The Role of WHO as International Organisation in Relation to Globalisation

Introduction The essay addresses the role World Health Organisation (WHO) in relation to globalisation. It aims to assess the role of WHO in improving global public health, particularly in Indonesia. It focuses on the policy and programme of reducing child mortality rate in Indonesia as the example of how an international organisation act globally. The essay is structured into four sections. The first section is introduction which contains aim and the structure of the essay. The second section is theory. It defines the concept of globalisation and proposes universalisation as the definition of globalisation. The second section also gives a brief description about WHO. The third section assesses the role of WHO as an international organisation in relation to globalisation. It focusses on the effort of WHO in improving public health in Indonesia particularly in reducing child mortality rate. The section also analyses the adoption of Millennium Development Goals (MDGs) by Indonesian Government and its relationship with the role of WHO. The last section is conclusion. The essay concludes that WHO as international organisations has a crucial role to improve health quality in developing countries. However, the performance of WHO in a country still depends on the supports of its partners, especially the government. The Theory of Globalisation and WHO Globalisation Globalisation is a concept that tries to portrait the integration and interconnectedness of people in the world (Jones, 2006, p112-113). Many experts agree that globalisation is processes that picture the transformation of social connection activities beyond states and regions (Jones, 2006, p112-113). Holton (2011, p185) said that globalisation is a range of ‘cross-border phenomena’ relationship of significant issues. He gave examples on how recent social activities are located on forms of communication, ‘inter-dependence’ and ‘inter-connection’ rather than lie on states, regions, localities or national affiliation (Holton, 2011, p185). In here, Holton argued that globalisation cannot be translated into a single master system. His argument is based on two reasons. First, globalisation is a set of inter-locking, tough sometimes conflicting, trends. Secondly, recent development shows that the systemic element cannot be found. In addition, there is a dispute in measuring the power of the global capitalist economy. From demography view, globalisation is linked to geographical borders (O’ Brien, 1992, in Hartungi, 2006, p729). In here, globalisation covers international and multinational activities. International activities happen between different countries while the multinational involves many countries. Recent research shows that globalisation brings many improvements in all aspect, from financial, economy, technology and sociology. On the other hand, it contributes to the climate change that one of the impacts is a biophysical vulnerability (O’ Brien and Leichenko, 2000, p224). The climate change also causes social vulnerability because the degradation of land can decrease the quality and the quantity of food in certain areas affected. As the effect, it can affect the public health. In a broad conceptualisation, globalisation is “the extension of social relations over the globe” (Mann, 2001, in El-Ojeili and Hayden, 2006, p13). It refers to the improvement of human social organisations in connecting distant communities and expanding their influence across the world. There are four concepts that can be used to understand the conceptualisation. First, “stretched social relations”. It is circumstances where events or processes in a location affect other parts of the world. Secondly, “intensification of flows”. It is proven by the escalation of interaction in all aspects. Thirdly, ‘increasing interpenetration’. In here, the interpenetration of social and economic practices is increasing as the result of social relation improvement. It also opens opportunities for different and distant cultures to interact. Finally, ‘global infrastructure’. It is institutional arrangements that are bases for the network to operate (Cochrane and Pain, 2000, in El-Ojeili and Hayden, 2006, p13). Universalisation Globalisation can be defined as universalisation (Scholte, 2008, p1473). It Illustrates a process of spreading universal values, concepts and knowledge to all people. In here, globalisation is assumed to use or implement a uniformity in a diverse world. For example, the attempt of economists to uniform prices for goods or services (Bradford and Lawrence, 2004, in Scholte, 2008, p1473). On the one hand, universalisation means ‘globalisation as homogenisation’. It aims to create uniformity in several aspects. On the other hand, it can improve innovation and promote cultural diversity (Scholte, 2008, p1473). From the statement, living in a uniformity situation would attract creativity or innovation from the society. Universalisation aims to links people around the world and treat them to the same extent (Scholte, 2008, p1496). One concept that is spread through universalisation is the importance of the recognition of human rights (Waters, 1996, p597). An example of the recognition is The Universal Declaration of Human Right