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Title: Employee Selection.

Authors: Wienclaw, Ruth A.


Source: Employee Selection - Research Starters Business. Jan2014, p1-7. 7p.

At one time or another, virtually every organization needs to select and hire new
employees. Selecting the wrong employee for the job can be costly in terms of the
time and funds required for the selection process and training new employees.
Therefore, the tools used to select new employees need to be demonstrably related
to the job and must help the organization select those employees with the
appropriate knowledge, skills, abilities, and other characteristics necessary for job
success. Selection tools (including application forms, interviews, psychometric
tests, and work samples) need to be empirically validated to determine the degree
to which they are related to the requirements of the job. This process also helps the
organization meet the various legal requirements prohibiting discrimination in
selection procedures. [ABSTRACT FROM AUTHOR]

Title: Human Resource Economics.
Authors: Duffy, Francis
Source: Human Resource Economics -- Research Starters Business. 2014, p1-1. 11p.

When firms hire workers they are, knowingly or unknowingly, acquiring human
capital. The idea is far from new but only recently has it acquired enough stature to
be considered a factor of production in its own right. Human Capital Theory and
the Resource View of Firm maintain that to prosper, a business must create value in
ways that rivals cannot. The wellspring of innovative thinking this requires is the
knowledge worker capable of 'learning by doing.' Such at least is the current
economic thinking that drives the more traditional human resource function of
screening, selection, training and development. [ABSTRACT FROM AUTHOR]




Title:
The Importance of Predictive and Face Validity in Employee Selection and Ways
of Maximizing Them: An Assessment of Three Selection Methods.
Authors: Ekuma, Kelechi John1 keccent@hotmail.co.uk
Source:
International Journal of Business & Management. Nov2012, Vol. 7 Issue 22, p115-
122. 8p.


The current exigencies and fluidity of the business environment engendered largely by
demographic changes, technological advances and globalisation have made it imperative for
organisations to posses the brightest talents as a source of competitive advantage, if they
hope to survive. The continuing 'talent war' and fierce competition in the global market
place; and issues concerning employee branding and candidate attraction, means that
organisations and their managers have to carefully review their recruitment and selection
processes, ensuring that employee selection methods not only contributes towards enhancing
organisational image, but also predicts future job performance to a reasonable extent. There
is therefore, the need for chosen methods to be high in both Predictive and Face validities.
This article critically examines the importance of the concepts of Predictive and Face
validities to employee selection in a wider context as an HR strategy and as an integral part
of organisations' general strategy, suggesting ways of improving both concepts. The central
argument of this article, is that for selection methods to be effective, reliable, valid and
minimise costs associated with loosing top talents, poor employee performance and turnover,
it must possess high predictive and face value. The article assesses three major selection
methods (interviews, work sampling and assessment centres) with a view of maximising
their predictive and face validities, arguing that the design, contents and the manner of
administrating these methods are major issues. The paper concludes that there is no one best
way of selecting new employees, but a combination of carefully chosen methods and well-
trained HR professionals will undoubtedly improve face and predictive validities and by
extension, the selection method. [ABSTRACT FROM AUTHOR]

Title: Too much of a good thing?
Authors: Williamson, Ian O.
1,2
i.williamson@mbs.edu
Source: Human Resources Magazine. Aug/Sep2013, Vol. 18 Issue 3, p10-11. 2p.
The article discusses research findings published in the journal "Human Resource Management"
which suggests that one way human resources professionals can attempt to resolve the tension
between applicant quantity versus applicant quality is through the use of screening-oriented
messages in the recruitment process. The research examined the types of messages U.S.-based
recruiters used when posting job advertisements on web-based job boards. The implications of the
study are also tackled.

Title: Hiring in the Age of Big Data.
Authors: Ito, Aki
Source: Bloomberg Businessweek. 10/28/2013, Issue 4352, p40-41. 2p.

The article examines new business enterprises which have created Internet games
and questionnaires to be used in the employee selection process by corporations.
Data analysis on the performances in the games and questionnaires by job hunters
is used to compare those performances to those of a company's most productive
employees.

Title: Assessing Job Candidates' Creativity: Propositions and Future Research Directions.
Authors:
Malakate, Anna
1

Andriopoulos, Constantine
2
Costas.Andriopoulos@brunel.ac.uk
Gotsi, Manto
2

Source: Creativity & Innovation Management. Sep2007, Vol. 16 Issue 3, p307-316. 10p.

Identifying and selecting creative employees is of key importance in today's high-
pace business environment. Yet, little is known about how assessors in
organizational settings evaluate the creative potential of job candidates. In this
paper we review the extant literature on individual and team creativity in order to
identify criteria (cues) against which job candidates' creativity could be assessed.
We argue that the creative potential of job candidates could be evaluated against
four key dimensions (the creative individual, the creative product, the creative
process and the creative environment) and call for empirical research to further
explore and test our propositions in practice. [ABSTRACT FROM AUTHOR]

Title: Descriptive Statistics.
Source: Choosing Executives. 1/1/1999, p39-50. 12p.
The article describes interrelationships among the individual differences variables and among the
dependent variables included in the study of the Peak Selection Simulation for selecting executives.
The pattern of relationships suggests that all types of information were not equally interesting to
participants for all candidates. There was little difference in focus on some types of information. For
example, participants focused on the interview and the rsum information for all candidates.
Title: Hiring by Competency Models.
Authors: Grigoryev, Patty
1

Source: Journal for Quality & Participation. Winter2006, Vol. 29 Issue 4, p16-18. 3p.

