Personnel Selection

2017 ◽  
Author(s):  
Jesús F. Salgado
Keyword(s):  
Job Performance ◽  
Personnel Selection ◽  
Work Behavior ◽  
Situational Judgment Tests ◽  
Work Sample ◽  
Job Experience ◽  
Job Knowledge ◽  
Future Performance ◽  
Ability Tests ◽  
The Individual

Personnel selection is one of the most critical processes in the study of human work behavior because it determines the efficacy of many other issues of human resource management (e.g., training, productivity, and culture). From this perspective, personnel selection is a process of decision-making, and its main objective is to predict the future performance of potential employees. In order to achieve this objective, personnel selection identifies the individual requirements of job performance and uses a variety of assessment procedures, including cognitive ability tests, personality inventories, interviews, job knowledge tests, situational judgment tests, job experience, work sample tests, assessment centers, biodata, and reference checks. Using the best combination of predictors, currently, scientific personnel selection is capable of predicting and explaining over 60% of job performance variance based on individual differences.

scholarly journals Engaging Leadership and Its Implication for Work Engagement and Job Outcomes at the Individual and Team Level: A Multi-Level Longitudinal Study

2020 ◽  
Vol 17 (3) ◽  
pp. 776 ◽  
Author(s):  
Vivi Gusrini Rahmadani ◽  
Wilmar B. Schaufeli ◽  
Jeroen Stouten ◽  
Zhenduo Zhang ◽  
Zulkarnain Zulkarnain
Keyword(s):  
Job Performance ◽  
Work Engagement ◽  
Team Work ◽  
Work Behavior ◽  
Job Outcomes ◽  
Innovative Work Behavior ◽  
Team Innovation ◽  
Innovative Work ◽  
The Individual ◽  
Employee Learning

The current study investigates how supervisors’ engaging leadership, as perceived by their employees, increases employees’ job outcomes at the individual and team level, as mediated by (team) work engagement. Job outcome indicators at the team level are team performance, team learning, and team innovation; and at the individual level, job performance, employee learning, and innovative work behavior. The novel concept of engaging leadership is presented as the specific type of leadership to foster (team) work engagement. A multi-level longitudinal study is conducted among 224 blue collar employees nested in 54 teams in an Indonesian state-owned holding company in the agricultural industry using a one-year time lag. The findings show, as expected, that at the team level, engaging leadership at time 1 predicted team learning and team innovation (but not team performance) at time 2, via team work engagement at time 2. Additionally, an expected cross-level effect was observed from engaging leadership at the team level at time 1 predicting individual job performance (but not employee learning and innovative work behavior) at time 2, via team work engagement at time 2. Finally, an expected second cross-level effect was observed for engaging leadership at the team level at time 1, which predicted individual job performance, employee learning, and innovative work behavior at time 2, via work engagement at time 2.

Interests and Person–Environment Fit

2017 ◽  
Author(s):  
Rong Su ◽  
Christopher D. Nye
Keyword(s):  
Job Performance ◽  
Personnel Selection ◽  
Career Guidance ◽  
Work Outcomes ◽  
Workforce Readiness ◽  
Job Knowledge ◽  
Person Environment Fit ◽  
Performance Career ◽  
Interest Congruence ◽  
The Relationship

The search for “noncognitive” skills essential for workforce readiness has largely overlooked one important individual difference domain: interests. This chapter reviews evidence for the relationship between interests and job performance, career success, and academic achievement. It also discusses two mechanisms through which interests can predict a range of educational and work outcomes. First, interests serve as a source of intrinsic motivation that drives the direction, effort, and persistence of human behaviors. Specifically, interests contribute to learning and the acquisition of job knowledge, which are direct determinants of academic and job performance. Second, interests capture the relationship, or the fit, between a person and an environment. The degree of person–environment fit in terms of interests, or interest congruence, predicts academic and work outcomes above and beyond individual interest scores alone. In closing, the chapter discusses the implications of using interest assessments for educational and career guidance and for personnel selection.

scholarly journals Do First Impressions Last? The Impact of Initial Assessments and Subsequent Performance on Promotion Decisions

2020 ◽  
Author(s):  
Dirk E. Black ◽  
Marshall D. Vance
Keyword(s):  
Job Performance ◽  
Performance Measures ◽  
Relative Weight ◽  
Professional Baseball ◽  
Subsequent Performance ◽  
Job Level ◽  
Job Experience ◽  
Future Performance ◽  
Minor League ◽  
The Impact

This paper examines whether and for how long managers’ initial assessments of employee ability influence promotion decisions. Using archival data from minor league professional baseball, we find that, controlling for performance, initial assessments are associated with promotion decisions for at least six years after the initial assessments were made. We also find that initial assessments are positively associated with future performance at the outset of a player’s career, but the association becomes insignificant after a player accumulates on-the-job experience. We show that the weight on initial assessments for promotion decisions declines as additional on-the-job performance signals are observed, reflecting the declining relative informativeness of initial assessments about future ability. We construct a proxy for relative informativeness based on coefficients from regressions of future performance on initial assessments and observed performance. When we compare the implied relative weight on initial assessments for promotion decisions to our proxy for relative informativeness, we find initial assessments receive greater relative weight than implied by informativeness overall and across experience and job-level partitions. Our results suggest managers update initial beliefs about worker ability slowly given available performance measures. This paper was accepted by Shiva Rajgopal, accounting.

