Varied Selection Tools
Varied Selection Tools By: BAP Fashions
PSYCH/705
September 15, 2014
University of Phoenix
The Employee Selection Process
Many of organizations today use a variety of techniques for collecting evidence and data about applicants. Methods such as, interviews, personality tests, ability tests, assessment centers, physical tests can be used to classify if applicants are suitable or unsuitable for the job and the company's culture. According to Schultz and Schultz (2010), hiring decisions usually are not based on one method, but on a combination of methods. Organizations are using varied selection tools to guarantee that they collect all of the relevant information. Job analysts are measuring these facts carefully, with objectively and in a nondiscriminatory manner (Schultz & Schultz, 2010).
The main aim of job analysts in the selection process is to determine appropriately if the job applicants owned the criteria (KSA’s) required for the position; for example, education and experience, specific skills and abilities, and personal characteristics needed to perform a specific or current (or future) job successfully. When an analyst is using a variety of tools (job predictors), the job analysts can balance the measurement errors in one selection tool against another.
Appropriate Tests for Employee Selection
Choosing an accurate test for selection can help organization choose the right employee. Using accurate selection tools can significantly enhance the quality and efficiency of company’s human capital (Aguinis, 2009). Cascio and Aguinis (2005) suggested that psychological tests, projective devices, personal history data, and peer ratings are adaptable methods that can be used to forecast job success for numerous jobs. These findings can guide IC2 to assess Gilliand-Moore Winery in improving the company’s selection procedures. Here are some selection tools that IC2 proposes for Gilliand-Moore Winery:
Assessment Centers- IC2’s first recommendation is to use
PSYCH/705
September 15, 2014
University of Phoenix
The Employee Selection Process
Many of organizations today use a variety of techniques for collecting evidence and data about applicants. Methods such as, interviews, personality tests, ability tests, assessment centers, physical tests can be used to classify if applicants are suitable or unsuitable for the job and the company's culture. According to Schultz and Schultz (2010), hiring decisions usually are not based on one method, but on a combination of methods. Organizations are using varied selection tools to guarantee that they collect all of the relevant information. Job analysts are measuring these facts carefully, with objectively and in a nondiscriminatory manner (Schultz & Schultz, 2010).
The main aim of job analysts in the selection process is to determine appropriately if the job applicants owned the criteria (KSA’s) required for the position; for example, education and experience, specific skills and abilities, and personal characteristics needed to perform a specific or current (or future) job successfully. When an analyst is using a variety of tools (job predictors), the job analysts can balance the measurement errors in one selection tool against another.
Appropriate Tests for Employee Selection
Choosing an accurate test for selection can help organization choose the right employee. Using accurate selection tools can significantly enhance the quality and efficiency of company’s human capital (Aguinis, 2009). Cascio and Aguinis (2005) suggested that psychological tests, projective devices, personal history data, and peer ratings are adaptable methods that can be used to forecast job success for numerous jobs. These findings can guide IC2 to assess Gilliand-Moore Winery in improving the company’s selection procedures. Here are some selection tools that IC2 proposes for Gilliand-Moore Winery:
Assessment Centers- IC2’s first recommendation is to use
References: Aguinis, H. (2009). Performance management (2nd ed.). Upper Saddle River, NJ: Prentice Education. Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis Christensen, L. B., Johnson, R. B., & Turner, L. A. (2011). Research methods, design, and analysis (11th ed.) Dye, D. A., Reck, M. and McDaniel, J. (1993) The validity of job knowledge measures, International Journal of Selection and Assessment, 1(3), 153-157 Jansen, P.G., & Stoop, B.A. (2001). The dynamics of assessment center validity: Results of a 7- year of study Miller, L. A., Lovler, R., & McIntire, S. A. (2013). Foundations of psychological testing: A practical approach (4th ed.) Neuman, W. L. (2011). Social research methods: Qualitative and quantitative approaches (7th ed.) Schultz, D. P., & Schultz, S. E. (2010). Psychology and work today: An introduction to industrial and organizational psychology (10th ed.) Thornton, G.C., & Byham, W.C. (1982). Assessment centers and managerial performance. New York, NY: Academic Press.