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Important of staffing to an organization
Strengths and weaknesses of selection process
Important of staffing to an organization
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One of the most important decisions that an organization can make is the hiring of prospective employees. It is illogical for an organization to employ an individual that cannot perform their assigned duty. Why would any organization spend large sum of money in training an individual that will not be beneficial to their organization. Therefore, it is reasonable for organizations to filter out the undesirable applicants. According to Dessler (2011) once an organization have a group of applicants, their next stage is to decide on the best person for the job. Normally this means reducing the applicant pool via screening methods such as tests, background checks, and interviews.
As stated by Dessler (2011) selection of the right employees is imperative for numerous reasons. These reasons can include the knowledge that organizations performance is contingent on its subordinate’s ability. Moreover, it should be common knowledge that employees with the reliable skills and characteristics will perform better for the company. On the other hand, employees who lack those skills or who are slacker will not perform efficiently, and the organization’s performance will suffer (Dessler, 2011).
Another reason selection is important because organizations want to avoid employees who are liability for them. According to Dessler (2011) there are estimates that reveal there are around 25% of employees with knowledge of coworkers who use illegal drug, and others report that 7% have been targets of coworkers’ physical threats (Dessler, 2011). Due to high rate of turnover in some organizations, companies are regularly examining methods to improve their human resource selection procedure. Several methods have been utilized for the selection of emp...
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...ical selection practices. Personnel Review, 30(5), 657-676. Retrieved from http://search.proquest.com/docview/214812080?accountid=32521
Caruth, D. L., & Caruth, G. D. (2009). The Re-emergence of Personality testing as an employee selection procedure. Super Vision, pp. 9-13.
Dessler, G. (2011). A framework for human resource management (6th ed.). Upper Saddle River, NJ: Prentice Hall. ISBN: 9780132556378
Johnson, D.L., & Kleiner, B. H. (2000). A comparative view of employment testing. Management Research News, 23(7), 99-102. Retrieved from http://search.proquest.com/docview/223538226?accountid=32521
Kantrowitz, T. M., Dawson, C. R., & Fetzer, M. S. (2011). Computer adaptive testing (CAT): A faster, smarter, and more secure approach to pre-employment testing. Journal of Business and Psychology, 26(2), 227-232. doi: http://dx.doi.org/10.1007/s10869-011-9228-3
Society for Industrial and Organizational Psychology (2015) report that the costs related to using personality tests are that the questions may not completely relate to the job. In addition, the questions may come off as very invasive to some test takers (Society for Industrial and Organizational Psychology, 2015). Furthermore, the costs of utilizing personality tests
of decisions can and cannot be made on the basis of test data, and how should those decisions be made? What credentials, if any, are necessary to administer and interpret psychological tests? What rights do examinees undergoing psychological evaluation have? Public scrutiny of psychological testing reached its zenith in 1965 with a series of probing and unprecedented congressional hearings (see Amrine, 1965). Against a backdrop of mounting public concern about—as well as legal challenges to—psychological testing, many psychologists in the 1960s began to look anew at the testing enterprise. Beyond being a mere instrument of measurement, a psychological test was conceptualized by many as a tool of a highly trained examiner. The value of a particular
In conclusion, the ability to hire “fit” candidates is essential to effective leaders. Following these techniques will allow leaders to avoid costly hiring mistakes. Also, these techniques will develop successful teams and organizations. The article states, “We hear from line and HR executives in many companies that leaders should devote as much effort learning from failures in management selection as they spend, for example, on reviewing the reasons for losing customers and on failed bids for new projects.” This will hopefully help leaders to avoid losing customers and failed bids for new projects.
In an attempt to hire the best possible candidate and to properly analyze current workers, many companies have used some form of personality testing to attempt to better know their employees. Personality testing has shown the employers are desperately trying to fit the perfect person into the perfect position. Some of the "master chefs" of the selection business are paying special attention to the new chemistry between personality tests, competency requirements, and behavioural interviewing. But is the process of personality testing truly accurate? This paper will go into detail about how personality testing came to pass and how it evolved into the present environment. Furthermore, it will elaborate two major arguments as to why personality testing is not an adequate method of the hiring process and, mainly, how these arguments are addressed and dealt with by the creators of the tests.
For many years, there has been a debate in which whether or not personality plays a role in the workplace, in areas like “teamwork, job-fit, leadership, service, sales, and overall performance and satisfaction” (Furnham, 2008). Personality is an important topic for human resources and training professionals to consider during the hiring process and employee development. Employees’ personalities might have a significant impact on an organization’s performance. Therefore, I believe using personality tests in a workplace is necessary.
Does personality testing define the final word on how we live our lives or interact in work environments, in academic settings, and within relationships? Recognized as a starting point, it confirms our strengths and weaknesses, assists in self-reflection, supports decision-making, enhances interaction with others, and designates where we reside along the personality spectrum. The following will explore my own personality preference, an explanation of my polar opposite persona, and the investigation into life situations and strategies.
