Human Resource SelectionPersonality Assessments and Selection InterviewsIntroductionSocietal dynamism has brought about new dispensation in every sphere of life including organization’s management which with stiff competition it has viewed its success on the scale of employee work performance (Gatewood et al. 2010). Human resource has proved to be a quintessential aspect in an organizations performance and success. The resources involved in an organization ought to be utilized effectively and efficiently in order to produce the targeted outcome and/or performance. To enhance the organization’s performance, it would be prudent for the human resource management docket to come up with a framework design that will embrace all the essential factors such as the humans, finance, machines and material.
However more focus must be objectively be entailed in the humans who are perceived as the driving force in an organization. The role played by the humans being vital include such roles as experience, expertise, good decisions making and favorable competitive advantage embraced by employees and management as propounded by Mathis and Jackson (2011). To get a grip of what is required in this paper work, the responsibility of the line manager must be highlighted in which case it involves providing expertise on the technical dimensions which includes controlling the relevant resources attached to his docket such as appointing qualified staff (Kerzner 2009).
Therefore to be able to capture the talented, skillful, knowledgeable and experienced staff for the job performance certain factors must be assessed by the line manager and which may include personality assessment which is a typical job performance predictors (Schmitt 2012) as well as the selection interview. With the above exposition, this paper will endeavor to examine the practicability of the above mentioned job performance predictors in line with the line manager’s mandate. Personality AssessmentIn order for the line manager to come up with a viable human resource, then it would be advisable to embrace employee selection mechanisms such as personality assessment.
This will enable the organization to come up with the selection of a qualified workman force that is up to task and would facilitate excellent job performance. Selection must be understood to form a device that allows a good work force with motivational tendencies (Gatewood et al.
2010). Therefore to address the expectation of the organization the line manager must flow swiftly in identifying the potential candidate by use of the personality assessment tool which though is used probably at a later stage after the employee’s aptitudes or abilities have been identified (Tsui and Lai 2009). The selected employee must be qualified and competent in order to deliver. The recent popularity of this mode of selection with 75% of organization utilizing it has shown a positive result for it (Anderson).
The essence of this tremendous growth can be attributed to its efficiency and thus it is defined by (Anderson) in the sense that it is “those thoughts, feelings, desires, intentions, and action tendencies that contribute to important aspects of individuality. ” According to Sarkar-Barney (2012), personality entails “the set of characteristics that cause individuals to respond in a consistent manner across situations. ”To realize these aspects the line manager has to realign his questionnaires to reflect the above such that a good personality assessment and/or test is to conform to psychometric principles which will ultimately produce a formidable evidence of validity and value that aids the organization’s success (Tsui and Lai, 2009).
The personality framework commonly used is that of the Big Five which is characterized by the five factors such as Openness to experience, Extraversion, Conscientiousness, Neuroticism and Agreeableness which have been found to be compatible across the board and utilized by across different cultures (Sarkar-Barney 2012). These five factors can be envisaged as seen in the following table.