2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt
-
Upload
chandana-wanaguru -
Category
Documents
-
view
18 -
download
0
Transcript of 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt
![Page 1: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/1.jpg)
![Page 2: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/2.jpg)
MBA 537 – Human Resource Management
GROUP II - TEAM I2011/MBA/WE/44 MKPSL Perera2011/MBA/WE/62 SMH Sooriyabandara2011/MBA/WE/79 EMKWS Ekanayake2011/MBA/WE/74 DS Weerasekara2011/MBA/WE/43 MDC Perera
![Page 3: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/3.jpg)
Road MapRoad MapAbstractKey WordsIntroductionMethodologyFindingsConclusion
![Page 4: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/4.jpg)
Future Perspectives on Employee Future Perspectives on Employee Selection:Selection:
Key Directions for Future Research and Key Directions for Future Research and PracticePractice
Neil AndersonUniversity of Amsterdam, The Netherlands
Filip LievensGhent University, Belgium
Karen van DamTilburg University, The Netherlands
Ann Marie RyanMichigan State University, USA
![Page 5: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/5.jpg)
A future-oriented perspective for selection and assessment research is presented. Four superordinate themes of critical import to the development of future research are identified;1.Bimodal prediction2.Multilevel fit 3.Applicant reactions and decision making4.Tensions between research and practice in employee selection
Implications for practice and the ongoing advancement of the sub-field of selection, traditionally one of the most
robust core disciplines in international IWO psychology, are discussed
![Page 6: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/6.jpg)
Key wordsKey words
Selection Research
Job Role
Psychology
Applicant
![Page 7: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/7.jpg)
IntroductionIntroduction Selection research has been one of the
central pillars of the scientific foundations of IWO psychology
authors attempting a future-oriented, prospective
review is therefore a daunting oneThis research has addressed few overarching
issues related to this disciplineIt presents constructively critical, prospective,
state of the science selection research
![Page 8: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/8.jpg)
MethodologyMethodologyOverviewed recently published narrative
reviews in personnel selection Anderson, 2003; Cooper & Robertson, 2002; Hough & Oswald,
2000; Ryan & Ployhart, 2000; Salgado et al., 2001)
Contacted researchers internationally active in the field in order to obtain relevant in press, submitted, and in progress manuscripts.
(e.g. Ployhart & Schneider, in press; Ployhart et al., submitted; Salgado, Anderson, Moscoso, Bertua, & De Fruyt, in press, a; Salgado, Anderson, Moscoso, Bertua, De Fruyt, & Rolland, in press, b).
![Page 9: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/9.jpg)
Incorporated the recently published findings of Lievens, van Dam, and Anderson (2002) which presents a comprehensive review of future-oriented themes of importance as determined by a sample of personnel practitioners in Europe
![Page 10: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/10.jpg)
Four perspectivesFour perspectives1. Bimodal prediction2. Multilevel fit in selection3. Applicant reactions and decision making4. Tensions between research and practice
![Page 11: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/11.jpg)
![Page 12: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/12.jpg)
Bimodal prediction Bimodal prediction Applicants suitability is evaluated by
considering the relative stability of the Job role (Job Function)
(Here priority is given to analyzing Job role and then finding a suitable applicant)
Job role means Job’s actual work activities (Cleaning, Selling, Teaching or Painting)
![Page 13: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/13.jpg)
This is a traditional way and commonly practiced by many organizations to find what kind of people the firm should hire For jobs.
![Page 14: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/14.jpg)
Does this system needs Does this system needs improvements ? improvements ?
The organization structures are changing rapidly with the change of the business environment.
![Page 15: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/15.jpg)
Due to the rapid environmental changes, research and practice in selection began to be developed and used .
a) FOJA (Future – Oriented Job analysis)
As a result followings are examined in selection of candidates.
Flexibility Adaptability Openness to change Innovation potential Trainability
![Page 16: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/16.jpg)
We believe that selection psychologists have much to do to respond in a professional and evidence based manner to the challenges of bimodal prediction.
They need to focus on (G.M.A) General Mental Ability of candidate for future selection of new employees.
![Page 17: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/17.jpg)
Work smartWork smartGMA test has used to identify that these individuals cope better with changing work role and also to be more adaptive and innovative.
Therefore HR practitioners to evaluate cognitive ability during the selection process.
![Page 18: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/18.jpg)
Recommendation for Recommendation for future researchfuture researchHow can organisations select members for highly
changeable job roles, newly created jobs, and flexible forms of work organisation?
How can future-oriented job analysis techniques be developed to scope the likely future task elements and KSAOs for changeable job roles?
To what extent can the traditional, predictivist paradigm in selection address increasingly unstable criterion measure problems?
What is the criterion-related validity of measures of cognitive ability in selecting for changeable work roles rather than for stable, rule-governed jobs?
![Page 19: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/19.jpg)
![Page 20: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/20.jpg)
MULTILEVEL FIT IN SELECTIONMultilevel Fit in Selection will look at three level of fit from a prospective candidate
1.Person Job Fit ( P-J fit )Ability to express their views ( cognitive) in
simple manner , Sociability ,innovation potential and Detail consciousness in task performance .
Selection predictor method will be through GMA test, Test of cognitive abilities, Interviews , personality instruments, Leaderless group discussion, Situational judgment test, work sample test or References.
