Preference Reversals in Personnel Selection

Preference reversals, in which one alternative is preferred in a choice task while another alternative is preferred in a judgment task, may occur in personnel selection. If so, the candidate who is assigned the highest predictor score may not be the candidate the selector would have chosen. Previous research does not clearly indicate the rate of preference reversals that are likely to occur in personnel selection. A simulated selection task carried out by 157 managers revealed near-zero levels of preference reversals. Implications for decision theory and personnel selection research are discussed

Judgment and Choice in Personnel Selection

[Excerpt] Imagine that you have set out to buy a used car. You examine eight cars before making your choice, test driving some of them and rejecting others at first glance (due for example to excessive rust). A researcher asks you to rate each of the eight cars in terms of overall quality. The researcher proceeds to sharply criticize you for carrying out an unsystematic search process. Your failure to test-drive every car and to ask the same questions to the dealers about each car has caused you to do a poor job of rank-ordering the cars. You respond that, since you could only afford one car, you had no interest in rank-ordering or in assigning ratings to the entire set of cars. It seems unfair to be criticized for poor performance of a task which was unrelated to your original mission of buying the best used car available. This paper explores the possibility that a similar misspecification of the goals of employee selection has caused researchers to criticize selectors for behavior which may not adversely affect the goal of hiring the best individual from among a group of candidates

Personnel selection

From the earliest times some kind of a test has always been used for selecting incumbents of certain posts. The oldest method of selection, known to us, was an examination in school or college subjects. When the number of candidates for any post was small the method employed was the viva voce examination. In this situation, the examiner combined the functions of testing the knowledge of the candidate in certain academic subjects and of assessing the traits of personality displayed by the individual during the examination. As the number of candidates increased the viva voce examination was found time-consuming and inadequate. Public examinations were, consequently, organized. Written question papers were distributed and the candidates were required to write answers in note-books. The answer-books were subsequently scrutinized by the examiner. The testing of the standard of achievement attained by a candidate in particular subject was thus accomplished, but the personal contact between the examiner and the examinee was lost

THE ASSESMENT CENTER, A NEW „FASHION” IN PERSONNEL SELECTION

The Assessment Center is a relatively new method for personnel selection that becomes more and more popular among the Human Resources Managers. It has proven to have efficiency both in personnel selection and training needs identification. This paper refehuman resources, assessment center, competencies, behavior, interview

Cultural Issues in Personnel Selection

Seleksi personil dalanz suatu organisasi akan semakin konzplek, manakala organisasi tersebut berada pada lingkungan global. Organisasi global akan menghadapi adanya perbedaan kultur dari berbagai belahan dunia. Artikel ini akan membahas implikasi perbedaan kultur terhadap perilaku dalam bekerja di suatu organisasi dan kebutuhan akan kriteria seleksi personil yang spesifik dalam konteks multikultural. Dalain artikel ini digunakan lima dimensi kultural untuk menganalisis kemungkinan adanya acaman validitas eksternal dalam pengambilan keputusan keputusan seleksi personil. Kelinza dimensi kultural tersebut adalah individualism-collectivism, power distance, uncertainty avoidance, masculine-feminine, and polycronic-monochornic. Berdasarkan kelima dimensi kultural tersebut, penulis mencoba untuk memformulasikan suatu pedoman strategi seleksi yang dapat digunakan dalam pengambilan keputusan seleksi personal pada suatu organisasi global. Keywords: working behaviorpersonnel selectionfive culturalexternal validit

Personality, personnel selection, and job performance

Job Performance: The term job performance can either refer to the objective or subjective outcomes one achieves in a specific job (e.g., the profit of a sales persons, the number of publications of a scientist, the number of successful operations of a surgeon) or to work-related activities (e.g., writing an article, conducting specific surgical acts). In the majority of research on this topic, job performance as an outcome is used. Personnel selection: Personnel selection refers to the process of selecting the best employees for specific jobs. Introduction One major application of personality research is in the area of personnel selection. The key question in this area is to which extent personality can predict how well a candidate will perform on the job he or she is applying for. Most scholars in this area acknowledge that personality has predictive validity for job performance. In line with this, personality assessment is part of the selection procedure in many organizations

Research of technology of personnel selection

In a market economy, one of the main success factors of the organization is personnel. This staff provides efficient use of all types of resources available to the organization from the staff depend on its economic performance and competitiveness. Management of the organization should always remember that it is responsible for the correct selection of people who could implement its strategy, as well as for ensuring that employees feel good at work, which would correspond to their abilities and opportunities.условиях рыночной экономики одним из главных факторов успеха организации является подбор персонала. Именно персонал обеспечивает эффективное использование любых видов ресурсов, имеющихся в распоряжении организации, от персонала зависят ее экономические показатели и конкурентоспособность. Руководству организации всегда нужно помнить о том, что оно отвечает за правильный подбор людей, которые могли бы реализовать ее стратегию, а так же за то, чтобы сотрудники хорошо чувствовали себя на работе, которая соответствовала бы их способностям и возможностям

Choosing how to choose : Institutional pressures affecting the adoption of personnel selection procedures

The gap between science and practice in personnel selection is an ongoing concern of human resource management. This paper takes Oliver´s framework of organizations´ strategic responses to institutional pressures as a basis for outlining the diverse economic and social demands that facilitate or inhibit the application of scientifically recommended selection procedures. Faced with a complex network of multiple requirements, practitioners make more diverse choices in response to any of these pressures than has previously been acknowledged in the scientific literature. Implications for the science-practitioner gap are discussed

Selection of human capital in metallurgical companies using information technology (IT)

Personnel selection is a process that takes place in a company in order to have better business performance and competitive advantage. Nowadays, companies have realized the importance of human capital as a necessity for survival in today’s competitive market. There are several methods for selecting staff, but this paper seeks to demonstrate that this selection can be done with the help of an expert system. Metallurgical companies face even greater challenges for managing personnel selection. This research will discover and test the key elements of management personnel selection and implementation of an expert system