Essays on Airport Manager: Behavioural Criteria and an Interview Package Report

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The paper "Airport Manager: Behavioural Criteria and an Interview Package" is a great example of a report on human resources. The incumbent requires interpersonal skills as well as developed oral and written communication. The incumbent also needs the ability to consider and respond to the feelings, capabilities and needs of different people in various situations. Has the ability to make convincing and clear oral presentations, effective listening and clarification of information as needed. Has the ability to express ideas and facts in writing in an organised, clear and convincing manner. The demonstration of strong skills in communication and coordinating with others is important in every managerial position (Sackett & Lievens, 2008).

The behaviours that will need assessment include style of communication both the strength of oral communication and written style which include treating individuals and groups with respect, facilitating the open exchange of ideas. 1.2 Team building and partneringThe incumbent requires inspiring, guiding and motivating of individuals and groups towards the accomplishment of goals. To develop as well as sustain cooperative relationships in the workplace with customers and employees, foster team spirit, commitment and trust.

Has the ability to develop leadership in others through guiding, coaching, rewarding as well as mentoring. Has the ability to create and sustain the organisational culture that allows for high performance, shows a commitment of serving the public and influencing others towards the accomplishment of the mission. Has the ability to build and network alliances, collaborate and finding a common ground with stakeholders. The behaviour indicators include a demonstration of commitment to quality service of the public through actions and statements, development of networks with individuals and groups, empowering others, motivating and inspiring employees, building open communication and trust as well as creating an environment that encourages cooperation (Carlopio, Andrewartha & Armstrong, 2005).

References

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Carlopio, J, Andrewartha, G, & Armstrong, H 2005, Developing management skills: A comprehensive guide for leaders, Prentice Hall: Freches Forrest.

Das, H 2007, Recruitment, selection and deployment of human resources. Toronto, On: Pearson prentice Hall.

Dipboye, RL 2004, ‘The selection/recruitment interview: core processes and contexts’, in A. Evers, N. Anderson, & O. Voskuijl (Eds.), The Blackwell handbook of personnel selection, Blackwell, Oxford, England.

Ellis, PJ, West, BJ, Ryan, AM & Deshon, RP 2002, ‘The use of impression management tactics in structured interviews: a function of question type?’ Journal of Applied Psychology, vol. 87, pp. 1200-1208.

Klehe, U-C, K¨onig CJ, Richter GM, Kleinmann M & Melchers KG 2008, ‘Transparency in structured interviews: consequences for construct and criterion-related validity’, Human Performance, vol. 21, pp.107–137.

Sackett, PR & Lievens, F 2008, ‘Personnel selection’, Annual Review of Psychology, vol. 59, pp. 419–450

Taylor, PJ & Small, B 2002, ‘Asking applicants what they would do versus what they did do: a meta-analytic comparison of situational and past behaviour employment interview questions’, Journal of Occupational and Organizational Psychology, vol. 75, pp. 277–294.

Tsai, WC, Chen, CC, & Chiu, SF 2005, ‘Exploring boundaries of the effectd of applicant impression management tactics in job interviews’, Journal of Management, vol. 31, pp. 108-125

Vickers, MR 2005, ‘Business ethics and the HR role: Past, present and future’, Human resource planning, vol. 28, no. 1, pp. 26-32

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