This major textbook meets the clear need for a substantial but accessible introduction to the practice of human resource management (HRM) within the context of relevant theory and current debates. In a discussion that ranges from the strategic and policy aspects of HRM to the day-to-day processes of employee management, the author identifies and explores key concepts and skills. Distinctive features of the book include: a focus on issues of direct relevance to all line managers, not just to human resource specialists; a combination of a knowledge-based approach with a practical introduction to the most important skills; numerous examples, encapsulating concepts and techniques in clear tables, and a teaching appendix of discuss
Chapter 3: The Selection Decision
The Selection Decision
In this chapter I consider the first of the ‘micro’ issues in the human resource management area likely to confront line managers, namely recruiting and selecting new employees. I look first at the general areas of planning recruitment and assessing the selection process. The chapter then examines, in turn, the limitations of the traditional job interview process and some suggestions for improving its effectiveness, the use of testing procedures in the selection decision and finally the use and effectiveness of assessment centres for selecting (very largely) managerial personnel.
Obviously the selection decision has always been important as the vehicle for obtaining, at least in principle, the appropriate ‘person-job fit’ which will, when aggregated, contribute in turn towards organizational effectiveness. However, at ...