in 1948. It shows that universalisation intents to spread ideas, particularly the recognition of human rights. On the other hand, Scholte argued that the achievement of universalisation is various. It is related to some factors, such as territorial position (Scholte, 2008, p1496). Compared to western European countries, southern Asian countries get less impact of universalisation or globalisation. The distortion in globalisation also happens among regions or locals in a country. For instance, remote regions experience fewer impacts of globalisation rather than coastal regions. World Health Organisation (WHO) WHO is an international organisation under United Nations (UN) that aims to build a better and healthier environment for everyone. WHO began on 7 April 1948. It was a result of a discussion amongst diplomats that formed United Nations (WHO, 2017a, n.p.). It was continued by the first World Health Assembly that formally approved the constitution (Brown, et al., 2006, p64). WHO has three major constituent parts. First, the World Health Assembly. It is the general policy-making body. It arranges a meeting annually. Secondly, an Executive Board of Health Specialist. The executive board is elected by the Assembly for a three-year term. Lastly, WHO has a Secretariat that organised and run the organisation. The Secretariat has regional offices and officers throughout the world (Jones, 2006, p234). Related to the funding, the main financial contributors are member governments. The contribution based on the relative ability of the members to pay (Jones, 2006, p234). The aim of WHO is furthering international cooperation in improving health condition (Jones, 2006, p234). It works together with governments to raise the quality and the health level of people (WHO, 2017a, n.p.). In here, health means “a state of complete, physical, mental, and social well-being and not merely the absence of disease or infirmity” (WHO in Jones, 2006, p234). To achieve the aim, WHO also works with other partners that also have a concern in health matters. WHO and the partners strive to eradicate several health problems. They combat infectious diseases such as HIV and influenza, or ‘non-communicable diseases’ such as cancer and heart disease. They work to reduce infant, baby and mother mortality rates. They also concern to ensure the quality of air, water and food for people. Related to health services, WHO and the partners try to improve the quality of medicines and vaccines and its distribution to the recipients (WHO, 2017a, n.p.). Within the UN system, WHO has authorities to give direction and build coordination in improving global health (WHO, 2017a, n.p.). In here, WHO has several responsibilities. First, ‘providing leadership’. It aims to solve critical cases in health matters and partnership cases where joint action is needed. Secondly, WHO plan the ‘research agenda’. It organises health research and the dissemination of valuable and recent knowledge of the research. Thirdly, WHO sets ‘norms and standards’. It aims to uniform and direct the implementation of health services. Fourthly, WHO translates policy options that adopt ‘ethical and evidence-based’ approaches. WHO also provide ‘technical support’. It gives guidance for the implementation of WHO programmes. It is important for dealing with unexpected events or programme sustainability. Lastly, WHO performs ‘monitoring’. It records and studies data about health condition and health trends (WHO, 2017a, n.p.). The Role of WHO in Relation to Globalisation Brown, et al., (2006, p62) said: “WHO is an intergovernmental agency that exercises international functions with the goal of improving global health”. Some points can be drawn from the statement. First, as an intergovernmental agency, WHO is an organisation of countries that have a concern in health matter. Secondly, it has an international function. The organisation can exercise its function across the boundaries of the countries. Finally, WHO aims to improve global health. In general, ‘global health’ prioritises health services provision of all people above the country bureaucracy (Brown, et al., 2006, p62). It is an upgrading from the previous term, ‘international health’, that refers to the attempt of countries in combating the spreading of diseases (Brown, et al., 2006, p62). Related to the attempts of WHO in performing global action, there are several initiative programmes that involves international partners. In the mid-1950s, WHO launched “global malaria eradication programme” (Brown, et al., 2006, p62). It then was followed by campaigns of WHO in countries which were endemic of the disease. WHO also supports research that have a relation with global health (Brown, et al., 2006, p69). From the research, WHO can identify threats to global health. WHO, therefore, can warn its members to take preventive actions to tackle the threats (Kickbush, 2003, p384). WHO can also direct its member to adopt new knowledge related to health problems. The attempt to spreading health knowledge can be initiated from a small scale. It can also use a mediating institution to ease the goals. For instance, in early 1980, WHO European Regional Office build a community network that involved local authorities, universities, schools, hospitals, and professionals (Kickbusch, 2003, p385). The network aimed to spread new health policy through several collaborators. It can be done by arranging meetings, publications, discussion and dissemination. By using this mechanism, the information can spread more effective than if did only by one organisation. Then, the new concept of health promotion can be adopted by other regional offices. As a result, it can improve global health. In here, WHO develops health targets from organisational to international scope. WHO in Indonesia As an international organisation that deals with health matters, WHO has a crucial role in spreading new concepts and knowledge to its members. One of WHO’s tasks is providing ‘technical support’ (WHO, 2017a, n.p.). In here WHO gives advice and directions to its members in dealing with health matters. In Indonesia, WHO gives ‘technical support’ in several areas or functions (WHO, 2008, p20). First, ‘technical support for collaborative interventions’. It focusses on public health priorities. Secondly, it gives ‘policy support for health system development’. It analyses health data and proposes ideas and concepts related to the health system. Thirdly, ‘Support for donor-assisted initiatives to improve health’. WHO facilitates and assists the donors in making the funds give significant impacts. Fourthly, ‘Advocacy and technical support for emerging priorities in health’. It supports health initiatives based on estimation on the future. Next, ‘Technical support for emergency preparedness and response’. In here, WHO mitigates the relationship between emergencies and health impacts. Lastly, WHO gives ‘other forms of technical support’. It covers the evaluation of the programme, needs identification, technical meeting and training (WHO, 2008, p20). WHO has a country office in Indonesia. Having a representative office can benefit both WHO and Indonesian Government (WHO, 2008, p21). First, both WHO and the Ministry of Health can arrange frequent meetings more often. They can share ideas or opinion and find the best solution to tackle health problems in the country. Secondly, to reach wider scope, WHO places staffs at provincial and district levels. The presence of WHO in those levels can either ease the technical support provision or detect local health problems faster. Thirdly, related to the implementation of health system in Indonesia, WHO providing experts and technical advisors (WHO, 2008, p21). In here, WHO can give advice and assist the implementation of a sufficient health system in Indonesia, based on WHO experiences. From the explanation, WHO aims to improve the quality of health provision especially in developing countries. The effort of WHO in spreading knowledge, therefore, shows the role of WHO in globalisation, particularly the improvement of global health. The attempt of WHO in improving health in Indonesia faces several obstacles (WHO, 2008, p21). First, WHO has limited fund to implement the programmes. It causes WHO must give priority to the more urgent programmes. One solution that can solve the problem is by exercising partnership with other stakeholders (WHO, 2017b, n.p.). In here, WHO can work together with other partners or donors to solve funding problems. Secondly, as an international organisation, WHO has many technical programmes that are globally or regionally organised. The implementation of global or regional policies might be insufficient with the local priorities and needs (WHO, 2008, p22). In Indonesia, WHO involves many local partners and hire local staffs. WHO also arranges regular meetings with the government. By involving local personnel and doing regular meetings, WHO might give a leeway to the country office to change or modify a health programme policy. Thirdly, the prospect of collaboration with other partners is limited because WHO staff and fund are linked or seen as under specific units or programmes of the government. Finally, WHO needs more experienced and loyal staff to support technical, administrative, and financial matters. They are needed to maintain the sustainability of WHO programmes. As the concern for health matters, WHO support the declaration of the United Nations Millennium Development Goals (MDGs). It contains eight goals that the member states have agreed to achieve by the year 2015. WHO argued that all goals in MDGs are interdependent and related with health matter (WHO, 2017c, n.p.). For example, better education can give knowledge to the people to get better health. On the other hand, better health can ease children to get a better education. One of the goals of MDGs is to reduce child mortality. One of the concerns of child mortality is infant mortality. Related to MDGs, Indonesian government has formed a regulation about infant health. The regulation is a decree that is issued in 2014 by the Minister of Health (MoH). Compared to the launching of MDGs, the enactment of the decree takes 14 years after the launching or a year before the programme ends.       