Methods of Selection

Methods of Selection

Employees are the most significant asset for any organization since they have a direct impact on the organization's performance. As a result, the development of an organization is dependent on effective human resource management. Selection and recruiting are essential components of human resource management strategies used by organizations to develop and improve personnel capabilities in order to achieve both individual and organizational goals (Abbas, Shah and Othman, 2021).

The process of selecting candidates with the necessary qualifications to fill positions within the organization is known as selection. Selection entails much more than simply selecting the finest applicant. It is an attempt to establish a fine balance between what the candidate is capable of and desires to perform and what the company expects. The selection of the appropriate workers is critical for three reasons: performance, cost, and legal obligations. Selection prerequisites and Requirements (Gupta and Kumar, 2014);

        I.              Choosing personnel with necessary qualifications

      ii.              Aligning job needs with candidate profiles

    iii.              Using a variety of methods and approaches to identify the best qualified applicant for work success

For better understanding, the Selection Process is shown in the following diagram in Figure 1.

Figure 1: Selection Process (Gupta and Kumar, 2014)

Success of a selection process is enhanced by restricting options for input from individuals with lesser qualifications to the job criteria. The entity in charge of carrying out the selection process in normally considered as a manager or a human resources department (Muscalu, 2015).

In the last five years or more, there has been a growing interest in the literature about comparisons of employee selection procedures in various European countries. A book on recruitment released by the IPM in their European Management Guides series in 1990, and a special issue of the European review of applied psychology (ERAP) in 1991, are two of the most well-known examples. The ERAP (1991) reports came from six different European countries: France, Germany, the United Kingdom, the Netherlands, Norway, and Spain (Shackleton & Newell, 1994).

As an example, in these books the editor came to the realization that there were significant differences in the procedures utilized in different nations, as well as in other areas such as assessor training and qualifications and the theoretical approach to selection concerns. According to the studies, references and recommendations were far more common in the United Kingdom, followed by the Netherlands, and much less common in Germany and France (Shackleton & Newell, 1994).

Moving forward, a candidate’s ability difference may have been eliminated as a result of the hiring organization's selection methods. In conclusion, given that Breaugh and Mann investigated for ability differences on new employees rather than job seekers, but it was unclear what conclusions may be drawn from their findings (Breaugh and Starke, 2000).

Rynes and Boudreau (1986) investigated 145 corporations' college recruiting programs. Among the problems they explored were the factors that influenced the companies' college decision. According to Rynes and Boudreau, the variables assigned the most weight were a college's reputation in essential skill areas, the institution's overall reputation, and the performance of past employees from the school. They discovered that experienced hires were regarded more highly in terms of their technical capabilities, interpersonal skills, work expectations realistically, and chance of success on the job. New college graduates were rated higher for their eagerness to learn new things (Breaugh and Starke, 2000).

Moving on to another application scenario, this particular research aimed at how applicants react to 10 prevalent selection processes in China. Using a sample of 294 graduates, researchers discovered that work sample exams, interviews, and written ability tests were highly regarded by Chinese candidates, but Guanxi and graphology were seen as the least favored selection procedures. On all seven procedural dimensions tested, Guanxi was rated as much less fair than the others. These data imply that Guanxi as an informal selection route may compromise the fairness of Chinese personnel selection. The implications for the design of selection procedures in Chinese organizations were examined, as well as the implications for future study into applicant reactions (Applicant Reactions to Selection Methods in China - Liu - 2016 - International Journal of Selection and Assessment - Wiley Online Library, no date).

To conclude with, employer decisions on staff selection are critical to the running of companies and the results that are important to individuals, organizations, and society. The few studies that have looked at employer judgments concerning selection processes discover a significant range in both the methodologies and the amount to which selection is used in organizations(Wilk and Cappelli, 2003).

References

·         Abbas, S.I., Shah, M.H. and Othman, Y.H. (2021) ‘Critical Review of Recruitment and Selection Methods: Understanding the Current Practices’, Annals of Contemporary Developments in Management & HR (ACDMHR), 3(3), pp. 46–52. doi:10.33166/ACDMHR.2021.03.005.

·         Applicant Reactions to Selection Methods in China - Liu - 2016 - International Journal of Selection and Assessment - Wiley Online Library (no date). Available at: https://onlinelibrary.wiley.com/doi/abs/10.1111/ijsa.12148 (Accessed: 22 April 2022).

·         Breaugh, J.A. and Starke, M. (2000) ‘Research on Employee Recruitment: So Many Studies, So Many Remaining Questions’, Journal of Management, 26(3), pp. 405–434. doi:10.1177/014920630002600303.

·         Gupta, A. and Kumar, S. (2014) ‘A Study On Recruitment & Selection Process With Reference’. doi:10.13140/2.1.2424.0320.

·         Muscalu, E., 2015. Sources of Human Resources. Management and Economics, 3(79), pp. 351-359.

·         Shackleton, V. & Newell , S., 1994. European Management Selection: Methods: A Comparison of Five Countries. International Journal of Selection and Assessment, 2(2), pp. 91-102.

·         Wilk, S.L. and Cappelli, P. (2003) ‘UNDERSTANDING THE DETERMINANTS OF EMPLOYER USE OF SELECTION METHODS’, Personnel Psychology, 56(1), pp. 103–124. doi:10.1111/j.1744-6570.2003.tb00145.x.

Comments

  1. Usama IqbalMay 7, 2022 at 3:50 AM

    Useful info, here is a list of some of the definitions from different about selection process (Vulpen, 2022):

    Employee selection is a process of putting a right applicant on a right job.
    Selection of an employee is a process of choosing the applicants, who have the qualifications to fill the vacant job in an organization.
    Selection is a process of identifying and hiring the applicants for filling the vacancies in an organization.
    Employee selection is a process of matching organization’s requirements with the skills and the qualifications of individuals.

    ReplyDelete

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