Employee Selection Process Research Articles

Utilizing Five Factor Model facets to conceptualize counterproductive, unethical, and organizational citizenship workplace behaviors

General personality traits have potential utility for assisting with employee selection processes and predicting employee behaviors. Previous research has examined and provided evidence for the Five Factor Model (FFM) personality domains with positive and negative workplace behaviors, but few studies have examined these relationships at the facet level. To address this gap in the literature, the current study examined the association between workplace behaviors and FFM facets in both university students and Amazon Mechanical Turk (MTurk) samples. Resampling techniques were utilized to examine the relationships of FFM personality traits, with both positively oriented (i.e., organizational citizenship) and negatively oriented (i.e., workplace deviance, and unethical) workplace behaviors. The results demonstrated that FFM facets are meaningfully associated with positive and negative workplace behaviors and highlighted the evidence for the utility of considering facet level relationships, beyond domain level analyses. Counterproductive workplace behaviors were primarily associated negatively with facets of agreeableness and conscientiousness, and organizational citizenship behaviors were primarily associated positively with facets of extraversion and conscientiousness and negatively with neuroticism. The applied utility of personality trait assessment and facet-level analysis is discussed relative to workplace behaviors.

KINERJA PENILAIAN INDIVIDU MENGGUNAKAN ANALISIS KATEGORI YANG TEPAT DALAM PROSES PEMILIHAN KARYAWAN

For employers the process of employee selection is an important activity in the effort to get a workforce or adequate workers in receiving assignments to perform certain types of work. Many methods can be used in the employee selection process, one such method is category analysis. Whatever type of selection method, of course the company expects to achieve an accurate selection results. In writing this article the researcher wants to show one form of application of the method so that the selection result can give a picture of transparent result. This method is numerical using a score approach through a focus group discussion process. This categorical method is no less accurate than other similar methods in the recruitment selection process of employees in the company because it is quite objective.

Rancang Bangun Decision Support System (DSS) Untuk Membantu Menentukan Hasil Seleksi Pegawai Pada Politeknik Negeri Cilacap Dengan Menggunakan Metode Perbandingan Eksponensial (MPE)

Information Technology has provided an important role as a communication medium to support the business processes of industry / companies, government agencies, and educational institutions. One form of utilization of information technology is as a media Decision support system (DSS) that can be used to assist decision-making for a leader. Decision Support System (DSS) is an interactive information system that provides information, modeling, and data manipulation. The system is used to assist decision making in semi-structured situations and structured situations, where nobody knows exactly how decisions should be made. At this time the process of employee selection on the PNC is still done conventionally, causing several problems, among others: 1 )Often miscalculated value skors, 2 )Factors like and dislike very high, 3 )Sometimes the leadership has difficulty when determining the right employee to be accepted based on predetermined criteria. Looking at the existing problems, it is necessary to develop Decision Support System (Decision Support System) that can help the leadership of Cilacap State Polytechnic to determine the result of new Employee selection in Cilacap State Polytechnic environment based on predetermined criteria. The system was developed using the Exponential Comparison Method (MPE) ". The assessment standards used include: completeness of administrative documents, Skor of Basic Field, English Test, Competence Testing of Theory Field, Competence Test of Practice Field, and interview test which is given the weight of each value. Assessment results are sorted from the highest to the lowest. With this system, the decisions that the leader's lead becomes appropriate and potential.

SISTEM PENDUKUNG KEPUTUSAN SELEKSI TENAGA KERJA UNTUK SECURITY SERVICE MENGGUNAKAN METODE ARAS

PT. ISS INDONESIA is a company that already has employees, which is very big. With seven branches spread across Indonesia, PT. ISS INDONESIA has more than 500 workers. Recruitment will continue as the opening of supermarkets or PT. ISS INDONESIA requires additional employees to develop or fill in empty formations. Subjects in this study are the application of decision support systems used to assist employee selection process in accordance with the criteria set by the management PT. ISS INDONESIA. System design with modified waterfall process model includes the definition of requirements required by the user in order to design the system for process modeling, data modeling, and user interface. In this research, it is expected to produce Decision Support Candidate Selection Software System With ARAS Method that can be used to manage employee candidate data and computerized criteria ranging from weighting, calculation of dominance value, arithmetic preference, calculation of index value and ARAS calculation.

