Planning-and-Staffing-week-2-1

PLEASE RESPOND TO THIS, I MUST COMPLETE A PEER REVIEW ON THE BELOW. Thanks

Please demonstrate critical thinking abilities. No fewer than 250 words for post. Do not summarize the post and/or course concept(s), but perhaps comment on concepts directly applicable to your workplace.

For this response, should outside sources be used to support the content within the postings, proper in-text citations and correctly formatted references should be prepared consistent with the APA (6th edition). The list of references should be physically positioned at the end of the postings.

Hello, thank you! Please use critical thinking, good grammar and do not plagiarized, thanks.

1.As the new HR generalist for Lyssna Audio, a small/mid-sized organization with 250 employees, the owners would like you to design a selection system. They currently have no structured selection system. Specifically, how do you explain to managers why measurement is necessary?

A selection system is necessary to identify individuals that can perform a job well (Gatewood, Feild & Barrick, 2011). Having a structured system allows organizations to maximize the effectiveness of hiring to improve job performance. This means better training, lower turnover, increased safety and satisfaction, reduced absenteeism, and increased output. The key is every applicant would follow the same process starting with applying up until told they’re hired. This not only bring in highly qualified individuals to the interview but it reduces the risk of legal action for discrimination or other inconsistencies brought to light by Title VII of the Civil Rights Act of 1964 and the Uniform Guidelines on Employee Selection Procedures (Pursell, Campion& Gaylord, 1980).

Once the structured selection system is put into practice data becomes available to show which audience turns out to perform the best (Hajek & Hurdal, 1993). This data will help streamline recruitment techniques to appeal to those who are the best fit for the positions being fulfilled. This means measurement, “the systematic application of rules for assigning numerical values to objects to represent the quantities of a person’s attributes or traits” (Gatewood, Feild & Barrick, 2011). Predicting who should be hired using the best criterion allows the organization to put the best person in the position. Keeping track of such information also allows the organization to see red flags more readily and can adjust the process as needed, ensuring those that are in the same hiring pool follow the same criterion. Again, this is cost savings for the organization without susceptibility to legal infractions.

References:

Gatewood, Feild & Barrick. (2011). Human Resources Selection. 7th Edition. Mason, OH: South-Western. Cengage Learning.

Hajek, J., Hurdal, B. (1993). Comparison of Rule-Based and Neural Network Solutions for a Structured Selection Problem. The National Academies of Sciences, Engineering, Medicine. Retrieved from https://trid.trb.org/view.aspx?id=382643

Pursell, E., Campion, M., Gaylord, S. (1980). Structured Interviewing: Avoiding Selection Problems. Personnel Journal. Retrieved from http://www.krannert.purdue.edu/faculty/campionm/St…

2.As the new HR generalist for Lyssna Audio, you are asked to implement a structured interview. Managers want to know if you think it will select future high performers. How do you show this using criterion validation?

A structured interview is essential using criterion validation. Criterion validation “address the issue of test fairness or the comparative performance of various groups on the test” (Gatewood, Field & Barrick, 2011). It also predicts job performance. Research has found that “interviews can be easily enhanced by using some of the many possible components of structure, and the improvement of this popular selection procedure should be a high priority for future research and practice” (Campion, Palmer & Campion, 1997). When the structure is created it will have behavioral components, asked within a panel, given a score, and determining if the right fit. This same process exists for all interviewees and the top scorer(s) is selected. This is important to remain consistent and any alterations occur during the next hiring process based on the criterion needing changing. The key here is the validity is shown through performance. This structure keeps data available and measurable across the board. Research states “The results show that overall person–job fit is strongly related to a number of outcomes, including job performance and satisfaction. Implications for the assessment of persons and jobs are discussed” (Caldwell & O’Reilly III, 1990).

References:

Caldwell, D. & O’Reilly III, C. (1990). Measuring Person-Job Fit with A Profile-Comparison Process. Journal of Applied Psychology. Retrieved from http://psycnet.apa.org/record/1991-11292-001

Campion, M., Palmer, D., Campion, J. (1997). A Review of Structure in the Selection Interview. Personnel Psychology. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1744-… to an external site.

Gatewood, Feild & Barrick. (2011). Human Resources Selection. 7th Edition. Mason, OH: South-Western. Cengage Learning.

 

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