Human Resource Management Master Assignment Example | Topics and Well Written Essays - 2000 words

Human Resource Management Master - Assignment Example Another aspect of the selection that may raise expectations is an unintended consequence of its recruitment process. A rigorous recruitment process can have two unintended outcomes. If the recruitment is competitive, it can create a feeling that those who are selected are truly terrific and valued. It can help build a positive self-image if the on-the-job experiences confirm that feeling. It can set the recruits up for disillusionment, however, if their on-the-job experiences do not confirm the self-image created through the recruitment process; it can make them feel that they are not valued. Similarly, by focusing on expectations as a key component in the decision to join a particular organizational workplace, we come to know that when a person chooses between alternative jobs, the choice is affected by the degree to which desired outcomes are likely to be realised. These desired outcomes may be interesting and challenging work, autonomy, responsibility, importance of work, competent boss, and a certain level of salary. The Program creates expectations by advertising training opportunities, rotational assignments, career planning, quick promotions, access to high-level officials, and opportunities for networking as features of the internship. In addition, they are believed to have expectations about the amount of challenge, responsibility, participation, meaningfulness of work, and opportunities to make a difference. Conversely, they are more likely to leave if their expectations are not met. Expectations may be influenced by prior work experiences. Those who have littl e prior work experience may have a more idealized view of what work will be like, and therefore have more unrealistic expectations than those who have at least some work experience. The good point is that expectations may be more implicit than explicit. The interviews reveal vagueness about expectations; it seems not a frame of reference for many of the interviewees. They possess goals, hopes, or desires about what they want from their work experience but it they are not framed in terms of expectations. Expectancy theory may work best for those who clearly thought about what they wanted and weighed their alternatives and the probabilities of having the experiences they desired. The expectancy model also assumes that people behave rationally in situations where their expectations are not met. When confronted with unmet expectations, the rational response, according to the theory, is to seek new employment that will more likely meet their expectations. However, it appears that not all people seek new employment under those circumstances. None of the interviewees who expressed great dissatisfaction with their current jobs are actively seeking other employment. So, at this point the best HR department does is the analysis of expectations and make decisions of recruitment while analyse candidate's intentions and future plans. While critically analysing the do's and don'ts of a human resource in any organisation, assessment is aimed at determining what are working and what is not working and identifying resource gaps and redundancies. (2006a) Finding employees Recruiting today is taken a lot more seriously