Essays on The Concepts of Person-Job Fit and Person-Organization Fit in Recruitment and Selection Strategy Assignment

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The paper “ The Concepts of Person-Job Fit and Person-Organization Fit in   Recruitment and Selection Strategy” is an outstanding example of the assignment on human resources. According to the article, hiring competent staff is very important and is dependent on effective selection procedures that target to get the most appropriate individuals and turn down those who are not appropriate. It is very important to hire the right staff since poor selection can heavily cost the employer. Some of the costs that the employer is likely to incur include training costs, lower productivity, and loss of clients, redundancy packages, and recruitment fees (Collings & Mellahi, 2009).

Therefore, this implies that the management should always get the right people to do the required task, or else they are likely to get losses in the long-run (Newell, 2005). F.W Taylor, a management writer once bemoaned the criteria used in selecting individuals since it was favored the first person in the queue as well as individuals known by the person recruiting. At that time, one’ s ability to do the job was never stressed and Taylor introduced the notion that personnel must be selected for specific abilities and skills that must be examined before the selection decision.

In spite of emphasis by F. W Taylor organizations fail to adopt the basic selection procedures that will enable them to recruit suitable candidates and then make good predictions regarding the likely ‘ fit’ between specific individuals and job and organizational requirements. The concepts of ‘ person-job fit’ and ‘ person-organization fit’ can inform e a selection strategy since the selection of individuals entails making the right decision regarding projected behavior which can be made about who will be suitable for a specific job (Newell, 2005; Saks & Ashforth, 1997).

Always, the prediction should be couched according to probabilities since the future cannot be predicted. Nonetheless, informed judgments can be reached upon rather than uninformed guesses. Consequently, this necessitates a systematic process of assessing individual differences as well as organizational requirements (Collings & Mellahi, 2009).

References

Collings, D & Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 304-313.

Liu, J., Hall, A & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501-528

Newell, S. (2005). Managing human resources: Personnel management in transition. Blackwell Publishing ltd. Oxford.

Saks, A & Ashforth, B. (1997). A longitudinal investigation of the relationship between job information sources, applicant perceptions of fit and work outcomes. Personnel Psychology

Wall, T & Wood, S. (2005). The romance of human resource management and business performance and the case for big science: Human relations. Retrieved from http://hum.sagepub.com/content/58/4/429

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