Managing Staff Selection and Assessment

Managing Staff Selection and Assessment

Managing Staff Selection and Assessment

Managing Staff Selection and Assessment

Synopsis

Paul Iles provides a distinctive approach to managing staff selection and assessment in organizations. He discusses not only the dominant psychometric model but also draws upon perspectives from strategic management theory, social psychology, and critical theory. This is an accessible text which discusses developments both in the UK and internationally, provides specific organizational case studies, and describes recent research findings and their implications for organizational practice. It locates techniques and procedures in the contexts of corporate strategy, structure and culture. It shows how organizations have sought to use assessment strategically in the search for competitive advantage: recruiting, selecting, appraising and developing staff in order to bring about organizational
and cultural change. The book concludes by applying its frameworks to an area of key significance : the identification, assessment and development of managerial competence.

Excerpt

The book begins by briefly discussing the components of the standard textbook model of selection and assessment - what we shall call the classical model of selection and assessment. It then discusses four different approaches to selection and assessment: the strategic management approach; the psychometric approach; the social process approach; and the critical discourse perspective on assessment. In discussing the strategic management approach we outline the way in which assessment and selection processes are linked to human resource planning and to organizational strategy, structure and culture. This link with strategy is then explored in some depth through a review of the reasons why leading organizations in the private and public sectors have realized the crucial strategic role of selection and assessment processes and revamped their assessment strategies and practices in the light of environmental changes. In this way, it is argued, assessment and selection processes can not only aid immediate selection decisions but can also assist in the selection of development activities, enhance human resource planning and career management, and help in the appraisal of potential. The book presents a framework linking assessment processes to corporate strategy, as in many cases environmental changes will lead to a redefinition and reorientation of strategy and changes to . . .

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