Key Points/Concepts Addressed: 1. Finding the right person for the right job is
often a difficult proposition with costly consequences if a poor choice is made.
Core competency modeling offers a solution to increase your success with hiring
decisions while at the same time improving talent management processes needed to
achieve a competitive edge. 2. To make better hiring decisions, develop a model of
the core competencies required for success in a particular job by carefully
evaluating both the technical and soft skill requirements. 3. The article lists eight
steps to core competency modeling, beginning by describing the expected
outcomes from successful performance in the position while aligned with
organizational goals and ending with building bench strength around the position
by using the model to develop and prepare other candidates for succession into a
position in the future. [ABSTRACT FROM AUTHOR]

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Title:
NEW APPROACHES OF THE CONCEPTS OF HUMAN RESOURCES,
HUMAN RESOURCE MANAGEMENT AND STRATEGIC HUMAN
RESOURCE MANAGEMENT.
Authors: Anca-Ioana, Munteanu
1
ank.ioana@yahoo.com
Source:
Annals of the University of Oradea, Economic Science Series. Jul2013, Vol. 22
Issue 1, p1520-1525. 6p.

This paper presents the most representative approaches to concepts of human
resources, human resource management and strategic human resource management
in the last two decades, based on purely theoretical analysis of the concepts
mentioned above. The purpose of this paper is to demonstrate through a critical
analysis of concepts, that in this era of change and uncertainty, attention to human
resources of an organization has changed radically. It can be seen by analyzing the
definitions, evolving concepts of human resources, human resource management,
strategic human resource management over time. Analyzing the authors approaches
regarding the concept of "human resource" it is observed that is no longer assign
the term "cost element", present authors define it as a strategic component of
organizations. In turn, human resources management has evolved considerably.
The period during which the department deals with purely administrative activities,
preparing various documents, payroll is no longer valid. Note, by analyzing the
literature, a strategic approach to human resource management, focusing on
strategic human resource planning, selective recruitment and selection, training,
motivation of employees, involving them in decision making, teamwork, reward
performance based, creating a working environment, with particular emphasis on
organizational climate. Organizations have realized the role of human resources,
human resources management in the survival and development. Through this
article we want to conclude that at the moment it is absolutely necessary strategic
approach to human resource management to allow straightening organization to
obtain a competitive advantage over other competitors in the field. Competitive
advantage has a critical role in the survival of organizations and is managed by
Human Resources Management. This may be reflected in better financial
performance (higher sales, increased profit), but also by non-financial performance
(organizational reputation with customers and potential employees). M. Porter
highlights the important role of human resources within an organization,
considering that in any business there are potential sources for obtaining
competitive advantage. It comes from the ability of firms to master better than its
rivals competitive forces. Any subdivision organizational structure and any
employee of the organization, no matter how far away lies the strategy
development process, contributing to gaining and maintaining competitive
advantage. [ABSTRACT FROM AUTHOR]

Title: Seeking Great Candidates Online.
Authors: Hoffman, Auren
Source: BusinessWeek.com. 12/10/2009, p1-1. 1p.

In this article the author offers tips on how to search for the right job applicant
through the use of Internet. She suggests that hiring managers should look at job
boards like Craigslist and Monster.com (MWW) and should devise ways to reach
out to applicants in a direct manner. She also mentions that hiring managers can
find great people on web sites like LinkedIn, XING and other social networks.
Title: HR Gets a Dose of Science.
Authors: Hildreth, Sue Sue.Hildreth@comcast.net
Source: Computerworld. 2/5/2007, Vol. 41 Issue 6, p24-26. 2p.
The article focuses on the iRecruitment software which is part of Electronic-Business Human
Resources Management System by Oracle Corp. in the U.S. The said application system enables
managers to electronically request a new employee and at the same time process their applications.
It also handle administrative works faster which includes routing acquisition forms to appropriate
managers and to post them in the web site. According to Joe Tonn, Human Resource information
services at the Oregon Health & Science University which has also adopted the said software, they
wanted to be able to open a job request in the morning and qualified candidates in the afternoon.
INSET: SaaS Appeal.
Title: The Spirit of Enterprising HR.
Source: HR Magazine. Jan2007, Vol. 52 Issue 1, p66-70. 5p.
The article presents an interview with Janet Parker, chairwoman of the Society for Human Resource
Management board of directors, regarding her career and issues related to human resources in the
U.S. She says that the first and foremost concerns of the sector is health care costs and talent
management or employee recruitment. Parker mentions that the sector should balance its
application of technology. The chairwoman did not select the sector right away as a profession.