DO HRM SELECTION PRACTICES WORK? - … 12, 2011 · workability of selection practices and surfacing of wider issues and constraints that ... of the research problem ... “Do HRM

Student ID 1067413 07 Dissertation University of Birmingham MBA

The Birmingham Business School

DO HRM SELECTION PRACTICES WORK?

“Dissertation submitted in partial fulfilment of the requirements for the degree

of Master of Business Administration in the Birmingham Business School.”

ADRIAN CHOW MUN NGA

Student ID No: 1067413

12 SEPTEMBER 2011 10500 WORDS


© 2013 Adrian Chow All rights reserved

DECLARATION

I certify that this dissertation is my own work and no part of it has been submitted for

a degree in any university. This dissertation does not contain any material previously

published or written by another person without due reference being made in the text.

ADRIAN CHOW MUN NGA

12 September 2011



TABLE OF CONTENTS Page

ACKNOWLEDGEMENTS…………………………………………………………………..1

ABSTRACT…………………………………………………………………………………..2

LIST OF TABLES……………………………………………………………………….......3

LIST OF FIGURES…………………………………………………………………………..4

CHAPTER1: INTRODUCTION………………………………………………………….....5

1.1 Background of the Study………………………………………………………..5

1.2 Scope of the Study…………………………………………………………......7

1.3 Research Objectives……………………………………………………………8

CHAPTER 2: RESEARCH METHODOLOGY…………………………………………..10

2.1 Review of Research Approaches …………………………………………....10

2.2 Justification of Selected Research Approach……………………………….11

2.3 Qualitative Research Strategy………………………………………………..13

2.4 Data Collection Procedures ………………………………………………….14

2.5 Data Analysis Procedures…………………………………………………….17

2.6 Procedures for Validating Findings ………………………………………….19

2.7 Research Considerations……………………………………………………..20

2.8 Ethical Considerations…..…………………………………………………….22

CHAPTER 3: LITERATURE REVIEW…………………………………………………..23

3.1 Literature Review Approach….………………………………………………23

3.2 Theoretical Framework of HRM Selection………………………………….24

3.3 Differing Viewpoints on Effectiveness of Selection Practices…………….28

3.4 Theoretical versus Actuality of Selection Practices………………………..33

3.5 Elements Influencing or Constraining Selection Practices………………..37



CHAPTER 4: FINDINGS…………………………………………………………………..41

4.1 Analysis of Findings……………………………………………………………41

4.2 Implications of Finding…………………………………………………………44

CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS………………………..46

5.1 Conclusions……………………………………………………………………..46

5.2 Limitations of the Study………………………………………………………..47

5.3 Suggestions for Future Research…………………………………………....48

REFERENCES……………………………………………………………………………...49

BIBLIOGRAPHY……………………………………………………………………………54

LIST OF APPENDICES…………………………………………………………………...60


© 2013 Adrian Chow All rights reserved Page | 1

ACKNOWLEDGEMENTS

In submitting this dissertation, I wish to express my gratitude to my supervisor, Mr.

Graham for his patience, intellectual support and invaluable insights in developing my

ideas and staying on track to the dissertation’s fruition.

To my colleagues of Nanyang Polytechnic, my profound gratitude for their generosity

and support in covering my duties, unswerving faith in my ability to complete the

required tasks that greatly sustained my commitment in the MBA programme.

I am also indebted to my spouse, Ms. Jen Tam for being so generous with her time

and moral support which permit me to complete this worthwhile task.

Finally, my sincere thanks and appreciations to my fellow students who by their

continued interest and determination in the programme spurred me to completion of

this dissertation.



ABSTRACT

This dissertation focus on the topic of selection practices for determining its

workability due to increasing struggle for human capital talent and increasing

awareness of the strategic importance of having sound human resource practices by

organisations.

The research methodology is guided by qualitative research approach and secondary

sources of literature, texts and archival database serve as principal source for data

collection. Research ethics was abided by close following of ESRC ethics principles

and Harvard System for acknowledgement of source of reference.

The results of the research is inconclusive due to conflicting viewpoints on the

workability of selection practices and surfacing of wider issues and constraints that

require further investigation for answering the aim of the study.



