Employee Selections and Training Paper
Employee Selection and Training
The following paper will cover three real world examples of how organizations have used industrial/ organizational psychology to select and train employees. These examples are human resource departments with companies, and more specifically, Taco Bell and McDonald’s. There will be a discussion of methods used to measure the levels of success of each training program. Lastly there will be a discussion of any legal and or ethical concerns that may arise in the implementation of each training program.
Human Resources Selection and Training Many organizations have a hard time getting qualified applicants to apply for certain positions. So the first challenge is getting enough people to apply to a particular job. In doing so they are able to weed out those who they deem unfit for the position. It takes a lot of effort to select the applicants that truly qualify for the job. Organizations have to begin with advertising for the position. Other resources are employee referral, employment agencies, school recruiters, walk-ins, and the internet. To work in human resources, a person must go through an industrial/psychology analysis. Human resource departments have their own job analysis. Human resource employees must help mangers anticipate and meet changing needs related to acquisition deployment, and the utilization of employees. Human resource professionals must estimate the amount and type of employees the organization needs, to keep the business running successfully. Therefore they must hire someone who is qualified to conduct all the important roles as a human resource manager. Human resource departments use multiple aptitude tests to screen potential employees. These tests also determine pay rates based on these tests. This is due to the quality of demand for a human resource manager. The selection process takes a lot of practice and involves assessing and choosing the right candidates. All selection processes must be legal,
The following paper will cover three real world examples of how organizations have used industrial/ organizational psychology to select and train employees. These examples are human resource departments with companies, and more specifically, Taco Bell and McDonald’s. There will be a discussion of methods used to measure the levels of success of each training program. Lastly there will be a discussion of any legal and or ethical concerns that may arise in the implementation of each training program.
Human Resources Selection and Training Many organizations have a hard time getting qualified applicants to apply for certain positions. So the first challenge is getting enough people to apply to a particular job. In doing so they are able to weed out those who they deem unfit for the position. It takes a lot of effort to select the applicants that truly qualify for the job. Organizations have to begin with advertising for the position. Other resources are employee referral, employment agencies, school recruiters, walk-ins, and the internet. To work in human resources, a person must go through an industrial/psychology analysis. Human resource departments have their own job analysis. Human resource employees must help mangers anticipate and meet changing needs related to acquisition deployment, and the utilization of employees. Human resource professionals must estimate the amount and type of employees the organization needs, to keep the business running successfully. Therefore they must hire someone who is qualified to conduct all the important roles as a human resource manager. Human resource departments use multiple aptitude tests to screen potential employees. These tests also determine pay rates based on these tests. This is due to the quality of demand for a human resource manager. The selection process takes a lot of practice and involves assessing and choosing the right candidates. All selection processes must be legal,
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