Employee Selection in Times of Change

2010 ◽  
pp. 169-226 ◽  
Author(s):  
Chockalingam Viswesvaran ◽  
Deniz S. Ones
Keyword(s):  
Employee Selection

“Graphology: A Technique for Employee Selection”

GIS Business ◽  
2019 ◽  
Vol 14 (4) ◽  
pp. 209-213
Author(s):  
Dr. Tejashree Deshmukh
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Selection ◽  
Organizational Success ◽  
Talent Pool

Importance of Employee Selection is discussed widely by many authors till date. If we believe that the organizational success or failure is dependent on the talent pool of the employees, then we admit that Employee Selection is one of the most important areas of Human Resource Management. Thomas Stone defined Selection as "a process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job".

PENGEMBANGAN SKALA LOCUS OF CONTROL

2017 ◽  
Vol 2 (3) ◽  
pp. 417-424
Author(s):  
Hendryadi Hendryadi
Keyword(s):  
Locus Of Control ◽  
Internal Consistency ◽  
Convergent Validity ◽  
Discriminant Validity ◽  
Short Form ◽  
Employee Selection ◽  
Future Research ◽  
Validity And Reliability ◽  
Control Scale ◽  
Two Stages

This article aims to develop a short form of the locus of control scale. The study was conducted in two stages: a study of 66 respondents as pilot testing which aims to test content validity, structure validity, and internal consistency. Study 2 was conducted on 328 respondents used to test the validity and reliability of the scale evaluated by the PLS-SEM method (such as internal consistency, convergent validity, and discriminant validity). The analysis concludes that the 8-item locus of control scales tested have adequate validity and reliability. A short form locus of control scale was developed and validated in this study, so it can be used in future research and evaluation for HR management practitioners in employee selection Keywords: locus of control, EFA, CFA, scale construction

Individual effectiveness in outsourcing

2006 ◽  
Vol 25 (2) ◽  
pp. 127-133
Author(s):  
Sumita Raghuram
Keyword(s):  
Customer Satisfaction ◽  
Cultural Differences ◽  
Employee Selection ◽  
Poor Performance ◽  
Communication Media ◽  
Intensive Training ◽  
Human Element ◽  
The Past ◽  
Geographical Distances

Outsourcing has grown enormously over the past few years, however, most of the attention so far has focused on the economics of the transaction, and much less on the human element involved in the transaction. In this paper I focus on call agents and my observations are based upon existing literature and my personal interviews. I suggest that it is challenging for them to identify with client organizations because of cultural differences, tacit contexts and lean communication media used to connect across vast geographical distances. The weak client identification may result in poor performance, inability to build trust with customers and long-term customer satisfaction. However, there are differences across individuals in their ability to deal with these challenges. Those who have a higher self-efficacy, higher pro-activeness and higher cultural intelligence may be more capable than others in their effectiveness. Likewise, organization initiated practices such as careful employee selection, intensive training and use of visible markers of identity may heighten client identification.

Psychological Testing in Personnel Selection, Part II: The Refinement of Methods and Standards in Employee Selection

2008 ◽  
Vol 37 (2) ◽  
pp. 185-198 ◽  
Author(s):  
Wesley A. Scroggins ◽  
Steven L. Thomas ◽  
Jerry A. Morris
Keyword(s):  
Personnel Selection ◽  
Employee Selection ◽  
Psychological Testing

Handbook of Employee Selection

1951 ◽  
Vol 51 (5) ◽  
pp. 30 ◽  
Author(s):  
Roy M. Dorcus ◽  
Margaret Hubbard Jones
Keyword(s):  
Employee Selection
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