Expert answer:Simple Assignment
Solved by verified expert:Assignment Overview: Talent Management Planning and ImplementationThe competition of the global marketplace has put a premium on hiring, developing, and retaining employees who are knowledgeable, skilled, and experienced (Lockwood, 2006). In order to effectively meet such challenges, talent management planning is necessary to proactively promote forecasting needs, providing opportunities for development, and offering options for filling requirements. However, developing a talent management plan is only the first step, as proper support and implementation of the plan is crucial once it is in place (Lockwood, 2006). Assignment Question -For this Assignment, review the media for this week. Consider various aspects of talent management and personnel psychology introduced throughout this course and how those aspects can be incorporated into an integrated talent management plan for Greenway Inc. Then, consider how you might implement the plan at Greenway Inc. Develop a talent management plan for Greenway Inc. and describe its implementation. Be sure to outline key plan elements and how performance plays a role in its execution. In your plan, specifically address the following: Talent panels Success criteria Assessments Succession schemes Career discussions Employee development Provide an APA reference list and use appropriate APA citations in each paragraph throughout your assignment. Do a 4- to 5-page integrated talent management plan. Note – I have attached what has been done on this project so far to assist as a guideline please also click on the media link to get the required Greenway Inc. virtual windowRequired ResourcesDavis, R. A., Flett, G. L., & Besser, A. (2002). Validation of a new scale for measuring problematic Internet use: Implications for pre-employment screening. Cyber Psychology & Behavior, 5(4), 331–345. Jansen, B. J., Jansen, K. J., & Spink, A. (2005). Using the web to look for work: Implications for online job seeking and recruiting. Internet Research, 15(1), 49–66. Kluemper, D. H., & Rosen, P. A. (2009). Future employment selection methods: Evaluating social networking web sites. Journal of Managerial Psychology, 24(6), 567–580.Nielsen, M. L., & Kuhn, K. M. (2009). Late payments and leery applicants: Credit checks as a selection test. Employee Responsibilities and Rights Journal, 21(2), 115–130.Posthuma, R. A., Morgeson, F. P., & Campion, M. A. (2002). Beyond employment interview validity: A comprehensive narrative review of recent research and trends over time. Personnel Psychology, 55(1), 1–81.required MediaLaureate
Education, Inc. (Executive Producer). (2013a). Building overview with dept. figures [Interactive
media]. Baltimore, MD: Author. Retrieved from http://mym.cdn.laureate-media.com/2dett4d/Walden/PSYC/8576/01/mm/greenway/index10.html
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Research Proposal Method Section
Test Name: Pre-Employment Test Suitability
Description: Evaluation of pre-employment selection tests for three job types presented in the media, these were
identified as manufacturing, sales, and executive (Laureate Education, Inc., 2012).
Table
Evaluation Criteria
Evaluation
Validity
When tests are conducted it demonstrates the completed data on the substantial
jobs of the test, including how approval contemplates were led, and the size and
attributes of the approval tests. Free test audits show that the example estimate
can be adequate, regardless of whether measurable methods are suitable, and
whether the test meets proficient models (Ones, Viswesvaran, & Schmidt, 1993).
Reliability
The reliability of tests measure (a characteristic) on an identity evaluation was
dependable, we would hope to see almost indistinguishable scores on a retest,
which means that the smaller the change the more exact the measure. The
dependability of a measure depends on a measurement called a relationship
coefficient which ranges from +1.00 to – 1.00. Test retest method which is a very
common was used. Similar people were tried at two distinct focuses in time and
a connection coefficient was registered which decide that the scores on the main
test were identified with the scores on the second test. (Test Reliability)
(Shillingburg, 2016).
A high connection coefficient revealed to us that the person’s scores on the
principal test are fundamentally the same as their scores on the second test. The
centrality and significance of unwavering quality ought to be very self-evident.
Without consistency of estimation, there is a demonstration that positively no
advantage or incentive was gained from the business test. Therefore, a math test
that couldn’t separate between high math competency and low math competency
was not of any esteem. This same rationale is particularly genuine with respect to
identity appraisal in view of the many-sided quality of the measures or
behavioral characteristics (Cascio, & Aguinis, 2008a).
