Human Resource(HR) strategies that means the successful outcome of these processes is
vital for job performance and organizational competitiveness. A failure to approach this
function effectively will have consequences for future job performance. Jobs change
accordingly as organizations respond to economic and technological pressures (Nankervis,
Compton & McCarthy, 1999, p.190). In other words, the organizations external
environment directly affects the organizational context (Irwin, 2003, pp.6-7). For instance,
the structure of the organization may change and jobs redesigned to adapt to new
technology or comply with legislative requirements, if it fails to put its staff in correct post,
then employees will be inevitable failing to perform.
A further influence on organizational performance is that the slow response of increased
globalization results in “work intensification” which has consequences for the organization
(ACIRRT, 1999, pp.31-33). With the development of the global economy, the high demand
for specialized worker has met a worldwide shortage of skilled workers and this trend
continues as the result of organizations*ƒ*…½*ƒ”€¡ competition in the labour market
(author unknown, 2000, p.66). This has brought on a need for organizations to develop
Human Resource(HR) policies and an effective recruitment process to make sure that it
can get the most qualified pool of applicants. Management must seek to deal with this
competition for skilled workers in the labour market as well as abiding by
anti-discrimination legislation, labour laws and a deregulated industrial relations system
(Irwin, 2003, pp.1-5).
Then, one of the key factors of success in recruitment comes out, that is job analysis and
job design. Compton, Morrissey & Nankervis (2002, p.27) acknowledged that this activity
