İNSAN RESURSLARININ İDARƏ OLUNMASINDA PERSONAL TAPMA, SEÇMƏ VƏ YERLƏŞDİRİLMƏSİ İLƏ BAĞLI PROBLEMLƏR

2020 ◽  
Vol 54 (05) ◽  
pp. 111-113
Author(s):  
Mirzabala Tabrik Poladov ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Key Words ◽  
Human Resource ◽  
Personnel Selection ◽  
Key Words Human ◽  
Management Personnel

Key words: human resource management, personnel selection, personnel placement

Employment-Related Drug Testing: Idiosyncratic Characteristics and Issues

1997 ◽  
Vol 26 (1) ◽  
pp. 77-87 ◽  
Author(s):  
Winfred Arthur ◽  
Dennis Doverspike
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Personnel Selection ◽  
Drug Testing ◽  
Related Drug ◽  
Management Professionals ◽  
Employment Tests

In the field of personnel and human resource management, many discussions of drug testing have taken a perspective which treats drug testing as analogous to the use of other common personnel selection devices, such as employment tests. This paper identifies and examines certain idiosyncratic issues and characteristics of drug testing compared to other selection devices. These unique features differentiate drug tests and testing, and their use from other types of pre-hire predictors of job performance. The implications of these idiosyncrasies for both human resource management professionals and public personnel management practitioners are highlighted and discussed.

scholarly journals The State and Prospects of Using Digital HR Tools by Russian Companies

2020 ◽  
Vol 24 (4) ◽  
pp. 47-55
Author(s):  
N. V. Lomonosova ◽  
E. A. Yakimova
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Selection ◽  
Research Work ◽  
Software Tool ◽  
Factors Affecting ◽  
Automation Systems ◽  
Analytical Review

Human resource management (HRM), as well as the management of any other business area becomes dependent on global digitalization and undergoes attendant changes. The need to search for new digital solutions in HR sphere, analysis of the principles of adaptation of existing methods of automation of human resource management processes demonstrate the relevance of the research. The purpose of the article is to assess modern state and further prospects of usage different digital-tools in HRM in national companies. The objectives of the present research: to determine whether companies really need to digitalize HR processes, to evaluate the rate of usage of automated services in HR, to analyze the most popular HR tools and to assess the applicability for different companies, to identify the correlation between the level of digitalization of companies and human capital. Materials and methods. General theoretical, empirical and statistical methods of assessing information are used in the article. The data available in the current scientific and periodical literature, as well as in fundamental works in the field of personnel management, are systematized. The research work relies on information provided in open sources that contains a set of information and analytical reports of companies, including their analysis and interpretation. Results. As the result of the research the number of key features of the current state of HR digitalization was identified. A comparative analysis of modern automation systems for personnel selection is presented and an assessment of their technological functionality is carried out. The rate of applicability of the most popular tools in HRM for different companies and the factors affecting the company’s choice of a particular HR software tool was determined. Conclusion. The work revealed that the digital transformation of HR processes is at the stage of formation; however, the modern conditions of informatization of society are quite favorable for the transition of companies to digital HR. The exceptions are companies with a small headcount (up to 100 people), the digitalization of which, will not be economically feasible. An analytical review of a number of relevant studies has shown that most domestic companies have high hopes for digital HR. Nevertheless, there are practically no firms on the market that have managed to completely digitize the entire set of HR processes. In addition, the study made it possible to formulate conclusions about the presence of a high correlation between the dependence of firms on human capital and the scale of their use of digital HR tools.

MANAJEMEN PENGEMBANGAN SUMBER DAYA MANUSIA DI SEKOLAH

2018 ◽  
Vol 6 (1) ◽  
pp. 604-624
Author(s):  
ASTUTI Astuti
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Personnel Selection ◽  
Life Quality ◽  
Optimal Value ◽  
Education Personnel ◽  
Power Negotiations

