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 1) What are the goals of employee selection? According to Youssef 2015, standard selection methods organizations use to gain information about and narrow down potential candidates are resumes, application forms, testing interviews, reference checks, honesty tests, medical exams, and drug screening (Youssef,2015,5.3,1).

Compare and contrast two selection methods and how these selection methods impact the achievement of organizational objectives? Honesty test, medical exams, and drug screening compare to test like aptitude test, cognitive test, and physical ability. All of these tests are forms of reviews that help in the selection method. Another thing that is similar between the different test are the times they are a screen for their capabilities. The process is usually after the screening of applications and resumes. The contrast between the trial is its objective. An aptitude refers to how quickly or easily one will be able to learn in the future (Carter,2007) Youssef,5.3,3). A physical test is for the jobs that require physical labor and mitigating injuries related to certain job activities (Youssef, 2015,5.3,4). The cognitive ability test assesses the mental ability of the applicant. There are other tests such as honesty test, medical exams, and drug screening that ensure employees are capable, and physical status of employment. The resume and application methods are the first steps which narrow down the prospected candidates. The next step testing aptitude and physical candidates to a few. Step three would be interviewing for evaluation of communication, interpersonal, and technical skills. Reference checks provide a reliable reference but can be misleading. Then the final step, consist of drug screening, honesty test, and medical exams which help to make sure of capabilities and responsibilities of being a qualified employee.

 

2) The goals of selecting a employee has to use good judge of character based off of work history and work ethic. Youssef uses many tones and words in his writting about reliability and validity. Most jobs commonly use the resume approach to find out about the worker, when in fact the interview process gets to know a individual better. Their are some flaws in the resume process in my opinion. It’s said that most management look at a work history as a way to understand a worker. A history pattern is will be found. How often does the employee change jobs? What are their skills? Their is positives and negatives when just looking at a resume. When management teams talk to people it’s should not be during a phone conversation. It should be a conversation face to for more clarity ,which is needed to prove reliability and valid truth to their work habits. This is considered as the next level. 

These two selection methods impact the achievement of organizational objectives. Their are levels to finding out the character of a upcoming worker. 

 

3) Consider the cost of benefits in major organizations. Costs involved to provide substantial ongoing incentives to deserving employees can certainly deem expensive, yet ultimately rewarding to both the company and the worker. Albeit, to subdue costs, companies take the immoral road by opening up sweatshops in other countries to produce their merchandise. Youssef states, “many employers look for waysto minimize payroll costs through outsourcing jobs or setting up low-cost factories in lower-wage countries” (Youssef, 2015, ch. 8.5, para. 3). Choosing this illogical route enables employers to avoid paying benefits, rendering the workers unable to afford healthcare or even mere basic living needs, whilst also diminishing their human rights. The slightest thought of this even being possible in todays era sickens me. 

What impact do benefit offerings have on marketplace competitiveness and the ability to attract and keep quality employees? In retrospect, benefit packages have always played an inordinate role in job selection. Most job seekers favor jobs which offer prodigious incentives. Per our text, “To hire great people, only ‘market rate’ matters, and if you are weighted down with any other considerationsunrelated to ‘market rate’, you are giving an artificial and unfair advantage to your competition (Youssef, 2015, ch. 8.2, para. 1). This is an extremely strong and precise quote. If an employer cannot offer apotential employee an appropriate benefit package based on the applicants exceptional experience, then said individual should search for an organization which would.  

Do you think pay is the primary motivating factor for most job applicants and existing employees? Personally, yes. The targeted reason for working is to maintain your household,  lifestyle, and provide food and essentials to live. Maslow’s theory states a regular paycheck is motivating because it can help fulfill physiological and safety needs; Physiological needs include hunger and thirst; Safety needsinclude the need for shelter and clothing” (Youssef, 2015, ch. 8.1, para. 3). Oppositely, there are certain percentage in the world, mainly retirees, who work to cure boredom, they even volunteer their services to fill that void. But overall, we work because we have to, plain and simple! 

In addition, when it comes to how employees perform depending on pay. Adam’s equity theory is based on whether equity or inequity plays a major role in motivational processes (Youssef, 2015). Equity refers to the way an employee preserves her/his behavior at work if they are treated fairly. Inequity refers to an employee’s dissatisfaction or negative results stemmed from not being treated equally.Meaning, if a person is not receiving full compensation in all aspects for their hours worked, it shows via their work performance. 

In conclusion, taking Vroom’s theory into account, when people are motivated through praise and incentives, they perform better unquestionably. If employers are ignoring their employees needs and are not recognizing their contributions, then yes their equity will change for the worst, and I think that applies in any situation. I wholly concur with Vroom’s theoryMotivation does in fact = Expectancy × Instrumentality × Valance (Youssef, 2015, ch. 8.1). 

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