Article 1: Job design: An administrator’s guide to supporting and retaining special educators
Discuss About The Journal Contemporary Hospitality Management.
This is an annotation of selected peer-reviewed journal articles. The chosen industry is the manufacturing industry sector. The sector is very competitive and also worrisome for the human resource management. This is because they have challenged to recruit efficient and hard working labours. However, this is indeed challenging considering the labour shortage at the global level. In regards to the mentioned scenario, the annotation covers the strategy making of the HRM. The annotation is aimed at understanding the different trends of HRM practices from different perspectives as highlighted in the annotation section.
Article 1 Bettini, E. A., Cheyney, K., Wang, J., & Leko, C. (2015). Job design: An administrator’s guide to supporting and retaining special educators. Intervention in School and Clinic, 50(4), 221-225.
Paragraph 1: The main idea behind the selection of this article is to provide strategies to reduce the attrition of special education teacher. The hypothesis chosen in this article is the inability of administrators in formulating the strategy to reduce the attrition and also a recommendation of job characteristics theory to effectively cut down the issue. The purpose that it serves is to provide ways to the administration in schools, so that, attrition of special educators could be effectively reduced. The methodology is based on a practical approach to the highlighted issues in the light of “Job characteristics theory”. The article concludes that the chosen theory can be an effective move to control the incrementing attrition of special educators.
Paragraph 2: The article has spoken about a lot of things; however, all those points may or may not be feasible to the specific company. The increasing attrition of special educators is a serious concern indeed for students and also for schools. However, every single school may not have the resources to support the recommendations produced in this article. On the other hand, an ideal workplace is very unrealistic. Before all can be implemented, it is indeed more effective to go with the feedback session. Those who have left, it is better to get few of them. They need to be politely approached as they have already left the company, they may not be eager enough to interact. However, if things are explained appropriately, few of them may certainly be available for a discussion. It is even better to have a discussion with someone who has given the resignation and is serving the notice. They are approachable and can give valuable feedback. Those who are serving the notice period need to be asked a few certain questions. Nevertheless, responses need to be captured carefully and stored in the database system which is already in use in the administration facility. The next step will be to approach few others who have retired or are serving the notice period. It is necessary to have a wide range of views that may be different or even alike to each other. The collected data thus can be analysed to understand the major factors which contributed to resignations. Moreover, plans could then be planned accordingly to work in this area and reduce the number of attrition of special educators.
Article 2: Individual work design as a job demand: The double-edged sword of autonomy 1
Article 2 Bredehöft, F., Dettmers, J., Hoppe, A., & Janneck, M. (2015). Individual work design as a job demand: The double-edged sword of autonomy 1. Journal of Everyday Activity, 8(1), 13-26.
Paragraph 1: The main idea behind selecting the article is to understand the effect of individual work design. It means designing one’s own job, not physically. On a broader aspect, it means designing the job to reduce the work pressure and to create a supportive working environment for individuals. The hypothesis used in this study is that autonomy in job design is not safe all the time. It needs to have a limit, so that, it does not cross the feasibility limit. The purpose of the selection was to understand whether autonomy in job design is a good practice. A qualitative study is being considered in this article. The data is being collected through semi-structured interviews with 41 employees having the high level of autonomy and flexibility at the workplace. The article concludes that autonomy can be a good practice for issues like mental illness; however, it need not cross a feasibility boundary. If it does then negative consequences may also be the case. Autonomy can also be a response to external pressure. Employees may or may not be willing to opt it; however, they may be forced to it in circumstances. The article thus limits the scope of individual work design.
Paragraph 2: The chosen article indeed raises some good facts in the context of autonomy in individual work design. Some good points are that autonomy can also be used by the employer in putting extra pressure or responsibilities to workers. If that is the case then autonomy may not be a good thing for workers. However, the chosen article does not focus much on the other side of autonomy. The other side is that employees can use autonomy to manage their work effectively. It may be that they have not been asked for the same; however, they on their own can decide how to manage their works. If employees are capable enough to know how to manage their works, this will certainly prevent them from mental health issues common to the mass number of employees at the global level.
Article 3 Nagendra, A., & Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR planning and development in mid to large sized organizations. Procedia-Social and Behavioral Sciences, 133, 61-67.
Article 3: Human Resource Information Systems (HRIS) in HR planning and development in mid to large-sized organizations
Paragraph 1: The main idea behind the selection was to understand the importance of Human Resource Information Systems (HRIS) which is a contemporary concept in HR planning. It was being hypothesised that HR planning can improve if HRIS is effectively managed. HRIS means using technology supposedly in the form of software to improve the HR planning; however, this had just been limited to administrative works. The purpose of the selection is to understand the importance of HRIS in the HR planning. The data was collected with the help of structured questionnaires from junior and senior HR executives/managers in three different organisations in Pune. The article concludes that the e-recruitment system is still very limited in practice. It has not been utilised to its potential. E-recruitment system according to the article needs to be in practice in small and big size organisation.
Paragraph 2: The idea produced in the chosen article that small and large size organisation needs to use the e-recruitment facility. This may not be a good idea for smaller organisations with limited operations supposedly in just one city. E-recruitment facility is good when the employer is capable to afford the expenses. For a company limited just to one city, this may not be a go idea in the broader aspect. It can be applied also to such organisations; however, it may not be affordable or feasible to those. It is indeed better that they follow the traditional form of recruitment which is both feasible and useful also. The article just shows the advantage of using the e-recruitment system whereas it does not reflect much on its disadvantages. It may not be effective if not being handled strategically. Additionally, strategy making may not be a feasible approach for smaller organisations. It is better to work hard with the kind of system those firms have than wasting time to strategise the use of e-recruitment.