LIST OF TABLES Page

Table 1: Audiences and Their Expectations………………………………………………7

Table 2: Characteristics of Qualitative Research……………………………………….12

Table 3: Strengths and Weaknesses of Sources of Evidence…………………………16

Table 4: Typology of Sampling Strategies in Qualitative Inquiry………………………18

Table 5: Relation between the Ability to Identify Criteria (ATIC) and Performance in

Selection Procedures…………………………………………………………….29

Table 6: Mean and Standard Deviations of Staffing Practices and Performance

Measures by Industry……………………………………………………………30

Table 7: Most Important Reason for Not Employing a Staffing Practice……………..39



LIST OF FIGURES Page

Figure 1: Literature Sources………………………………………………………………15

Figure 2: The Design Cycle Model for Selection Procedures…………………………25

Figure 3: Four Perspectives on Assessment……………………………………………27

Figure 4: The Changing Nature of Personnel and Selection Psychology……………36



CHAPTER 1: INTRODUCTION

1.1 Background of the Study

Selection practices centered on acquiring the “right person to do the right job’ aiming

at generation of productive output towards achievement of organisations’ business

objectives and Ployhart1 highlight staffing challenges face by organisations from

labour shortages, increased knowledge work, competition for applicants’ that pose as

“obstacles’ as assert by Mello2 that an organisation’s success or failure is directly

impacted by the ‘specific strategies used and decisions made in the staffing process’

Vaitilingam3 report show globalisation characteristics of expanding emerging

economies, global labour market, and new technology are having significant impact

on ‘the demand and supply of skills, organisational structures and practices’.

The labour market of today is characterised by the “mobility” of labour and the source

of supply is no longer restricted by physical boundaries of nations as organisations

adopt geocentric staffing for accommodating increasingly needed international

operations from the “push” for higher competiveness in a globalised marketplace.

Chambers et al.4 findings on 77 companies from a variety of industries portend

warning of “There is a war for talent and it will intensify” especially in the “talent”

‘needed to run divisions and manage critical functions’ and study has indicated 90%

of nearly 7000 managers viewed talent acquisition and retention were becoming

more difficult (Axelrod, Handfield-Jones and Welsh 2001; cited by Ployhart 2006) 1.



Organisations frequent proclamation of the popular “Human Resource Management

(HRM) philosophy”: “Our people is our greatest asset” do possess some truthfulness

as seen in Schmidt et al. 5 research that empirically demonstrate valid selection of

new employees results in payroll savings, increase of output and conclusions of HRM

practices having impacts on employee outcomes (turnover and productivity) and

corporate financial performance from Huselid6 sampling of one thousand firms.

The significance and usefulness of undertaking the research lies from the need of

greater illumination of the issues facing selection practices given the increasing

emphasises in gearing and leveraging of HRM practices towards support of business

objectives by organisations as noted by Searle7 on evidence of ‘non achievement

between strategic intent and organisational action in organisation’s selection and

recruitment practices’ (Searle and Ball 2003; cited by Searle 2003) 7.

The research seek to add onto current theoretical knowledge of selection practices

from the academia perspective and furnish practitioner’s with a deeper understanding

of the contexts surrounding staffing practices which may assist organisations in

evaluating effectiveness of current selection practices as research on selection

practices is important from the essence of recruitment and selection ‘lies in the very

centre of human resourcing (Newell and Rice1999; cited by Millmore 2003) 8.

Potential audiences of the research include academias, policy makers, and

practitioners as identify by Silverman9 with differing expectations (Table 1), for

example, researchers of selection practices may analyse the research literature for



insights of different perspectives or research methodology that lead to the findings of

the study.

Table 1: Audiences and Their Expectations

1.2 Scope of the Study

The research focus on the areas of selection practices and the scope of the study

does not extend to the consideration of other disciplinary studies such as psychology,

sociology and organisational science even though adopting a cross disciplinary

approach will add depth and holistic perspectives into the study.

The main reason for exclusion of other academic disciplines lies from the need of

sound theoretical knowledge which is not covered in UOB (University of Birmingham)

programme although there exist clear linkages between them and the research topic

as selection practices does not operate in a “vacuum environment” and external

forces such as the change in organisation business philosophy, society values and



behaviours, for example the impact or imposition of western culture (Americanisation)

on Asian society impact the selection process.

The research is conducted via a deskbound study approach as the limiting factors of

time, accessibility and resources does not permit application of contextual inquiry

such as ethnographic interviewing technique that will enrich perspectives of the

research topic from observing selection practices in “real life settings” and surfacing

of important details of the selection process through questioning or interviewing.

Defining the scope of the research enables setting up of needed parameters in

exploratory literature search given the myriad sources of data which in turn permit

gaining ‘comparative understanding of the totality of research knowledge in a

particular area’ as pointed out by Gibson and Brown10.while reducing the amount of

time needed in data collection.

1.3 Research Objectives

Creswell11recommends the ‘flow of ideas’ (Appendix 1) concept which enable the

selection of topic within a board subject, identification of the ‘statement of the

problem’ from reading of appropriate literature that enable deeper understanding of

the research topic (the board subject matter addressed by the study) and justification

of the research problem (a concern in the research that narrows the topic) which in

turn lead to the aim (the major objective of the study) of the research.