Table 1. Infant Mortality Rate in Indonesia 1990 – 2012 Number Year Infant Mortality Rate (per 1,000 live birth) 1 1990 71 2 1994 66 3 1997 52 4 2000 47 5 2002 43 6 2007 39 7 2010 26 8 2012 34 Source: Statistic Indonesia, 2017, n.p In 2012, infant mortality rate reached 34 per 1,000 live birth (Statistic Indonesia, 2017, n.p.) It was far from target set, 23 per 1,000 live birth. To tackle the problem, Ministry of Health Republic of Indonesia launched several programmes (MoH, 2010, n.p). First, birth planning and complication prevention programme. Secondly, the government intensifies the use of Child Immunisation Card. Lastly, the government distributes Health Operational Grant to all community health posts in Indonesia. The programmes are designed to improve the quality of health, especially reducing infant and mother mortality rate. The programmes are aligned with the programmes from WHO. In here, WHO has promoted the importance of reducing child mortality to Indonesian government. WHO, therefore, has a crucial role in globalisation, particularly improving global public health. MDGs ended in 2015. To sustain the programme, UN launches the Sustainable Development Goals (SDGs). Related with SDGs, WHO have a critical role in the implementation of the programme. They can promote and assist SDGs in the country members (WHO, 2015, n.p.). As the country that signed SDGs, Indonesia must work hard to achieve the targets. As Indonesia did not achieve targets in MDGs (MoH, 2016, p1), the Minister of Health expected active participation from all stakeholders. In here, WHO as the global agency that deals with the health agendas, is expected to assist the country to achieve the targets. The effort of WHO to achieve targets in SDGs needs active participation from other stakeholders. In here, WHO also can collaborate with other organisations. For instance, WHO, Unicef, Worldbank and United Nations forms the ‘Inter-agency Group for Child Mortality Estimation’ (UN-IGME). It aims to provide an accurate estimation of child mortality and monitors the achievement of child survival goals in the country members (You, et al., 2011, p2). The estimation is very useful to produce better global planning, health strategies and implementation of the policies. On the one hand, the collaboration can adjust the progress on child health. They can provide more accurate data based on their experience and network (Groupa, 2006, p229). They can also share funds because it involves World Bank as the donor. On the other hand, related to bureaucracy matter, it can delay the progress of the programme. For example, World Bank as the donor could set a straight direction related to the use of fund (Brown, et al., 2006, p68), it can make other organisations spend much time to comply. Also, the timing of the collaboration might be different with WHO’s programmes. It might require WHO to re-arrange the programme that has been already set. Conclusion The existence of World Health Organisation (WHO) as an international organisation in a country is very important. It can help the country to encourage their effort in improving public health and diminish the health quality gap between developed and less developed countries. They can perform actions in transferring and spreading knowledge and innovation to improve health qualities on its members. WHO can maximise the effort in improving global public health by performing a collaboration with other partners. The collaboration can be used to execute some agendas simultaneously.  Although the focus of the collaboration might be different with WHO’s, the aims of the collaboration will be useful in improving global public health. It is because WHO can touch aspects such as education to maximise its role in improving global health. The effort of WHO in improving global public health cannot be made only by transferring knowledge from developed countries to developing countries. WHO must consider the situations in a country before runs an international programme. In doing its function to give ‘technical support’, WHO must realise that a country has its characteristics that might require special treatment or policy. Also, the efforts of WHO in improving public health in a country will not achieve success if the government does not support it optimally. (Word Count: 3,001 exclude table) List of Reference Brown, T. M., Cueto, M., & Fee, E. (2006). The World Health Organization and the Transition From “International” to “Global” Public Health. American Journal of Public Health, 96(1), 62-72. El-Ojeili, C., & Hayden, P. (2006). Critical Theories of Globalization: an Introduction. Springer. Groupa, C. M. C. (2006). Tracking Progress Towards the Millennium Development Goals: Reaching Consensus on Child Mortality Levels and Trends. Bulletin of the World Health Organization, 84(3), 225-232. Hartungi, R. (2006). Could Developing Countries Take the Benefit of Globalisation?. International Journal of Social Economics, 33(11), 728-743. Holton, R. J. (2011). Globalization and the Nation State. Palgrave Macmillan. Jones, A. (2006). Dictionary of Globalization. Polity. Kickbusch, I. (2003).  