CAN WEAK SELECTION PROCESSES BE SOLVED THROUGH TRAINING AND DEVELOPMENT?
Introduction
Employee performance is a crucial aspect of all organizations in both developed and developing nations. For entities to become sustainable, workers have significant roles to play to ensure that they achieve a competitive advantage over others around the world. In this regard, selection processes have a critical place in the performance of organizations. There is the need to recruit committed and productive workers so that they are in a position to attain the targets set by organizations (Armstrong & Taylor 2014). Companies are now concentrating on getting appropriate human capital since employees are one of the most crucial assets. During the recruitment process, organizations have to make sure that they formulate strategies that will enhance the proper selection of suitable workers to establish a competitive advantage for them. Despite this understanding, some organizations have still not realized the need to have an efficient selection process. Some of them have failed terribly due to the overreliance on community influence during the recruitment process. The failure can be attributed to wrong choices and the inefficiency of such procedures (Nolan & Garavan 2016). The fact is that the selection process has to be based on realistic and achievable objectives to get the best and qualified personnel that will play a significant role in driving an organization towards success.
The present paper presents a proposal for a study that will seek to determine if weak selection processes can be resolved through training and development. The proposal will provide a literature review of various scholarly sources that have discussed topics associated with the selection process, aspects of movement, and development. It will then embark on creating the research questions and objectives that will help develop the whole study. The paper will also highlight the research design and methodology that will entail ethical considerations during the survey. The research methods will also be given together with the resource requirements during the whole process. The limitations that encompass the contingency plans to resolve the same in future studies will be provided. The paper will end with a project that will include the timeline of the research process. Through the adoption of this research process, the paper will provide a plan of how the final study will be conducted to determine the effect that training and development have on weak selection processes.
Literature Review
Armstrong and Taylor (2014) indicated that organizations in the past focused on production and revenues. Still, because of the dynamism and rivalry in the marketplace, the ones in the 21st century are focusing on sustainability by combating the challenges of improving services and products. Such initiatives can only be attained through worker performance. At the same time, the main channel of achieving and sustaining the same is proper selection and retention of the right personnel for the correct position in entities (Armstrong & Taylor 2014). Indeed, the individual performance of workers tends to converge to create the general performance of the whole organization. Noe, Hollenbeck, Gerhart, and Wright (2017) stated that the term selection emanated as a great concern to many enterprises to get a rightful candidate that will efficiently take the vacant position in an organization because of the heightened competition (Armstrong & Taylor 2014). With the emerging economies around the world, the countries require to advance in modern selection strategies that will enhance quality in service delivery as more multinational entities continue to grow.
According to Adeyemi, Dumade, and Fadare (2013), the selection process has been given more attention in research lately due to the heightened awareness on the personnel aspect of organizational assets since the development of the individual, their capacities, and the process of total coordination are crucial in human resource management. An effective personnel plan program logically follows a well-developed recruitment strategy (Adeyemi et al., 2013). The quality of organizational performance relies on the quality of workers based on the recruitment policies and practices in an entity. Recruitment and selection begin with a precise statement of the entity's objectives founded on the kinds of knowledge, skills, and abilities, among others (Adeyemi et al., 2013). Ideally, for an organization to ask for an application, goals should be formulated and utilized for the selection procedure. Moreover, the position to take should be described in regards to the job description and specification.
The success of organizations is directly associated with the performance of the individuals working for them. In this regard, the under-attainment of targets can be due to failures in the workplace, the hiring of ineffective individuals, or the incapacity to anticipate fluctuations in selection requirements (Sloman 2017). Therefore, there is the need to place conscious efforts on human resource planning in entities. Moreover, for an entity to formulate and sustain competitive advantage, efficient staffing processes are crucial (Wesselink, Blok, van Leur, Lens & Dentoni 2015). Ideally, it can be deduced that recruitment and selection are essential procedures of entities since individual personnel ought to be attracted on a timely basis, in enough numbers, and with the required qualifications.