Thompson, D.E., & Thompson, T.A. (1982). Court standards for job analysis in test validation. Personnel Psychology, 35, 865-874.
The recruitment process must be handled carefully and taken very seriously. Objectivity, responsibility, qualifications, and a good offer make it possible to recruit potential employees. Recruitment in the public sector must be fair, open, and representative. Usually, the recruitment process involves a few steps. It includes advertisement, testing and screening, preparation, and decision- making. (Denhardt, Robert, Public Administration, Harcourt Brace and Co., Orlando, FL., 1999, pg. 213) The most scrutinized process of recruitment has been testing and screening. This process can happen through interviews, references, recommendations, and proper review of the applications. You can also use higher measures such as performance, assessments, job-related knowledge, and various tests. Without accurate screening, you are likely to hire someone that will not be productive to your organization. This is a fair process to attract prospective employees. Next, you must make sure that individuals have the appropriate qualifications that meet the job description. Then, after intense review you should be able to identify the best-qualified applicant. The standard recruitment process in the federal system has been described as "slow, unimaginative, and, unassertive. (Cohen, Steven and Eim...
Job skills and training can even be investigated by the employer. The employee is to perform services and these services must be done in a certain manner. Someone who is incoherent because of drug abuse cannot be a pilot for example. This is why employers can test to see if characteristics or tendencies would affect performance. An employee may not want to give a urine or blood sample. The employee may not want to include all of their references but this is besides the fact that an employer is entitled to them. More and more employers are starting to feel this way. "A 1996 survey by the American Management Association found 81 percent of major U.S. companies had drug-testing programs at that time compared with 78 percent in 1995 and just 22 percent in 1987." (May 2) The employer has a right to only certain information and the line must also be drawn in the procedure to obtain the information.
Risavy, S., & Hausdorf, P. (2011). Personality Testing in Personnel Selection: Adverse Impact and Differential Hiring Rates. International Journal of Selection and Assessment, 19(1), 18-30. doi: 10.1111/j.1468-2389.2011.00531.x
According to Noe (2012), most experts believe that the most important human resource decision makes by a leader is deciding who to hire. Manager manages the recruitment and selection process. Selection for the best candidates for the job is very important in an organization because the performance always depends on employees, the recruiting and hiring is costly and the legal obligations like mismanaging hiring has legal consequence. The main aim of employee selection is to achieve person-job fit which is identifying the knowledge, skills, abilities (KSAs), and competencies that are central to performing the job. The objective of effective selection is to decide who the right people are, by matching individual characteristics (ability, experience, and training) with the requirements of the job (DeRue & Morgeson, 2007; Kristof -Brown, Zimmermam, & Johnson, 2005). The manager will do checking for reliability and validity of the interviewer. In PPNJ Poultry & Meat Sdn Bhd, the people who manage the recruitment and selection process is the Human Resource department or staffs.
Psychometric tests are designed to measure the behaviour and capabilities of possible employees. (Johnstone, 1999). Employers use these tests to measure two categories of qualities – abilities and preferences (Mills et al., 2011). This provides an effective and efficient way to find the best person for the job as the tests give a true reflection of how an employee can accomplish assigned tasks which is completed online as part of the application process. Candidates are chosen for the next stage of the process through the comparison of test scores, resulting in grouping candidates into high and low percentile scoring categories. The higher scoring applicants are put through to the next stage of the process. This would normally be the interviewing stage. The lower scoring applicants would be declined. This is a form of filtering down the number of applicants, although the interviewing stage provides the means of selection, despite its subjectivity the tests provide a uniform set of standards to measure one candidate objectivity against another (Johnstone,1999). Psychometric
Personality tests and skills assessments provide valuable information for certain well-defined positions, such as seller, buyer and worker in routine production. The interviews to study the person, carried out by experts are also useful when simpler methods do not clearly show certain characteristics such as emotional stability. Psychological tests on knowledge have limited success. The diversity of requirements for them, coupled with the complexity of motivations and behavior of individuals, make the structuring of proof extremely difficult. Psychological tests and interviews implemented for personality assessment act as a supplement to other administrative criteria. When it comes to executive positions, the main value of the evidence lies in corroboration or uncertainty about personal qualifications. The qualifications of persons based on experience are an important administrative requirement (Archer & Smith,
Employers aim to use Personality Test as psychological screening tool in their person-job fit selection process, using the pass-fail approach to the tests results resulting in keeping candidates who pass the personality profile criteria.
Recruitment and selection is pivotal in this regard in certain important respects. At the most basic level our focus in this book is on people management within the employment relationship. Those charged with recruiting people to posts in work organizations take a crucial ‘gatekeeper’ role; only those people selected for employment can be led, managed and developed. So in the most fundamental sense the decision to employ (or not) underpins the whole area of managing people. Issues associated with exclusion from the workplace also highlight the need for professionalism, fairness and ethical behavior on the part of those engaged in this activity. Recruitment and selection also has an important role to play in ensuring worker performance and positive organizational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aims to put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009). We will elaborate on the sometimes complex linkages between recruitment and selection and performance later in this