Development of decision support system for employee selection using Adaptive Neuro Fuzzy Inference System

The number of children day care is increasing from year to year. Children day care is categorized as service industry that help parents in caring and educate children. This type of service industry plays a substitute for the family at certain hours, usually during work hours. The common problems in this industry is related to the employee performance. Most of employees have a less understanding about the whole job. Some employees only perform a routine task, i.e. feeding, cleaning and putting the child to sleep. The role in educating children is not performed as well as possible. Therefore, the employee selection is an important process to solve a children day care problem. An effective decision support system is required to optimize the employee selection process. Adaptive neuro fuzzy inference system (ANFIS) is used to develop the decision support system for employee selection process. The data used to build the system is the historical data of employee selection process in children day care. The data shows the characteristic of job applicant that qualified and not qualified. From that data, the system can perform a learning process and give the right decision. The system is able to provide the right decision with an error of 0,00016249. It means that the decision support system that developed using ANFIS can give the right recommendation for employee selection process.

Application Profile Matching Method for Employees Online Recruitment

Employees is one of the determinant factors of company’s success. Thus, reliable human resources are needed to support the survival of the company. This research takes case study at PT. Asuransi Bina Dana Arta, Tbk Pekanbaru Branch. Employee recruitment system at PT. Asuransi Bina Dana Arta, Tbk Pekanbaru Branch still uses manual system as seen in application letter files file so it needs long time to determine accepted and rejected the application. For that it needs to built a system or application that allows companies in determining employees who accepted or rejected easily. Pofile Matching Method is a process of competency assessment that is done by comparing the value of written, psychological and interview test between one applicationt with other. PT. Asuransi Bina Dana Arta, Tbk Pekanbaru branch set the percentage to calculate NCF (Core Factor Value) by 60% and NSF (Secondary Factor Value) by 40%, and set the percentage to calculate the total value of written test by 40%, the total value of psycho test by 30%, and the total value of interview 30%. The final result of this study is to determine the rank or ranking of each applicant based on the greater value which, the greater that score of final result of an application get, the greater the chance of the applicant occupy a position or vacancy. Online Recruitment application uses profile matching method can help employee selection process and employee acceptance decisions quickly. This system can be viewed by directors or owners anywhere because it is online and used for other company branch

Job applicants’ attitudes towards cognitive ability and personality testing

Orientation: Growing research has shown that not only test validity considerations but also the test-taking attitudes of job applicants are important in the choice of selection instruments as these can contribute to test performance and the perceived fairness of the selection process.Research purpose: The main purpose of this study was to determine the test-taking attitudes of a diverse group of job applicants towards personality and cognitive ability tests administered conjointly online as part of employee selection in a financial services company in South Africa.Motivation for the study: If users understand how job applicants view specific test types, they will know which assessments are perceived more negatively and how this situation can potentially be rectified.Research design, approach and method: A non-experimental and cross-sectional survey design was used. An adapted version of the Test Attitude Survey was used to determine job applicants’ attitudes towards tests administered online as part of an employee selection process. The sample consisted of a group of job applicants (N = 160) who were diverse in terms of ethnicity and age and the educational level applicable for sales and supervisory positions.Main findings: On average, the job applicants responded equally positively to the cognitive ability and personality tests. The African job applicants had a statistically significantly more positive attitude towards the tests than the other groups, and candidates applying for the sales position viewed the cognitive ability tests significantly less positively than the personality test.Practical and managerial implications: The choice of selection tests used in combination as well as the testing conditions that are applicable should be considered carefully as they are the factors that can potentially influence the test-taking motivation and general test-taking attitudes of job applicants.Contribution: This study consolidated the research findings on the determinants of attitudinal responses to cognitive ability and personality testing and produced valuable empirical findings on job applicants’ attitudes towards both test types when administered conjointly

Strategy through Execution: Lessons from the U.S. Marshals

Today’s executive faces a number of potential threats and opportunities which, in many ways, will help to determine who the corporate winners and losers will be in the coming years. Sixteen years ago, the United States government faced a number of threats following the tragic September 11th terrorist attacks. It had to make decisions how to address those threats, including how to deploy intelligence and law enforcement resources to cope with not only the new homeland terrorist threat, but also with more established criminal threats. Since that time, the activities of the U.S. Marshals Service have grown tremendously. For example, at the behest of Congress, the Marshals established their first Regional Fugitive Task Force (RFTF) in New York and New Jersey in May of 2002. The task force’s results since that time have been significant and include an average weekly arrest rate of over one hundred of the most dangerous fugitives, including murderers, rapists, and repeat violent offenders, i.e., “the worst of the worst” fugitives. Other RFTFs were subsequently created and have been equally as productive. This paper profiles several techniques the Marshals employed that corporate executives can adopt. These include the use of “no-win” scenarios in employee selection processes, economically proving out strategic concepts before undertaking widespread and expensive initiatives, employing strategic “force multipliers” to increase efficiency through the use of operational leverage, and efficiently employing targeted analytics and related techniques to prevent the “malfunction of information.”