Application of Creswell11 framework lead to surfacing of selection practices as the

topic within the board context of HRM studies for further investigation which then

enable identification of the aim of the research which lies in exploration of:

“Do HRM Selection Practices Work?”.

Justification for carrying out the research arise from the need for affirming the

workability of selection practices given the extent of conflicting perspectives hold by

both researchers and practitioners on workability of selection practices (elaborate in

latter sections of the study) given its importance as the “gatekeeper” in facilitating

entry of needed talent while sieving out unsuitable applicants towards maximizing the

“seeding of value” in organisation’s human capital assets.

Creswell12 share Marshall and Rossman (2006; cited by Ceswell 2006) 12 view of

conceptualisation of research questions into four types: explanatory, descriptive,

emancipatory and exploratory (to investigate phenomenon little known).

Identifying research questions narrow the purpose that need to be answered and the

research adopt exploratory questions for investigating contextual issues impacting

selection practices:

1. What are the existing theoretical framework covering HRM selections?

2. What are the differing viewpoints on effectiveness of selection practices?

3. Theoretical versus actuality of selection practices.

4. What elements influence or constraint selection practices?



CHAPTER 2: RESEARCH METHODOLOGY

2.1 Review of Research Approaches

Kuhn (1962; cited by Jill Hussey and Roger Hussey 1997) 13 view paradigm as

‘universally recognised scientific achievements that …provide model problems and

solutions to a community of practitioners’.

Creswell (1994; cited by Jill Hussey and Roger Hussey 1997) 13 drawing on the works

of others writers identify quantitative (positivistic) and qualitative (phenomenological)

as two main paradigms of research with different assumptions (Appendix 2) such as

subjective, multiple perspectives nature, shaping of factors, developing of patterns

and theories for understanding found in qualitative research.

The research process is guided by the need of deeper understanding of the selected

topic of study i.e. selection practices as state by Yin (2008 p.26; cited by Merriam

2009) 14 definition of research design as a ‘logical plan for getting from here to there’.

This is achieved through adopting the frameworks of:

1. Mark Saunders et al. 15 that link research process ‘to find out things in a

systematic way’ (Appendix 3) for increasing knowledge while Ghauri and

Gronhaug (2002; cited by Saunders et al. 2003) 15 recommend inclusion of the



elements of ‘describing, explaining, understanding, criticising, analysing’ when

undertaking research.

2. Denzin and Lincoln16approach that define the research process (Appendix 4)

as five levels of relationship ‘activity or practice that work their way through the

biography of the researcher’ who “speaks” from a distinct interpretive

community with configuration of cultural and gender components.

2.2 Justification of Selected Research Approach

Creswell 12 describe qualitative research as a process that may begin with

‘theoretical lens’ or study of research problems inquiring into the meanings

‘individuals or groups ascribe to a social or human problem’. This is reflected in

organisations, practitioners and researchers “search” for answers to the question of

“How to identify the right person for the vacant position among the various

applicants?”

The rationale in selection of qualitative approach for the research derive from its

ability to come with terms on natural social occurance being played out by applicants

desiring of job and employer offer of job opportunity as state by Van Maanen (1983;

cited by Cavana et al. 2001) 17 qualitative research seek to come with terms on the

‘the meaning …of naturally occurring phenomena in the social world’ and as argue by

Scott18on HRM qualitative and interpretive research for ‘understanding selection

processes in smaller and growth firms’.



Creswell12 tabulate the characteristics of qualitative research (Table 2) as view by

LeComte and Schensul(1999), Marshall and Rossman (2006) and Hatch (2002) and

identify multiple data sources in words, field focused, inductive analysis of data as

common ground of agreement between the three writers and multiple data source in

words, emergent design and holistic view of social phenomena is incorporated in this

study as Uwe19 consider appropriateness of methods and theories, variety of

approaches, analysis of different perspectives and the researcher reflections as

essential features guiding the usage of qualitative research.

Table 2: Characteristics of Qualitative Research

Source: Creswell John W. (2006). Qualitative Inquiry and Research Design: Choosing Among Five Approaches. 2nd. ed



The latter part of the study address weakness of qualitative research and the main

criticism of qualitative research according to Hammersley (1992; cited by Silverman

2006) 9 centred on the problem of reliability:

“Refers to the degree of consistency with which instances are

assigned to the same category or by the same observer on

different occasions”

2.3 Qualitative Research Strategy

Creswell12comparison of five qualitative approaches (Appendix 5) that serve as

framework of research process centred on their ‘foci or the primary objectives of the

studies’ fundamentally and Creswell12 remark case study has ‘board interdisciplinary

backgrounds’

Phenomenological approach is use as a secondary method as it assist in studying as

many of the variables as possible involved in the ‘context of any research study’ as

the world is ‘composed of a series of multiple realities…each of which should be

understood’ Remenyi et al. 20 This is complemented by adoption of exploratory

research as it permits ‘gaining insights…for more rigorous investigation at a later

stage’ Hussey and Roger Hussey13.

