1. Think about your own experience of recruitment and selection in organizations and about the idea of a ‘strategic approach to selection and recruitment’. 1) What are the key defining features would you expect to find in recruitment and selection policies operated by an organization that claimed to take a strategic approach? 2) Can you think of any disadvantages associated with taking an approach to recruitment and selection that is clearly strategic in nature? What about the advantages of a more reactive or adhoc approach? 3) Why do so many HR managers claim to have adopted a strategic approach to their activities, when in practice there is only limited evidence that this is really the case? 2. The psychological contract captures at any one point in time what the perceived “deal” is between two parties. The traditional view (or ‘old deal’) of the psychological contract is characterized as “relational” and one in which employees offer their commitment and discretionary effort in exchange for career progression and job security. Some, however, have argued that the “deal” is changing (eg. Herriot and Pemberton, 1995; Rousseau, 1995) and employees no longer seek job security but want fair pay, opportunities for training and development, and employability. In this sense, the new contract is more transactional in nature. Some researchers claim to have found the evidence of a change, particularly regarding reduced loyalty (e.g. Coyle-Shapiro and Kessler, 2000), whereas others such as Guest and Conway have found evidence of persistence of old relational contracts. 1. Thinking about your own experiences, do you think the old psychological contract or new one is more relevant? 2. Why is this concept important as we look at promotion of work-life balance or flexible work schedules? Moreover, how do these trends drive our recruitment and selection approaches? 3. Why should a strategic HR practitioner care about these trends? Ref : Rees, G., & Smith, P.E. (2017). Strategic human resource management (2nd Ed.). Sage.
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