IO Psych - Recruitment, Selection, and Socialization PDF

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Summary

notes on the recruitment, selection, and socialization processes within an organization...

Description

Ch.5: Recruitment, Selection, and Socialization Attraction of talent is a two-way process (7 steps) -

Application: BPO industry in the Phil

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Human resource planning

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Employee requisition

•

Recruitment

•

Selection process

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Job offer + applicant’s acceptance

•

Placement

•

Orientation

Attraction-Selection-Attrition (ASA) Framework •

The three interrelated processes (A.S.A.) determine the kind of people in an org

•

These defines the org’s culture, structures, and processes (Schneider et al, 1995)

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Applicant’s are attracted to orgs with cultures that are compatible to their personalities

Organization Attractiveness (OA) •

Assessment of a company’s desirability as an employer by a prospective employee (Hannon 1996)

•

Symbolic attributes o

Inferences the applicants make about the characteristics of the org

o

Ex. prestigious, friendly, family-oriented, helpful

o

There is a link between corporate image and applicants response to their job ads

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Instrumental attributes o

Utilitarian and functional qualities

o

Objective, physical, tangible characteristics

Process by which orgs attract qualified applicants (Riggio 2009)

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Involves activities that influence the number and/or types of applicants who apply for a position

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Affects whether a job offer is accepted

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Phases o

Generating applicants

o

o

Ex. pay, bonus, benefits, job security

Maintaining applicant interest

o

o

The more attributes there are in a job ad, the

Influencing job choice

Highhouse 1998) What Do Filipinos Look for in a Job? (Pangan 2007) o

Position Category

o

Location

o

Company Name

o

Compensation

o

Company Type (Government, Multinational, Family Business)

o •

•

pertaining to the org or the job

greater the org’s attractiveness (Yuce and

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Recruitment

Full time or Part time employment

Local Survey shows job seekers look for: (Lombos 2012) o

Career and learning opportunities

o

Salary and pay

o

Health insurance, leaves, loans, retirement,

o

Gym membership, bonuses, gadgets

o

Flexible working conditions

Factors Affecting Recruitment •

(Chapman et al, 2005)

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Job-organization characteristics

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Recruiter characteristics

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Perceptions of the recruitment process

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Perceived fit

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Perceived alternatives

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Hiring expectancies

Recruitment Strategies Components •

Organizational representatives: Company recruiters

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Recruitment messages: Messages transmitted to the applicants

• •

Recruitment sources: Sources where applicants come from Recruitment timing: length of the entire recruitment process and timing of the job offer

educational assistance

Company Recruiters •

Applicants may be more influenced by the recruiters than the job attributes

•

•

Applicant attraction influenced by recruiter characteristics: o

Gender

o

Personableness

o

Competence

o

Informativeness

o

Trustworthiness

Recruiters and line or HR managers need to work and partner together

•

For small businesses without an HR department, the business

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Recruitment Sources

owners themselves perform HR recruitment and selection functions Recruitment Message •

•

Includes positive attributes of the org: o

Purpose

o

Personality

o

Culture

o

Awards

o

Accomplishments

o

Products

o

Services

Job advertisements emphasize both instrumental and symbolic attributes they have

•

The more specific the message, the more jobseekers can determine if they fit in

•

Employee Value Proposition (EVP) is used as part of the recruitment message o

The set of attributes that employees and the labor market perceive as the value they gain by joining the org (McKinsey and Company 2001)

o

o

4 Elements §

Exciting work

§

Great company

§

Wealth and reward

§

Growth and development

Examples:

Recruitment Timing •

(Pangan 2007)

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Takes an average of 14 days for orgs to respond to applications after applicants send in their application forms

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In the BPO industry, this process has been shortened to as low as 3 hours

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Ex. Convergys o

Uses text messaging

o

Phone screening

o

If they pass these, they’ll get invited for an interview

Employee Screening •

Process of reviewing information about job applicants

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Involves evaluation of written materials such as application

Recruitment Methods • •

forms and resumes

Internal sourcing – attracting and identifying talents from

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within the org

•

External sourcing – attracting and identifying talent from outside the org o o

Write-in, mailed resumes Ads

o

Referrals

o

Internet

o

Visiting schools and colleges

o

Employment / Executive search firms

Resumes – provides bio data and background info for higherlevel positions

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Walk-in applicants

o

Application form – screen lower level positions

Applicants go through psychological and assessment tests, interviews

•

For leadership positions: structured, group-oriented, inbasket, situational exercises are used.

