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For instance, if there is a candidate who after interviewing appeared to be a good fit for a position, but the testing came back with poor results, there is the tendency to pass up the candidate. However, by making personnel managers aware of this tendency, they can really consider whether the candidate is still a good hire, even if the testing was not as desired.
Protecting the legal and appropriate use of personality testing: A practitioner perspective
Jones and Arnold (2008) explore the issue of legally and appropriately using personality testing. There are risks that must be managed to ensure personality testing doesn't become restricted, or worse outlawed, by state or federal law. The authors note that "I-O psychologists should never get myopic as to where the real threats might come from in terms of the ongoing use of personality testing or other selection tools used in the workplace." For this reason, Jones and Arnold put forth several recommendations. First, it is necessary to remind test users that combined sex norms should be utilized with job-related personality tests and not tests with separate sex test norms. Although there is a movement to increase the use of Big Five testing assessments in more clinical research and interventions, it is recommended that I/O psychologists make a distinction between these tests used for preemployment selection and those for clinical assessment and diagnosis. I/O psychologists need to be careful how these tests are marketed. In Massachusetts, certain personality tests are restricted if they meet certain criteria, such as: marketing themselves as impacting employee theft and shrinkage, testing items that reflect an individual's honest, or link to employee theft criteria....
These are important considerations for organizations.
As personality assessments are a valuable tool organizations can utilize to help in the selection process of new employees, it's important to ensure they are used legally and appropriately, in order to minimize the chance that they will be outlawed in the future. Implementation of this information into the organization involves making certain HR personnel and hiring managers charged with selecting and giving these tests know the vulnerability of these tests. In addition, they need to be informed of the recommendations Jones and Arnold (2008) purpose to help prevent this tool from being removed from the organizational arsenal.
Conclusion
The selection of new employees is a critical process for any organization. Choosing the right employees can increase competitiveness in the marketplace. Choosing the wrong employees can cost the organization dearly. The three articles reviewed center on the employee selection process and give implementation ideas connected with the information presented.
References
Jones, W. & Arnold, J. (Sept 2008). Protecting the legal and appropriate use of personality testing: A practitioner perspective. Industrial & Organizational Psychology, 1(3). Retrieved October 22, 2009, from Business Source Complete.
Martin, S. (Sept 2008). Managers also overrely on tests. Industrial & Organizational Psychology, 1(3). Retrieved October 22, 2009, from Business Source Complete.
Ryan, a. & Tippings, M. (Winter 2004). Attracting and selecting: What psychological research tells us. Human Resource Management, 43(4). Retrieved October 22, 2009, from Business Source Complete.
History of Psychology Applied to Employee Selection" appears in Historical Perspectives in Industrial and Organizational Psychology. Although it is a chapter in the book, it provides detailed information and can be used as a stand-alone text in an analysis of the subject. Vinchur (2007) divides the subject into chronological time periods, which is unusual for most essays in the field of organizational psychology. The first section is on the
This then gives the work reasonable transferability. URL http://www.jstor.org/stable/40005275 The second article addressed the challenge faced by the wives of veterans with post-traumatic stress disorder (PTSD). In this study, the researchers examined the perceptions of nine wives whose husbands were experiencing PTSD. The data were collected using a semi-structured in-depth focus group. The sample design for the research is purposeful and consequently the researcher was unable to derive statistical generalizability from
Article Review Area: Organizational Psychology Source Jam, F. F., Sheikh, A. R., Iqbal, H., Zaidi, B. H., Anis, Y., & Muzaffar, M. (2011). Combined effects of perception of politics and political skill on employee job outcomes. African Journal of Business Management, 5(23), 9896-9904. Retrieved from http://academicjournals.org/article/article1380363658_Jam%20et%20al.pdf Introduction This review will critically assess the aforementioned paper with regard to subject introduction, intellectual plot, methodology, discussion and outcomes. Further, the article will be summarized followed by an
Performance appraisal systems are complex and time consuming, especially for managers who supervise extended numbers of employees Performance appraisal systems can be stressful and ineffective (Clark, 2011). 5. Structure of performance appraisal systems The construction of a performance appraisal system is a complex endeavor, based on both theoretical as well as practical considerations. John J. Gabarro and Linda a. Hill (1995) for instance argue that managers ought to construct their appraisal systems in
Hence, most of the organizations now understand that engaged employees are highly influential source of competitive advantage. (Katherine, 2009) It was observed that an engaged employee is always ready to put extreme effort into their work in terms of time, intelligence and energy. They possess an aspiration to always perform their best. They perform any given task with liveliness and interest. They try to bring innovative ideas, bring a
Employee Participation The Person/Environment Dynamics of Employee Empowerment: An Organizational Culture Analysis" According to this article by Pennie Foster-Fishman and Christopher Keys, participatory management is becoming more common, where innovative service delivery and staff empowerment are becoming increasingly important in management. The article examines a human service agency specifically, entitled SERVE. Among the goals of serve included the objective to strengthen "the voice of frontline staff in agency decision making and policy