Abstract. Human Resource Management (HRM) is all activities related to the recognition of the importance of educators and education personnel in schools as vital human resources, which contribute to school goals, and utilize functions and activities that ensure that human resources are used effectively and fair for the benefit of individuals, schools and communities. Human resource management aims to formulate the needs of educators and education personnel, develop and empower educators and education personnel to obtain the optimal value of benefits for individual educators and education personnel concerned. The scope of management of human resources in schools is HR Planning, analysis of educators and education personnel, procurement of educators and education personnel, selection of educators and education personnel, orientation, placement and assignment, compensation, performance assessment, career development, training and personnel development educators and the creation of work life quality, educator and education power negotiations, research of educators and education personnel, pensions and dismissal of teaching and education personnel. Keywords: Human Resource Development Management

scholarly journals Modified approach for effective assessment of human resource management in the forest industry

2021 ◽  
Vol 875 (1) ◽  
pp. 012012
Author(s):  
I Zinovyeva ◽  
S Kuznetsov ◽  
Yu Stepanova
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Selection ◽  
Management System ◽  
Management Practices ◽  
Forest Industry ◽  
Factors Affecting ◽  
Modern Level ◽  
Effective Assessment

Abstract The existing management system in the forest industry complex is not adapted to modern trends and is not integrated into the new practice of human resource management, since even at the stage of personnel selection it is not focused on assessing the skill-set of applicants. The paper identifies the features and factors affecting the human resource management system, and substantiates a modified approach to assessing the effectiveness of human resource management (based on the study of the world experience of management practices). Modern-level indicators based on a person-centered approach have been also defined. The study proposes the incorporation of new architecture of indicators (emotional intelligence, level of transformation of roles in the team, employment of all the roles according to the Belbin model, the coincidence of the company’s goal with the goals of employees, the level of employee skillset) as a part of the modified approach to assessing the effectiveness of human resource management that meets the new requirements. As a result, effective human resource management based on this approach will increase the competitiveness of the Russian forest industry at the international level.

Selection Myths

2020 ◽  
pp. 1-10
Author(s):  
Peter A. Fisher ◽  
Stephen D. Risavy ◽  
Chet Robie ◽  
Cornelius J. König ◽  
Neil D. Christiansen ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Selection ◽  
Research Practice ◽  
The Us ◽  
Practice Gap ◽  
Validity Studies

Abstract. After nearly two decades of awareness on the research–practice gap in human resource management, this study updates and expands on the seminal findings of Rynes et al. (2002) specific to personnel selection. In a sample of 453 human resource (HR) practitioners in the US and Canada, we found that the research–practice gap persists. Notably, compared to the 2002 findings, HR practitioners tended to be worse at identifying personnel selection myths than was shown by Rynes et al. over 15 years ago, while those who reported not conducting validity studies were surprisingly better at identifying several myths as false. Several potential avenues for advancement are suggested in light of the disturbing stubbornness of the research–practice gap in personnel selection.

Ranking Candidates: An Experiential Exercise in Personnel Selection

2020 ◽  
pp. 237929812094292
Author(s):  
Nicole Bérubé
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Selection ◽  
Selection Criteria ◽  
Selection Process ◽  
Management Teams ◽  
Adjunct Instructors ◽  
Key Questions

Personnel selection is a key topic in Human Resource Management (HRM) courses. Many selection exercises focus on management situations that are unfamiliar to students who are taking introductory HRM courses. In contrast, this exercise introduces students to the pre-interview steps in the personnel selection process by asking them to determine the knowledge, skills, and abilities of potential adjunct instructors for a future offering of an HRM course. Groups of students act as management teams to determine the suitability of four applicants. Tasks include determining desirable qualifications, and then developing and ranking selection criteria based on the job posting. Subsequently, each group reviews the resumes of the four applicants and ranks them based on their selection criteria. A plenary discussion follows, during which students compare their choices and provide their rationale for their rankings. A discussion based on key questions concludes the activity. The exercise may be conducted in class or online.

scholarly journals Exceso de confianza y decisiones de selección de personal: ¿pueden las entrevistas no estructuradas dañar las decisiones?