How customer’s display of emotions relates to task performance: social interaction model in hospitality

PurposeThe purpose of this paper is to understand the emotional cycle of the relationship between service employees and customers using a social interaction model.Design/methodology/approachA total of 22 five-star hotels in Seoul area are selected. The survey was conducted by a mixed mail and visiting format. Of 340 questionnaires distributed, 27 were incomplete and thus eliminated from the study. As a result, 313 questionnaires were accepted for the purpose of final analysis, representing a response rate of 92 per cent.FindingsThe study found that service employees’ orientation and emotions are critical for predicting customers’ display of emotions and ensuring employees’ mood. In addition, employees’ emotions and service orientation have positive relationships with customers’ display of emotions; customers’ display of emotions have positive relationships with employees’ moods and task performance; and employees’ moods have positive relationships with task performance.Research limitations/implicationsA key limitation of this study is that it is difficult to capture precisely the emotions of employees and customers using the five-point Likert scale. Second, there might be representative issue in his study because the survey was limited to brief encounter within in the hotel industry that focused only on five-star hotels in Seoul.Practical implicationsThrough the study, to overcome the emotional labor, this study shows that an answer could lie in the connection between business outcomes and positive mood of employees. Managers should create a good environment for employee to work in a pleasant atmosphere. In addition, during the employee selection process, managers might hire talented and qualified front employees with friendly, courteous and extroverted characteristics.Originality/valueThe essential contribution of this study is that it provides initial empirical support for the social interaction model in an employee and customer service setting in the field of hospitality.

Domain‐Relevant Commitment and Individual Technical Innovation Performance

Individual innovators play a critical organizational role in that they generate and often champion technology and product ideas. Amidst an ongoing stream of organizational and team innovation research, few empirical studies focus on differences in individual innovation performance despite the importance of the individual innovator to a firm's innovation efforts. Based on goal commitment theory, we introduce a new domain‐relevant commitment construct and develop a conceptualization of conditional indirect effects. Our model suggests that relevant individual abilities enhance commitment to technical innovation and innovation performance while also insulating against the impact of situational variables, making employees' commitment to innovation performance less dependent upon context. Hypotheses are tested using two sources of data and a sample of 339 R&D professionals from a Fortune 100 industrial firm. Results suggest that commitment to innovation is a key motivational factor in explaining individual technical innovation performance. Situational characteristics impact motivation differently for individuals with lower vs. higher ability levels, even in this context in which truly low‐ability individuals, in the absolute sense, have been screened out by the employment selection process. The relationship between commitment and innovation performance is strengthened by higher levels of individual ability.

İşveren Markası Yönetimi Sürecinde İşe Alım Öncesi Dönem ve İşgören Seçimi: Kavramsal Bir Değerlendirme (Pre-Recruitment Period and Employee Selection in Employer Brand Management Process: A Conceptual Evaluation)

Nowadays constantly renewing itself technological , socio-economic and cultural changes have dragged the companies to the tight competition. They can sustain their assets depends on finding the right labor and employment abilities. The quality and success of the human resources departments mostly depends on the process of finding employee. This process forms the basis of the other HR processes. One of the components of employer branding is Pre-Recruitment Period and Employee Selection. In this study, prerecruitment and employee selection process is presented from the perspective of employer brand management. On this basis, it’s targeted to make suggestions for future researchers. The literature on this subject is very limited in our country. So this study is important to contribute to the literature.

The cost of creativity: A control perspective

Organizations that rely heavily on employee creativity face a dilemma: the particular nature of creative production calls for a substantial use of formal control, yet such control can undermine employee creativity. We examine this dilemma by analyzing how an organization's reliance on creativity influences its choice of control practices. More specifically, we argue that an organization's high reliance on employee creativity generates two types of cost, which will be reflected in the control choices made by its top management. First, a high reliance on employee creativity brings with it particular risks of dysfunctional employee behavior such as an overly narrow focus on the individual task or the opportunistic use of task-specific expertise. Second, it generates costs when it induces organizations to abstain from the use of (otherwise effective) controls because such controls increase the risk of undermining employee creativity. We identify two characteristics of the work setting – the importance of employees' intrinsic task motivation and the lack of task-specific cause–effect knowledge on part of managers – which help us to better understand the sources of the cost of creativity. Using survey data from 457 companies, we provide evidence that the importance managers attach to their employees' intrinsic task motivation is associated with a higher emphasis on assessments of non-task related performance, while a perceived lack of task-specific cause–effect knowledge on the managers' side is associated with more use of predefined targets for performance evaluation. Both work characteristics contribute to explaining higher emphasis on employee selection processes and increased delegation in work settings that heavily rely on employee creativity.

