facilitated by dividing it into three subdivisions and the information should be obtained by performing the analysis of a position. Thorsteinson (1997) analysed that it not only allows a deeper scrutiny for the desired profile but it also enables the future analysis that could vary from organizational needs to changes in nature of business ranging from technological to skills aspect. These essential subdivisional elements are:
1. Personnel department use the selection process to proceed with the hiring of a new staff. The information provided by the analysis of vancant positions, the description of tasks, human specifications and standards of performance required for each position.
2. Planned human resources such as short and long term vacancies reveals future with some accuracy, and also allow to drive the selection process in a more logical and orderly format.
3. The selected or preferred candidates among the short listed group of prospective employees should have an edge over the remaining people in every social, functional and individual dimension.
Although there are many other elements to consider but these three elements largely determine the effectiveness of the selection process; other elements may include the offer limited job, ethical issues, the policies of an organization and legal framework in which all activity is part.

Recruitment: An Overview

Thorsteinson (1997) analysed that selection process includes specific steps and guidance to abide which will determine the nature of applicant to fill a particular position. Bartram (1999) analysed that the number of steps that organizations follow may vary. Human resources helps organizations in identifying the right candidate who meets specific job requirements and needs of the organization (Aguinis, 2004).

Internal Selection

Tippins (2002) analysed that internal challenges that are generated by the organization itself may emerge into following dilemmas; In general, managers of various departments wish to fill in the vacancies internally by identifying the most qualified and appropriate employee to perform the function for a designated vacancy. Managers tends to wait for a vacancy before proceeding to complete an application for a new staff. Rahat (1999) discussed that every organization likes to maintain the policy for internal recruitment that determines the priod for which the post should be offered to internal staff before flashing it in the market. Thorsteinson (1997) evaluated that making particularly quick decisions in this area involves a decrement in the number of suitable candidates therefore it is very likely that the human resource manager of an organization should strong enough to make such bold judgments.

Reason For Selection

Rahat (1999) discussed that having a large group of well qualified candidates to fill vacancies is the ideal location of the selection process. Tippins (2002) analysed that some positions are more difficult to fill than others. Therefore when a position is difficult to fill there is a talk of low selection ratio whereas when a position is simple to fill a senior selection ratio is obvious (Kehoe, 2000).

Preliminary Interview

Preliminary interview can be define as the form of interpersonal communication to provide enough information about a candidate and/or candidates. Bartram (1999) explored that preliminary interview is intended to detect the overt thick and the thin aspects of the candidate and his/her relationship to the job requirements. For example, looking natural and ease of expression are evident enough to rule out the candidates who do not possess the characteristics required to occupy the post.
Tippins (2002) analysed that this particular interview is scheduled to give information on the vacancy and the remuneration offered so that an adequate amount of time and effort could be saved submitting an option to the candidate to either continue or discontinue with the selection process.
Selection Interview
Rahat (1999) discussed that the selection interview is intended to gather as much information as possible with two-way communication so that it allows the organization and the candidate to understand each other more thoroughly and profoundly, this an antique method of establishing a relationship with the candidate which serves as a key to good recruitment process.
Thorsteinson (1997) analysed that the selection interview must be taken into account as of great importance and should not be treated as superfluous subjectively. The rapport, top and close stages of this interview are the most fundamental orientations. Therefore, it can summarize as the selection interview is designed to meet the qualifications, interests and backgrounds on both sides i.e. to organization and to the candidates (Kehoe, 2000).

Target Company: Unilever

Unilever is a multinational company Anglo – Dutch company created in 1930 as a result of the merger between Margarine Unie(Dutch) and Lever Brothers(English).
Unilever owns more than 400 brands as a result of acquisitions, but the company focuses on what is called as “brand a billion dollars”, 13 marks are to achieve annual sales of over one billion U.S. dollars Americans . Unilever’s top 25 brands account for over 70% of sales. The marks are divided almost entirely into two categories: Food and Beverages, and Home and Personal Care (Schmitt, 1993).

Human Resources at Unilever

It is a normal practise to include a paragraph or a phrase that refers to the importance of human assets within policies of various organizations around the globe.
At Unilever, the organization try to give the proper content that the phrase deserve in its core essence. If they were to summarize what Unilever represents, they can do this with the help of two words only “BRANDS” and “PEOPLE”. Since they operate in a highly competitive market in which they try to select and develop people who will contribute decisively for the organization to succeed now and in the near future.
The purpose of this area is to create a leader in creating value through people and equipment. It is known that the Company’s success depends on the performance. From Human Resources contributes to the business, establishing plans for the development of human potential in order to respond to the needs of the companies in short and long terms.
The Human Resource Business Partners play an important role in creating value for the business to the extent associated with the implementation of the strategy, assist in the processes of transformation and change, enhance corporate culture and to involve the persons. In addition, it also encourages talent management, knowledge and relationships with employees, aligning pay and performance with company’s strategy (Schmitt, 1993).
Human resources will need:
• Interpersonal and leadership skills.
• The ability to see beyond while you perform the diurnal actions.
• A real interest in how people manage the business.
• The strength and integrity to make tough decisions.
• Interest and enthusiasm to coach and develop people.
Justification of Selection
This research study will be emphasising in human resource planningwith selection process as secondary topic. It is selected because Human Resource Planning (HRP) is the process to determine in a systematic and scientific provision and demand for labour required to operate within a business. In this activity the personnel department of a corporation can plan its work in recruitment, selection, and training among others.
This study will carry out a scientific analysis that presents the general aspects of human resource planning in order to meet fully its scope with emphasis on the different aspects that address the human resource planning in organizations such as: staffing to management, forecasts of staffing requirements, the investment portfolio of human resources and presenting the relationship of human resource planning process with the functions of human resource management.

