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Employment and selection process by Arthur Marshall


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Employment and selection process by Arthur Marshall. By using these slides we get ideas for Employment and selection process with easy and fast method of recruitment.

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Employment and selection process by Arthur Marshall

  1. 1. Profession and Selection: Choosing for the Job or the Organization? Module 13
  2. 2. Module Overview Related people & organizations The employment & choice process Organization vs. job analysis Person-job fit vs. person-organization fit The lawful environment Strategic problems in employment & selection
  3. 3. Relation To The Frame ORGANIZATIONAL CONTEXT HR Choices HR Roles Unilateral (managerial discretion) Joint (negotiated) Imposed (no choice) Transactional Managerial Transformational STRATEGIC OBJECTIVES
  4. 4. A Mutual Matching Process Organization Individual Job Requirements Rewards Qualifications Motivation
  5. 5. Stages of the Recruitment & Selection Process Stages of The Recruitment and Selection Process Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 Organiz- ation Identify and attract applicants Narrow pool to minimally qualified applicants Further narrow pool to those who best fit the job Further narrow pool to those who best fit job and organization Decide whom to hire Individual Identify and attract organiz- ations Narrow pool to minimally acceptable organiz- ations Further narrow pool to those who best fit with needs/career goals Further narrow pool to those who have desirable jobs and desirable cultures Decide which job offer to accept
  6. 6. Organization & Job Analysis Process Organization Analysis Job Analysis Recruitment Selection
  7. 7. Organization Analysis Long- & short-term goals Staffing needs Nature of environment Climate/culture
  8. 8. Job Analysis Task Job context Knowledge Skill Ability Other
  9. 9. Job Rewards Extrinsic Intrinsic
  10. 10. Person-Job Fit MatchMatch Overqualified Underqualified
  11. 11. Person-Organization Fit Personality Goals Values Interpersonal skills
  12. 12. Recruiting Issues Inner vs. external choosing sources Recruiting chance & intensity Recruitment message Recruitment media
  13. 13. Applicant Pool Quality Best Worst Applicant Pool “Best of the Best” “Best of the Worst” Applicant Pool
  14. 14. Selection Steps Get candidate KSAO & inspiration data Assess person-job fit Assess person-organization fit Decide whom to hire Make job offer(s)
  15. 15. Selection Methods Initial Assessment Methods Substantive Assessment Methods Contingent Assessment Methods •Resumes & cover letters •Application blanks •Biographical information •Reference reports •Screening interviews •Ability tests •Personality tests •Job knowledge tests •Performance tests & work samples •Integrity tests •Interviews •Drug tests •Medical exams
  16. 16. Selection Rules-Of-Thumb Use several techniques to get KSAOs. Identify styles of previous actions. Simulate job circumstances when possible.
  17. 17. Evaluating Selection Methods Reliability Validity Utility Applicant reactions Adverse impact
  18. 18. Features of a Useful Choice Method It is efficient. It is legitimate. Its advantages over-shadow its expenses. Applicants react positively to it. It does not display out a extraordinary number of lawfully secured team members
  19. 19. Selection: Decision Making Mixing information compensatory noncompensatory Decision rules top-down ranking grouping Job offers
  20. 20. Why Validate? Lawful protection Sound company choice making
  21. 21. The Half-Million Dollar Investment Cumulative Investment in One Employee’s Base Salary Tenure (Years) Starting Salary 5 10 15 20 25 30 $15,000 77,284 160,541 250,232 346,855 450,945 563,080 $20,000 103,045 214,054 333,643 462,473 601,260 $25,000 128,807 267,568 417,053 578,092 $30,000 154,568 321,082 500,464 Note: a 1.5% annual cost-of-living increase is included in these figures
  22. 22. The Legal Environment Government laws State laws Local laws Executive orders Agency guidelines
  23. 23. Prohibited Criteria Race Color Religion Sex Nationwide origin Age Disability Handicap Ancestry
  24. 24. Two Types of Illegal Discrimination Different treatment Disparate impact
  25. 25. Characteristics of Legal Selection Practices Job-related essential job functions business necessity Standardized content administration scoring
  26. 26. Two Major Strategic Issues How can HR choice impact an organization’s capability to come up with & apply a effective company strategy? Should an company “make” or “buy” its required individual resources?
  27. 27. Three Approaches Traditional Staffing as technique implementation Staffing as technique formation
  28. 28. Traditional Approach Method a contextual feature Hire for person-job fit Select best individual for a particular job
  29. 29. Staffing as Strategy Implementation Recruiting assistance strategy Hire for person-strategy fit Select best individual with required abilities
  30. 30. Staffing as Strategy Formation Recruiting is going to influence strategy formation Hire for person-organization fit Hire people with unique or supporting KSAOs
  31. 31. Make or Buy Human Resources? Make Hire trainable workers. Buy Hire properly qualified workers. Make & buy Buy properly qualified workers for critical tasks. Hire trainable workers for all other tasks.
  32. 32. Human Resource Flows Upward Lateral Downward Inflows Outflows
  33. 33. The Forest and the Trees