Interview Doctor of Philosophy Phd  Multiple chapters
- Length: 9 pages
- Subject: Careers
- Type: Multiple chapters
- Paper: #5788729
Excerpt from Multiple chapters :
The objective of quantitative research is to develop and employ mathematical models, theories and/or hypotheses pertaining to phenomena. The process of measurement is central to quantitative research because it provides the fundamental connection between empirical observation and mathematical expression of quantitative relationships.
SPSS (Statistical Program for the Social Study): A computer program used for statistical analysis. It is used by market researchers, health researchers, survey companies, government, education researchers, and marketing organizations.
Status Quo: This provides information on the current or existing state of affairs. To maintain the status quo is to keep the things the way they presently are. The related phrase status quo ante, or "the state in which before," means the state of affairs that existed previously.
T-test: A data analysis procedure that assesses whether the means of two groups are statistically different from each other
It is understood that the number of people interviewed was small and perhaps more detail could have been available in a larger group. Those who were interviewed also came from a very specific pool of individuals, or clients from my organization who are employed with manufacturing concerns. In addition, those interviewed were from the same country with similar backgrounds and experience. Other cultures and human resource positions may provide other results. It is also recognized that there are many different methods for improving job interview performance, and this is a suggestion based on academic input and personal experience.
1.8 Chapter Summary
This chapter laid the foundations for the thesis. It introduced the research problem and research issues. Then the research was justified, definitions were presented, the methodology was briefly described and justified, the thesis chapters were described, and the limitations were given. On these foundations, the thesis can proceed with a detailed review of the pertinent literature.
Chapter 2 Literature Review
Humans are an organization's most significant assets. Without them, daily business tasks such as product and services development, operations, manufacturing, business transactions, communication, and customer service could not successfully be completed. The strengths of human power drive an organization. Today's companies are continuously updating and changing, which impact the employees as well as the business. To maximize organizational effectiveness, the people's abilities, time, and talents must be managed appropriately. Human resource management works to ensure that the right employees are recruited, hired and pleased with their work. "It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise" (Cherrington, 1995, p. 5). Human resources is responsible for how organizations treat their employees. HR must attract qualified applicants and also assist in screening the candidates' resumes and setting interviews with the ones having the proper qualifications. Chapter 1 of this dissertation introduced the research problem and issues, as well as the justification of this research, presentation of definitions, description and justification of the methodology, delineation of the chapters and an overview of the limitations. With this brief understanding of the subject, the importance of companies having a well-thought-out interview approach is already recognized.
The literature review has two main sections. In the first section, the parent discipline on Recruitment is introduced with the various areas of study done on this topic along with a classification model and analysis. In the second section, the immediate discipline of Interviewing is discussed. The gaps are identified and the factors are shown as to what is important in the interview, including the four important interviewing factors.
2.2 Parent Discipline: Recruitment
Recruitment, the parent discipline of the interviewing process, is the act of identifying and attracting potential candidates from within and outside an organization in order to evaluate them for future employment (Schuler, 1987). When HR identifies potential employees, the organization can begin the selection process of collecting, measuring, and evaluating information about the candidates' qualifications for particular positions. Companies use such processes to increase the possibility of bringing on individuals who have the right skills and abilities to be successful at their jobs and increase the success of the organization. Recruiting, hiring and retaining high-quality talent is essential to an organization's success. As the present job market becomes increasingly competitive and the available talent pool more diverse, HR management needs to be more discriminating than ever in its choices, since poor recruiting decisions can produce a long-lasting negative impact including high training and development costs to diminish the incidence of low performance quality and high turnover which, in turn, impact employee morale and the production value of goods and services. In the worst case scenario, the organization can fail to reach its goals and thus lose its competitive edge and market share.
More formally, recruitment has been defined as encompassing "all organizational practices and decisions that affect either the number or types of individuals that are willing to apply, or to accept, a given vacancy" (Rynes, 1991; p. 429; Breaugh, 1992). The main goal of recruitment is to attract the greatest number and highest quality applicants to an organization. The larger the number and better qualified the applicants, the more likely an organization can effectively choose and retain the right employees for the job. An effective recruitment strategy is all-important, since it ultimately influences the firm's profitability and sustainability.
Companies can best improve their ability to hire and retain top global talent by adopting a new mind-set, cutting the red tape, and implementing best recruiting and hiring practices (Collins & Stevens, 2002). Organizations need to be aware of the competition that exists for the best employees and know that they need a plan in place to attract and hire them. Companies need to strengthen and expedite their hiring processes. The objective should not only be to avoid hiring the wrong people but also making sure not to reject or lose the few candidates who are right for the position. This also means that the individuals who are in charge of hiring can make fast decisions and not get bogged down with a lot of red tape at headquarters to make an offer. By the time the answer comes back, the candidate could be gone. Best practices of leading
Multinational corporations include benchmarking their employees on global criteria and developing an effective balance of local and expatriate talent (Fernandez-Araoz, 2005)
2.2.1 Importance of Recruitment Strategy
Regardless of the economic problems occurring globally, the competition for talent is expected to continue well into the 21st century (Michaels, Handfield-Jones, & Axelrod, 2001). The impact of both increased demand, especially in fast-growing economic countries, and dwindling labor supply, as well as the specific hiring needs for a globalized economy, will