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Interview being the most common method of selection which has been noticed above, but research shows that other methods are used in combination with it. The pre- selection method starts first with application forms, CVs and sometimes biographical data consisting of individual's experiences and achievements. It has been noticed that bio data's improve validity. Gathering CV's through internet also improves the early screening process. The other methods used in selection are Interviews it may be structured or unstructured interviews, psychological tests which includes cognitive tests, personality tests, assessment centres which includes interviews, psychometric tests, stimulation of actual work tasks in order to observe job-related behaviours (Cooper and Robertson, 1995).
Conclusion 结论
Smith (1994) differentiated between three forms of individual characteristics that relate to job performance: 'universals' which refers to characteristics relevant to all jobs; 'occupational' which refers to characteristics preferable to a particular job or occupation; and lastly 'relationals' it refers to characteristics relevant in a particular work setting. This structure suggests that it is necessary to match characteristics of individuals with the characteristics of the particular work setting. Research has shown that people who fit in the work setting are more committed and satisfied compared to people who do not fit. (O'Reilly et al.1991). Thus recruitment and selection process is of utmost importance. Organisations have now got the ability to construct appropriate models for recruitment and selection by using reliable and valid techniques. Recruitment and selection are the first stage of interaction between organisations and applicants, which forms the employment relationship. (Bratton and Gold,1999,p.207). Recruitment and selection are a part of the broader process of socialisation. Selectors should be aware of how well particular methods predict future performance (their validity) and of different methods cost, accuracy of tests. Growing awareness of the potential contribution of HR practices to business strategy (Guest and King, 2004) may increase organisational receptiveness to HR involvement (Wolf and Jenkins, 2006). Finally, I would like to conclude by saying that both the methods of recruitment, internal and external are important for the functioning of the organisation and also depends upon the size of the organisation. From the above argument we get a clear picture that managers should be very strategic. They should look at the validity and reliability of every method of selection. For example: we cannot use only CV's to recruit a middle manager.
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