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Selection Tools and Techniques

Discuss about the Human Resource Management for Staffing Organizations. 

Knowledge, Skills, and abilities also known as KSA refer to a sequence of descriptive statements which are needed when people apply for government job positions in the United States. KSA is used with resumes to determine the best applicants among the candidates who had applied for the job. For this paper, the KSA will be used as a step to identify the selection tools and techniques. The screening and selection tools are used to acquire and examine individual information to secure a position in employment. The screening process is incorporated into the organizational staffing process which also includes recruitment, human resource planning, and retention activities (Townley, 2014 p.92). Therefore, human resource planning leads companies to look for employees with specific knowledge, skills, and abilities. In addition, the employee selection starts when the recruitment efforts in an organization generate applicants. A firm determines the candidate to serve a certain position during the employee selection process (Cascio, 2018 p.50). A comprehensive personnel selection package for an assistant professor at UWA Business School is well developed for this paper.

In brief, there are several KSAs that should be considered in the selection process for an assistant professor at UWA Business School. To begin with, the administration is a skill that an assistant professor should demonstrate. Second, managing people is an important skill that should be embraced. For instance, an assistant professor may be obliged to deal with postgraduate students who require support and mentees to conduct their projects (Jovi?, Brki? and Bogunovi?, 2015 p.1203). Therefore, the individual personality of the assistant professor determines if they can work with the team effectively. Third, curriculum development will help the assistant work closely with the professors. Grant acquisition, most senior employees in UWA business school may be required to spend most of their time 8in conducting projects hence they receive funds which bring financial advantages to the institution (Hua, Tembe and Dougherty,  2009 p.410). Administrative tutor, an assistant professor may be required to embrace administrative roles when the main professor is away. They should have a personality that can embrace additional workload in an institution. Being a mentor, they may have come a long way where they are mentored. In addition, an assistant professor should consider being a mentor to the other staffs and students. They can achieve mentor qualification through their good personalities and personal development. Finally, delegation is among the hardest aspects that an assistant professor should embrace. This skill involves sharing duties and observing teamwork which is not easy as most of them offer less support in an organization.

Screening

The overall selection package chosen for this paper is the person-organization fit in the selection process. This package is simply described as the employees’ compatibility in the organizations. It implies that people need each other to enhance meaningful associations in the organizations. Therefore the people-organization fit predicts the employee attitudes, turnover, and performance. This concept is important in regard to the attraction-selection-attrition theory, also A-S-A theory. A-S-A theory outlines that people may be drawn to institutions with comparable values which they consider when hiring applicants in the selection process. For that reason, employees get first insight and are aware to what extent they fit with the organization and they can decide if they progress with work or leave the organization.

Through people-organization fit concept, it will be easy to identify the selection tools and techniques for an assistant professor at UWA business school. Selection tools must incorporate an interview and an application regardless of the organizational structure (Gilbride and Allenby, 2004 p.394). The first selection tool is screening. This tool allows the employment resume and application screening to decide if the candidate has the right qualifications for the job. In addition, in reviewing the application documents applicants’ portray criteria which show that they qualify for the job. This tool is valid and reliable since the school of business has the opportunity to conduct a preliminary screening to decide if the applicants have the perfect job qualifications. The utility of the screening tool ensures there are efficiency and effectiveness in the selection process (Shaghaghi, Bhopal and Sheikh, 2011 p.86).  Technologies may be employed to validate thus tool during job analysis. Also, the assistant professor familiarizes with the job requirements which guide them towards deciding if they fit for the position. Time is saved through this tool since the applicant has to meet basic criterion which aligns with the application guidelines. The shortcoming of this technique is that it is not easy for the applicant since they may shy away from including some details required in the cover letter. For instance, applicants may not indicate the salary if requested and would be eliminated from the process in the first turn for screening.

Second, a telephone interview may be considered in the second round. The significant advantage of the telephone interview is that it is cost-effective. Conversely, using recruiter’s time to determine the potential candidate is productive. First, the recruiter needs to know if the candidate still needs the job. If not the recruiter dismisses the interview and if yes the interview progresses. This technique is valid and reliable as the interviewer has the opportunity to save time and receive immediate feedback concerning the applicants for the position of assistant professor. The utility of this tool allows the interviewer to clarify two important questions before inviting the applicant for a face to face interview. At this point, the applicant in the business school needs to observe boundaries and establish a close relationship with the interviewer to keep the conversation attractive. In the context of the personality theory, the interviewer may find the applicant's personality pleasant or unpleasant and they decide if they are fit for the position. The main disadvantage connected to this tool is that it lacks confidentiality like the face to face interview.

