The Four Steps of Hiring Process of the New Selection Model

Assess the Overall Work Environment

• Job Analysis: Individual KSA; position analysis questionnaire; task inventories; critical incident techniques
• Organizational Analysis: to define and assess the work environment in terms of the characteristics of the organization, rather than just in terms of the characteristics of a specific job. The person-organization fit model explicitly recognizes that successful employees have knowledge, skills, abilities, and other personal characteristics that match both the content and the context of the job

Infer the Type of Person Required

• Technical knowledge, skills and abilities (KSA)
• Social skills, ex. if the organizational analysis reveals that teamwork is important, then selection tools must be used to find people who are team players. Furthermore, social and interpersonal skills will be necessary
• Personal needs, values, and interests
• Personality traits (ex. emotion stability)

Design “Rites of Passage”

• Design "rites of passage" for organization entry that allow both the organization and the applicant to assess their fit
• To allow the organization and the individual to assess fit
• Multiple screening to applicants are done to get the best candidate for the position

“Rites of Passage”

• Multiple screenings not only allow the organization to select employees, but also provides applicants with sufficient realistic information about the work environment so that they can make an informed choice about whether they even want the job
• The people who join the organization feel special. They have survived the elaborate rites of passage necessary to join the organization.
• The hiring process thus introduces prospective employees to the culture of the organization
• Tests of cognitive, motor, and interpersonal abilities
• Interviews by potential co-workers and others
• Personality traits
• Realistic job previews, including work samples
• Help both the person and the organization assess fit
• The applicant receives a realistic job preview of the work
• The organization has an opportunity to assess applicants' technical skills and interpersonal skills

Reinforce (strengthen) person-organization fit at work

• Reinforce skills and knowledge through task design and training
• Reinforce personal orientation through organization design
• The hiring process must be integrated with, and supported by, the firm's other human resource management practices

Potential Benefits of New Selection Model

1. Employee Attitudes (resulting in greater job satisfaction and organization commitment and greater team spirit)
2. Employee Behaviors. Studies indicate that HIO, which typically use the new selection model, have low rates of absenteeism, turnover, and grievances, thus promote sense of belonging to the organization.
3. Reinforcement (strengthening) of Organization Design

Potential Problems of New Selection Model

1. Greater Investment in Hiring, ex. Mazda up to US$ 13k per employee
2. Undeveloped Selection Technology, the supporting selection technology is still relatively undeveloped and unproven, ex. Unproven personality tests against job performance
3. Employee Stress, employee take work problems to home and feel the strains as big as the managerial roles
4. Difficult to Use the Full Model Where the Benefits are Greatest. Most of the hiring model which have been described can be used in new organizations. One component of the model, specifically formal selection testing, often cannot be used appropriately or legally early in the life of the organization because the tests have not yet been validated. By the time the validation studies have been conducted, most of the workforce will have been hired. In some circumstances, it may be possible to avoid this problem by validating the tests before hiring in the new organization.
5. Lack of Organizational Adaptation, as Everyone had the same personality profile. The organization might become stagnant (obviously, the issue is the same whether employees all tend to have the same point of view because of the selection system or because of training and socialization.) There is some evidence indicating that organizations with little internal variability in employee perspectives perform better in the short run but worse in the long run, presumably as a result of inferior adaptation.

The Future of Hiring for person-Organization Fit

1. It will become the only effective selection model for the typical business environment
2. The defining attributes of this business environment - such as shortened product life cycles, increasingly sophisticated technologies, growing globalization of markets, shifting customer demands -make for very transitory requirements in specific employee jobs
3. That senior managers must become more "person-oriented" in their own implicit resolution of the person-situation controversy if hiring for person-organization fit is to become a more common approach to selection
4. Managers tend to believe that tightly controlled situations are more effective in shaping employee performance than less-structured situations that allow the expression of individual differences. Managers who believe this are more inclined to spend resources on creating strong situations via job descriptions, close supervision, and so on than on sophisticated selection procedures.

Important Caveat

“Person-oriented" managers must manage a paradox (inconsistency). They must build strong organizational cultures yet, at the same time, design work situations that are weak enough to allow the unique qualities of individual employees to impact work performance. They key ingredient in balancing this paradox is to create a strong organizational culture with values that empower employees to apply their individual potentials to the conduct of their work. In this way, “fragile systems”( meaning that management relies heavily on self-motivated, committed people for system effectiveness) release the employee energy necessary to compete in today's business environment.