Formation of an Efficient Team by Improvising Employee Selection Process Using AHP-LP for a Software Company in India

In information technology (IT) service industry, essential task of a human resource (HR) manager is to form an efficient team involving different job roles from a pool of candidates who can satisfy business requirements. For this purpose, the HR department performs candidate recruitment and selection process. This article attempts to develop a mathematical and reliable approach using the analytic hierarchy process (AHP)-linear programming (LP) for building an efficient software project team by breaking the interview process of candidate selection into two parts. In the first phase, interviewers are responsible only for evaluating candidates based on different parameters. In the second phase, HR manager collates all data from the selection process and then applies proposed mathematical model to make final decision on candidate selection or rejection. The proposed application of AHP into team formation will improve the decision-making process involved in hiring when multiple interviewers assess candidates through interview. Finally, decisions are taken for finalizing team by incorporating all financial and strategic constraints using LP.

COMPETENCIES OF HR PROFESSIONALS: A STUDY ON THE HR COMPETENCIES OF UNIVERSITY STUDENTS

The changes in HR operations changed the expectations from an HR professionals in the last decades. Today businesses need HR managers and professionals who can contribute strategically to the organization. As a result of these developments competencies are becoming more important in the selection process of new employees. The purpose of this research is to examine existing literature concerning HR competencies and to shed light on what competencies university students on the way to becoming HR professionals have. Also analyzing the perceptions of university students regarding HR competencies and the contribution of education. Additionally the relationship between competency level and gpa is tested. With this goal in mind a survey is conducted on 301 students of Canakkale Onsekiz Mart University, Biga Faculty of Economics and Administrative Sciences and the gathered data is analyzed. Via analysis 8 dimensions of competencies (credible activist, strategic manager, change manager, culture and structure architect, business knowledge, innovator, HRM specialist, manager and leader) is found. Also the data showed statistically significant differences between education contribution and competencies. No relationship between competencies and gpa is found.

Penerapan Metode AHP dan Fuzzy Topsis Untuk Sistem Pendukung Keputusan Promosi Jabatan

Resources of humans is one of the assets of the organization that became the backbone of an organization in carrying out its activities and influence on the performance and progress of the organization. Systematic performance assessment and selection of employees with the best performance for the determination of a promotion is very important in strategic human resource management. But in fact the decision objectively, efficiently and effectively perform the selection of human resources is not easy, we need a model of decision-making to help solve that problem. Application of AHP and Fuzzy TOPSIS in the selection of this promotion can be provide alternative recommendations for decision-makers, so that the employee selection process can take place effectively and efficiently and to produce objective decisions. Implementation results of the study for the selection of a promotion with six criteria assessment criteria weighting the results obtained using the AHP Performance Value of 0,3509, Education Level of 0,1605, Class of 0,1005, Work period of 0,0367, The Presence of 0,0637 and the value of the competence of 0.2877. The weighting of the results was continued process of ranking the alternatives by using fuzzy TOPSIS method obtained the best results and the selected preference is for 0.8373 Keywords : Performance evaluation; Promotion; AHP; Topsis; Fuzzy

New Developments in Impression Management Research during Pre-Organizational Entry

Managing impressions is a central practice in most people’s lives. In organizations, the use of impression management (IM) tactics has not only become standard practice, but has become an important component of pre-organizational entry processes such as recruitment and selection. During those processes, IM is employed by both applicants and employers. Interestingly, a sizable literature has examined the impact IM has on the employee selection process (Bolino, Kacmar, Turnley, & Gilstrap, 2008). As mentioned above, the use of impression management in organizational life is not new, yet research on this topic is now tapping onto new dimensions. For example, impression management tactics can have very different forms, from verbal to nonverbal, offensive and defensive tactics, and include both beneficial and detrimental purposes. Given this complexity, research is necessary to help better understand the role of impression management tactics in organizational life. The research presented in this symposium addresses the various facets of impression management tactics in recruitment and selection: offensive, defensive, beneficial, detrimental, and nonverbal tactics. Is Offense the Best Defense? Impact of Organizational Image Spoiling Acts on Applicant Perceptions Presenter: Irene W. F. Yang; National Chung Cheng U. Presenter: Chih-Yun Wu; Department of Business Administration, TungHai U., Taiwan Presenter: Cheng-Kai Tang; National Chung Cheng U. Presenter: Yi Ching Wu; National Chung Cheng U. Applicant Self-Handicapping Impression Management Tactics and Interviewer Evaluations Presenter: Tun-Chun Huang; National Changhua U. of Education The Role of Nonverbal Impression Management Tactics in Pre- Organizational Entry Presenter: Timothy C Dunne; Middle Tennessee State U. Presenter: Serge P. da Motta Veiga; Lehigh U. Effects of Applicants’ Self-Monitoring and Nationality on Their Choices of Defensive IM Tactics Presenter: Chih-Yun Wu; Department of Business Administration, TungHai U., Taiwan Presenter: Wei-Chi Tsai; National Chengchi U. Presenter: Chia-Ying Cheng; Foxconn Technology Group

