Organizational Psychology

Industrial/Organizational Psychology an applied approach 6th edition authur michael G AAMODT

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Figure 4.1 steps in selecting employee
Job Analysis
Job analysis---selection of testing methods---test validation---recruitment---screening---Testing---Selecting---Hiring/rejecting

Job analysis is the cornerstone of personnel selection. Thus during the job analysis process , in addition to identifying the important tasks and duties, it is essential to identify the knowledge, skills and abilities needed to performed the job.
Therefore, the methods used to select employees should tie in directly with the result of the job analysis. In other words every essential knowledge, skill, and ability identified in the job analysis that is needed on the first day of the job should be tested and every test must somehow relate to job analyss. For example, if a job analysis reveals that an office manager types correspondence and proofreads report to ensure that the reports are grammatically correct, then the battery of selection tests migh include a typing test and a grammar test.


Recruitment

An important step in selecting employees is recruitment: attracting people with the right qualification (as determined in job analysis) to apply for the job. The first decision is whether to promote someone from the organization (internal recruitment) or to hire someone from outside the organization (external recruitment). Organizations such as AT&T and Norfilk Southern Corporation first advertise employment openings for two weeks to current employees. If not qualified applicants are found, the organizations then advertise outside
To enhance employee morale and motivation, it is often good to give current employees and advantage in obtaining new internal positions. In fact, an examination of the 2005 rankings of the 25 Best Small Companies to Work for in America and 25 Best Medium Companies to Work for in America indicates that these companies fill more than 20% of their openings with internal promotions rather than external hires (Pomeroy,2005)

Internal promotions can be a great source of motivation, but if an organization always promotes employees from within it runs the risk of having a stale workforce that is devoid of the many ideas that new employees bring with them from their previous employment settings. Heavy reliance on internal sources is thought to perpetuate the racial, gender, and age composition of the workforce. Thus, a balance between promoting current employees and hiring outside applicants is needed

Recruiters

Many organizations send recruiters to college campuses to answer questions about themselves and interview students for available positions. Not surprisingly, the behavior and attitude of recruiters can greatly influence applicants’ decisions to accept jobs that are offered (Chapman, Uggerslev, carroll, Piasentin, & Jones,2005;Rynes, Bretz,&Gerhart, 1991).
Due to cost considerations, many employers have cut back on the use of on_campus recruiting. As a result, an increasing number of colleges are organizing virtual job fairs, in which their students and alumni can use the web to visit with recruiters from hundreds of organizations at one time. In virtual job fair, applicants can talk to or instant_message a recruiter, learn more abaout the company, and submit resumes.

Outside Recruiters

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More than 75% of organizations use such outside recruiting sources as private employment agencies, public employment agencies, and executive search firms (SHRM,2001b). Private employment agencies and execituve search firms are designed to make profit from recruitment activities, whereas public employment agencies are operated by state and local public agencies and are strictly nonprofit.