According to Hartley21case study is the key way to illuminate theoretical issues being

studied through understanding and analysis of the context and processes involved.



Case study is selected as the primary research method over other available

approaches i.e. action research, ethnography, interviewing as it involves an ‘empirical

investigation of a particular phenomenon… using multiple sources of evidence’

(Robson 2002; cited by Saunders et al 2003) 15 and enable rich understanding of the

context of the research (Morris and Wood 1991; cited by Saunders et al 2003) 15.

Yin22advocate application of case study as a research strategy as it allows ‘holistic

and meaningful characteristics of real life events…organizational and managerial

processes…’ and commonly use in business research (Ghauri and Gronhaug 2002;

cited by Yin 2002) 22 and Yin (2003; cited by Creswell 2006) 12:commented:

“You would use the case study method because you

deliberately wanted to cover contextualised

conditions…believing that they might be highly pertinent to

you phenomenon of study”

Yin (1994; cited by Hartley 2004) 21 notes consideration of alternate explanations and

sufficient presentation of evidence characterised high quality research case study.

2.4 Data Collection Procedures

Gibson and Brown10point out a plan for data gathering involve: a) methods to be

used and employed b) the sample c) the timescale and costs of the project.



The study is guided by Yin22three principles of data collection:

1 Use multiple sources of evidence allow addressing ‘broader range of

historical, attitudinal and behavioural issues and development of converging lines of

inquiry for data triangulation.

2. Case study database with components of case study notes, disposition of

case study documents through ‘annotated bibliography’

3. Maintain a chain of evidence from ‘sufficient citation to the relevant portions

of the case study database’ for dealing with issues of construct validity and reliability

of case study evidence

Saunders et.al. 15differentiate literature sources into primary, secondary and tertiary

on the basis of time and increasing level of detail (Figure 1).

Figure 1: Literature Sources

Source: Mark Saunders, Philip Lewis and Adrian Thornhill (2003) Research Methods for Business Students. 3.ed.



The study adopt a board approach through utilising all three literature sources with

emphasis place on investigation of several different secondary sources to reach

conclusions as it provides an ‘opportunity to learn what is already known and what

remains to be learned’ about a particular topic as remarked by Stewart and Kamins23.

Cooper (1998; cited by Sarantakos 2005) 24 note sources of data may originate from

informal channels of personal contact or formal channels that include journal libraries,

reference database while Yin22 outline the strengths and weaknesses of six

commonly used sources of evidence (Table 3) and stress that no single source has

complete advantage and researcher should utilise multiple sources for

complementary reasoning.

Table 3: Strengths and Weaknesses of Sources of Evidence

Source: Robert K. Yin (2002). Case Study Research: Design and Methods. 3rd. ed



The study relies primarily on documentation and archival records for evidence

collection due to the deskbound and exploratory nature of research and constraint of

time for compliance to UOB stipulated dateline.

Uwe19 asserts texts serve as essential data for qualitative research findings and

basis for interpretation and presentation of findings. The selection of documentation

and archival records permit the researcher to review the documents repeatedly while

providing board coverage of the selected research topic via time, events and settings

dimensions and inferences from documents enable specific details for corroborating

information from other sources Yin22.

However, careful evaluation is needed for overcoming the weakness of “timely” (old

data), extensiveness of such data which can result in ‘different, conflicting

conclusions…supported by some subset of the data as noted by Reichmann (1962;

cited by Stewart and Kamins1992) 23.

2.5 Data Analysis Procedures

Maykut and Morehouse (1994; cited by Cavana et al. 2001) 17 view the goal of

qualitative research is to ‘discover the patterns’ after thoughtful analysis.

The study adopt both Creswell12 suggestion of employing maximum variation (Table

4) as a sampling strategy as it ‘represent cases and fully describe multiple

perspectives about the cases’ and Yin22 associating the process of analysing case



study evidence with ‘examining, categorizing, tabulating testing or recombining both

quantitative and qualitative evidence’ for addressing the proposition of a study.

