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The Importance of Predictive and Face Validity in Employee Selection and Ways of Maximizing Them: An Assessment of Three Selection Methods

机译:预测和面子有效性在员工选择中的重要性及其最大化方法:三种选择方法的评估

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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.
机译:人口变化,技术进步和全球化在很大程度上导致了当前的商业环境的紧急状态和流动性,因此,如果组织希望生存,就必须将最聪明的人才用作竞争优势的来源。全球市场上持续的“人才战争”和激烈的竞争;以及与员工品牌和候选人吸引力有关的问题,意味着组织及其经理必须仔细审查其招聘和选拔过程,以确保员工选拔方法不仅有助于提高组织形象,而且可以合理地预测未来的工作表现。因此,需要选择的方法在预测和面部有效性方面都很高。本文将在更广泛的背景下严格审查“预测性和面子有效性”概念对于员工选择的重要性,作为人力资源战略和组织总体战略的组成部分,并提出了改进这两个概念的方法。本文的中心论点是,要使选拔方法有效,可靠,有效并最大程度地减少与流失顶尖人才,糟糕的员工绩效和离职相关的成本,它就必须具有较高的预测性和面值。本文评估了三种主要的选择方法(面试,工作抽样和评估中心),以最大程度地提高其预测和面部效果,并认为设计,内容和管理这些方法的方式是主要问题。本文的结论是,没有最佳的新员工甄选方法,但是精心选择的方法和训练有素的人力资源专业人员的结合无疑将提高面子和预测的效度,进而扩展选拔方法。

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