![Page 21: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/21.jpg)
2. Person Team Fit ( P-T fit )Special ability or skill require to team working, Team citizenship behavior or Expert knowledge relevant to team’s present task. Predictor method could be Unstructured interviews, Work sample test, Leaderless group discussion or References / Testimonials
![Page 22: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/22.jpg)
3. Person Organization Fit ( P-O fit)Refers to ability or skill require to Internationalization of core organizational values , To present an organization at external events, Commitment to organizational goal as articulated in its mission statement and loyalty to the organization.Predictor method will be same as P-J fit and P-T fit above. In addition to that Personal value inventory, Bio data inventory, Presentation exercise or motivation questionnaire could be performed.
![Page 23: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/23.jpg)
Multilevel fit in selectionMultilevel fit in selectionNot like traditional but multilevel selection will
try t0 optimize fit at all three level simultaneously.There are thee possible types of interaction
effects
1. Complementary effects Where social skills at the person job-level of analysis are notably similar to the team working skills required for person team fit.
![Page 24: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/24.jpg)
2. Neutral effectsWhere declarative knowledge needed for job performance (P-J fit) is assessed in addition to personal values and attitudes needed to fit to the company culture ( P-O fit )
3. Contradictory effects Where high levels of independence of thought
and thus propensity to innovate are needed for P-J fit, whereas value conformity and adherence to the company culture is desired at the P-O level fit
![Page 25: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/25.jpg)
1. How can organizations select for a person –job ( P-J) , Person team (P-T) and person-Organization ( P-O) fit concurrently?
2. How can theories and models of selection be expanded from the traditional single level of analysis (P-J fit) to incorporate notions of multilevel analysis and decision making?
3. In anticipating pragmatic challenges of complementary neutral ,and contradictory fit in interaction effects between these three level of analysis, What advice can be given to selectors attempting to balance these multiple concerns?
Future perspectives on employee Future perspectives on employee selectionselection
![Page 26: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/26.jpg)
![Page 27: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/27.jpg)
Selection research on Selection research on applicant reaction & decision applicant reaction & decision makingmakingOver the years Selection research has been
mostly focused from an organizational perspective
Applicant-oriented research has been very low
IWO psychology - appropriate to address the applicant perspective in greater detail & to reduce the imbalance in between the two perspectives
![Page 28: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/28.jpg)
Though research on recruitment, job search & occupational choice has been done. The focus is more towards recruitment process
Effects on the applicant perception on the selection process is not much considered
![Page 29: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/29.jpg)
What should be What should be addressed???addressed???How applicants are impacted by
organizational recruitment and selection procedures
How they reach decisions on whether or not to remain a candidate
How this might affect their future job-related motivational states and expectations
![Page 30: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/30.jpg)
How can this be done???How can this be done???More research should be focused on applicant
perception on selection process from;A behavioral outcome such as applicant
withdrawal, actual decision to accept the job offer, etc
A criteria such as criterion-related validity, construct validity (i.e. nature of constructs measured), adverse impact & even utility
![Page 31: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/31.jpg)
Recommendation for future Recommendation for future researchresearch1) How do applicants process information and
reach outcome decisions in selection processes?
2) How do applicant perceptions relate to traditional criteria such as criterion-related validity, construct validity, adverse impact, and even utility?
![Page 32: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/32.jpg)
![Page 33: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/33.jpg)
Selection field isSelection field isScience based professional practice
(Salgado and Anderson, 2001) But research and practice have been edging
further in IWO psychologyBut personal practices that are often not well
supported by empirical research are often popular
And personal practices that have been shown to be effective are less frequently used(Terostra & Rozzel, 1997)
![Page 34: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/34.jpg)
Addition to Anderson’s earlier Addition to Anderson’s earlier modelmodel
2 x 2 Grid
Practical relevance Vs Methodological rigor
Four quadrants (Popularist, Pragmatic, Pedantic & Puerile science)
![Page 35: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/35.jpg)
Types of research in Types of research in selection psychologyselection psychology
Methodological Rigor
Practical Relevance
High
Low
Low High
![Page 36: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/36.jpg)
Popularist SciencePopularist Science
Practical relevance high but methodological rigor is low
Studies address important and current themes but fail to do so with scientific rigor
![Page 37: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/37.jpg)
Pragmatic SciencePragmatic Science
Both Practical relevance and methodological rigor is high
Research findings of value to all are generated based upon robust scientific designs
![Page 38: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/38.jpg)
Pedantic SciencePedantic Science
Methodological rigor is high but Practical relevance low
Case studies are scientifically designed but lack of validity in practice
![Page 39: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/39.jpg)
Puerile SciencePuerile Science
Both Practical relevance and methodological rigor is low
![Page 40: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/40.jpg)
Which one is more Which one is more important?important?
Earlier authors argue that only Pragmatic science will serve the future of selection psychology
In IWO psychology, Anderson argue that popularist and pedantic science become more prevalent
![Page 41: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/41.jpg)
Recommendation for future Recommendation for future researchresearchIs there a dysfunctional divide between research
and practice in selection?
If so, what professional and pragmatic mechanisms can be implemented to ensure synergistic exchange between the two wings of our discipline?
How can research and practice stimulate new research agendas in international selection psychology?
![Page 42: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/42.jpg)
SummarySummary
Four PerspectivesBimodal predictionMultilevel fitApplicant reactions and decision makingTensions between research and practice
in employee selection
![Page 43: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/43.jpg)
ConclusionConclusionIn Sri Lankan context, up to what extent new
selection methods are used?
Job hunting
Different Interviews
Social networking
![Page 44: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/44.jpg)
QuestionsQuestions…???…???
![Page 45: 2012.09.22_MBA 537_Paper discussion_Future perspectives on Employee Selection.ppt](https://reader033.fdocuments.in/reader033/viewer/2022051820/552985ed4a79596d158b47c6/html5/thumbnails/45.jpg)
Thank You…!!!Thank You…!!!