+ 44 20 8144 3706Introduction
In the present research report, varied sort of resource strategies are explained and their positive and negative sides are discussed. Further reasons due to which an employee who resigned from the job must not be retained are also discussed. At the end of the report, ethical and professional ways of curtailing workforce are explained briefly.
Resource strategy and effectiveness
Every month, few of employees resigned from the company and the firm need to recruit and select new individual for the vacant position. Strategy follows to recruit and select employees and to retain them for long term in the company is known as resource strategy. Some common types of resources, strategies that firms usually followed in their business are given below.
• Reallocate task: This is the commonly used strategy and employed by the firms those who perform highly technical tasks. Banks and IT companies etc. commonly use this strategy. Under this strategy when the position becomes vacant tasks are distributed among other employees unless the new candidate is not selected for the vacant position. Demerit of this strategy is that if often employee job role in changed, he failed to learn any task in a perfect way and remain inefficient on job (van Woerkom, Bakker and Nishii, 2016). Firm failed to make effective utilization of such kind of employees at the workplace.
• Relocate employees: In this strategy if alternatives are not there at the workplace, then in that case employee from specific geographic area shifts to another area where the position is vacant. By doing so without any problem work is performed continuously. Negative side of this strategy is that if employee often is shifted to new location he got frustrated and less cooperates with top authority (Quinlan and et.al., 2019).
• Recruitment and selection of candidates: In this candidate it recruited and selected from many sources like college and placement agency. In some firms, HR department does not take the interview in proper manner and wrong candidate gets selected. Thus, there must be an appropriate approach of selecting employees for the workplace.
Conclusion:
On the basis of the above discussion, it is concluded that each resource strategy has some positive and negative sides and after considering a number of factors specific one must be used in the workplace. In case due to violation of any ethics someone resigns from the job he must be retained otherwise firm must not try to retain employee because firm already provides it skill development opportunity in the workplace. Any employee must be expelled from the firm on valid reason by following ethical and professional approach.
Reference
Books and Journals
Bryson, J. 2017. Effective library and information centre management. Routledge.
Budhwar, P.. and Mellahi, K. 2018. HRM in the Middle East. In Handbook of Research on Comparative Human Resource Management. Edward Elgar Publishing.
Chadwick, C., Super, J. F.. and Kwon, K. 2015. Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance. Strategic Management Journal. 36(3). 360-376.
Dubin, R. 2017. The world of work: Industrial society and human relations. Taylor & Francis.
Hamilton, R. H.. and Sodeman, W. A., 2020. The questions we ask: Opportunities and challenges for using big data analytics to strategically manage human capital resources. Business Horizons. 63(1). 85-95.
Kehoe, R. R.. and Tzabbar, D. 2015. Lighting the way or stealing the shine? An examination of the duality in star scientists’ effects on firm innovative performance. Strategic Management Journal. 36(5). 709-727.
Quinlan, C. and et.al., 2019. Business research methods. South Western Cengage.
She, C., Yang, C.. and Quek, T. Q. 2017. Radio resource management for ultra-reliable and low-latency communications. IEEE Communications Magazine. 55(6). 72-78.
Top, M., Akdere, M.. and Tarcan, M. 2015. Examining transformational leadership, job satisfaction, organizational commitment and organizational trust in Turkish hospitals: public servants versus private sector employees. The International Journal of Human Resource Management. 26(9). 1259-1282.
van Woerkom, M., Bakker, A. B.. and Nishii, L. H. 2016. Accumulative job demands and support for strength use: Fine-tuning the job demands-resources model using conservation of resources theory. Journal of Applied Psychology. 101(1). 141.
Online
Thiefels., J., 2019. [Online].
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