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Critically Explore How Organisations Can Use Resourcing Strategies Enhance Organisational Performance

Explore how organisations can use resourcing strategies to strategically enhance organisational performance.

This paper reviews current recruitment and selection strategies in an Irish organisation – American Airlines (Dublin European Reservations Office).

Recruitment and Selection
Recruitment and selection are central and boundaryless functions of the organisations (Nelson, 1997). An effective recruitment process follows these steps: job definition, person specification, designing of recruitment and selection process, job marketing, job application designs, receiving and documenting applications, running the selection process, carrying-out final checks, offer employment agreeing on employment terms and conditions including contract and induction (Peel and dale, 2001, p. 9).

The whole recruitment process per se is more complex that encouraging people. It aims at attracting the right people at the right time, interest them in what is on offer and tempt them to react through submitting an application (Dale, 2003, p. 50). In addition, recruitment leads to application and to short-listing. Its effectiveness is influenced by the recruitment content and medium. Then, followed by information gathering, prediction, decision-making and information supply. Information gathering deals with physical, behavioural and biographical characteristics of applicants. The process of transforming and relating these informations on future behaviour and the resulting contribution of the applicant to organisational goals is known as prediction. A plan for action (decision) and a subsequent information production regarding the applicant are the third and fourth concept, respectively (Dale, 2003, p. 94).

Selection, on the other hand, concerns training needs identification, health and safety determination, rational and acceptable salary structure, performance appraisals and re-organisation of the company workforce (Cooper, Robertson and Tinline, 2003, p. 31). Some...