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New Organizational Forms

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To ensure low turnover of employees, as Green (2012) explains, Weber’ s theory indicated that employment by an organization has to be a career where the worker is a fulltime employee and yearns to have a life long career where they get tenure of their respective positions and are insured against arbitrary dismissals (Clegg et al. , 2012). In order to achieve these objectives, managers in different organizations embrace creative and innovative methods to recruit, train, and retain their workforce through different strategies that characterize the new organizational forms. As Clegg et al.

(2012) argue, organizational competitiveness results from innovativeness, which leads to competitive advantage and leadership in the global market. Case Studies GlaxoSmithKline Assessment Centers GlaxoSmithKline is a giant multinational in pharmaceuticals that have effectively integrated the new organizational ideologies in its recruitment and training strategies. The use of integrated recruitment centers is a benchmark innovation strategy in its human resource department that clearly brings out the competitive advantage the company has in the global market. The recruitment centers have, over time, played a crucial role in critically identifying and enhancing the qualities required by the company to maintain its competitiveness (Saiyadain, 2009).

The company is able to identify, tap, and utilize the best skills in the market and improve staff skills and competency in the company. Vertical alignment exists when the HRM system correctly fits with other elements of the organizational elements, which include strategy, culture, and technology (Jackson, Schuler and Werner, 2011). Therefore, when an organization introduces a new strategy and adopts new values, it has also to introduce new programs, change its approach to performance management, and achieve its vertical alignment.

GSK in its recruitment strategy seeks to achieve the above objectives. In determining the effectiveness of an assessment center, the HR carries out a detailed analysis to determine skills through relevant behavior related to effective job performance, and what has to be evaluated in the assessment center (Saiyadain, 2009). Skills and techniques applied in these centers have to be validated to ensure the dimensions of abilities and skills are correctly assessed. Other factors in the assessment centers include extensive training of the assessors, preparation of reports by the assessors, recording observations, and integration of the information generated in these centers through systematic methods.

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