Yin22 general analytic strategy of ‘relying on theoretical propositions’ in guiding case

study analysis is useful as theoretical propositions guided the research process and

‘define alternative explanations to be examined’ via ‘answers to “how” and “why”

questions’ that may surface to new hypotheses or propositions.

Table 4: Typology of Sampling Strategies in Qualitative Inquiry



2.6 Procedures for Validating Findings

Bryman (1988; cited by Silverman 2006) 9 question the validity or anecdotalism of

data for reaching conclusion:

“There is a tendency towards an anecdotal approach to the

use of data in relation to conclusions or explanations in

qualitative research. Brief conversations, snippets from

unstructured interviews…are used to provide evidence of a

particular contention. There are grounds for disquiet in that

representativeness or generality of these fragments is rarely

addressed.”

Qualitative research generate voluminous data and Gibbs25 recommend concurrent

analysis and data collection as ‘good practice’ as most writers recognise involvement

of ‘data handling and interpretation’ aspects during qualitative data analysis (Coffey

and Atkinson 1996; Mason 2002; Flick 2006, 2007a; cited by Gibbs 2008) 25.

The focus of analysis lies in surfacing of ‘thick description’ (Geertz 1975; cited by

Gibbs 2008) 25 that facilitate explanation of answers to the question of “What is

happening” and deductive logic of explanation is adopted for ‘deducing particular

explanations from general theories and if the circumstances …actually correspond’

which in turn creates ‘new knowledge and understanding’ Gibbs25.



Findings of the research derive from application of thematic analysis for examining

commonality, differences and relationship of the data as mentioned by Gibson and

Brown10 ‘many approaches to analysis do involve some interest in themes’ who then

emphasise on the need for ‘relevance of context and sampling’ as measures against

“pitfalls of incautious analysis”.

2.7 Research Considerations

Issues ranging from need of addressing validity to ethical adherence occur inherently

when undertaking a research. The research adopt the suggested options by Pattern

(1990; cited by Hart 1999) 26 for mitigating commonly found issues (Appendix 6) in

research design for reviewer ‘recover’ of features and methodological choices of a

published research.

Saunders15 establish extent, nature, sufficiency of access as critical factors for

answering the research objectives and Jill Hussey and Roger Hussey13 remark

‘research is not a cost-free activity’ and suggest researcher develop ‘support sets’ i.e.

funding may be obtained from sources such as employer, government or professional

bodies.

Access to data sources are fulfilled via libraries of employer (Nanyang Polytechnic),

Singapore National Library Board and UOB web portal and time resource is critical

from tight dateline and fulfilment of research tasks which is mitigated via adherence

to planned timeline (Appendix 7) as emphasise by Jill Hussey and Roger Hussey13



on a timetable for allocating the different activities that need to be undertaken as

research is ‘a time consuming activity’. and allocation of buffer timing for critical

milestones of the research as seen in the long period allocated for collection and

analysis of data.

Factors preventing research completion derive from many sources and key risks and

contingencies planning for the research include:

1. Time: Mitigate via time management, adherence to planned dateline,

deliverables of Gantt chart, concurrent tasks, additional days for critical tasks

for minimising “overruns”.

2. Resources (Availability, Accessibility): Mitigated critical resources, for example,

literature is minimised via adoption of “blanket coverage” from various

depository i.e. web portal from both private and public sources.

3. Research Knowledge: Communication with assigned Supervisor for guidance

and advice minimise the risks of “off track” in the research process and source

of tacit knowledge.

4. Ethics: Risks from validity of literature sources, plagiarism are minimise

through adhering to recommended ethical framework, compliance of UOB

ethics checklist and adoption of Harvard referencing.



2.8 Ethical Considerations

According to Singer (1994; cited by Remenyi et al.1998) 20 ethics involves

consideration of right and wrong and Bouma27 stress taking the ‘position of a

participant’ as the key to identifying ethical issues and researcher will ‘keeps data

collected...secure, accurately records information and reports the findings of the

research in a public manner’.

Cavana et al.17 associate the need for fairness to a variety of stakeholders from the

researcher (Appendix 8) and outlines societal, corporate and moral accountabilities to

society, sponsor / client and subjects (people) researcher should addressed.

Abidance to ethical considerations is met through evaluation of the research against

UOB ethics checklist and supplemented by reading and adoption of The Economic

and Social Research Council (ESRC) ethical guidelines (Appendix 9) throughout the

phases of the research as stress by Remenyi et al. 20 on the importance of trust and

‘how the research should be conducted …is of greater concern in an ethical sense’

and ‘integrity of evidence’ which lend credence to Denzin and Lincoln16 stress on

consideration of politics and ethics factors that ‘permeate every phase of the

research process’.