The Contribution of the World Health Organization to a New Public Health and Health Promotion. American Journal of Public Health, 93(3), 383-388. Ministry of Health Republic of Indonesia. (2010). Untuk Menurunkan Angka Kematian Ibu dan Bayi Perlu Usaha Keras (The Urgency to Decrease Mother Mortality Rate and Child Mortality Rate). Retrieved May 5, 2017, from http://www.depkes.go.id/article/print/793/untuk-menurunkan-angka-kematian-ibu-dan-kematian-bayi-perlu-kerja-keras.html Ministry of Health Republic of Indonesia. (2016). Menkes Sampaikan Agenda SDGs dalam Rakernas 2016 (The Minister of Health Presents agendas of SDGs'  in National Meeting 2016). Retrieved May 7, 2017, from http://www.depkes.go.id/article/view/16040400006/menkes-sampaikan-agenda-sdgs-dalam-rakerkesnas-2016.html O'Brien, K. L., & Leichenko, R. M. (2000). Double Exposure: Assessing the Impacts of Climate Change Within the Context of Economic Globalization. Global Environmental Change, 10(3), 221-232. Scholte, J. A. (2008). Defining Globalisation. The World Economy, 31(11), 1471-1502. Statistic Indonesia. (2017). Angka Kematian Bayi 1970 - 2014 Menurut Provinsi dan Angka Kematian Dibawah Usia Lima Tahun Menurut Provinsi 1970  - 2014 (Infant Mortality rate based on Provinces 1970 - 2014 and Under-Five-Year Mortality Rate Based on Provinces 1970 - 2014). Retrieved May 5, 2017, from https://www.bps.go.id/linkTabelStatis/view/id/1270 Waters, M. (1996). Human Rights and the Universalisation of Interests: Towards a Social Constructionist Approach. Sociology, 30(3), 593-600. WHO. (2008). WHO Country Cooperation Strategy 2007 - 2011: Indonesia. Jakarta: WHO Country Office for Indonesia WHO. (2015). From MDGs to SDGs, WHO Launches New Report. Retrieved May 15, 2017, from http://www.who.int/mediacentre/news/releases/2015/mdg-sdg-report/en/. WHO. (2017a). What We Are, What We Do. Retrieved May 10, 2017, from http://www.who.int/about/en/ WHO. (2017b). Deepen Partnership (SO4). 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‘Hard’ and ‘Soft’ Model of HRM

Trent Building University of Nottingham Introduction Most modern organisations need a Human Resource Management (HRM) to manage their employees. An HRM can build a good relationship between top management and their employees. It also can give a significant contribution to organisation’s development (Marchington & Zagelmeyer, 2005, p. 3). It is because HRM functions not only as an organisation’s division but also as a media for the employee to express and bargain their demands.    Having best employees in every position is challenging because every organisation has limitations or problems. HRM Department which deals with this activity should have an ability to translate organisation’s needs and place ‘limited’ human source on the right place. One of the most significant roles of HRM is seen in the recruitment process. It can select either promoting junior staffs or hire new workers to fulfil a vacancy (Leopold 2002, p. 66-67). HRM Department then, must be able to formulate organisation’s need and find the best way to hire the best candidate to deal with the jobs. The role of HRM in the recruitment process is crucial because they put someone in a position. The result of the decision will show whether the recruitment is a success or not. In some cases, they might have problems to make this process done effectively. An HRM department can pick recruitment models or approaches that fit with them. It is because they have to measure costs and manage time so they can spend less money and hire employees as soon as possible. This essay explains the role of HRM in the recruitment process and analyses options for HRM to recruit employees. The first part explains ‘hard’ and ‘soft’ model of HRM. It is followed by a brief explanation of recruitment steps from job analysis until assessment centre. The next part of the essay analyses two models of HRM and its relationship with approaches is recruitment process. The last part is the conclusion of the essay. Theory HRM term has a connection with personnel function such: staffing (planning, recruitment process, and selection of candidates); rewards (systems, assessment and  administration); employee improvement; employee maintenance (health and safety); and employee interaction (Leopold, 2002, p. 7). In a more general perspective, Schneider & Barsoux in Bowen, Galang & Pillai (2002), states “the whole idea of human resource management seems embedded in an assumption that people can be utilised like other factors of production which can be bought and sold and whose value must be maximised, even exploited”.  From this perspective, HRM is expected to force employees to work harder to benefit the organisation. Saha (2003, p. 62) divided HRM form into two models, ‘hard’ and ‘soft’ HRM. He explained that hard model concerns on how an organisation implements its strategic fit, such as recruitment process, staff distribution and workforce maximising. He also added that this approach more likely wants to quantify output from the employees, their contribution, and their task achievement.    