史上最全的英文人力资源资料(共9本)recruitment_and_selection_Irelan

JournalofManagementDevelopment17,9662JournalofManagementDevelopment,Vol.17No.9,1998,pp.662-685.#MCBUniversityPress,0262-1711Insearchofgoodfit:policyandpracticeinrecruitmentandselectioninIrelandNoreenHeratyandMichaelMorleyDepartmentofPersonnelandEmploymentRelations,CollegeofBusiness,UniversityofLimerick,IrelandIntroductionThefocusofrecruitmentandselectionisonmatchingthecapabilitiesandinclinationsofprospectivecandidatesagainstthedemandsandrewardsinherentinagivenjob(Herriot,1989;Montgomery,1996;Plumbley,1985).Recruitmentandselectionlieattheheartofhowbusinessesprocurehumanresourcesrequiredtomaintainasustainablecompetitiveadvantageoverrivals(Aaker,1989;Jacksonetal.,1989;Pettigrewetal.,1988;RaghuramandArvey,1996;Walker,1992)andhencestaffingpositions,especiallymanagerialposts,inorganisationsmaywellrepresentoneofthemostimportanthumanresourcemanagementfunctions(JudgeandFerris,1994).Plumbley(1985)suggeststhattheprofitabilityandeventhesurvivalofanenterpriseusuallydependsuponthecalibreoftheworkforceandithasbeenarguedthatthecostsofineffectualcommercialviabilitycanoftenbeattributedtodecadesofineffectiverecruitmentandselectionmethods(Lewis,1984;Plumbley,1985;SmithandRobertson,1993;Terpstra,1996).Inthispaperwereviewcontemporarythinkingonrecruitmentandselectioninorganisationsand,drawinguponIrishdatafromthe1992and1995CranetEsurvey[1],weexplorethenatureofcurrentrecruitmentandselectionpracticesinIrelandwithparticularreferencetomanagerialjobs.Inrelationtorecruitment,policydecisionsareexamined,recruitmentmethodsarereviewed,andtheinfluenceofownership,size,unionisationandsectoronthemethodschosenispresented.Inrelationtoselection,thetechniquesemployedareidentifiedandthesituationsinwhichtheyaremostlikelytobeutilisedarehighlighted.ThechangingcontextofrecruitmentandselectiondecisionsMuchoftherecentliteratureonpersonnelmanagementhasemphasisedthenecessityfortherecruitmentandselectionofemployeeswhoarecommittedtothegoalsoftheorganisation.Recentwavesoforganisationalrestructuringhavedramaticallychangedand,inmanycases,destroyedexistingemploymentrelationships.Astraditionalautocraticstructuresflattenandorganisationsutilisemultidisciplinaryteamstoremaincompetitive,theneedforstrategicandtransparentsystemsbecomesparamount(Hackman,1986;O'Reillyetal.,1991;RaghuramandArvey,1996;WorrenandKoestner,1996).RecruitmentandselectioninIreland663Heratyetal.(1997)suggestthat,increasingly,manyorganisationsarebeingtransformedfromstructuresthatarebuiltonfunctionsandjobs,tothosewherefocused,self-directedworkteams,madeupofempoweredindividualswithdiversebackgrounds,arereplacingtraditionalspecialisedworkers.BurackandSingh(1995)highlightthatfirmsneedadaptablepeoplewhocanadjusttorapidlychangingcustomerneedsandoperationalstructures,whilePfeffer(1994)arguesthatemployees,andthewaytheywork,comprisethecrucialdifferencebetweensuccessfulandunsuccessfulorganisations.Hearguesthatastechnologyincreasesandproductlifecyclesshorten,themajorsourceofcompetitiveadvantagewillbetheindividualworker.KrauthamerandDorfman(1996,p.49)furtherdevelopthisviewoftheprevailingbusinessenvironmentandhighlightthat:Withthesweepingchangesintoday'sbusinessclimateandtheriseofreengineeringtomeettheneedsoforganisationsintheareaofdownsizingorcostdiminution,(search)firmsmustbeequippedtorecruitindividualswhocanoperateinanon-structuredor``virtual''organisation...Evenintoday'stechnicallyadvancedbusinessenvironment,thehumanfactorwillalwaysbeinstrumentaltothesuccessofanorganisation.Furthermore,Terpstra(1996,p.16)indicatesthat,ascompaniesdownsize,``delayer''andtrytoboostproductivitywithfewerpeople,thosethatremainarebeingaskedtoassumemoretasks,rolesandresponsibilities.Heproposesthat,asthistrendcontinues,companieswillbeaskingfeweremployeestoknowmore,domore,changemoreandinteractmoreandthusinterestisincreasinglyfocusedonidentifyingtherecruitingsourcesthataremostlikelytoyieldhighqualityemployeesandtheselectionmethodsthatbestpredictfuturejobperformance.ArgumentssuchasthesehaveledRipleyandRipley(1994)tosuggestthatthecriticalorganisationalconcerntodayisthehiringorpromotingofthebestqualifiedpeoplewhilestillmeetingallregulatoryrequirements.AstudycommissionedbytheIPD'sRecruitmentForum(KilibardaandFonda,1997)highlightedanumberofcommonfailingsintherecruitmentandselectionprocess.Includedamongthesefailingswere:.noobviouslinkwithHRstrategy,resourcingstrategyandbroaderbusinessandorganisationalgoals;.useofreferencingforshortlisting;.unclearuseofstructuredinterviewdesignandapplication;.increasinguseofinvalidpredictionmethods;.lackofwidespreadmonitoringandlackofremedialactioninthoseorganisationsthatdidmonitorrecruitment;.lackofvalidationofsituationspecificselectionprocedures.Theseresultsaresuggestiveofaninabilityorunwillingnesstoappreciatethestrategicimperativeofeffectiverecruitmentandselectionpractices.SmithandRobertson(1993)argueforgreaterprecisioninrecruitmentandselectionandJournalofManagementDevelopment17,9664cautionthatacompanycanbedraggedtoitskneesbytheweightofineffectivestaffwhichdecadesofineffectualselectionmethodshaveallowedtoa