Selection Methods in Recruitment Introduction: Jihad in Relation to Other Islamic Tenets Whether a company lives or dies depends on its workforce. Far from being an exaggeration, such an observation is actually fairly accurate. Employees, of course, are a vital part of any corporation, without which it would most definitely keel over and die…
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Thus, no matter how brilliant its managers, even the largest companies won’t last long without a competent workforce at its disposal. In this light, it should be easy to understand why so many employers, managers and HR personnel focus on recruitment and personnel selection. The two often go hand in hand, with Muchinsky (2012) defining personnel selection as the process by which individuals are hired and/or promoted. Selection systems are often used in this regard, and are aimed at assessing knowledge, skills, ability and other characteristics (KSAOs) possessed by applicants. Personality tests are also important. Bangerter et al (2011) notes that, all other factors being equal, the employees most ideal for an organization are those that share its goals and possess a personality type conducive to the environment of that organization. In short, personality tests would have the most utility in pinpointing those employees that possess the above characteristics. While their utility has been downplayed by Brian Amble (2007), not least because most tests have a caveat where applicants can simply fake their answers, it should be self-evident that, in the first place, personality tests are never meant to be used alone in the hiring process. Rather, it is when combined with other methods of selection, such as intelligence testing and interviews, that they become most effective. With what has been discussed so far, the manner in which these tests are intended to be used should be clear. While intelligence tests are meant to provide an accurate prediction of an employee’s ability to carry out his tasks, personality tests pinpoint his disposition as he goes about his duties, and his compatibility with the organization as a whole. Generally speaking, well-roundedness is the way to go here; employees who lack basic job competencies are not likely to be of much use, to the organization, while those extremely skilled at what they do, but are not very good with people, may end up alienating customers they come into direct contact with. This particular paper, then, focuses on the use of personality tests and cognitive ability tests, otherwise known as IQ tests, and the importance of both to an organization’s success. IQ Tests As the term itself implies, an intelligence quotient or IQ test is a standardized test geared towards the assessment of intelligence. Modern tests often have the average score within a given age group set to 100, with standard deviation pegged at 15. Some argue that IQ is, in fact, inherited from one’s parents, but Johnson et al (2009) have yet to conclusively predict how likely this is to be the case. As noted in the preceding sections, the results of such tests have been found to have greater accuracy at predicting job performance as compared to one’s academic performance as a student. IQ is said to be in direct proportion with job performance (Henderson, 2007). Regardless of the particular job or the work involved therein, those with higher IQ are said to be more competent at the tasks assigned to them. Additionally, people with higher IQ also have the potential to prosper in a wide variety of situations, and can be employed at most levels without much issue, in contrast to how people possessing IQ in the lower ranges are
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Based on this research selection procedures and their accurateness in choosing the right candidates are regarded as few of the most important activities in today's organizations for retaining an edge in the competitive world of business. Huge staff turnover and lower performance than expected are some of the costs organizations are required to bear out of application of unsuitable methods of selection.
advantage for an organization. The Human Resource Department, or the HRD, is mainly responsible for providing the precious human capital, implying HRD having a variety of responsibilities, and selection is one of them. Traditionally, selection was only responsible for matching candidates with particular job and job description.
Do you agree or disagree? Why? Introduction Internal promotions versus external recruitment are a common problem that organizations face. The time tested traditional approach was to train and develop suitable employees to take on new responsibilities. In the modern world where haste in business processes with the objective of becoming more competitive can be seen in aggressive organizations, tradition has been thrown out of the window and external recruiting has become the rule of the day.
The interviews are seen as one of the most quintessential factors behind the recruitment process. These are also backed up by the tests which find out how well equipped an applicant as and what he must offer to the organization once he gets recruited. The methods of selection within the recruitment process comprise of how well the organization is ready and geared to adopt these methodologies.
Hence, underlying chapter develops in detail the introductory referencing for undertaking the assessment of mentioned factors in context to LVMH. The chapter also discusses the rationale, aims and objectives, methodology and limitation pertaining to the project.
Research methodology acts as a road map for particular research as it defines all the activities that the researcher needs to conduct for successfully achieving the objective of the study (Sekaran, 2006). Hence, for the purpose, the underlying chapter provides details pertaining to the research purpose, question to be addressed, data collections techniques, instruments and procedures etc of the underlying research.
However, it also requires investing capital and training to be effective. Whether a company opts to outsource its e-recruitment or mange it by itself, it needs to first have the necessary technological capabilities. The standard requirements would be to have online connections, update computer hardware and software and sufficiently trained human resource staff.
This paper gives details that the other problem was the long recruitment and selection process of new employees. This discouraged most of the prospective employees and the few who were willing to put with the lengthy process complained of unequal benefits and the high costs they would incur including fare charges or lack of parking space in the company.
Both the terms are different but somehow connected which Bratton and Gold defined in their definition of recruitment and selection. Recruitment is a process to gather potential and talented candidates to apply at
The author states that it is upon the organization to make significant efforts in ensuring that the process of recruitment is fair. The process of recruitment begins with the description and specifications of a job, to highlight the main purpose of a job. The person specification enables the organization to determine the ideal qualifications.
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