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, FrancisSource: 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.eduSource: 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, AkiSource: 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, Anna1

Andriopoulos, Constantine2 Costas.Andriopoulos@brunel.ac.ukGotsi, Manto2

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 résumé information for all candidates.

Title: Hiring by Competency Models. Authors: Grigoryev, Patty1

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]

 

Copyright of Journal for Quality & Participation is the property of American Society for Quality, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Title:NEW APPROACHES OF THE CONCEPTS OF HUMAN RESOURCES, HUMAN RESOURCE MANAGEMENT AND STRATEGIC HUMAN RESOURCE MANAGEMENT.

Authors: Anca-Ioana, Munteanu1 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, AurenSource: 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.netSource: 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.