ch 5 - Chapter 5 Personnel Decisions The social context for personnel decisions I/O psychologists and members of the organization contribute the process

ch 5 - Chapter 5 Personnel Decisions The social context for...

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Chapter 5: Personnel Decisions The social context for personnel decisions I/O psychologists and members of the organization contribute the process of making personnel decisions Organizations operate within the social and cultural context in which they are embedded Nepotism an approach to personnel staffing whereby family members receive preferential treatment o In the US, nepotism is viewed negatively because it results in unequal opportunity among job applicants o In non-Western cultures, nepotism is viewed positively Logic: a family member is a known commodity who can be trusted to be loyal Personnel decisions do not “stand apart” unrelated to the larger social system The first documented personnel selection test in history is in the Bible shibboleth (those who couldn’t pronounce it correctly were executed) Forces that affect personnel decisions and outcomes (some don’t even reference these) o Organization and organizational needs o Scientific theory o Research and development o Assessment of qualifications o Assessment-based decisions o Cultural values End product of personnel selection process is to offer employment to some people, and deny it to others The way some organizations hire people in real life tends to be more intuitive, nonquantitative, not based on validated, empirically derived factors Some managers decline the use of scientific evidence in place of just a hunch this will not improve selection decisions Cross-cultural differences in personnel selection: Preferences in ideal job candidates o Universalist cultures favor rational argument, follow what they see as universal codes of practice and rules US, Canada, Australia o Particularist cultures more emphasis on relationships, willing to bend the rules in making selection decisions, rely more on interviews France, Greece, Italy o Japanese and Chinese = neutral, reserved approach o South European / South American = more emotional o There may be similarities in cross-cultural selection methods, but there can be strong cultural differences in the desired performance of the candidate Recruitment Recruitment process by which individuals are solicited to apply for jobs The state of the economy will have a strong effect on how many people express interest in becoming employees Different recruiting approaches are used depending on the job level in question Search firms serve clientele at the higher job level fee might be 50% of the person’s salary “if recruiting strategies don’t help identify a sizeable and suitable pool of talent even the most accurate selection process will be of little or no use During high unemployment organizations sift through candidates looking for the best candidate During low unemployment now the candidates sift through organizations, looking for their ideal employer More often, recruiting is a middling position
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