Jenkins and Delbridge (2013, p. 2673) defined ‘hard’ approach in the way HRM engage with employees. This approach refers to an understanding that increasing employee productivity impacts in increasing the ability to compete of an organisation. The focus of ‘hard’ HRM is on the ‘resource’ aspects of HRM where organisations find ways to increase competitive advantage by pushing their employees to boost their effort (Jenkins and Delbridge, 2013, p. 2673). In addition to the hard model of HRM, Leopold, Harris & Watson (2005, p. 28) introduced ‘low commitment’ HR strategy. The authors describe the strategy as:  “Follow hire and fire principles with labour being acquired at the point when it is immediately needed. Workers are allocated to task for which they need very little training with their employment being terminated when those task no longer need to be completed. The organisation-workers relationship is an ‘arms-length and calculatingly instrumental one”. On the other hand, Saha (2013, p. 62-63) explained the ‘soft’ model as a strategic mechanism to develop an ideal workplace because placing individuals in a strategic position. In this model, employees are an important stakeholder in any strategic decision related to them (Saha, 2013, p. 63). Jenkins and Delbridge (2013, p. 2673) explained that the emphasis of ‘soft’ approach of HRM lies on ‘human’ dimension in managing people. The focus of ‘soft’ HRM is on management practices which search ways to increase employee satisfaction (Jenkins and Delbridge, 2013, p. 2673). The concerns of the soft model are adaptability to a certain situation, negotiation, job enjoyment, developing ideal work situation and small employee changing rates. This approach promotes several features such as involvement strategies, proactive management and the implementation of strong organisational practices (Jenkins and Delbridge, 2013, p. 2673). In addition to soft HRM, Leopold, Harris & Watson (2005, p. 27) explained ‘high commitment’ strategies of HRM. In this model, management finds ways to enclose their relationship with the employees to make them feel involved with the organisation. The organisation expects their workers to work in the longer term and various tasks, therefore, it provides many opportunities to develop their career (Leopold, Harris & Watson 2005, p. 27). Role of HRM in recruitment One of the functions of HRM is recruiting new employee into a new position in the organisation. Simpson in Leopold (2002, p. 53) states that recruitment is one of the crucial tasks by HRM in any organisation. Leopold, Harris & Watson (2005, p.141) argued that ‘normal’ view of recruitment process lies on a condition that if the organisation get an improper employee, there will be difficulties. Traditionally, the methods of recruitment are simple and based on local areas. As based on limited areas, the methods can only reach a small group of potential candidates and therefore reduce the opportunity for the organisation to hire employees with appropriate skill (Leopold, 2002, p. 55). Another traditional method of recruitment in an organisation is recruiting a member of family and colleagues of existing employees. It may be seen as an appropriate concept of recruitment than as nepotism (Leopold, 2002, p. 56). Leopold (2002, p. 60) explained recruitment process from the very basic question, is there a vacancy? Instead of replacing workers who had left, an organisation can reorganise their staffs by doing several opinions such as mechanisation, extra hour scheme, or using labour agency (Leopold, 2002, p. 61). Recruitment is needed if the organisation realises that new employees or talented candidates can fit and be able to contribute to the organisation (Leopold, 2002, p. 62). The next stage is job analysis or the mechanism to gain and evaluate information about the detail of the job. It contributes to clarify crucial facts relating to the job performance. The result may be specified as excellent, average or disappointing performance. If the focus of the job analysis is job performance, prediction of success can be made by the result (Leopold, 2002, p. 63). After job analysis stage, the organisation provides a job description and person specification. Job description informs the applicants about the detail of the job. It contains purposes, tasks, and responsibilities of new employees in the organisation (Ingham, 2015, p. 257). An organisation needs to specify their new employees by setting person specification. A recruiter in this stage plays a role in comparing ‘ideal’ and ‘real’ candidates (Leopold, 2002, p. 64). In this comparison, the recruiter focuses on the personal ability related to the job. The organisation can promote their vacancy trough advertisements to gain many applicants. Media for this advertisements depends on the organisation’s appropriateness and cost (Leopold, 2002, p. 68). The next step of the recruitment stages is the selection. The recruiter implements selection to find the ‘appropriate’ candidates that are capable and enthusiastic of occupying the vacancy (Leopold, 2002, p. 79). Selection is a crucial process because some individuals are more capable to some organisation because of tasks, function and organisations are different (Leopold, Harris & Watson, 2005, p. 140). In selection stage, the interview is the most popular method (Leopold 2002, p. 92). It is used to decide the capability of the candidates to the job (Ingham, 2015, p. 257 ). An HRM department can apply an assessment centre to address many elements in the recruitment process. The assessment centre is an integral selection method where candidates must pass an assessment by competent assessors (Leopold, 2002, p. 94). Analysis Implementation of ‘Hard’ and ‘Soft’ Model of HRM HRM connects employees with their organisation. To do this function, HRM faces a problematic situation, because human resources are provided by human beings (Leopold, Harris & Watson. 