Critical Literature Review

 Compare and contrast the job description and job specification

A job description is a tool that provides a summary of the obligations, obligations, and activities
associated with a certain job in a specific company. Employees typically undertake a job analysis
to produce a precise description of the requirements of the position. When it comes to the hiring
process, job descriptions are important since they highlight the job responsibilities and the ideal
applicant. Simply said, a job description helps the recruiter find the best prospects for interviews,
and the information provided within typically serves as the foundation for questions. A job
specification informs applicants of the competencies required for the role. Therefore, job
specification are typically used by recruiting managers to inspire the best and most qualified
candidates.

The main elements of a job description are the tasks and responsibilities of the position, the aims
and goals of the position, the qualifications or prerequisites for the position, the range of the
work, the supervisory duties, the working environment, and any unique circumstances. In
contrast, the fundamental elements of a job specification include credentials, demands,
personality qualities, education, experience, and abilities. Recruiters utilize job descriptions and
job specifications as two indicators to attract the best and most qualified applicants for a desired
position. They are not the same, despite some resemblance. Since recruiters use both job
descriptions and job specifications, there are some similarities between both. Additionally, they
support recruiters in attracting the best and most qualified applicants for a certain position. The
difference between a job description and a job specification is that a job description is a written
statement outlining the fundamental obligations and responsibilities of a particular employment.
As it frequently outlines the outcomes anticipated of the individual in the role and specifies who
the person reports to, it should be regarded as a job advertisement. Additionally, it might cover
the overall working environment. While a job specification typically lists the credentials a
candidate for the position should have, it can also be used as a standard by managers to assess
present employees. These prerequisites may include the appropriate training, prior work
experience, and specialized talents.
In conclusion, a job description provides an overview of the obligations, responsibilities, and
procedures associated with a particular position. A job specification, on the other hand, is a
summary of the credentials, abilities, and character qualities anticipated of a candidate applying
for a given position.

 Discuss the concept of Strategic Human Resource Management

The practice of managing human resources known as strategic human resource management
(SHRM) connects the workforce to an organization's primary strategy, objectives, and goals. A
framework from SHRM connects people management and development techniques to long-term
company objectives and results. It puts a greater emphasis on long-term resource challenges in
the context of organizational objectives and the changing nature of work. Other HR strategies,
like reward or performance, are also informed by it, helping to determine how they fit into the
overarching corporate plan.

SHRM, according to Boxall and Purcell, focuses on demonstrating how HRM affects
organizational performance. They contend that strategy and strategic planning are distinct
concepts because: Strategic planning is the formal process that occurs, typically in larger
organizations, to define how things will be carried out. Contrarily, strategy defines an
organization's behavior and strives to adapt to its environment, and it exists in all organizations
(even if it isn't documented and stated).

The four parts of SHRM are as follows:

1. Human Resources: The major source of an organization's competitive advantage is seen

to be its human resources (people).
2. Activities: It emphasizes HR policies, initiatives, and practices as a way to use the
organization's workforce to gain a competitive edge.
3. Pattern and plan: It implies that all HR activities and the organization's business strategy
align (vertical fit) (horizontal fit).
 4. Intentional: Everyone involved in the organization is working with the intention of
achieving the organization's objectives.

Applying strategic human resource management to any firm has a number of advantages. These
consist of:

1. Enhanced job fulfillment

2. A more positive work environment
3. Higher customer satisfaction levels
4. Effective resource administration
5. A proactive method of personnel management
6. Increased productivity

However, the business leader(s) and HR head should be on the same page in order to adopt
SHRM effectively; otherwise, there may be a number of obstacles, including:

1. Issues involving different cultures and a lack of participation from stakeholders

2. International operations that cause disconnect
3. Changing management in businesses undergoing mergers and acquisitions
4. The business climate has changed as a result of the pandemic epidemic.
5. Improvements in technology

The main goals of SHRM are to address issues including corporate culture, hierarchy,
operational effectiveness, resource-role matching, and performance issues. Five main goals
should be the focus of SHRM strategies:

1. Resource-based Strategy: Emphasizes strengthening the company's strategic strengths.

2. High Commitment Management: Fostering stronger commitment among managers and
their staff.
3. Achieving Strategic Fit: Combining human and material resources with an operating
strategy that is simplified and focused on high returns on investment
4. High Involvement Management: Treating staff members like stakeholders and
empowering them.
5. High-Performance Management: Improving business performance through increased
employee productivity, growth, and profitability.
In conclusion, Strategic Human Resource Management (SHRM) suggests that HRM is
essential to the success of a business. Therefore, in order to effectively attain increased
organizational performance, firms must carefully establish strategies and link to human
resources. The company's performance-enhancing strategy is part of the human capital
approach. In order to keep SHRM, the pattern should be taken care of.

