Modern HRM practices try to recruit employees within the organization. The reasons for internal recruitment are as follows. It is less time consuming in order to hire resources within the company. There is no need for extensive skill assessment process. Employee is well known to the company. There is no need to scout for new candidates. This increases procedural efficiency (Moser, 2005). This process of internal hiring ensures that the employees within the organization sense job security (Chan, 1996). Apart from this it has been observed that new hires joining rate is lesser when compared to internal employees. It takes time for the external candidate to understand the official process of the company. During certain times for some positions there is high employment rate. There is lack of external resources during this time internal sourcing is preferred by the companies (Moser, 2005). This process is saves time. This is found to boost productivity and overall morale of the company

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Topic 5: Strategic Recruitment and Selection
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Benefits of Internal Hiring
Modern HRM practices try to recruit employees within the organization. The
reasons for internal recruitment are as follows. It is less time consuming in order to hire
resources within the company. There is no need for extensive skill assessment process.
Employee is well known to the company. There is no need to scout for new candidates.
This increases procedural efficiency (Moser, 2005). This process of internal hiring
ensures that the employees within the organization sense job security (Chan, 1996). Apart
from this it has been observed that new hires joining rate is lesser when compared to
internal employees. It takes time for the external candidate to understand the official
process of the company. During certain times for some positions there is high
employment rate. There is lack of external resources during this time internal sourcing is
preferred by the companies (Moser, 2005). This process is saves time. This is found to
boost productivity and overall morale of the company. External recruitment process also
has numerous advantages. It has been found to be beneficial for the companies and
companies post more profits and productivity owing to external recruitment (Compton et
al., 2009). In the case of internal recruitment it will be found that the companies have
limited choice in comparison. There will be no real competition for the existing
employers (Compton et al., 2009). It has been found that the employees develop
complacency in these situations. Employees are also accused of being favored. The
recruitment process must be strategic recruitment process. This recruitment process
should comprise of structured, unstructured, behavioral models (Compton et al., 2009).
There is a need to factor in unstructured intangible factors and past behavioral analysis.
This will essentially help to select the right candidates for the position.

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Topic 6
11. Three different performance reviews are by assessing employee productivity to
management objectives, performance ratings and strategic feedback. Reviewing
employee performance by comparing with management objectives is one popular
process. Rating of the employee by the individual line managers is probably the most
used method (Armstrong and Taylor, 2014.). However this cannot completely the true
contributions. The third method is analyzing the employee subjective contribution to the
organizations. In this strategic assessment there are a lot of intrinsic intangible variables
that are considered in this process.
12. Performance management review is the process in which employee goals; objectives
are aligned with the overall objectives of the company. Many organizations fail to
develop a proper performance management system because of implementation issues.
There should be a proper audit in which the true contributions of the employees are
assessed (Armstrong and Taylor, 2014.).. This is not limited to the tangible productive
levels. Many organizations create more due pressure on the employee to perform. This
leads to reduce productivity levels. Intrinsic variables should also be concerned in this
process.
Topic 7
13. Modern day organizations should not only focus on tangible rewards and
remuneration (Armstrong and Taylor, 2014.).. There is a need to focus on intangible
assets as well. It should be ensured that the employees are also provided variable pay
along with their remuneration. This includes bonuses, incentives, and profit sharing

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models. Apart from this remuneration model there is also a need to some legally required
pay like superannuation and also health cover. There is a need to develop strategic
remuneration that is not focused on any one aspect.
14. Remuneration philosophy of the organization should be aligned with the goals of the
organization (Armstrong and Taylor, 2014.).. There should be accountability and
transparency in the process. There should be procedural justice in the organizational
system that makes the employees feel that their pay is paid for their efforts. Employees of
the organization should be paid according to the market standards and paid competitively.
HR manager should also focus on intangible reward of the company. Employee reward
system should be in line with the strategic objectives of the company.
Topic 8.
15. Modern day organizations are contemporary organizations that need to factor in
workers from diverse background. It should be ensured the workers should not be
discriminated based on their ethnicity or origin. The employee should not be stereotyped
or treated unfairly (Armstrong and Taylor, 2014.).. Harassment of employee is not
permitted according to law. There should be a proper system in place in order to avoid all
these issues. Procedural justice and transparency should be maintained within the
company in order to ensure that the employees are treated fairly. Effective diversity
management is imperative in order to avoid this issue.
16. Occupational hazard is defined as the issues that employee feel during the time of
employment. Internal responsibility of an organization is defined as management
practices in order to ensure safety and improve efficiency Based on the requirement of

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the job and the objectives of the company the HR manager should create diverse
strategies in order to cater to the situation.
Topic 9
17. Employee voice increases employee engagement. This leads to development of
strong organizational performance that leads to growth. This will enable the employee to
grow individually and there will be collectivistic growth of the organization as well.
Allowing employee to voice their opinion will lead to more autonomy to the employees
(Armstrong and Taylor, 2014.). This will lead employees to develop a sense of
relatedness with the company. Subsequent to this there will be improvement in
organizational efficiency and productivity.
18. Employee can express their voices through formal and informal mediums. In these
mediums employees can express their voice individually or collectively. The formal
modes of expression include discussions with HR team, feedback collected from
company, suggestions to the suggestion box and also through formal meeting
arrangement (Armstrong and Taylor, 2014.).. Informal meetings are through social
media, informal communications. It has been found from analysis that in organizations
where employee voices are heard there is an increase of intangible assets. Subsequent to
this there is more productivity is ensured in this process.

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Reference:
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource
management practice. Kogan Page Publishers.
Chan, W., 1996. External recruitment versus internal promotion. Journal of Labor
Economics, pp.555-570.
Compton, R.L., Morrissey, W.J., Nankervis, A.R. and Morrissey, B., 2009.Effective
recruitment and selection practices. CCH Australia Limited.
Moser, K., 2005. Recruitment sources and post‐hire outcomes: the mediating role of
unmet expectations. International Journal of Selection and Assessment, 13(3),
pp.188-197.