•

These methods are used to assess how well the person would fit the job, workgroup, and organization culture

Employee Selection •

The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

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Recruiter needs to have a clear understanding of the requirements and work standards of the position to be filled

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(Diamante and Ledesma-Tan, 2007)

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Job analysis - Provides information on critical factors such as knowledge, skills, attitudes and behaviors required for an employee to successfully perform the job

Employee Screening and Selection Methods: 1.

Evaluation of Written Materials a.

2.

The process by which an individual makes the transition from outsider to organizational member (Jex 2002)

b.

Application Forms

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Curriculum Vitae

•

d.

Resume

e.

Bio-data

f.

Biographical Information

New employees learn about the culture of the organization Gains task-related and social knowledge to be successful members of the org

Feldman’s Model of Organization Socialization (1981)

Selection Interviews Structured Interview

b.

Unstructured Interview

c.

Situational Interview

Employment Tests a.

4.

•

Weighted Application Forms

c.

a.

3.

Organization Socialization

Cognitive Ability Test

b.

Mechanical Ability Test

c.

Job Knowledge Test

d.

Situational Exercises

e.

Work Sample Test

f.

Personal Inventories

g.

Emotional Intelligence Test

h.

Integrity Test

i.

Computerized Adaptive Testing

Other Types of Employee Screening and Selection Methods a.

Assessment Center

b.

Trial period on the job / Probationary Period

c.

Background Check

d.

Criminal Background Check

e.

Medical Check-up

f.

Drug Test

g.

Letters of Recommendation / Reference Check

Socialization Tactics

Commonly Used Selection Methods in the Philippines •

90% of applicants go through interviews first

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80% take written tests next

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30% experiences panel interviews

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20% had physical exams

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Very few went through assessment centers and in-basket exercises o

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(Pangan 2007)

Only half of the companies surveyed shared they use psychological tests in the selection process

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34% said they required a physical examination

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All the candidates in utility companies go through physical

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92% of manufacturing companies indicated they needed physical exams o

(Edralin and Roque 2005)

Employee Selection Decision •

After going through employee screening and assessment, HR would have to decide who to choose

•

Process of selection can follow a multiple cutoff or hurdle model

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Multiple cutoff – recruiters use a minimum cutoff score on various predictors of job performance

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Multiple hurdle model – requires that an acceptance or rejection decision be made at each of several stages in a screening process o

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(Riggio 2013)

When an applicant gets a job offer and accepts, the new employee is assigned the job

•

Employee Placement – process of assigning workers to the appropriate jobs o

Organization Socialization Practices in the Philippines •

exams

(Muchinsky 2003)

Critical information communicated include:

•

Socialization activities by local orgs:

o

(81%) asking for technical and performance

o

(80%) supervisors’ supportive behaviors

o

(79%) supervisors’ communication of expected

feedback

behaviors •

… helped in their role adjustment

Implications •

Organizations must ensure that structures and processes are in place

• •

That company values are identified and clearly articulated Org leaders have to be clear on the image, brand, culture, structure, processes, and policies of their organizations

• •

Focused on how they learn about and make sense of the new

•

•

will fit the culture

Tactics employed include o

Overt questioning

o

Indirect questioning

•

Org leaders or line managers, in the selection phase, must be involved in the assessment of applicants, together with the HR practitioner

Sources of information and Learning tactics used by new employees to learn about their job:

HR practitioners, as company recruiters, have to use their knowledge of the organization culture to attract people who

organizational environment •

These strategies can be used in differentiating them from their competitors and determine their recruitment strategy

Socialization Process: Newcomers’ Perspective

•

Once hired, immediate supervisors and peers, as well as top management and HR, all play critical roles in the newcomer’s adjustment to the organization.

•

The attraction, selection, acquisition (ASA) process is a twoway process, involving both the jobseekers, and all levels of the organization.

Outcomes of the Socialization Process •

Newcomers who are well-socialized in their organizational roles have:

•

o

Higher levels of satisfaction and commitment

o

Are more adjusted

o

Tend to have higher salaries

o

Are more involved with their careers

Organizational socialization was related to all forms of commitment:

•

o

Organizational commitment

o

Workgroup commitment

o

Job involvement

o

(Cohen and Veled-Hecht 2010)

In (Lombos 2012) a Philippine survey, respondents agreed that: o

(69%) on-boarding activities...