CHAPTER 3: LITERATURE REVIEW

3.1 Literature Review Approach

Literature review identify the positions of other scholars, determine occurance of

conflicting conclusions, access factors of completeness and validity, and identifying

interacting variables for examination Cooper28 which enable holistic perspective of

the topic for the researcher.

Gibson and Brown10 maintain addressing the strengths and limitations of existing

studies open up’ both empirical and theoretical space’ for the research…………five

potential uses of literature in research that extend across its life-course’ as identify by

Strauss and Corbin (1990; cited by Gibson and Brown 2009) 10:

1. To stimulate theoretical sensitivity

2. As secondary sources of data

3. To compare alternative analysis

4. To direct theoretical sampling

5. To validate or compare theory or empirical claims in relation to what has

been already been said in the published literature

The study follow Hart26 description of ‘the kinds of thing that need to be considered’

(Appendix 10) when planning a literature search with emphasis on “quality” i.e.

appropriate breadth and depth, clarity and ‘the use of ideas in the literature’ for

justifying the selected approach, methods for the topic as he conjecture the role of



literature review lies in ensuring ‘researchability of topic before proper research

commences’.

3.2 Theoretical Framework of HRM Selection

Gatewood et al. 29 provide an illustrative theoretical definition of human resource

selection that depicts selection as a linear process that operate within the parameters

of two key elements of legal and environmental.

“Selection is the process of collecting and evaluating

information about an individual in order to extend an offer of

employment. Such employment could be either a first position

for a new employee or a different position for a current

employee. The selection process is performed under legal and

environmental constraints and addresses the future interests

of the organisation and of the individual”

Theoretical selection procedures adopt a systematically closed loop linear concept

that optimally ‘result in the recruitment of better and more productive employees’ as

maintain by Robertson and Cooper30 in advocating Roe (1984, 1989; cited by

Robertson and Cooper 2000)30 Design Cycle Model (Figure 2)



Figure 2: The Design Cycle Model for Selection Procedures

The classical view of personnel selection research (Appendix 11)) established by

Fryed (1923; cited by Guion 1987) 31 is base on a ten steps prescriptive approach

centring on only ‘one job (or job family) at a time’ using psychometric selection

methods under ‘controlled environment’.

The physical and psychological differences between individuals represent a

measurement problem and this ‘psychometric approach centred on finding methods

to measure the differences accurately’ as describe by Newell32 for making correct

predictions in selecting the right person for the job.

However, Guion, RM (1987) identify there are changing views of researcher for

‘reduction of the sanctity’ of single correlation for ‘job related criteria and



measurement of the trait’ given the changes in the ways organisation and applicants

viewed jobs and selection practices in a very different landscape from that of Fryed

(1923).

Searle7 describe selection as a process aiming ‘assess psychological differences

between individuals and their relationship to subsequent work performance’ and

remark on growing popularity of selection tools in organisation although Natalie et al.

33 show existence of varying degree of validity within the range of selection devices

(Appendix 12)

Present day writers widen the parameters of selection theory by linking disciplines of

sociology and management science such as Iles34 viewing of the classical model of

selection and assessment as a psychometric paradigm focusing on selection of

performance criteria, predictors of job performance from attributes of various kind

which is then measure through a ‘variety of procedures and validated via ‘criterion

related predictive validity’

Iles34 pointed out management of staff selection and assessment centred on 4

paradigms: 1) psychometric 2) strategic management 3) social process 4) discourse

perspectives differing on disciplinary fundamentals, continental origins, roles of

assessor and assesse, assessment instruments (Figure 3)

Iles34 mention Hollway (1991; cited by Iles 2000) 34 observation on domination of

‘psychometric’ paradigm in research and practice of selection and assessment and



argue for an adoption of a ‘strategic perspective towards management of assessment

procedures’ from the need of exploring ‘their links with corporate strategy’ and

acknowledgement of the dynamics of change in jobs, people and organisation which

render psychometric paradigm prediction of job performance ‘fuzzy and ambiguous’.

Figure 3: Four Perspectives on Assessment

Source: Paul Iles (2000). Managing Staff Selection and Assessment . 1st. ed.



3.3 Differing Viewpoints on Effectiveness of Selection Practices

The questioning on effectiveness of selection practices is an on-going debate with

both parties presenting anecdotal evidence and drawing on studies of other

researchers sharing similar viewpoints. Writers such as Newell, Anderson and Searle

assert myopic and negatively stance on selection practices without providing answers

for selection devices having been and continue to be used across wide range of

industries and organisation sizes while proponents of selection effectiveness are not

able to fully refute criticism by sieving or ignoring “outliners”, for example Kleimann et

al. 36 study did not include unstructured interview and reference check for total

perspectives that reflect actual practices.

