Published December 1992
by JAI Press .
Written in English
|The Physical Object|
|Number of Pages||228|
The first volume in a series focusing on approaches to employee management, this book discusses such topics as fairness and ethical considerations in employee selection; and › title › fairness-in-employee-selection › oclc › Selection Defined Selection Tools 1. Application forms 2. Interviews 3. Reference checks 4. Pre-employment tests 5. Trial period Employee selection is the process of choosing from a group of candidates the individual or individuals who will be offered a › sites › default › files › cause employee turnover and as a result their duties and responsibilities are delegated to existing employees which results to conflict among employees. Objective of the study The main objective of the study was to assess how ethical issues in recruitment and selection affect employee performance in public universities in Nyeri County, › journals › Vol_9_No_2_February_ › pdf. Given the importance of employee selection, two chapters are dedicated to the topic. This one describes a step-by-step sequence to selection. We consider such factors as needed skills for the job, the design of a selection process, getting the most out of the various selection tools, and conclude with suggestions on how to bring the new › ucce50 › ag-labor › 7labor › htm.
It is just sourcing of data. While selection is a negative process as the inappropriate candidates are rejected here. Recruitment precedes selection in staffing process. Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job. The Employee selection Process takes place in following order- › A fair and transparent pay process boosts employee engagement even more than providing additional pay does, new research reveals. Employee satisfaction is driven mostly by feeling that pay is › › Pages › If you sense that the rules are unfair to individuals or groups, cultivate the courage to change the rules. Just be sure that the reason you are changing it is really to increase fairness, not just to justify an outcome that might be better for a few individuals. Make sure the new rule is applied equally for :// › fairness-is-good-management SUCCESSION PLANNING AND MANAGEMENT GUIDELINE Table of Contents 2. Identify, assess and develop employee knowledge, skills and abilities to meet the Traditional approaches to succession planning have the potential to result in a one-sided selection process – the organization identifies a key position, and then › exec › hrs › files › publications-succession-planning-and-management.
After making sure salaries are fair compared to industry and geographical benchmarks, the partners make changes to individual employee's salaries and bonuses to ensure internal fairness between › article › Inequality In The Workplace: 3 Approaches To Create A Culture Of Allies Not giving Jesse the option to weigh the pros and cons of the new role is simply bad management. › sites › jaysullivan › › 09 › 09 › inequality-in-the-workplace Who Is the Referent? The referent other may be a specific person or an entire category of people. For example, Marie might look at want ads for entry-level clerical workers and see whether the pay offered is in the $10 per hour range; in this case, the referent other is the category of entry-level clerical workers, including office assistants, in Marie’s local :// › principlesmanagement › chapter › process-based-theories. If the interview portion of the employee selection process has gone well, many companies will request that the interviewee(s) take one or several tests. Testing of candidates has become the rule rather than the exception in the last few years. Testing for employee selection can be minimal or quite extensive, depending upon the :// › articles › business › i ›.