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External and internal factors can affect hrm decision making in relation to organisationa

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external and internal factors can affect HRM decision- making in
relation to organisational development.
Introduction
Organizational behaviour entails the application of various approaches on a systematic
basis to address issues within an organization. This involves studying the behaviour of
others, evaluating their perceptions, and applying them towards defining the desired
change in the organisation. An effective manager must be capable of developing strategies
that address issues related to human resource management. There are many factors that
determine how well HRM managers make decisions on whether or not to recruit a new
employee.
One such factor is the internal forces which include; culture shock, job satisfaction and
commitment levels. The second internal factor is the individual’s commitment levels
because they influence the employees’ performance. Other factors in the business of HRM
include the company’s vision and goals, and objectives that guide its workforce (Nabors &
Nabbi, 2007).
The focus of this essay is to analyse external environmental forces and the role of these
forces in influencing recruitment and selection processes in HRM. According to El-Seddik
(2007), external environments can be referred to as factors beyond control of an
organization. These factors include; political and economic environment, legal
environments, social, technological, geographic, legislative, cultural and climate. It is these
external forces that have more influence when it comes to selecting staff. HRM practices
depend on the external nature of an organisation. When an organization has the ability to
control the outside environment, then it makes decisions on recruiting staff effectively.
When considering an external force one should keep in mind that external factors tend to
have a stronger impact on an organization than other types of factors (El-Seddik, 2006).
Therefore, there are instances where external forces may play an insignificant role in the
process of choice making. As such, it becomes very important for organizations to consider
various external forces in the process of assessing potential candidates for employment
and then select people with qualities that meet certain needs within the organization.
External Forces Effectiveness for Recruiting Employees
The biggest aspect that influences the effectiveness of choosing employees is the
organization’s external environment. However, an organization cannot completely shield
itself from any type of external forces. Some factors that can be applied to create high
efficiency and effectiveness can either be positive or negative. Positive external factors
include improving quality, implementing innovation methods, investing in information
technology, promoting better health and welfare among others. On the other hand, negative
externalities include increased costs due to changing environments, lack of adequate funds
or proper communication methods hence poor productivity. When the recruitment process
faces an issue associated with the external factors that may cause a negative influence then

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HRM can choose the most appropriate strategy to overcome the effects. This is mainly
affected by external environments that can either assist in minimizing the impact, or bring
about significant influence to the situation. Effective training programs must be
implemented so that the workers can deal with emerging threats (Giesle, 2001).
The other factor that affects the process of hiring is the level of commitment. Job
satisfaction is a crucial part in identifying employees who best suit the business. This is
because commitment is a key component in developing trust between employees and
employers. This creates a working relationship that greatly depends on both parties and
ensures a strong organizational culture (Giesle, 2002). Commitment has an effect of
showing a commitment to the organisation’s mission. Since the firm has a single goal, then
people are ready to put in extra effort when doing their jobs as opposed to joblessness. This
creates a good image for the organisation since a satisfied work place brings confidence.
When employees are loyal to the firm over time, they become productive and give the
organisation a competitive advantage. A great source of commitment can be found in the
family members of individuals. For instance, if an employee’s father had committed himself
to his son, then he would show loyalty and respect towards the organization through his
actions. This shows how an employer and employee can develop a strong partnership.
Lastly, the age of an individual is another external factor that should be considered
carefully when analysing the external factors that affect recruitment. Age is normally
associated with maturity and experience. This means that older workers would be able to
do specific tasks that younger workers are incapable of accomplishing. At times, older
workers can do some complex duties that their younger counterparts can handle. Such
skills are essential when it comes to handling problems within an organization. It also gives
an opportunity to the organization to know the kind of person who can handle a particular
task. Additionally, an old worker is much easier to approach and can relate better with new
recruits. Younger employees on the other hand are highly energetic while dealing with
work related issues, but often forget how to interact with older workers. This means that
older workers would take longer to solve problems as compared to young workers. Thus,
age would be a critical factor to consider when trying to select a candidate for an interview.
Human Resources Department of Apple Incorporation
The Human Resources Department of Apple Incorporation has a number of sections
including the personnel department, labor relations department, compensation and
benefits department, career development department, learning and development
department, and the corporate development department. The main concern of HRM for
Apple Incorporation, according to Giesle (2002), is the human resources department.
According to O’Brien & Schlesinger (1998), HRM focuses on talent acquisition, promotion
or recognition, and providing tools and information on personal development.
When looking at the current state of the Company in terms of attracting and maintaining
top talent, it can be seen that the Company has used several approaches to ensure that it
attracts top talent within the industry. One of the major approaches that the Company
employs is employing competent trainers as part of its team. This is done through giving
them a chance to learn, gain knowledge, and understand the business. Another approach
that the Company utilises is the use of a diverse workforce. By so doing, the Company uses

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external and internal factors can affect HRM decision- making in relation to organisational development. Introduction Organizational behaviour entails the application of various approaches on a systematic basis to address issues within an organization. This involves studying the behaviour of others, evaluating their perceptions, and applying them towards defining the desired change in the organisation. An effective manager must be capable of developing strategies that address issues related to human resource management. There are many factors that determine how well HRM managers make decisions on whether or not to recruit a new employee. One such factor is the internal forces which include; culture shock, job satisfaction and commitment levels. The second internal factor is the individual’s commitment levels because they influence the employees’ performance. Other factors in the business of HRM include the company’s vision and goals, and objectives that guide its workforce (Nabors & Nabbi, 2007). The focus of this essay is to analyse external environmental forces and the role of these forces in influencing recruitment and selection processes in HRM. According to El-Seddik (20 ...
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