Ekwoaba, Ikeije, and Ufoma (2015) revealed that organizations compete fiercely to acquire talents. Many of them invest personnel heavily through advertisements and the formulation of selection strategies to get the best candidates. However, when it reaches the point of assessing the jobs to be performed by such people, many organizations tend to use rudimentary approaches to select the workforces (Ekwoaba et al., 2015). Indeed, this is a critical disconnect for entities that purport to possess a strategic focus on heightening their competitiveness through efficient talent management. The disconnection originates from the notion that most organizations fail to apply scientifically passed evaluations to make selection processes (Goldstein, Goldstein, Pulakos, Passmore, and Semedo 2017). It happens even if such evaluations have been depicted to lead to significant productivity growth, cost savings, a decline in attrition, and other organizational results.
Additionally, organizations do not utilize rigorous evaluations to choose workers because of the many executives and human resource professionals that tend to hold onto misconceptions regarding the same value. The common misinterpretation of the selection has been noted as myths (Cascio 2015). One of them is that screening candidates for their conscientiousness will result in heightened performers compared to doing this for their intelligence. The other misconception is that screening applicants for the values will lead to success compared to doing so for their intelligence (Cascio 2015). There is also the myth that integrity assessments are not crucial since job applicants misrepresent themselves in such processes (Cascio 2015). Such misconceptions have increased the rate of weak selection processes in many organizations.
Opayemi and Oyesola (2013) highlighted that the need for training and development comes in to resolve ineffective selection processes in entities since they are efficient ways of increasing knowledge about different assessment methods shown to be the most appropriate for the identification of the best candidates. There is a need for organizational decision-makers and human resource persons to be trained regarding the various products of selection to ensure that they can bring competently developed and efficient evaluation models to the entities (Saks 2015). They should be aware of the diverse assessment models to enable them to apply the most effective ones that will help them select the best and qualified personnel to run operations of their organizations. Human resource professionals should understand the implications as well as tradeoffs engaged in applying diverse models of assessments.
Aphu (2018) revealed that training and development would significantly impact the selection process because recruiters will be able to identify and implement formal evaluation models. According to Kroll and Moynihan (2015), properly determining and applying formal assessments is one of the most complex practices of human resource professionals. In training, they will be able to understand selection testing that requires the use of statistics, measurement metrics, and legal issues associated with the process (Aphu 2018). In this regard, Florea (2014) adds that decision-makers will comprehend the validity that entails the extent to which the evaluation model is crucial for predicting subsequent job performance. Recruiters will also understand the adverse impact of the level to which the protected groups score lower in the evaluation process than the majority.
Through training and development, human resource professionals, together with enterprise decision-makers, will learn how to determine the levels of validity and the adverse effect that is desirable in their circumstances (Aphu 2018). If the objective is to get the highest quality workforce possible, evaluations ought to be utilized that offer the highest levels of validity. It should also be noted that most of the assessments that give the highest degrees of fact also produce the highest levels of adverse effects (Highhouse, Doverspike & Guion 2015). Training will also expose human resource personnel to great deals of investigating strategies that will help minimize the negative impact without lowering the validity (Aphu 2018). Ideally, through training and development, organizations will be able to mitigate the challenges of weak selection procedures.
Research Questions and Objectives
The following research questions will help frame the final research:
Can weak selection processes be solved through proper training and development of human resource professionals and organizational decision-makers?
What are the existing assessment procedures for potential candidates for job applications in enterprises?
What are the most effective recruitment and selection strategies that heighten employees’ performance to attain and sustain organizational efficiency?
Apart from the above research questions, the study will strive to meet specific objectives as shown below:
To examine the relationship between the selection process and organizational performance.
To determine the comparative advantages of using different selection methods.
To determine if training and development can help solve the problem of inefficient selection processes.
Additionally, the following hypotheses were established for the study:
Research Design and Methodology
The research would adopt the descriptive survey design. The process entails collecting data to respond to questions regarding the subject's present condition in the study. The population used for this study would include workers of three selected multinational organizations in the United States. In this regard, since there is the unavailability of exalting workers in such companies, a purposive sampling model would be used to choose 25 employees in every entity to make 75 participants in all three. Out of all the participants, 40 will be males while 35 will be females. All the respondents will have to be 18 years and above.
A primary research instrument will be used for the study. Questionnaires will be formulated as open-ended questions, and a five-point Likert scale will be developed on a scale of one to five. As a study that will engage statistics during results analysis, inferential data will be on a single sample T-test. It will be used to determine the relationship between training and development and the effectiveness of selection processes measured through employee performance.
