Performance appraisal (PA) is a process of setting some targets for the individuals which they are required to achieve. Performance of individuals is evaluated by the process and good performance is acknowledged by rewarding them which may be financial rise in pay, popularly known as increment or upward movement in the hierarchy i.e. promotion. Traditionally PA is a straightforward process where the manager can only review the performance of his subordinates annually. However, in order to meet the increased expectations of employers, customer demand and better output, PA plays a crucial role for which it has become a part of a wider HRM strategy called performance management (PM). Traditional PA has some limitations that can be minimised by following multi-rater PA system. 360-degree feedback and balanced scorecard are playing important role as recent innovations in the PM system. These two tools are being widely used in both public and private organisations of developed countries like UK, USA, Germany, France; even in the public sectors in Bangladesh, Non-Government Organisations (NGOs) in particular. This paper aims at discussing the traditional PA system experienced with several problems which the new innovations such as 360 degree feedback and balanced scorecard have attempted to overcome.
Table of Contents
1.0 Introduction
2.0 Recruitment and Selection
2.1 The Recruitment Process
2.2 The Selection Process
2.3 Assessment Centres
3.0 The Psychometric Model
3.1 Critique of the Psychometric Model
4.0 Recruitment and Selection from the Social Perspective
5.0 Conclusion
Research Objectives & Key Themes
This paper aims to provide a critical analysis of recruitment and selection (R & S) by examining the traditional psychometric model in contrast with the contemporary social perspective model, ultimately proposing that a combined strategic approach is most effective for modern organizational success.
- Critical evaluation of the psychometric model and its reliance on person-job fit.
- Analysis of recruitment and selection as a core strategic activity in HRM.
- Exploration of the social perspective as a bilateral process of negotiation.
- Assessment of the impact of global competition and organizational change on hiring.
- Integration of psychological and social dimensions in modern talent acquisition.
Excerpt from the Book
3.1 Critique of the Psychometric Model
The challenges of globalisation and the need for greater flexibility and innovation make the psychometric model’s ‘best practices’ difficult for organisations to adopt (Newell 2005). The changing global economy requires employees to be generalists, capable of handling different roles needing a range of skills and competences and that where persons are recruited for a specific job, the job is likely to change (Newell 2005). This therefore questions the appropriateness of doing a job analysis to define the task and person requirements of a particular job. The model also stifles innovation since individuals have been selected based on whether they can do specific jobs efficiently and fit the corporate culture, and not necessarily whether they have the capacity to challenge the status quo as well as think and act differently (Newell 2005).
The political and legal implications of the psychometric model of assessment have questioned the ‘fairness and validity of assessment and selection procedures’ (Iles 2001:154). Some American court cases and tribunal court cases in the UK have ruled against companies because psychometric tests conducted discriminated against minorities (Wolf and Jenkins 2006). Newell (2005) blames the resulting discrimination on the model’s ‘one best way’ assumption. Besides, cross-national differences make it difficult for organisations to replicate their home-base policies abroad as individuals from different nationalities may respond differently to psychometric tests (Newell 2005).
Summary of Chapters
1.0 Introduction: Sets the stage by highlighting the importance of recruitment and selection in the face of global competition and shifting organizational needs.
2.0 Recruitment and Selection: Defines the core processes of attracting and choosing candidates, including job analysis, person specification, and the use of assessment centres.
3.0 The Psychometric Model: Explores the traditional paradigm of matching individual attributes to job requirements through testing and measurable criteria.
3.1 Critique of the Psychometric Model: Discusses the limitations of the psychometric approach regarding innovation, global flexibility, and legal/ethical challenges.
4.0 Recruitment and Selection from the Social Perspective: Introduces the model of recruitment as a socially constructed process involving mutual exchange, negotiation, and transparency.
5.0 Conclusion: Synthesizes the need for integrating psychometric precision with the social perspective to address long-term organizational and employee commitments.
Keywords
Recruitment, Selection, Psychometric model, Social perspective, Human Resource Management, HRM, Job analysis, Person-job fit, Assessment centres, Organizational strategy, Employee retention, Talent acquisition, Behavioral dimensions, Strategic HRM, Competitive edge
Frequently Asked Questions
What is the primary focus of this paper?
The paper focuses on critically evaluating the two dominant models of recruitment and selection: the traditional psychometric approach and the modern social perspective model.
What are the core themes discussed?
The themes include the evolution of HRM, the shift from static job matching to social negotiation, the impact of globalization on hiring, and the effectiveness of various selection tools.
What is the main research goal?
The goal is to demonstrate how organizations can adopt a strategic, combined approach to recruitment and selection to attract and retain the most suitable talent.
Which scientific methodology is employed?
The author uses a critical literature review and comparative analysis to contrast the theoretical assumptions and practical applications of psychometric versus social exchange models.
What topics are covered in the main section?
The main sections cover the definitions of recruitment and selection, the technical processes involved in assessment, the critiques of traditional models, and the benefits of viewing selection as a two-way social process.
Which keywords best characterize the work?
The paper is best defined by keywords such as Recruitment, Selection, Psychometric Model, Social Perspective, HRM, and Person-Job Fit.
Why is the psychometric model often criticized in the paper?
It is criticized for being too rigid, potentially stifling innovation, failing to account for changing job roles, and posing legal risks regarding discrimination.
How does the social perspective differ from the psychometric view?
The social perspective views recruitment as a bilateral negotiation and exchange of information, rather than a one-sided assessment of candidates by the employer.
What role does 'transparency' play in the social perspective?
Transparency is essential as it allows candidates to have an honest understanding of the job and assessment process, which helps in establishing a genuine fit between both parties.
Does the author suggest abandoning the psychometric model entirely?
No, the author suggests that while the psychometric model has limitations, it remains influential and should be strategically integrated with the social perspective for better results.
- Quote paper
- Mohammad Rezaul Karim (Author), 2007, Recruitment & Selection: ‘Psychometric’ and ‘Social perspective’ model, Munich, GRIN Verlag, https://www.grin.com/document/207960
