Personality Theory In Recruitment And Selection

Personality Theory In Recruitment And Selection

Introduction

During the last few decades, companies have been confronted with an increasingly competitive environment. Forces facilitating globalisation, such as the liberalisation of international trade, the international integration of production, research and marketing by major MNCs, as well as the emergence of major economic regions like the European Union, have enabled companies to invest overseas to gain or maintain competitive advantage. It has been argued that human assets are an emerging source of competitive advantage for MNCs (Bartlett and Ghoshal, 1991). HRM is evolving from being just a support function to one of strategic importance (Teagarden and Von Glinow, 1997). Bartlett and Ghoshal (1991) have argued that human resource management (HRM) policies and practices are becoming crucial because they can act as mechanisms for co-ordination and control of international operations.

The point is selection and recruitment process has key role in the international human resource management (IHRM). As international trade continues to rise, the number of people working as expatriates increases. However, the literature has often demonstrated that the failure rate is high, or that the expatriates work ineffectively on international assignments (Richard, 1996). Failure in international assignments cost money both in terms of repatriating families and replacing them overseas, and also in terms of lost business and damaged company reputation (Coyle and Shortland, 1992).

According to Forster and Johnsen (1996), many researchers have suggested a variety of criteria for improving selection, implying that companies who employ more of these will be more successful in selecting the right expatriates.

Recruitment is the first part of the process of filling a vacancy. It includes the examination of the vacancy, the consideration of sources of suitable candidates, making contact with those candidates and attracting applications from them. It aimed at finding a pool of applicant with the abilities desired by the organization.

Selection is the next stage, i.e. assessing the candidates by various means, and making a choice followed by an offer of employment. If the vacancy is additional to the present workforce, then in all probability the need for the new employee has been established and a job specification complied. The majority of vacancies, however, occur as replacements for people who have left the company or as the final event in a chain of transfers and promotions following on reorganization.

Recruiting Process

The recruiting process is aimed at finding a pool of applicants with the abilities desired by the organization. Effective recruitment requires a great deal of careful planning. An effective planning process consists of identifying job opening. Organization should attempt to identify job openings well in advance of an announced resignation or new job position that are created. This is followed by deciding how to fill up the job opening with the qualified candidates (through job analysis) within a specific time frame.

A job analysis is an efficient, cost-effective way to gather useful information about a job It is used for three important purposes in the employment process.

First, it provides a brief summary of the ...