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Personnel Selection

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Personnel Selection
A PRESENTATION ON PERSONNEL SELECTION

PSY 409(SEMINAR IN RESEARCH INDUSTRIAL AND ORGANISATION PSYCHOLOGY)

Personnel selection
Definition
Personnel selection is defined as the process used to hire (or, less commonly, promote) individuals. The term can apply to all aspects of the process, recruitment, selection, hiring, acculturation etc. The most common meaning focuses on the selection of workers. In this respect, selected prospects are separated from rejected applicants with the intention of choosing the person who will be the most successful and make the most valuable contributions to the organization. Tests designed to determine an individual 's aptitude for a particular position, company or industry may be referred to as personnel assessment tools. Such tests can aid those charged with hiring personnel in both selecting individuals for hire and in placing new hires in the appropriate positions.

INTRODUCTION
A brief history of personnel selection
Selection into organizations has as ancient a history as organizations themselves. Chinese civil servant exams, which were established in AD 605, may be the first documented modern selection tests. As a scientific and scholarly field, personnel selection owes much to psychometric theory and the art of integrating selection systems falls to human resource professionals.

Methods of personnel selection
It takes a good deal of knowledge and judgment to properly use assessment tools to make effective employment-related decisions. Many assessment tools and procedures require specialized training, education, or experience to administer and interpret correctly. These requirements vary widely, depending on the specific instruments being used. Check with the test publisher to determine whether you and your staff meet these requirements. To ensure that test users have the necessary qualifications, some test publishers and distributors require proof of qualifications before they will release certain tests.
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References:  Muchinsky, P. (2012). Psychology Applied to Work, (10th ed.). Summerfield, NC: Hypergraphic Press.  Steel, P. (2006). From the work one knows the worker: A systematic review of the challenges, solutions, and steps to creating synthetic validity. International Journal of Selection and Assessment, 14(1), 16-36.  U.S. Department of Labor Employment and Training Administration. (1999) “Chapter 1: Personnel Assessment.” pp. 1-7 [1]  Campion, M. A., Outtz, J. L., Zedeck, S., Schmidt, F. L., Kehoe, J. F., Murphy, K. R., & Guion, R. M. (2001). The controversy over score banding in personnel selection: Answers to 10 key questions. Personnel Psychology, 54(1), 149–185.  Schmidt, F. L. & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.  McDaniel, M. A., Whetzel, D. L., Schmidt, F. L., & Maurer, S. D. (1994).The validity of employment interview: A comprehensive review and meta-analysis. Journal of Applied Psychology, 79(4), 599-616.  Huffcut, A. I. (2010). From science to practice: Seven principles for conducting employment interviews. Applied H.R.M. Research, 12, 121-136.  Huffcut, A. I., & Hunter, W. Jr. (1994). Hunter & Hunter revisited: Interview validity for entry-level jobs. Journal of Applied Psychology, 79, 184-190.  Podsakoff, N. P., Whiting, S. W., Podsakoff, P. M., & Mishra, P. (2011). Effects of organizational citizenship behaviors on selection decisions in employment interviews. Journal of Applied Psychology, 96(2), 310-326.

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