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Human Resource Management: Recruitment Essay

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Updated: Mar 18th, 2020

Selection outcomes

There are two negative selection outcomes (false positive and false negative errors). A false positive error refers to an incorrect acceptance of a job applicant for employment, basing on predictive success. It is unsuccessful in the selection of results (Gatewood, Feild & Barrick, 2011). On the contrary, a false negative error refers to the incorrect rejection of a good employee who would have succeeded based on a predictive failure.

Positive selection outcomes include true positive and true negative outcomes. True positives involve hiring qualified applicants. It occurs when the personnel selection decisions predict that an applicant will succeed, and indeed, the applicant succeeds (Gatewood, Feild & Barrick, 2011). On the other hand, true negative occurs when the selection decision makers predict that an applicant is going to fail, and indeed, the applicant fails.

Employment decision-making questions

There are three paramount questions that a recruiter should answer during the selection decision-making process. He or she should be concerned about how the information of the applicants is to be collected. Secondly, it is crucial to acknowledge that more than one predictor can be used to collect information about the applicant.

Therefore, an important question is how the scores collected using these predictors are combined to determine the overall score of an applicant during the decision-making process. The last question that the recruiter should answer is how the overall scores obtained from the predictors can be utilized in making selection decisions (Gatewood, Feild & Barrick, 2011).

Selecting best-qualified applicants

Psychometric tests, structured, and non-structured interviews are used to collect information from applicants. From these, the total score of each candidate can be obtained. Mr. Bates should ensure that only job-related criteria are used to make the best selection.

He should also consider integrating predictor scores along with the applicants’ skills, abilities, and knowledge. Also, experience and education, as well as the applicants’ unique qualifications that are specific to the job, should be factored (Catano, 2009). Finally, Mr. Bates can make a comparison of applicants by applying the selection criteria to select the best and most qualified job applicants.

Employment selection decision-making approaches

Combination method can be used to calculate the predicted scores that will be utilized in the decision-making process. Candidates that score below the cutoff score are rejected. This is followed by regression analysis, which helps calculate the scores of the remaining candidates. The generated scores are then used to rank-order the applicants (Gatewood, Feild & Barrick, 2011). This information provides vital input in the selection approaches.

There are three basic approaches that KRC and Mr. Bates can use in making employment decisions. The top-down approach involves rank-ordering of the applicants’ scores from the highest best score to the bottom lowest score (Gatewood, Feild & Barrick, 2011). The organization then extends job offers to applicants beginning with the top candidate until all positions are exhausted.

Secondly, the cutoff approach involves determining a minimal score that applicants have to score to be considered for the jobs they apply. Finally, banding approach is the grouping of predictor scores and considering them as equivalents.

Score ranges (bands) are designed, and the cutoff band determined. The applicants whose scores fall within the band are selected for the job. It ignores the predicted overall scores that are used by the other two approaches.

Additional advice

Mr. Bates should consider utility aspects in the recruitment of tutors and adjunct. This implies that the overall usefulness of the selection process should be enhanced. The selection decisions should be accurate and must capture cost implications. Therefore, the exercise should strive to eliminate the costs.


Gatewood, R. D., Feild, H. S., & Barrick, M. R. (2011). Human resource selection. Mason, OH: South-Western, Cengage Learning.

Catano, V. M. (2009). Recruitment and selection in Canada. Toronto: Nelson Education.

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1. IvyPanda. "Human Resource Management: Recruitment." March 18, 2020. https://ivypanda.com/essays/human-resource-management-recruitment/.


IvyPanda. "Human Resource Management: Recruitment." March 18, 2020. https://ivypanda.com/essays/human-resource-management-recruitment/.


IvyPanda. 2020. "Human Resource Management: Recruitment." March 18, 2020. https://ivypanda.com/essays/human-resource-management-recruitment/.


IvyPanda. (2020) 'Human Resource Management: Recruitment'. 18 March.

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