Recruitment and selection are two different concepts. However, they operate in order to coordinate towards accomplishment of a same goal that is to hire employees. The recruitment works in order to help the organizations in terms of forming a pool of applicants who can fill a specific job opening. The selection process includes job interviews and practical demonstration that can evaluate the actual execution of the organizational role that one intends to perform. The performance measures of various types are used in order to see if the person is capable of fulfilling each separate requirement of the job. The managers are greatly interested in knowing about the team management skills of the individual.
Training and development at the same time develops the skill set of the individuals according to their current jobs, and the developmental procedure requires the organization to select those employees who can fill the managerial roles in the future. Performance management is the workhorse of the companies because it applies in order to balance the quality of performance with one’s compensation and pay. The employees work best when their stake is attached with their performance.
The companies have applied a model of monetary and nonmonetary benefits so that the employees will have a growing level of commitment towards organizations with the passage of time. The monetary benefits are not that important than nonmonetary ones. The organizations are offering profit sharing regimes in order to fight the psychological belief that the employees are earning money for stakeholders rather than for themselves. Labor relations and unions have the duty to keep the organizational human resource practices well aligned with the governmental regulations. The growing globalized organizational operations have led towards the development of an academic school of thought that argues that multinationals have to adhere to the cultural, social, legal, and ethical standards of the societies in, which they have to operate.
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