Personnel selection: Difference between revisions
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'''Personnel selection''' is the process used to hire (or, less commonly, promote) individuals. Although the term can apply to all aspects of the process (recruitment, selection, hiring, acculturation, etc.) the most common meaning focuses on the selection of workers. |
'''Personnel selection''' is the process used to hire (or, less commonly, promote) individuals. Although the term can apply to all aspects of the process (recruitment, selection, hiring, acculturation, etc.) the most common meaning focuses on the selection of workers. In this respect, selected prospects are separated from rejected applicants with the intention of choosing the person who will be the most successful and make the most valuable contributions to the organization.<ref name=Muchinsky>Muchinsky, Paul. ''Psychology Applied to Work, Tenth Edition''). Hypergraphic Press, 2012, p. 158.</ref> |
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==Overview== |
==Overview== |
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* Legal issues—such as [[disparate treatment]] and [[disparate impact]]—and overall compliance with laws |
* Legal issues—such as [[disparate treatment]] and [[disparate impact]]—and overall compliance with laws |
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* The generalizability of validity across different work contexts |
* The generalizability of validity across different work contexts |
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* Alternative methods of demonstrating validity, such as synthetic validity<ref> |
* Alternative methods of demonstrating validity, such as synthetic validity<ref>Steel, P. (2006). [http://papers.ssrn.com/sol3/papers.cfm?abstract_id=889965 From the work one knows the worker: A systematic review of the challenges, solutions, and steps to creating synthetic validity]. ''International Journal of Selection and Assessment'', '''14(1)''', 16-36. |
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</ref> |
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* The predictive validity of non-traditional measures, such as personality |
* The predictive validity of non-traditional measures, such as personality |
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==Predicting job performance== |
==Predicting job performance== |
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{{Expand section|date=April 2011}} |
{{Expand section|date=April 2011}} |
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A meta-analysis of selection methods in personnel psychology found that [[g factor (psychometrics)|general mental ability]] was the best overall predictor of [[job performance]] and training performance.<ref>Schmidt, |
A meta-analysis of selection methods in personnel psychology found that [[g factor (psychometrics)|general mental ability]] was the best overall predictor of [[job performance]] and training performance.<ref>Schmidt, F. L.; Hunter, J.E. (1998). [http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&id=1998-10661-006&CFID=5257837&CFTOKEN=93267042 The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings]. ''Psychological Bulletin'', '''124(2)''', 262-274.</ref> |
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==Predictor validity and selection ratio== |
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Two major factors determine the quality of newly hired employees, [[predictive validity|predictor validity]] and [[selection ratio]]<ref name=Muchinsky /> |
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==See also== |
==See also== |
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*[[Onboarding]] |
*[[Onboarding]] |
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*[[Personnel psychology]] |
*[[Personnel psychology]] |
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*[[Recruitment]] |
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*[[Team Composition]] |
*[[Team Composition]] |
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[[Category:Human resource management]] |
[[Category:Human resource management]] |
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[[de:Personalauswahl]] |
[[de:Personalauswahl]] |
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Revision as of 23:32, 20 April 2012
Personnel selection is the process used to hire (or, less commonly, promote) individuals. Although the term can apply to all aspects of the process (recruitment, selection, hiring, acculturation, etc.) the most common meaning focuses on the selection of workers. In this respect, selected prospects are separated from rejected applicants with the intention of choosing the person who will be the most successful and make the most valuable contributions to the organization.[1]
Overview
The professional standards of industrial psychologists require that any selection system be based on a job analysis to ensure that the selection criteria are job-related. The requirements for a selection system are knowledge, skills, ability, and other characteristics, known as KSAO's. U.S. law also recognizes bona fide occupational qualifications (BFOQs), which are requirements for a job which would be discriminatory were they not necessary—such as only employing men as wardens of maximum-security male prisons, or enforcing a mandatory retirement age for airline pilots, or a religious college only employing professors of its religion to teach its theology.
The goal of personnel selection, as all business processes, is to ensure an adequate return on investment. In the case of selection, this entails assurances that the productivity of the new hires produce more value than the costs of recruiting, selecting, and training them. Within industrial psychology, the area of utility analysis specifically addresses this issue.
Several screening methods exist that may be used in personnel selection. Examples include the use of minimum or desired qualifications, resume/application review, scored biodata instruments, oral interviews, work performance measures (e.g., writing samples), and tests[disambiguation needed] (cognitive ability, personality, job knowledge). Development and implementation of such screening methods is sometimes done by human resources departments; larger organizations hire consultants or firms that specialize in developing personnel selection systems.
History and development
Selection into organizations has as ancient a history as organizations themselves. Chinese civil servant exams, which were established in 605, may be the first documented, modern selection tests. As a scientific and scholarly field, personnel selection owes much to psychometric theory and the art of integrating selection systems falls to human resource professionals.
Much of the US research on selection is conducted by members of the Society for Industrial and Organizational Psychology (SIOP). Primary research topics include:
- The practicality, reliability, validity, and utility of various forms of selection measures
- Methods for demonstrating return on investment for selection systems
- Assessing fairness and making selection systems as fair as possible
- Legal issues—such as disparate treatment and disparate impact—and overall compliance with laws
- The generalizability of validity across different work contexts
- Alternative methods of demonstrating validity, such as synthetic validity[2]
- The predictive validity of non-traditional measures, such as personality
Predicting job performance
![[icon]](/wiki/File:Wiki_letter_w_cropped.svg){kind=small} | This section needs expansion. You can help by adding to it. (April 2011) |
A meta-analysis of selection methods in personnel psychology found that general mental ability was the best overall predictor of job performance and training performance.[3]
Predictor validity and selection ratio
Two major factors determine the quality of newly hired employees, predictor validity and selection ratio[1]
See also
Notes
- ^ a b Muchinsky, Paul. Psychology Applied to Work, Tenth Edition). Hypergraphic Press, 2012, p. 158.
- ^ Steel, P. (2006). From the work one knows the worker: A systematic review of the challenges, solutions, and steps to creating synthetic validity. International Journal of Selection and Assessment, 14(1), 16-36.
- ^ Schmidt, F. L.; Hunter, J.E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274.