2020 ◽  
pp. 8-19
Author(s):  
Edgar E. KAUSEL ELIÇAGARAY ◽  
Santiago VENTURA COELLO
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Public Administration ◽  
Human Resource ◽  
Personnel Selection ◽  
Selection Process ◽  
Psychometric Tests ◽  
Recursos Humanos ◽  
Previous Empirical Study

Laburpena: Langileen hautaketa eta kontratazioa erakundeen eta giza baliabideen administrazioaren erabaki garrantzitsuenen artean daude, eta administrazio publikoa ez da salbuespena. Hautaketa-prozesuetan gehien erabiltzen den metodoetako bat egituratu gabeko elkarrizketak dira. Artikulu honetan proposatu dugu egituratu gabeko elkarrizketek ez dutela lan-jarduna iragartzeko ia baliorik, beste hautaketa-iragarle batzuen aldean. Are gehiago, gure ustez, askotan, haien erabilerak langileak hautatzeko prozesua okertu ere egin dezake Hori kontuan hartuta, egituratu gabeko elkarrizketen ebidentzia, erakundeetan duten nagusitasuna eta prebalentzia horren arrazoiak aztertu ditugu artikuluan. Halaber, lan- eta antolaketa-psikologiaren konstrukto nabarmenetan oinarritutako proba psikometriko garrantzitsu batzuen ebidentziari erreparatu diogu. Azterketa enpiriko baten emaitzak berrikusi ditugu, eta konparatu dugu nola alda daitezkeen erakundeen giza baliabideetako zuzendariek eta profesionalek hartzen dituzten erabakiak egituratu gabeko elkarrizketen informazioaren ondorioz. Informazio horretan oinarritutako erabakiak, proba psikometrikoen informazioarekin batera aurkezten direnean, are desegokiagoak dira, baina konfiantza handiagoa sortzen dute, eta horrek baliozko eta gehiegizko konfiantza-irudipena areagotzen du. Azkenik, elkarrizketak egiteko funtsezko zazpi printzipio praktiko proposatu ditugu. Hori oinarri hartuta, ondorioztatu dugu elkarrizketa egituratu konduktuala askoz ere aukera hobea dela administrazio publikoaren testuingururako. Resumen: La selección y contratación de personal está dentro de las decisiones más significativas en las organizaciones y la administración de recursos humanos, y la Administración Pública no es la excepción. Uno de los métodos más frecuentes utilizados en los procesos de selección son las entrevistas no estructuradas. En este artículo proponemos que las entrevistas no estructuradas no sólo tienen casi nula validez predictiva del desempeño laboral por encima de otros predictores de selección. Argumentamos que, muchas veces, su uso puede empeorar el proceso de selección de personal. Con esto en mente, en el artículo revisamos la evidencia de las entrevistas no estructuradas, su prevalencia en las organizaciones y las razones de esta prevalencia. También revisamos la evidencia de algunas pruebas psicométricas relevantes, basadas en constructos importantes de la psicología laboral y organizacional. Revisamos los resultados de un estudio empírico en que comparamos cómo las decisiones de directores y profesionales de recursos humanos en organizaciones pueden cambiar en presencia de información de entrevistas no estructuradas. Encontramos que las decisiones basadas en esta información, cuando se presentan en conjunto con información de pruebas psicométricas, son más inexactas y generan al mismo tiempo más confianza, lo que exacerba una ilusión de validez y exceso de confianza. Finalmente, proponemos siete principios fundamentales y prácticos para llevar a cabo entrevistas. En base a esto, concluimos que la entrevista estructurada conductual surge como una alternativa claramente superior para el contexto de la Administración Pública. Abstract: Personnel selection is among the most significant decisions in human resource management and Public Administration is no excepection. One of the most frequent methods used in the selection selection is unstructured interviews. In this article, we propose that unstructured interviews not only have almost zero validity in predicting job performance over psychometric tests. We argue that, many times, their use can worsen the selection process. With this in mind, in this article we first review research regarding unstructured interviews, their prevalence in organizations, and the reasons for this prevalence. We also review research regarding some psychometric tests, based on important constructs from industrial and organizational psychology. We also review the results of a previous empirical study we conducted, in which we compared how the decisions of human resource management directors and professionals in organizations can change in the presence of information from unstructured interviews. We found that decisions based on unstructured interviews, when presented together with information from psychometric tests, are more inaccurate and at the same time generate more confidence, exacerbating an illusion of validity and overconfidence. Finally, we propose seven fundamental and practical principles for conducting interviews. Based on this, we conclude that the structured behavioral interview emerges as a clearly superior alternative in the context of Public Administration.

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