Ethical considerations will be made throughout the study process. Before distributing the questionnaires to the participants of the research, the aim and procedures of the whole process will be explained to them. In this regard, verbal consent will be gotten from them as they may wish that privacy be a priority. All the information will be relayed in the English language common in the United States to enhance easy and efficient understanding by the respondents. All the participants will be assured of the privacy of their personal information, such that it will not be displayed to third parties.
Research Methods
The research method to be used is the mixed approach that will engage both the qualitative and quantitative study models. In this case, there will be a theoretical analysis of diverse concepts related to the subject matter through qualitative research. There will also be an empirical review of various resources, and data will be analyzed through quantitative analysis. The two hypotheses established for this study will be tested at a confidence level of 95% along with the probability value. The rule will be that if the probability value is less than 0.05, then the null hypothesis would have to be rejected.
Resource Requirements
Several resources will be required to execute this study. One of them would be the finances used for traveling, the printing of questionnaires, and consent forms. The Internet will also be required to conduct research and send email notifications to the participants. The reports would also have to be prepared for presentation. The process will involve time that is an important resource in research. Computers will be required to prepare word and PowerPoint presentations throughout the research process.
Limitations
The study is expected to encounter several limitations that would require contingency plans to mitigate the same. One of the constraints will be the financial resources available. Some funds to conduct the study would have to be solicited from other avenues to be enough to travel and print the questionnaires. The other limitation would be biased because the study participants will be obtained from specific companies where they might be loyal not to provide any adverse characteristics of the selection processes. Furthermore, by only involving companies based in the United States, it would be difficult to understand the dynamics in other nations since entities operate differently in other countries.
As a solution to these limitations, there will be the need to formulate a realistic budget for the study in that only the available funds should be used for the research. Ideally, the whole research process should stick to the predetermined budget to avoid deficits. Proper planning will be done to ensure that everything is in order throughout the research process. To properly understand the dynamics in a globalized world, the research will conduct a detailed primary analysis through other scholarly resources that speak about international selection processes.
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References List
Adeyemi, OS., Dumade, EO. & Fadare, OM. 2013, “The influence of recruitment and selection on organizational performance”, International Journal of Advanced Academic Research-Social Sciences and Education.
Aphu, ES. 2018, “The impact of recruitment and selection criteria on organizational performance. GN Bank, Greater Accra Region of Ghana as the Mirror,” Journal of Public Administration and Governance, vol. 8, no. 3.
Armstrong, M. & Taylor, S. 2014, Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Cascio, WF. 2015, Managing human resources. McGraw-Hill.
Ekwoaba, JO., Ikeije, UU. & Ufoma, N. 2015, “The impact of recruitment and selection criteria on organizational performance.”
Florea, NV. 2014, “Using recruitment agencies to obtain the best candidates”, Land Forces Academy Review, vol. 19, no. 1, p.80.
Goldstein, HW., Goldstein, H., Pulakos, ED., Passmore, J. & Semedo, C. eds. 2017, The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention. John Wiley & Sons.
Highhouse, S., Doverspike, D. & Guion, RM. 2015, Essentials of personnel assessment and selection. Routledge.
Kroll, A. & Moynihan, DP. 2015, “Does training matter? Evidence from performance management reforms”, Public Administration Review, vol. 75, no. 3, pp.411-420.
Noe, RA., Hollenbeck, JR., Gerhart, B. & Wright, PM. 2017, Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Nolan, CT. & Garavan, TN. 2016, “Human resource development in SMEs: a systematic review of the literature”, International Journal of Management Reviews, vol. 18, no.1, pp.85-107.
Opayemi, AS. & Oyesola, TM. 2013, “Perception of selection interview, selection test and employee performance: An empirical analysis”, Journal of Public Administration and Policy Research, vol. 5, no. 4, pp.95-101.
Saks, A. 2015, Managing Performance Through Training & Development, (Canadian ed.). Nelson Education.
Sloman, M. 2017, A handbook for training strategy. Routledge.
Wesselink, R., Blok, V., van Leur, S., Lans, T. & Dentoni, D. 2015, “Individual competencies for managers engaged in corporate sustainable management practices”, Journal of Cleaner Production, vol. 106, pp.497-506
