Once an organization has defined the roles and jobs it wishes to fill, the next task is to find the people to fill them. However, not all people are the same. In almost all circumstances it becomes necessary to select the best person for the job. The selection decisions are some of the most important choices any organization can make. If the wrong person is appointed to a job the organization will suffer reduced output and the person concerned may suffer worry and anxiety from being in a job where they are out of their depth.
Unable to display preview. Download preview PDF.
References for Chapter 3
- Boudreau, J. W. (1983) ‘Economic considerations in estimating the utility of human resource productivity improvement programs’, Journal of Applied Psychology, 36, 551–57Google Scholar
- Ghiselli, E. E. (1966) The Validity of Occupational Aptitude Tests, Wiley, New York.Google Scholar
- Herriot, P. (1989) ‘Selection as a social process’, in Smith, J. M. and Robertson, I. T. (eds.), Advances in Selection and Assessment, Wiley, Chichester.Google Scholar
- Smith, J. M. (1988) ‘Calculating the sterling value of selection’, Guidance and Assessment Review, 4, 1, 6–8.Google Scholar
- Smith, J. M., Gregg, M., and Andrews, R. (1989) New Horizons in Selection and Assessment, Pitman, London.Google Scholar
- Schmitt, N. and Noe, R. A. (1986) ‘Personnel selection and equal employment opportunity’, in Cooper, C. L. and Robertson, I. T. (eds.), International Review of Industrial and Organizational Psychology, Wiley, London.Google Scholar