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Introduction
An organization’s success in recruitment activities affects its efficiency significantly, as well as its effectiveness in the selection process. Here, selection entails a process of choosing from many applicants an individual who has the qualifications for a particular job opening. A pool of applicant that is adequate provides the organization with big attitude in selecting the employees and therefore reduces the amount of latitude. This may eventually result in employment of candidates who are marginally qualified. The procedure is a difficult process because it involves making judgments about people.
Recruiting of managers involves examining the ability of a person and how well they can fit in the organization to do a particular job. Making these determinations requires skills, efforts and time. Moreover, for a selection process to be effective, such decisions must be made carefully in order to minimize potential negative impacts, financial and otherwise on the organization which might arise as a result of hiring the wrong managers. It is, therefore, important to involve a cognitive ability test, a work sample test, a test on personality and a structured overview in the procedures of selection in order to get a potential manager fit for the job (Ployhart, Schneider & Schmitt, 2006).
Methods of Selecting Applicants
A cognitive ability test is important to understand the individuals’ mental capability in understanding various issues. This is one ethical method of eliminating from further consideration those individuals whose qualifications, even though they have passed the preliminary inspection, do not measure up to the standards of the job position. Based on the results of a test, applicants may be asked to take some tests on employment. Applicants passing the cognitive test interview may be asked to do the exercise at this stage. In this test, an applicant is given a task to carry out and give the results which are later examined. The results are assumed to reflect the ability of an applicant to perform in the workplace. These are ethical methods where scores are set from the results of real experiment. The scores from the test carried by applicants are then evaluated and if they are favorable, a job offer is made but if unfavorable, no job offer is extended ( Caruth, Caruth & Pane, 2008).
A test on personality is another important and ethical exercise in recruiting of managers. This is whereby morals and behaviors of an individual are tested and applied in a real working situation. Good morals will furnish a good reputation for the organization, and therefore managers ought to have these values. The performance of an organization is also reflected by the ethics and moral values of employees and therefore the test is very crucial to be carried out. This is followed by a structured interview whose main focus is an in-depth evaluation of the qualification of applicants.
In some organizations, individuals successfully completing their employment are sent to an assessment center where they complete a series of tests, in addition to engaging in various simulations to further assess their capabilities. If they complete these tests, they are employed as potential managers in the organization. While reviewing the generalized model of selecting, the least time consuming and the least expensive activities of selection are performed first. Thereafter, the most time consuming and the most expensive follow later in the process. This sequencing helps to ensure cost effectiveness of selection which could be a major limitation of not taken care of (Bechet, 2008).
Conclusion
In conclusion, these methods of testing are ethical and crucial in recruiting of managers in an organization as they reflect the work that ndividuals are meant to undertake in their day to day activities. The performance of the managers is believed to be based on the results from the test and it’s therefore a good way to improve the performance of the organization.
References
Bechet, T. P. (2008). Strategic Staffing: A Comprehensive System for Effective Workforce Planning. New York: AMACOM Div American Mgmt Assn.
Caruth, D. L., Caruth, G. D., & Pane, S. S. (2008). Staffing the Contemporary Organization: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals Third Edition: A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals Third Edition. California: ABC-CLIO.
Ployhart, R. E., Schneider, B., & Schmitt, N. (2006). Staffing Organizations: Contemporary Practice and Theory. United States : Lawrence Erlbaum Associates, Publishers.
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