毕业论文论文范文课程设计实践报告法律论文英语论文教学论文医学论文农学论文艺术论文行政论文管理论文计算机安全
您现在的位置: 毕业论文 >> 英语论文 >> 正文

人事管理外文文献及翻译 第6页

更新时间:2010-12-16:  来源:毕业论文
人事管理外文文献及翻译 第6页
SELECTION
Nature of Selection
Selection is the process of choosing qualified individuals who have relevant qualifications to fill jobs in an organization. Without qualified employees, an organization is in a poorer position to succeed. Selection is much more than just choosing the best available person. Selecting the appropriate set of KSAs---which come packaged in a human being---is an attempt to get a “fit” between what the applicant can do and wants to do, and what the organization 原文请找腾讯752018766辣'文"论'文.网http://www.751com.cn  Fitting a person to the right job is called placement. More than anything else, placement of human resources should be seen as a matching process. Whether an employer uses specific KSAs or the more general approach, effective selection of employees involves using criteria and predictor of job performance.

The Selection Process
Most organization take certain common steps to process applicants for jobs. Variations on this basic process depend on organizational size, nature of jobs to be filled, number of people to be selected, and pressure of outside forces. The selection process shown in Figure 4-2 is typical in a large organization.
Figure 4-2 selection process flowchart


Reception and Job Preview / Interest Screening
In addition to matching qualified people to jobs, the selection process has an important public-relations dimension. Discriminatory hiring practices, impolite interviewers, unnecessarily long waits, inappropriate testing procedures, and lack of follow-up letters can produce unfavorable impressions of an employer. In some cases, it is appropriate to have a brief interview, called an initial screening or a job preview / interest screen, to see if the applicant is likely to match any jobs available in the organization before allowing the individual to fill out an application form. The job preview / interest screen also can be done effectively by computer. Computerized processing of applicants can occur on several different levels. Computers can search resumes or application blanks for key words. Hundreds of large companies use types of artificial-intelligence (AI) or “text searching” software to scan, score, and track resumes of applicants. A second means of computerizing screening is conducting initial screening interviews electronically. Computer-assisted interviewing techniques can use tools such as videotaped scenarios to which applicants react.
The purpose of a realistic job preview (RJP) is to inform job candidates of the “organizational realities” of a job so that they can more accurately evaluate their own job expectations. By presenting applicants with a clear picture of the job, the organization hopes to reduce unrealistic expectations, thereby reducing employee disenchantment and ultimately employee dissatisfaction and turnover. A review on research on RJPs found that they tend to result in applicants having lower job expectations.

Application Forms
Application forms are widely used. Properly prepared, an application form serves four purposes:
It is a record of the applicant’s desire to obtain a position.
It provides the interviewer with a profile of the applicant that can be used in the interview.
It is a basic employee record for applicants who are hired.
It can be used for research on the effectiveness of the selection process.

Selection Testing
According to the Uniform Selection Guidelines issued by the EEOC, any employment requirement is a “test”. Some employers purchase prepared tests, while other employers develop their own tests. Many people feel that formal tests can be of great benefit in the selection process when properly used and administered.
Interpreting test results is not always straightforward, even if the test in valid. Individuals trained in testing and test interpretation should be involved in establishing and maintaining a testing system. Furthermore, the role of tests in the overall selection process must be kept in perspective.

Selection Interview
A selection interview is designed to identify information on a candidate and clarify information from other sources. This in-depth interview is designed to integrate all the information from application forms, tests, and reference checks, so that a decision can be made. Because of the integration required and the desirability if face-to-face contact, the interview is the most important phase of the selection process in many situations. Conflicting information may have emerged from tests, application forms, and references. As a result, the interviewer must obtain as much pertinent information about the applicant as possible during the limited interview time and evaluate this information against job standards. Finally, a selection decision must be made, based on all of the information obtained in the preceding steps.
The interview is not an especially valid predictor of job performance, but it has high “face validity”---that is, it seems valid to employers and they like it. Virtually all employers are likely to hire individuals using interviews.

BACKGROUND INVESTIGATION
Background investigation may take place either before or after the in-depth interview. It costs the organization some time and money, but it is generally well worth the effort. Unfortunately, some applicants misrepresent their qualifications and background. According to one survey of employers, the most common false data given are length of prior employment, past salary, criminal record, and former job title.
Legal Constraints
Various federal and state laws have been passed to protect the rights of individuals whose background may be investigated during pre-employment screening. States vary 原文请找腾讯752018766辣'文"论'文.网http://www.751com.cn  In some states, they are prohibited from getting certain credit information. Several states have passed laws providing legal immunity for employers who provide information on an employee to another employer.
Medical Examinations
The Americans with Disabilities Act prohibits a firm from rejecting an individual because of a disability. Also, the ADA prohibits asking job applicants any question relative to current or past medical history until a conditional job offer is made.

上一页  [1] [2] [3] [4] [5] [6] 

人事管理外文文献及翻译 第6页下载如图片无法显示或论文不完整,请联系qq752018766
设为首页 | 联系站长 | 友情链接 | 网站地图 |

copyright©751com.cn 辣文论文网 严禁转载
如果本毕业论文网损害了您的利益或者侵犯了您的权利,请及时联系,我们一定会及时改正。