Much of the debate centred on the psychometric paradigm even though as

commented by Cook37 much remain unclear on ‘confused literature on selection

tests’, for example ‘big gap in our information…is validity of combination of tests’

despite Cook37.summary of ten selection methods based on five meta- analysis

(Appendix 13) indicates high validity for ability, assessment centre devices given the

continuing changing nature of “job” and applicants.

Kleinmann et al. 36 paper on candidates ATIC (ability to identify criteria) during a

selection procedure attempt to argue “why selection procedures work” by linking

ATIC contribution to the criterion-related validity of assessment centers, structured

interviews, personality inventories as ‘prognostically valid and successful in predicting



job performance’ as concluded by Schmidt and Hunter (1998, cite by Kleimann et al.

2010) 36.

Kleimann et al36 draws on several empirical researches (Table 5) with correlations

ranging from .23 to .49 for illustrating the ‘positive relationship between targeted

dimensions and performances in assessment centers, interviews and personality

inventories”

Table 5: Relation Between the Ability to Identify Criteria (ATIC) and

Performance in Selection Procedures

Source: Martin Kleinmann, Pia V. Ingold, Filip Lievens, Anne Jansen, Klaus G. Melchers, and Cornelius J. König (2010) A Different Look at Why Selection Procedures Work: The Role of Candidates’ Ability to Identify Criteria, Organizational Psychology Review, May 2011; vol. 1, 2: pp. 128-146.

Similarly, Terpstra and Rozel38 survey of 201 organisations on staffing practices

suggest ‘significant positive relationship’ between five staffing practices and

organisation annual profit and profit growth. However, the study cannot prove

conclusively the proposed hypotheses as the results vary between the types of



industry such as little evidence in manufacturing (Table 6) and exclusion of financial

statements, market conditions

Table 6: Mean and Standard Deviations of Staffing Practices and Performance Measures by Industry

Source: Terpstra, D, & Rozell, E (1993) The Relationship of Staffing Practices to Organizational Level Measures of Performance, Personnel Psychology, 46, 1, pp. 27-48

Quresh et al. 39 research paper employed stepwise regression analysis, pearson

correlation and descriptive statistics for conclusive empirical evidence of selection

practices contributing positively on financial performance of the 46 surveyed banks

with 82% response rate indicate ‘an increase of 1 unit in selection will increase firm

performance by 0.27 and firm market performance by 0.30 (selection r=0.53).

However, Anderson and Herriot40 questions the ‘fit” of current selection paradigm in

the face of new challenges and constraints of ‘selecting for jobs that do not yet exist’

and the ongoing concern of “gap” over academic research and ‘daily problems faced

by practitioners’.



Newell32 point out selection decision making has been dominated by ‘normative

research which prescribe how decisions should be made’ (Brunsson 1982, 1989;

cited by Newell 2006) 32 in a rational, sequential process which she disparage by the

reality of ‘irrational decisions’ (Cyert and March 1963, March and Olsen 1976, Nisbett

and Ross, Bauchanan and Huczynski 2004; cited by Newell 2006) 32 ‘political nature

of decision making is still very evident’ (Yetiv 2003, cited by Newell 2006) 32 and

‘most significant decisions are made by judgement rather than a defined prescriptive

model’ as concluded by Bazerman (1994; cited by Newell 2006) 32

Anderson and Herriot40 observe research in personnel selection centred on

developing a ‘sophisticated technology’ via evaluating different selection methods for

identifying ‘the most valid and reliable’ method and Newall35 argue for a ‘new

perspective on recruitment and selection’ from that of ‘traditional psychometric’

approach in the face of globalisation, flexibility, innovation, employee commitment

and Newell32 doubt selection decision ‘can ever be rational’ with the extent of human

perception and organisation politics’ but Newell did not offer alternative approaches

or account for the continuing usage of selection methods by organisations.

Searle7 depict current selection methods as flawed and limited and criticise the lack

of measurement of ‘mental process’, rationality, limitations of selection methods in

‘dynamic situations’ and claim these poses major challenges to plausibility of

selection practices and contribute to the failure of ‘selection processes to achieve

their full potential’. Searle7 then critique negatively on present selection practices with

key contentions:



1. Irrational decision making as human beings have a ‘problem’ following the

prescribed steps of selection procedures and decisions are based on a

‘bounded rationality (an incomplete search)’ (Simon 1960; cited by Searle

2003) 7

2. Question of ‘results obtained …an artefact of the test items …rather than

indicative of psychological phenomenon of the applicant

3. Marginal view of individual differences with assumption of stability and

predictability without recognition of efficacy which has a major role in

shaping behaviour (Newell and Shackleton 2001; cited by Searle 2003) 7.

