Traditional individual outcomes expected of a personnel selection process might include increasing desired levels of work performance, job satisfaction, and employee morale. On an organizational level, expectations may relate more to acceptable levels of productivity, low turnover, and promotion of organizational citizenship behavior. Often, there is greater focus by human resource activities on expected individual outcomes and not those needed by the organization. It is important to assess and foster solid outcomes for both the individual employee as well as the organizational employer (Wilk & Cappelli, 2003).

Post by Day 4 explanations of three outcomes an organization might expect from its personnel selection processes. Explain whether these outcomes are consistent with those desired by job candidates, and provide rationale for any inconsistencies. Provide concrete examples and citations from the Learning Resources and current literature to support your post.

 

References:

Cabrera, E. F., & Raju, N. S. (2001). Utility analysis: Current trends and future directions. International Journal of Selection and Assessment, 9(1/2), 92–102.

 

Campion, M. A., Outtz, J. L., Zedeck, S., Schmidt, F. L., Kehoe, J. F., Murphy, K. R., & Guion, R. G. (2001). The controversy over score banding in personnel selection: Answers to 10 key questions. Personnel Psychology, 54(1), 149–185.

Cascio, W. F., & Aguinis, H. (2005). Test developments and use: New twists on old questions. Human Resource Management, 44(3), 219–235.

 

Jereb, E., Rajkovic, U., & Rajkovic, V. (2005). A hierarchical multi-attribute system approach to personnel selection. International Journal of Selection and Assessment, 13(3), 198–205.

 

Roehling, M. V., & Wright, P. M. (2006). Organizationally sensible versus legal-centric approaches to employment decisions. Human Resource Management, 45(4), 605–627.