Article 4 Abraham, M., Kaliannan, M., Mohan, A. V., & Thomas, S. (2015). A Review of SMEs Recruitment and Selection Dilemma: Finding a’Fit’. The Journal of Developing Areas, 49(5), 335-342.
Paragraph 1: The main idea for selecting the article is to understand the human resource management practices especially the employee recruitment activities in the subsidiary centres of MNCs. The hypothesis for the chosen article is that the subsidiaries HRM may have a different work policy. They sometimes follow the instructions of international headquarters; however, those instructions are not feasible at other times due to the unavailability of useful resources. The HRM practices are not just solely dependent on the parent company. The purpose of selecting the article is to understand how HRM practices specifically the recruitment & selection procedures used to happen in multinational subsidiaries. Qualitative data of four European MNCs already operating in Bangladesh were being considered in the methodology section. Interviews were being conducted by employees working in the chosen MNCs. The article concludes that subsidiaries centres in most cases do not adhere to the head quarter’s recruitment & selection policies. The study feels that any adjustment done to the recruitment policies at the subsidiaries centres must be coordinated properly with HQs. The article also concludes that reliance on subsidiary centres for excellent service is a good way to motivate the subsidiaries. They may emerge as a potential option for the parent company.
Article 4: A review of SMEs recruitment and selection dilemma: Finding a ‘Fit’
Paragraph 2: The chosen article produces some very good findings in regards to operation at the subsidiary centres. However, the findings are just limited to good ones. It may also have some unwanted consequences. If strategies are not being checked and investigated by the HQs then this may be a resource to unnecessary expenditures. It is like waiting till the subsidiaries become the potential service provider. It is advisable that the parent company must analyse the HRM strategies especially the recruitment policies at the subsidiaries centres. This will help to analyse whether the chosen recruitment policy at the subsidiary centres is feasible with the internal and external circumstances. Subsidiary centres need to be appreciated for works to make them feel valued. However, strategies must be reviewed and recommended with few amendments if needed.
Article 5 Wirba, A. V. (2017). The Recruitment, Selection and Retention Practices by Family Owned Small and Medium Size Enterprises (FOSMEs) in Cameroon. American Journal of Business, Economics and Management, 5(1), 1.
Paragraph 1: The main idea for selecting the article is to understand how the family owned Small and Medium Size Enterprise (FOSMEs) in Cameroon is maintaining a continuous improvement. Such information can be really helpful for SMEs across the globe. Hence, the idea is serving an innovative move. The hypothesis was made that the recruitment and selection policy was not organised. Those firms rely on word-of-mouth publicity. The purpose of the selection is to understand the strategies which SMEs adopt in relation to recruitment and selection process. In the research methodology section, quantitative type of data was being chosen. The purpose was served through structured interviews with 30 managers in different SMEs. The article concludes that most SMEs in Cameroon preferred using the word-of-mouth publicity for recruiting the workers. Only one of the SMEs was being found as using a proper human resource management strategy.
Paragraph 2: 30 managers from different SMEs were being interviewed. It does not reveal or include other SMEs in the research. Those firms may not be having the same policy or else. In either of the case, the findings are informative from the perspective of the chosen country. However, this may not be a universal truth. The purpose was not also the same but still, there is a need for a study on other countries also. Considering the chosen research, the conclusive section may not be held as justified because using a proper HRM policy requires some real strategy making. This is time consuming and also incurring significant investments. Such firms may also lack insufficient resource to back up such strategy making process. On top of all, if the word-of-mouth publicity is effectively serving their needs then there is no point of thinking for other option which may not be feasible either. Additionally, if their existing strategies are not effective but still, those firms are satisfied with it then there are no such needs for looking to other options provided, that they intend to expand their market of operation. Moreover, SMEs considered in Cameroon may be different in regards to innovation from SMEs in other parts of the world.
References
Abraham, M., Kaliannan, M., Mohan, A. V., & Thomas, S. (2015). A Review of Smes Recruitment and Selection Dilemma: Finding a’Fit’. The Journal of Developing Areas, 49(5), 335-342.
Bettini, E. A., Cheyney, K., Wang, J., & Leko, C. (2015). Job design: An administrator’s guide to supporting and retaining special educators. Intervention in School and Clinic, 50(4), 221-225.
Bredehöft, F., Dettmers, J., Hoppe, A., & Janneck, M. (2015). Individual work design as a job demand: The double-edged sword of autonomy 1. Journal of Everyday Actitvity, 8(1), 13-26.
Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Morphet, J., Kent, B., Plummer, V., & Considine, J. (2015). The effect of Transition to Specialty Practice Programs on Australian emergency nurses’ professional development, recruitment and retention. Australasian Emergency Nursing Journal, 18(4), 204-211.
Nagendra, A., & Deshpande, M. (2014). Human Resource Information Systems (HRIS) in HR planning and development in mid to large sized organizations. Procedia-Social and Behavioral Sciences, 133, 61-67.
Wirba, A. V. (2017). The Recruitment, Selection and Retention Practices by Family Owned Small and Medium Size Enterprises (FOSMEs) in Cameroon. American Journal of Business, Economics and Management, 5(1), 1.
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