Telephone Interview

The third tool is the hiring manager interview. This tool is used after the telephone interview where the applicant is invited for a face to face interview. This is the stage when the applicant is now referred to as a candidate. Also, the recruiter narrows the applicants who seem to embrace knowledge, skills, and qualifications that matter for the specific job. The aim of the hiring manager is to decide which candidate fit for the job by reviewing the qualifications and also considers the employee who matches with the company culture (Brooks, Walsh, Mardon, Lewi and Clawson, 2002 p.792. This tool measures the reliability and validity of an assistant professor is a mentor. An assistant professor may be required to engage in meetings and should agree to decisions made regardless young individuals are involved (Munoz and Frick, 2017 p.308). The utility of this tool may lead an assistant professor to experience job promotion in the shortest time possible. An assistant professor at UWA business school is expected to embrace a public face as they associate with young people who are potential students (Capelle?Blancard and Monjon, 2014 p.498). In addition, the assistant professor may benefit from being a mentor you students. The significant disadvantage associated with this tool is that employees who greatly anticipate pursuing the job after the phone interview may be disappointed if the hiring manager thinks otherwise after meeting them.

A background check is another tool that may be used in the selection process of an assistant manager at UWA business school. This tool is employed after the hiring manager chooses the best candidates who fit the job. In case the company issues the conditions that they base the work on positive outcomes that’s when background checks start. However, this tool is used depending on the type of job. For instance, it is effective for the jobs that require the candidate to handle large amounts of money. In such a case, the background checks focus on the criminal history of the candidate as the organization must be sure that the employee is trustable (Guarino, Santibanez and Daley, 2006 p.180). The background checks assist the hiring managers to acquire satisfaction that the organization is safe. This tool is used to analyze the reliability and validity of the assistant professor managing people. Background checks ensure an assistant professor enhances good relationships with young people and can exercise honesty in dealing with cases of drug abuse amongst the students. The utility of background checks also allows assistant managers observe honest performance in their work (Swider, Zimmerman and Barrick, 2015 p.880). Through background checks, the employer gets to know the real character of the assistant professor. The main disadvantage connected to this tool is that the in case the hiring manager finds out that the employee had been involved with fraud from the previous employment, the employee may be fired after serving for a short period time or even be arrested.

Hiring Manager Interview

Drug testing is a vital tool where employers make sure that there will not be issues related to drug abuse for safety in the workplace. This tool is effective in organizations which driver licenses are issued and the company is obliged to conduct a pre-employment drug testing. This tool can be used to measure delegation and being a mentor technique for an assistant professor.  Pre-employment drug testing informs the employer if the applicant can be a good example to the students in the business school. An assistant professor does not give excuses for not delegating tasks effectively when this tool is used during the selection process (Furnham, 2017 p.202). Drug testing also allows the potential assistant professor develop good working relationships with the staff and students. The utility of drug testing technique ensures that issues of substance use at the workplace are addressed. The significant disadvantage of this tool is that in case the employer finds out that the applicant had been involved in the past in cases of drug abuse, they may not be considered for the job.

 Finally, the skills assessment tool is effective for the technical jobs. Employers opt to conduct skill assessment as a hiring technique as they need to be sure of the candidate has skills such as computer proficiency. Generally, it tests the administrative additional skills of an employee (Michaud, Durivage and Stamate, 2016 p.100).  This tool determines can be used to determine if the potential assistant professor is fit for administration. At some point, the assistant professor may be required to play n administrative role hence should have perfect skills (Venkatesh, Windeler,  Bartol. and Williamson, 2017 p.530). The utility of this tool will guide the organization towards selecting the best candidate who has key attributes of being an assistant professor at the school of business. The significant disadvantage associated with this tool is that a potential employee may be dismissed due to lack of additional skills which they can be trained after employment.