Research Question

• What is the selection process at Unilever?
• What are the means and methods adopted to formulate the policy of selection?
• What are managerial strategies applied in the selection process?
• What skills and strengths are measured by selection process at Unilever?
• What are the weaknesses of Unilever’s selection process?

Aims and Objectives

This research is aimed to find out the:
• Managerial strategy in selection process at Unilever
• How managerial strategy can be developed at Unilever
• To present an overview of human resource planning, as its concept, objectives pursued and the process of human resource planning. Policy will be given; its concept, definition, objectives, advantages and disadvantages and political human resource planning will be mentioned. Examples are classification, characteristics, models, importance, nature and extent of human resource planning.
• Explain the planning of organization and human resources, what are the variables that affect the planning of organization, the relationship between the organizations & human resource planning and audit & human resource planning.
• Explain how it turns staffing the administration, how it gives planning staff in private companies and public organizations. As well as determine the needs for staffing.
• Explain the forecasted staffing requirements and how to supply projected internal and external candidates.
• Make known what is investment portfolio of human resources and the different classifications of how human resources are the high-potential employees, consistent performance, but with limited potential, great potential, but with attitude problems and the low potential and yield.
• To present the relationship of human resource planning process, functions of human resource management such as recruitment, selection, training, development, labour relations, collective bargaining, compensation and benefits.

Research Methodology

This chapter provides methodology used for conducting this research. For the purpose of this dissertation, qualitative and quantitative research method will be used. Both primary and secondary data will be collected using any of the two methods, qualitative or quantitative.
Additionally, the research also used publications like newspapers and magazines to gather relevant information. For the primary study, the research chose to use interview questionnaires to gather information.
This dissertation follows the method of both primary and secondary collection of data. A number of sources will be utilized for the sake of data extraction like books, internet publications, journals, articles, surveys, interviews and questionnaire.
Mixed method of research is aimed at gathering of information with the help of various mediums like focus group interviews, organisational case studies, literature, broadcast media, publications and other kind of primary and secondary sources. This kind of research involved both human and non-human subjects for studying the concept and factors in details.

Population

The population for this research study is Unilever head office in UK.

Intended Analyses

Associative statistics attempt to determine meaningful interrelationships among or between data. Inferential statistics determine and assess the characteristics or attributes of a particular sample to generate generalizations about a specific population. The meaning of statistical information depends on the clarity and precision of the problem and questions addressed within the topic under investigation.

Structure of the Thesis
Introduction
This chapter will helicopter over the introduction of the topic and outline the proper suitable introduction to the topic.

Literature Review
This section will discussed in detail the literature associated with the topic. It will defined the core and essential elements of all the sections and topics related to the subject of the study.

Methodology
It will give description about the methodology adopted to investigate the research and how this will be achived practically.

Results and Analysis
This section will explore the results of the data gathered from relevant resources and make an analysis of the results accordingly with the subject matter.

Discussions
This section will discuss about the results.

Conclusion and Limitations
Lastly, a conclusion will be given to sum up all the relevant information relating to the topic and draws out the basis for limitations for future analysis and research.

Appendices, References and Bibliography
Lastly, all the questionnaire surveys, collected information, sources of the information and bibliography of the relevant resources will be presented.

REFERENCES
Aguinis, H (2004), ‘Test Score Banding in Human Resource Selection’, Westport, CT: Praeger.
Bartram, D. (1999), ‘Testing and the Internet: Current Realities, Issues and Future Possibilities’, Selection and Development Review, Vol. 15, p. 3–12.
Bryant, R. R. (1990), ‘Job Search And Information Processing in the Presence of Nonrational Behavior’, Journal of Economic Behavior and Organization vol. 14, p. 249–260.
Kehoe, J. F. & Olson, A. (2005), ‘Cut Scores and Employment Discrimination Litigation’, In F. J. Landy, Employment discrimination litigation: Behavioral, quantitative, and legal perspectives. San Francisco: Jossey-Bass.
Kehoe, J. F., et al. (2005), ‘E-Selection’, In H. G. Gueutal, ed. & D. L. Stone, The brave new world of eHR: Human resources management in the digital age. San Francisco: Jossey-Bass.
Kehoe, J. F. (2000), ‘Managing Selection in Changing Organizations’, Human resource strategies. San Francisco: Jossey-Bass.
Knapp, A. (2002), ‘France: Never a Golden Age’, Political Parties in Advanced Democracies, Oxford: Oxford University Press.
Rahat, G. & Sher-Hadar, N. (1999), ‘Intra-Party Selection of Candidates for the Knesset List and for Prime-Ministerial Candidacy 1995–1997’, Jerusalem: Israel Democracy Institute.
Schmitt, N. & Borman, W. C. (1993), ‘Personnel Selection in Organizations’, San Francisco: Jossey-Bass.
Thorsteinson, T. J. & Ryan, A. M. (1997), ‘The Effect of Selection Ratio on Perceptions of the Fairness of a Selection Battery’, International Journal of Selection and Assessment vol. 5, p. 159–168.
Tippins, N. (2002), ‘Issues in Implementing Large-Scale Selection Programs’, Implementing organizational interventions: Steps, processes, and best practices, San Francisco: Jossey-Bass.

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