 Discuss the role of employee engagement in contemporary human

resource

management practices

The concept of employee engagement in human resources (HR) refers to how enthusiastic
and committed an employee is to their work. Employees that are engaged are concerned
about their work and the success of the organization and believe that their contributions
matter. An engaged employee is in it for more than just a salary and may believe that their
performance and, by extension, their well-being, are directly related to and essential to the
success of their organization. Since the 1990s, employee engagement has been seen as a
component of management theory. In the 2000s, it gained widespread acceptance. Employee
engagement has been found to have clear correlations to a company's profitability and
financial health, while having its critics who largely point to how challenging it can be to
assess. Given its obvious connections to job satisfaction and employee morale, employee
engagement can be crucial to a company's success. Employers can promote employee
engagement in a variety of ways, such as by setting clear standards, rewarding exceptional
work, informing staff about the company's performance, and giving frequent feedback.

Every stakeholder, leader, and manager inside the company should consider employee
engagement to be a top priority. However, HR is responsible for a number of areas that have
direct influence on employee engagement; as a result, it plays a crucial role in making sure
the major factors are taken care of. HR serves as the primary driver of employee engagement
in all high-performing firms thanks to its emphasis on people and mediating role. The first
important factor is that employees feel inspired and motivated by their supervisors. By giving
managers the authority and resources, they need to inspire and motivate employees, HR can
help this objective be accomplished. Typically, HR is in charge of directing the
organization's yearly performance evaluation procedure. The performance review process is
the ideal way to make sure employees are aware of the wider picture in addition to being a
vehicle for managing staff performance and identifying training and development
requirements. In turn, this guarantees that workers have a strong sense of their contribution to
the success of the company as a whole and feel ownership in the company through their
personal goals. Since HR is in charge of the performance appraisal process, it has some
control over how it is applied in actual practice. HR can make sure it is used as a tool for
encouraging employee engagement rather of being purely concerned with evaluating and
controlling performance.

By preserving the corporate culture, HR may help with employee engagement in a significant
way. Employee engagement is obviously essential to top-performing companies' cultures and
shapes how the entire organization functions. On two levels, company culture can be
protected. The first is by making sure that newly hired personnel are a suitable cultural fit for
the company. While new talents can be learned, it can be more difficult to make up for a
mismatch between a potential employee's vision and values and those of the firm. By
routinely informing employees about the firm's values and what they stand for, HR serves as
the custodian of company culture in a second way. Employee commitment and engagement
have been linked to employee recognition. HR is well positioned to take the lead by
instituting a corporate formal employee recognition program. HR plays an essential role in
providing feedback to employees and keeping them informed about topics that are important
to them. In the end, HR is uniquely positioned to have a major impact on employee
engagement. In reality, the success of any employee engagement program is heavily reliant
on HR's active participation.

References

Carliner, S., Castonguay, C., Sheepy, E., Ribeiro, O., Sabri, H., Saylor, C. and Valle, A.,
2015. The job of a performance consultant: a qualitative content analysis of job
descriptions. European Journal of Training and Development.

Ludlow, L.H., 1999. The structure of the job responsibilities scale: A multimethod
analysis. Educational and Psychological Measurement, 59(6), pp.962-975.
Pritchard, R.D. and Peters, L.H., 1974. Job duties and job interests as predictors of intrinsic
and extrinsic satisfaction. Organizational Behavior and Human Performance, 12(3), pp.315-
330.

Wright, P.M. and McMahan, G.C., 1992. Theoretical perspectives for strategic human
resource management. Journal of management, 18(2), pp.295-320.

Schuler, R.S., 1992. Strategic human resources management: Linking the people with the
strategic needs of the business. Organizational dynamics, 21(1), pp.18-32.

Wright, P.M. and Snell, S.A., 1998. Toward a unifying framework for exploring fit and
flexibility in strategic human resource management. Academy of management review, 23(4),
pp.756-772.

Bratton, J., 2007. Strategic human resource management. Human Resource Management

içinde, Der: John Bratton,-Gold, Jeffrey, London: Palgrave Macmillan, London, pp.37-71.

Sattar, T., Ahmad, K. and Hassan, S.M., 2015. Role of human resource practices in employee
performance and job satisfaction with mediating effect of employee engagement. Pakistan
Economic and Social Review, pp.81-96.

Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee
engagement, human resource management practices and competitive advantage: An
integrated approach. Journal of Organizational Effectiveness: People and Performance.

SUVASH NEPALI
221CU2222141