Schmidt and Hunter, 2014 (262) confirm that the overall selection tools and techniques are beneficial as they guide organizations when analyzing certain information concerning people. In this case, the overall selection package will benefit the UWA business school since hiring an employee depicts the nature of the job. Moreover, the type of business structure is outlined based on the same selection techniques. In determining the best selection techniques, the organization must plan, recruit, then conduct selection. The selection techniques must be valid and should align with the nature of the job (Jutras and Mathieu, 2016 p.71). Factors such as job experience, personality tests, drug tests, interviews, education, background checks, telephone interviews, and skill assessments are all inclusive in this package. However, overall selection techniques may have disadvantages as they may ignore other additional skills that potential employees embrace.

Background Check

Conclusion

To summarize, this paper analyzes KSAs which guided in developing an overall selection package. The selection tool selected such as screening, telephone interview, hiring manager interview, background check, drug testing, and skill assessment makes the overall selection package. The reliability and validity of a single technique are discussed and it justifies why the assistant professor has to be taken through the selection process. Moreover, the utility of each of the techniques is discussed. This selected package is better than any other package as it has sophisticated guidelines for an effective selection process. In addition, the selection tools have a higher validity and utility than others as they provide usefulness of the applicants who engage in the selection process. The actual performance of the applicant depicts the expected outcomes through the selection techniques.

 (Cascio, W., 2018.  Managing human resources. McGraw-Hill Education.

Brooks, R.G., Walsh, M., Mardon, R.E., Lewis, M. and Clawson, A., 2002. The roles of nature and nurture in the recruitment and retention of primary care physicians in rural areas: a review of the literature. Academic Medicine, 77(8), pp.790-798.

Capelle?Blancard, G. and Monjon, S., 2014. The performance of socially responsible funds: does the screening process matter?. European Financial Management, 20(3), pp.494-520.

Furnham, A., 2017. Methods in Recruitment and Selection. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, p.202.

Gilbride, T.J. and Allenby, G.M., 2004. A choice model with conjunctive, disjunctive, and compensatory screening rules. Marketing Science, 23(3), pp.391-406.

Guarino, C.M., Santibanez, L. and Daley, G.A., 2006. Teacher recruitment and retention: A review of the recent empirical literature. Review of educational research, 76(2), pp.173-208.

Hua, J., Tembe, W.D. and Dougherty, E.R., 2009. Performance of feature-selection methods in the classification of high-dimension data. Pattern Recognition, 42(3), pp.409-424.

Jovi?, A., Brki?, K. and Bogunovi?, N., 2015, May. A review of feature selection methods with applications. In Information and Communication Technology, Electronics and Microelectronics (MIPRO), 2015 38th International Convention on (pp. 1200-1205). IEEE.

Jutras, R. and Mathieu, C., 2016. Person-organization fit relationship with job satisfaction and turnover: The mediating influence of leader-member exchange. Academy of Strategic Management Journal, 15(1), p.71.

Michaud, R., Durivage, A. and Stamate, A.N., 2016. Using person-organization fit for personnel selection. PSYCHOLOGIE DU TRAVAIL ET DES ORGANISATIONS, 22(2), pp.99-109.

Munoz, L.C. and Frick, P.J., 2017. The reliability, stability, and predictive utility of the self?report version of the Antisocial Process Screening Device. Scandinavian journal of psychology, 48(4), pp.299-312.

Schmidt, F.L. and Hunter, J.E., 2014. The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological bulletin, 124(2), p.262.

Shaghaghi, A., Bhopal, R.S. and Sheikh, A., 2011. Approaches to recruiting ‘hard-to-reach’populations into research: a review of the literature. Health promotion perspectives, 1(2), p.86.

Swider, B.W., Zimmerman, R.D. and Barrick, M.R., 2015. Searching for the right fit: Development of applicant person-organization fit perceptions during the recruitment process. Journal of Applied Psychology, 100(3), p.880.

Townley, B., 2014. Selection and appraisal: reconstituting. New Perspectives on Human Resource Management (Routledge Revivals), 92.

Venkatesh, V., Windeler, J.B., Bartol, K.M. and Williamson, I.O., 2017. Person–Organization and Person–Job Fit Perceptions of New IT Employees: Work Outcomes and Gender Differences. Management Information Systems Quarterly, 41(2), pp.525-558.

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