Face Validity/
Applicant
There appears to be a positive reaction to the interventions made by management
for the employees. The responses of many candidates from all sections of an
organization, which includes manufacturing, sales and the executive area can be
analyzed in a genuine business testing setting at 3 different times i.e. before
testing, subsequent to testing yet before input on whether they breezed through
or fizzled the test, and after test execution criticism. With controls for pretest
observations, a few of the 5 procedural equity measures (data thought about the
test, opportunity to perform, treatment at the test site, consistency of the test
organization, and occupation relatedness) anticipated candidate assessments
regarding the association, view of work testing, and candidate test-taking selfadequacy (Biber, Conrad, Reppen, Byrd, Helt, Clark, Cortes, Csomay, & Urzua,
2004). Test result idealness (breezing through or coming up short the work test)
anticipated results past introductory responses more reliable than procedural
equity recognitions. Procedural equity observations clarified the incremental
difference in a few examinations after the impact of result positivity was
controlled.
Administration
Method
The method applied appears to be effective, because several assessment methods
can be employed to come up with the best candidate. Pre-business tests are fully
employed, work history assessment, inside and out prospective employee meetups, deals pretend, and practical occupation perception to survey and assess
deals rep candidates. In the event that a candidate does well in every one of these
five appraisal strategies, then the individual can be offered future employment
(Patel, 2012). Therefore, if the candidate rates ineffectively in any of these five
assessment techniques, at that point (a) take a match, (b) consume that
candidate’s resume, and (c) discover better deals rep candidates. The candidates
were not given a full feedback according to their performance and this is what
annoyed them (Pre-employment testing practice – aptitude and personality tests)
(Ryan, 1987).
Subgroup
Differences
Experience factors appears to have a substantial impact in an organization, the
suggestion is that the “more experienced employees should be expected to
perform better than those less experienced” (Smith, 1991).
Development
Costs
To minimize development costs, it is not very expensive to utilize computer
program instead of paper and a pencil. There was no much protocol to be
followed, no experts were employed to follow up the candidates as they took
their interview.
Administration
Costs
These can be made cheaper the utilization of the computer program (Parshal,
2002). There is not much work involved to use the programs; hence, there is no
need for experts to prepare paper based tests. Therefore, the normal assessment
which is applied as preference by an organization makes it more cost effective to
use computer programs.
Utility/Return on
Investment
The costs that are used in pre-employment are less than the returns because
candidates who are employed are qualified with unique talent and this will
ensure that the company makes more profits than before. The whole process is
procedural, which ensures that the candidates obtained by the company are
professionals who will benefit from the use of Pre-Employment Testing (Basson,
2002).
Common Uses
These methods which can be applied in sales, manufacturing and in the
executive areas. It was most efficient in the manufacturing sector compared to
other sectors because it is easier to filter the candidates through the process of
selecting the best candidate to fit the position (Borden, & Sharf, 2007).
References
Basson, A. C. (2002). Pre-Employment Testing. S. Afr. Mercantile LJ, 14, 305.
Biber, D., Conrad, S., Reppen, R., Byrd, P., Helt, M., Clark, V, Cortes, V., Csomay, E., & Urzua, A. (2004). Representing
Language Use in the University: Analysis of the TOEFFL 2000 Spoken and Written Academic Language Corpus.
Test of English as a Foreign Language.
Borden, L. W., & Sharf, J. C. (2007). Developing legally defensible content valid selection procedures. In D. L.Whetzel &
G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 385401). Malwah, NJ: Lawrence Erlbaum Associates.
Cascio, W. F., & Aguinis, H. (2008a). 3 staffing twenty-first-century organizations. The Academy of Management Annals,
2(1), 133–165.
Laureate Education, Inc. (Executive Producer). (2012). Introducing Walden Sports Inc. Baltimore, MD: Author.
Ones, D. S., Viswesvaran, C., & Schmidt, F. L. (1993). Comprehensive meta-analysis of integrity test validities: Findings
and implications for personnel selection and theories of job performance.
Parshall, C. G. (2002). Practical considerations in computer-based testing. Springer Science & Business Media.
Patel, Z. (2012). The psychometrics forum event review: Using the emotional intelligence tool EQI in global team
coaching. Dr. Steve Langhorn & Geetu Bharwaney. In Psyche: The Newsletter of The Psychometrics Forum (Vol.
63, pp. 8-9). The Psychometrics Forum.
Ryan, A. M., & Sackett, P. R. (1987). Pre-employment honesty testing: Fakability, reactions of test takers, and company
image. Journal of Business and Psychology, 1(3), 248-256.
Shillingburg, W. (2016). Understanding Validity and Reliability in Classroom, School-Wide, or District-Wide
Assessments to be used in Teacher/Principal Evaluations.
Smith, F. D. (1991). Work samples as measures of performance. Performance Assessment for the Workplace, Volume II:
Technical Issues, 2, 27.