2005 p. 12). People are independent and have their willingness, but if they are in ‘lower’ level of a situation, they are pleased to be managed (Leopold, Harris & Watson. 2005 p. 12). The employees work the organisation to get profit and the organisation also wants to get profit by using its employees. In this situation, HRM department has a significant role because they bridge those needs, from employer side and workers side. There are two approaches of how HRM deals with employees, ‘hard’ and ‘soft’ model. The ‘hard’ model is based on lower commitment strategies of the HRM. An organisation implements low commitment strategies in HRM if the most important source of the business strategies is not the employees (Leopold, Harris & Watson 2005, p. 28). In this situation, the organisation can recruit and substitute the employees easily. For instance, an organisation which operates simple technology and more direct business activities are not likely to require a more complex relation. On the other hand, the organisation needs to apply high commitment strategies in some situations. The organisation needs to focus on managing their employees because they are the major source of the business. The organisation applies the strategies to maintain workers who have a special skill, excellent education and creativity so they can work longer (Leopold, Harris & Watson, 2005, p. 28). ‘Traditional’ and ‘Best Practices’ Approaches in Recruitment An HRM department must be able to organise the workforce to make an organisation work well and maximising its resources to gain the maximum profit. The duties of HRM Department in the recruitment process are selecting the most appropriate and talented  candidates, hiring potential and experienced new employees, and placing competent workers in appropriate places. Leopold, Harris & Watson (2005 p. 141) divided recruitment approaches into two models, ‘traditional’ and ‘best practice’ model. They argued that traditional model emphasises on ‘low’ commitment to human resourcing strategies (2005, p. 174) which is related to the hard model of HRM. On the other hand, ‘best practice’ in recruitment process emphasises on ‘high’ commitment which is related to the ‘soft’ HRM. Leopold, Harris and Watson (2005, p. 144) explained some characteristics of the traditional approach. Firstly, the focus of this approach is ‘job’. HRM try to predict candidates’ job performance by measuring individual capabilities. The measurement is to select the candidates who attain the closest details of job specifications. Organisations that apply this view can get employees to the highest levels of job specification’s matches. One of the drawbacks of this focus is that the organisation finds the new employees only to replace previous workers who worked well in the particular job. This focus also shows a static form of the job and therefore underestimates the dynamics of organisations (Atkinson in Leopold, Harris & Watson, 2005, p. 144). Also, it overestimates individual criteria that stimulate job performance. Organisations expect its employees to work in best performance but do not treat differences among individual as a crucial problem that needs various actions (p. 144). Secondly, the management in this view has a prerogative power over the candidates. They perform ‘one-way decision-making processes’ in which the recruiting manager sort out the passive applicants and then select and hire the best candidates (Leopold, Harris and Watson, 2005, p. 145). This view has two consequences, if the organisation gets the best candidates who attain organisation’s aims, then the recruitment process is effective (McGrellis, 2013, p. 125). Otherwise, if the result of recruitment is hiring candidates with average or poor performance, then the organisation needs to modify their recruitment process (McGrellis, 2013, p. 125). Finally, Schneider in Leopold, Harris and Watson (2005, p. 145) added that the traditional approach stresses on ‘fit’ between the individual and the work situation. The dimensions of employee and job are clear where the ‘fit’ is based on management’s perception. It is a result of the perception that management or organisation is on a prerogative side in this process. To achieve the ‘fit’ situation, recruitment result must synchronise between individual character and capability and the job’s practical requirements (person-job fit). This perspective emphasises the relation between a worker as an individual and his particular job, not in wider relation with his organisation (Ostroff and Rothausen in Leopold, Harris and Watson 2005, p. 145). In contrast, Herriot in Leopold, Harris and Watson explored ‘the processual’ approach (2005, p. 144), which adopt ‘best practices’ approach. The character of this approach lies in an ‘exchange relationship’ and how negotiation mechanism develops work environment (Leopold, Harris and Watson 2005, P. 145). The exchange relationship gives candidates more opportunity to make a bargaining. Therefore, this character is fit with ‘high’ commitment to HR strategies and soft model of HRM. The processual approach suggests the ‘exchange relationship’ as a mechanism to set expectations about demands from both candidates and the management. The decisionmaking process, therefore, does not lie on one side as in the traditional approach. In this process, the selection is a technique