Associations between Otolaryngology Applicant Characteristics and Future Performance in Residency or Practice: A Systematic Review

2017 ◽  
Vol 156 (6) ◽  
pp. 1011-1017 ◽  
Author(s):  
Sarah N. Bowe ◽  
Adrienne M. Laury ◽  
Stacey T. Gray
Keyword(s):  
Systematic Review ◽  
High Risk ◽  
Personnel Selection ◽  
Theoretical Background ◽  
Risk Of Bias ◽  
Future Performance ◽  
Or Practice ◽  
Retrospective Cohort Studies ◽  
Selection Research ◽  
Meta Analyses

Objective This systematic review aims to evaluate which applicant characteristics available to an otolaryngology selection committee are associated with future performance in residency or practice. Data Sources PubMed, Scopus, ERIC, Health Business, Psychology and Behavioral Sciences Collection, and SocINDEX. Review Methods Study eligibility was performed by 2 independent investigators in accordance with the PRISMA protocol (Preferred Reporting Items for Systematic Reviews and Meta-analyses). Data obtained from each article included research questions, study design, predictors, outcomes, statistical analysis, and results/findings. Study bias was assessed with the Quality in Prognosis Studies tool. Results The initial search identified 439 abstracts. Six articles fulfilled all inclusion and exclusion criteria. All studies were retrospective cohort studies (level 4). Overall, the studies yielded relatively few criteria that correlated with residency success, with generally conflicting results. Most studies were found to have a high risk of bias. Conclusion Previous resident selection research has lacked a theoretical background, thus predisposing this work to inconsistent results and high risk of bias. The included studies provide historical insight into the predictors and criteria (eg, outcomes) previously deemed pertinent by the otolaryngology field. Additional research is needed, possibly integrating aspects of personnel selection, to engage in an evidence-based approach to identify highly qualified candidates who will succeed as future otolaryngologists.

scholarly journals INNOVATIVE WORK BEHAVIOUR: AN INTEGRATIVE INVESTIGATION OF PERSON-JOB FIT, PERSON-ORGANIZATION FIT, AND PERSON-GROUP FIT

2020 ◽  
Vol 21 (1) ◽  
pp. 39-47
Author(s):  
Emiliana Sri Pudjiarti ◽  
Prihatin Tiyanto Priagung Hutomo
Keyword(s):  
Job Performance ◽  
Cultural Values ◽  
Structural Equation ◽  
Selection Process ◽  
Work Organization ◽  
Work Behavior ◽  
Job Fit ◽  
Individual Values ◽  
Innovative Work ◽  
Person Organization Fit

In relation to the problem of SME productivity, it is necessary to investigate whether there is a problem of mismatch between workers and work and groups and corporate cultural values. This study aims to analyze whether the concept of innovative work behavior can mediate the relationship of person-job fit, person-organization fit and person-group fit to job performance. The study was conducted in the metal SME industry in Tegal Regency, with 256 respondents. Data collection tools use questionnaires and interviews. Data analysis is done with a structural equation model. Based on the results of the analysis, there is a positive relationship between variables. This illustrates that the challenges of SMEs in the future are to maintain the best human resources to remain committed to the organization. In maintaining its existence, alignment of individual values with work, organization and groups is the best tool to achieve goals through innovative changes in employee behavior, and also to lay a solid foundation in the recruitment and selection process of new employees that have the potential to increase job performance.

scholarly journals Quality of Educational Programs in Life-long Learning

2011 ◽  
Vol 4 (13) ◽  
pp. 102-110
Author(s):  
Alica Lacková ◽  
Marta Karkalíková
Keyword(s):  
Quality Of Life ◽  
Job Performance ◽  
Quality Evaluation ◽  
Systematic Approach ◽  
Educational Programs ◽  
Positive Influence ◽  
Rational Approach ◽  
Life Long Learning ◽  
The Individual

Quality of Educational Programs in Life-long Learning The paper deals with a systematic approach to education as well as to other areas, which represents a tool ensuring that education was performed effectively and efficiently, that it had positive influence on the society and the individual and it had improved their job performance and quality of life. This rational approach to the development of educational programs, their execution and quality evaluation enables to reach strategic education aims successfully and in a way that they suit and stimulate the requirements of practice.

Situations at Work

2017 ◽  
pp. 465-489
Author(s):  
Robert P. Tett ◽  
Jennifer Ragsdale ◽  
Sylvia L. Mol ◽  
Nathan Hundley
Keyword(s):  
Organizational Development ◽  
Personnel Selection ◽  
Work Motivation ◽  
Task Type ◽  
Situational Factors ◽  
Work Behavior ◽  
Situational Strength ◽  
Evolving System ◽  
Main Effects

Targeting a productive and rewarding fit between the worker and the work setting, industrial-organizational (I-O) psychology is heavily vested in identifying situational factors as main effects on work behavior, as moderators of personological (e.g., personality) influences, and as outcomes in understanding the workplace as a dynamic and evolving system. Here, we focus on the role of situations in the I-O psychology practices of job analysis, personnel selection and validation, training, work motivation, leadership, job design, and organizational development. Then, select workplace situational taxonomies are presented from the literature, organized by task (e.g., RIASEC), group (team task type), and organizational (e.g., culture) levels. Several broad situational features (e.g., situational strength, situational trait-relevance) are also identified. The chapter closes with some general observations aimed at advancing integration of situational factors in the psychology of work.

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