THE ASSIGNMENT – For this Discussion, identify one current personnel psychology trend described in the Learning
Resources and current literature. Then, consider its relevance within professional practice. Additionally, consider the
social influences of personnel selection. Then, think about the recommendations you might give a client organization to
promote corporate social responsibility within its human resources department.
The Answer – descriptions of the current personnel psychology trend you identified and why it is important to personnel
psychology practice. Then, explain why the identified trend is important to consider in your professional practice.
Additionally, explain the social impact of effective personnel selection. Then, provide one strategy that you might suggest
to clients to promote socially responsible personnel policies and practices. Provide concrete examples and citations from
the Learning Resources and current literature to support your post.
Describe the current personnel psychology trend identified and why it is important to personnel psychology practice
Why the identified trend is important to consider in your professional practice
The social impact of effective personnel selection, and what strategy suggests to the client to promote socially responsible
personnel policies and practices
Internet-Based Recruitment and Selection
Internet-based recruitment and selection of employees have been the most emerging trend over the past few
decades. Currently, many organizations find it easier and convenient to utilize an online platform to attract potential and
qualified applicants (job seekers). The applicants also find it very convenient and easier to search for available job
vacancies in various companies or organizations over the internet since they are able to access thousands of vacancies
available in various organizations within a very short time other than physically travelling to organizations in person to fill
in application forms (Aguinis, & Glavas, 2012). This emerging trend is very important to personnel psychology practice
because it makes it easier for an organization to carry out recruitment, selection and evaluation of personnel and other
aspects of the job like job satisfaction, morale, the relationship between managers and employees etc.
The Internet-based recruitment and selection trend is very important in my professional practice because
technology is advancing at a high rate globally. Internet-based recruitment and selection make it obtain qualified
applicants globally within a short time frame and it has numerous benefits such as less paper is wasted, applicants can
apply at different schedules globally regardless of their physical location and time zones (American Psychological
Association, 2012).
The social impact of effective personnel selection is quality service delivery and customer satisfaction. This
because effective personnel selection ensures the person with required qualification, skills, and competency gets the
job. This will automatically guarantee quality service delivery and customer satisfaction which can lead to an increase in
performance and reputation of the organization (Cascio, & Aguinis, 2008). For example, in an organization which
manufactures smart phones, when competent, qualified, skilled and innovative job applicants are recruited, then the
organization will realize an increase in the quality of phone products manufactured and this will satisfy the customer
demand.
Providing education and training about Ethical Principles of psychology is one strategy which the client can
utilize to promote socially responsible personnel policies and practices. The education and training should capture topics
like working fairly and ethically, protecting and promoting interests of the employees, adopting good corporate
governance practices, abiding by the rules and regulations, and promotion of welfare programs (Borden, & Sharf, 2007).
This will actually promote socially responsible personnel policies and practices which will eradicate issues of sexual
harassment, conflict of interest, unfair discrimination and disputes at the workplace.
References
Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and
research agenda. Journal of Management, 38(4), 932–968.
American Psychological Association. (2012). Ethical principles of psychologists and code of conduct. Retrieved from
www.apa.org/ethics/code.html
Borden, L. W., & Sharf, J. C. (2007). Developing legally defensible content valid selection procedures. In D. L.Whetzel &
G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 385401). Malwah, NJ: Lawrence Erlbaum Associates.
Cascio, W. F., & Aguinis, H. (2008). 3 staffing twenty-first-century organizations. The Academy of Management Annals,
2(1), 133–165.
Assignment: Predictor Selection and Associated Criterion Measures
Post by Day 3 descriptions of two predictors used in personnel selection to estimate performance of an employee in sales.
Explain how you might validate each predictor and which criterion measure(s) you might use. Provide concrete examples
and citations from the Learning Resources and current literature to support your post.
Answer – Discussion part one
Predictor selection and measure
Two predictors used in personnel selection to estimate performance of an employee in sales
The two predictors that my discussion has narrowed down upon are interviews and work samples respectively.
Interviews are regarded as the most common ways that are used to select individuals in job selection. Interviews involve
asking questions that the interviewee is required to answer and a rating scale is set as a criterion to measure the responses
given. Work samples, on the other hand, is a technique used to ascertain whether the applicant is able to perform a task
that resembles the tasks he/she is going to be doing in the organization if successful in the selection. A simulation task is
presented to the applicant and if he/she manages to do the task successfully then it means that his/her performance in the
organization can be significant (Bartram, 2005).