to gain more information to find compatibility (Leopold, Harris & Watson, 2005, p. 145). In addition to the process, both candidates and the manager can negotiate to propose their demands. It is possible because both sides sometimes have an unsteady characteristic and need a negotiation before sign any agreement. The exchange relationship is also considered as a learning process for both sides. For the candidates, they can learn about the job and also about the organisation from recruitment process (Leopold, Harris & Watson, 2005, p. 147). They can also gain as many information during the process before making a decision. As a learning process, this approach implements experimentation and evaluation. Some experiments might be a success, but some might fail. Hired candidates can evaluate their situation by comparing between their expectation and their present position (Leopold, Harris & Watson, 2005, p. 147). For the organisation, it can get the best candidates because the management has learnt more about the candidates. They can examine applicants’ orientation, attitude, behaviour, character, motivation and determination. Also, the management also tests the candidates to measure applicants’ suitability for the job before making a decision. This process is crucial because high-performance HRM can enhance organisation’s achievement (Buller & McEvoy, 2012, p. 45). The consequences of the ‘processual’ approach are successful and unsuccessful processes. If the process is successful, the outcome will be a contract as the result of the negotiation (Leopold, Harris & Watson, 2005, p. 145). But in some situations, the process is unsuccessful. Firstly, it is because the organisation cancels hiring someone who is not potentially fit with the organisation. Secondly, the applicants reject the organisation’s offers because they do not feel suitable with the job (Leopold, Harris & Watson, 2005, p. 145). Even though the organisation losses costs and time, the unsuccessful process is still useful for the organisation because they can prevent from a wrong decision that might waste cost and time more (Sisson & Storey, 2000, p. 187). Finally, the ‘processual’ approach which implements ‘learning process’ can help to recognise the drawbacks of the traditional approach (Leopold, Harris & Watson, 2005, p. 147). To implement this approach is not always easy and simple because every organisation has its character and problems. This situation can make organisations use the traditional approach because it is easier and less costly. However, the traditional approach would be ineffective to provide new employees who have competency and commitment. Therefore, the processual approach is probably more acceptable for organisations to recruit capable and dedicated employees (Leopold, Harris & Watson, 2005, p. 175). Conclusion HRM has important roles in every organisation. Their performance can make a significant effect on the organisation. If they show good performance, the organisation can achieve their goal successfully or gain more profit. Otherwise, if the performance is bad, the organisation would suffer and probably miss an opportunity to gain more income. One of the crucial roles of HRM is recruiting new employees. In this process, HRM is expected to hire new employees who have a good skill and loyalty. It is also crucial for HRM to recruit the appropriate person in the proper position at the right moment (Sisson & Storey, 2000, p. 170). Also, it would be very profitable to recruit employees that fit not only with their job but also with their environment. In the recruitment process, HRM can adopt ‘the traditional’ or ‘the processual’ approach. Each opinion has its consequences. The first one has a connection with low commitment human resource strategy that follows ‘hard’ model of HRM because it adopts ‘hire and fire’ principles. Many modern organisations still implement this approach because of its simplicity and inexpensive reason. However, this approach has some limitations that likely position one side as a single decision maker. On the other hand, ‘the processual approach’ implements or adopts high-commitment human resource strategy. This approach follows ‘best practices’ and can be categorised as a ‘soft’ model of HRM. This approach recognises the limitations of ‘the traditional approaches’ and finds any solution that could be implemented. Instead of poses the employer as the prerogative side, the approach gives both the employer and the candidate, an opportunity to ‘exchange’ their position. This exchange can lead both sides to negotiate their expectation. The advantage of this approach is the organisation can recruit the employees that principally suitable for taking the job position. On the other hand, this approach seems too complicated and costly which may keep many HRM using the first approach. Bibliography Bennett, R. (2002). Employers' Demands for Personal Transferable Skills in Graduates: a content analysis of 1000 job advertisements and an associated empirical study. Journal of Vocational Education and training, 54(4), 457-476. Bloom, N., & Van Reenen, J. (2011). Human Resource Management and Productivity. Handbook of Labor Economics, 4, 1697-1767. Bowen, D. E., Galang, C., & Pillai, R. 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