The influence of cross-cultural differences on job interview selection decisions

How the interview process affects foreign-born job candidates has received scant attention in recent research literature (Huffcutt 2011), even though the issue should be growing in importance given the massive influx of qualified migrants entering developed countries. This paper examines the job interview through the lens of national culture and argues that cross-cultural differences between interviewer and interviewee can affect interview judgement and evaluation. Drawing upon the literatures in cross-cultural research and social psychology, this paper presents a model of cross-cultural differences on interview outcomes. In so doing, this conceptual study advances theory that underpins the employment selection process of foreign-born job candidates, and also provides a platform on which future empirical research may be based.

New‐Hire Retention Woes Drive Change in Health Insurer's Employee‐Selection Process

AbstractWhen turnover among new hires with less than 18 months of service at a New England–based health insurance provider doubled in two years, the organization examined its recruitment process and then redesigned it to align with research‐based best practices. Revamped to address candidates' cultural fit in a collaborative environment, the new process requires analyzing the target job; identifying relevant dimensions of job performance; identifying the abilities, skills, and knowledge (ASKs) required to successfully perform the job; adopting tools to measure the ASKs; and validating tools to ensure they accurately predict performance. As a result of the company's efforts to consider cultural fit during the selection process, the organization reduced new‐hire turnover by 40 percent in 18 months. Encouraged by this success, the company now has a multipronged approach to workforce planning that encompasses a combination of strategies to ensure effective external recruitment while fostering the development of in‐house talent. © 2013 Wiley Periodicals, Inc.

The Role of Attributions and Fairness in Understanding Job Applicant Reactions to Selection Procedures and Decisions

Drawing mainly upon Applicant Attribution-Reaction Theory (AART), we clarify and underscore the role of attribution dimensions (personal control, external control, and stability) in forming applicant fairness perceptions, attitudes, and behavioral reactions. Students seeking (or about to seek) jobs (N = 264) participated in an experimental study in which procedural justice rules and outcome favorability (selected or rejected) were manipulated. Participants reported their attributions, fairness perceptions, and behavioral intentions. Hypotheses were tested through SEM and bootstrapping. Applicant attributions were predicted by outcome favorability and the extent to which the interview process satisfied/violated procedural justice rules. In line with AART, process fairness perceptions mediated relationships between applicant attribution dimensions and both organizational perceptions and behavioral intentions. Organizations should satisfy justice rules in employee selection processes because such rules affect applicant attributions, which in turn predict perceptions and behavioral intentions. In addition to identifying antecedents and consequences of fairness perceptions, antecedents and consequences of applicant attributions should be investigated, as both relate to important organizational outcomes. This study is one of a very few to test propositions from AART. Through an experimental design of high internal validity, we show that outcome favorability and the satisfaction/violation of justice rules predict job applicant attributions (personal control, external control, and stability). We further show that applicants’ attributions explain unique variance in their perceptions of the employing organization and in their behavioral intentions (e.g., recommend organization to others; litigate) beyond that explained by selection outcome and fairness perceptions.

APLIKASI UJI KEBERFUNGSIAN DIFERENSIAL UNTUK MENGUJI KETAHANAN BUTIR SKALA PSIKOLOGI TERHADAP RESPONS TIPUAN PADA KONTEKS SELEKSI KERJA

This study aimed to identify items on psychological scale vulnerable to faking responses when it is applied to the employee selection process. Personality scale adaptation of BFI-44 was given to 400 respondents that were divided into two groups. The first group was instructed to respond honestly (neutral condition) while the second group was instructed them as if they are applicants who are follow employee selection test (applicants condition). Differential item functioning (DIF) test with Mantel-Haenzel test was employed. Analysis result suggests that 12 items are vulnerable to faking response that is spread out on four personality factors (extroversion factor, agreeableness, emotional stability and openness to new ideas). Considering on small number of items that indicates DIF, we conclude that measurement of psychological that use self-reporting technique is resistant to faking responses. However, review thoroughly or modification of these items when applied to the job selection process was required.