Many organizations today have a policy that requires internal job posting before conducting an external hunt for candidates (Riley, 1996). The use of internal job posting programs signifies that the organizations’ preference is more towards internal recruitment than going in search of candidates outside. Earlier, internal job posting was done using organizations’ newsletters and notice boards as medium. Current practice utilizes or e-notice boards.
Internal job posting is one frequently used practice to communicate about possible carrier directions, but posting need to be accompanied by clear support from organization for employees to apply for internal vacancies. The first and most important source of potential candidates is internal; within the organization itself says Goldsmith (1997) since there are a number of ways to identify internal prospects to fill a vacancy. The following are some of the benefits of the internal job programs:
- Internal job posting program identifies ambitions and aspirations of the individual employee
- It enables development of an individual’s career;
- It locates the correct employees who are left out in the promotion plan by mistake.
- Creates a reasonably fair system for recruiting the right employee
Internal promotion has several benefits when compared with external recruitment. The most important benefit is that the existing employees have a complete idea of all the operations related to the industry as well as the present work culture prevailing in the organization (Nickson, 2007). Knowledge of organizational culture is one of the most significant factors to be considered in recruiting qualified job applicants.
Moreover, if organizations want to encourage internal mobility, they might not want to limit themselves to internal job posting (Monachello, 1996). Actively matching individual aspirations with opportunities might be an important role for HRM in this regard. Even though the outcome of this job matching process might indicate for some employees that there is no appropriate perspective within the company that matches their career aspirations, doing this exercise as explicitly as possible is important for building loyalty and commitment. In these cases, providing a perspective in the current job through job enrichment initiatives may stimulate employee retention and avoid de-motivation.
- Riley M (1996), Human Resource management for the Hospitality and Tourism industry, Butterworth-Heinmann, Oxford.
- GoldSmith A L (1997), Human Resource management for Hospitality Services, British Library, UK.
- Nickson D (2007), Human Resource management for the Hospitality and Tourism industries, Elsevier, USA.
- Monachello M L (1996), Human Resource management for the Hospitality industry, John Wiley & Sons, Canada.