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2BC3-CH6.docx

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Department
Commerce
Course
COMMERCE 2BC3
Professor
F O U Z I A
Semester
Winter

Description
Commerce 2BC3 Chapter 6 Selection of Human ResourcesSelection and Placement Selection Process of choosing individuals with qualifications needed to fill jobs in an organizationBest perspective on selection and placement comes from 2 HR beliefs that clearly identify the importance of an effective selection process 1 Hire hard manage easyThe amount of time and effort spent selecting the right people for jobs may make managing them as employees much less difficult because more problems will be eliminated2 Good training will not make up for bad selectionWhen the right people with the appropriate capabilities are not selected for jobs employers have difficulty later adequately training those individuals who are selectedSelection Responsibilities Between HR Specialists and operating managersHave to meet human rights requirements and employment standards has forced many organizations to plan their selection efforts Initial screening of employeesAre affected by the existence of a central employment office which is part of the HR department The employment function in any organization may be concerned with some or all of the following activities1 Receiving applications 2 Interviewing applicants 3 Administering tests to applicants 4 Conducting background investigations5 Arranging for physical examinations6 Placing and assigning new employees7 Coordinating followup of these employees 8 Conducting exit interviews with departing employees 9 Maintaining appropriate records and reportsPlacementFitting a person to the right job Should been seen as primarily a matching process that can affect many different employment outcomes Affects the amount and quality of the employees work as well as the training and operating costs required to prepare the individual for work life Employee morale can be an issue because good fit encourages individuals to be positive about what they accomplish on the jobTypically focus on an applicants KSAs should also focus on the degree to which job candidates generally match the situations experienced both on the job and in the companyPersonjob fit Match between individual KSAs and demands of the job or the needsdesires of an individual and what is provided by the job People already in jobs can identify the most important KSAs for success as a part of job analysisPersonorganization fit The congruence between individuals and organizational factors Important from a values perspective organizations try to link peoples values to the organizations principles Can also influence employees and customers beliefs about the organization Criteria Predictors and Job PerformanceFirst an employer defines successful employee performance then using that definition as a basis the employer determines the employee KSAs required to achieve that success Selection Criterion Characteristic that a person must have to do a job successfullyPredictors Measurable or visible indicators of a selection criterion Can take many forms but they should only be used if they are valid Reliability and ValidityEmployment test Any employment procedure used as the basis for making an employment related decisionMust consider the followingThe test measures that it claims to measure consistently or reliably Test again a similar scoreThe test measures what it claims to measureThe test is jobrelevantUsing the test more effective employment decisions can be made about individuals The degree to which a test has these qualities is indicated by 2 technical properties1 Reliability
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