How to validate each predictor and which criterion measure(s) was chosen
To validate interviews as a suitable predictor of job performance, it is necessary to identify how useful interviews
are in predicting job performance. Interview questions such as ones used in situational interviews; for example, examines
how the interviewee is going to behave or react in specific situations an example of a situational interview question that
can be used during an interview could be on how the interviewee would react to a colleague employee who misbehaves
during work, will he/she report the misbehaving fellow colleague? The most preferably common interviews are the
structured interviews and I would likely be going to choose this type of interview and ensure that the questions asked
during the interview are relevant, precise and work related (Society for Industrial and Organizational Psychology, Inc.,
2003).
On validating work samples, the relevance of the work sample is so crucial in predicting the performance of an
employee in sales. To validate this criterion, one has to establish the relevance of the content tested in the work sample or
task and ensure it has a direct relationship with the job that the applicant is being tested on. For example, for this
discussion, the job under focus is being a salesperson so to validate the work sample measure has to be taken to ensure
that the task presented to the applicant should related sales. The criterion measure I would likely consider is the content
validity (Drasgow, Whetzel, Oppler, & Wheaton, 2007).
References
Bartram, D. (2005). The great eight competencies: A criterion-centric approach to validation. Journal of Applied
Psychology, 90(6), 1185–1203.
Drasgow, F., Whetzel, D. L., & Oppler, S. H. (2007). Strategies for test validation and refinement. In D. L.Whetzel & G.
R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 349–384).
Malwah, NJ: Lawrence Erlbaum Associates.
Society for Industrial and Organizational Psychology (2003). Principles for the Validation and Use of Personnel Selection
Procedures (4th Ed.). Retrieved from: http://www.siop.org/_principles/principles.pdf
Discussion 2: Predictor Effectiveness in Criterion Measure Estimation
Assignment – descriptions of the two predictors you selected. Explain which might be the most and least effective
predictors of sales performance as a criterion measure. Provide concrete examples and citations from the Learning
Resources and current literature to justify your post.
Answer – Two predictors selected and the most and least effective predictors of sales performance as a criterion
measure
The focus is on the two predictors namely, personality testing and cognitive testing. Personality testing is one of
the selection techniques that involve the analysis of the applicant’s behavior, attitude and interpersonal skills. This
revolves around how the applicant behaves when interacting with others, how he/she grooms himself/herself, discipline as
well as hobbies and what he/she likes/dislikes (Arthur & Villado, 2008).
Cognitive testing, on the other hand, is tools of testing that tests on the applicant’s knowledge on certain aspects
relating to the job he/she is seeking. It tests on how the applicant is going to respond to problems or rather tests on the
problem-solving skills that the applicant possesses. For example, a test can be presented to the applicant to test his/her
ability to comprehend thing verbally and write about it. This is used to test the applicant’s communication and
psychomotor skills to predict the performance of the applicant as a future employee (Landon, & Arvey, 2007).
Both the predictors are effective though in this discussion whose focus is on the selection and the prediction of the
performance a salesperson employee. The suitable predictor for this case is the cognitive testing as it tests on the level of
cognitive development in the applicant and how the applicant is going to respond to problems in the organization with
regards to sales. Personality testing is less suitable as an applicant, for example, can fake his/her personality during the
testing process and the process is not going to achieve the intended results (Keil & Cortina, 2001).
References
Arthur, W., Jr., & Villado, A. J. (2008). The importance of distinguishing between constructs and methods when
comparing predictors in personnel selection research and practice. Journal of Applied Psychology, 93(2), 435–
442.
Keil, C. T., & Cortina, J. M. (2001). Degradation of validity over time: A test and extension of Ackerman’s
model. Psychological Bulletin, 127(5), 673–697.
Landon, T. E., & Arvey, R. D. (2007). Ratings of Test Fairness by Human Resource Professionals. International Journal
of Selection and Assessment, 15(2), 185–196.
Assignment – give an explanation of what process should be used to determine the effectiveness of personnel selection
effectiveness. Then, provide your position on whether multiple outcomes should be used in personnel selection. Provide
concrete examples and citations from the Learning Resources and current literature to support your post.
Answer –
What process should be used to determine the effectiveness of personnel selection effectiveness
Recruitment and selection are one of the most significant Human Resource Management functions that predominantly
focuses on identifying the organizations needs to employ the right person at the right place. This function plays a vital role
in enhancing growth and profitability of the organizations. However, there are multiple internal and external challenges
faced by organizations in managing their recruitment and selection process efficiently. The process that should be used to
determine the effectiveness of personnel selection effectiveness.
One of the human resource management functions is staffing. The suggestion is that the function of management involves
the managerial function of staffing involves manning the organiz …
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