4. Biased population and restriction of range i.e. range of applicants applying

to the firm influencing selection decision quality and ‘biased to particular

population groups, such as Caucasian’.

5. Validity of social process approach for selection techniques as there is a

‘two-way social process involved in selection (Herriot 1987; Hollway 1991;

cited by Searle 2003) 7.

6. Contamination of selection processes from assessor and applicant from

impression management techniques as identified by Arnold et.al (1997;


7. Power and agendas or ‘the servants of power’ as termed by Barritz (1965;




3.4 Theoretical versus Actuality of Selection Practices

Review of literature surface much contention between theoretical “promise” success

in selection through applying the recommended sequential steps and actual realities

of issues, “hurdles” face by practitioners and researchers with the “real life” results

posing a very different scenario and existence of inappropriate “workability” of

theoretical selection practices.

Ployhart1 identify key gaps between selection research and practice (Appendix 14)

such as the “weightings” of cost, validity, diversity by decision makers when choosing

predictors and urge staffing scholars to focus on ‘multi level research on business

unit / organisational level impact of staffing’ as current staffing procedure are not

being utilised optimally and appropriately.

However, Ployhart1 maintain well developed predictors such as assessment centers

has ‘empirical evidence with job performance” and answers to the “gaps” rest with

organisations, for example “what influence decision maker choices about using

predictor?” and he assess current staffing procedure are not being utilised optimally

and appropriately by “blaming” non recognition of staffing value on ‘organizational

decision makers and scholars’.

The concept of selection as a planned process that delivered outcomes is disputed

byCooksey and Gates41 paper that claim HRM theories fall short of expected

outcome and evocate effective HRM practices be sensitive ‘to the unique, complex



and less systematically predictable patterns of human behaviour’ and Strauss and

Corbin (1994; cited by Merriam 2009) 14 question whether HRM selection theory can

be sustained in practice by ‘matching of theory against data’.

Practitioners’ faces occurance of legal issues (Appendix15)from subjective

assessment, discrimination, non-job related assessment while conducting the “linear

process” as list by Gatewood et al. 29 leading to speculation of selection practices

addresses more of the future interest of organisation rather than that of a “partnership

approach” as implied in Gatewood et al. 29 definition of selection.

Smith and Robertson (eds). 42 claim most of research on selection assume selectors

following a ‘simple rule’, for example, ‘hire on a meet the pass basis using test

scores’ while in reality factors such as organisational characteristics i.e size, industry,

attributes of selector contribute to decision making on the basis of ‘many and often

contradictory pieces of information’.

Robertson and Cooper30 contend in practice, selection procedures are determined by

preferences of the human resource specialist as explanation for wide usage of ‘least

reliable and valid selection methods i.e. interviews and references’ (Robertson and

Markin 1986; Shackleton and Newell 1991; cited by Robertson and Cooper 2000) 30

Cooksey and Gates41 find HRM theories ‘do not match the realities observed’ from

ignoring the ‘constraints and patterns of biological, psychological and social systems’



resulting in practices short of “yielding expected outcomes’ and call for application of

non-linear dynamics and chaos theory in HRM practices.

Anderson et al. 43 paper single out ‘unequivocal signs that research and practice have

been edging further apart in IWO (Industrial, Work and Organisational) psychology

more generally in Europe and the USA (Sackett 1994, Anderson, Herriot and

Hodgkinson 2001; cited by Anderson et al. 2004) 43.

Anderson and Herriot40 book highlight changing nature of work while questioning the

workability of current ‘selection paradigm” and gap between ‘academics interest,

research topics and the daily problems faced by psychologists practicing in the field’.

Anderson and Herriot40 speculate the ‘dominant criterion-related validity paradigm’ is

increasingly ‘outmoded and impotent in the world of work’ and argue for a ‘wake-up

call’ for matching formidable environmental ‘drivers of change’ (Figure 4) and view

selection research is reactive by ‘following slowly after changing events in a

workplace’ with prevalent beliefs, values and assumptions that ignore the list of

‘phenomena in the selection process’. (Appendix 16)



Figure 4: The Changing Nature of Personnel and Selection Psychology

Source: Neil Anderson and Peter Herriot eds. (1997) International Handbook of Selection and Assessment

Sanders et al. 44 study of 626 Dutch HR professionals show similarities with Rynes et

al. research (1998; cited by Sanders et al. 2008) 44 findings of 959 American

participants on ‘large discrepancies’ between academic research and practitioners

beliefs on effective human resource practices especially in recruitment and selection.

Interestingly, Sanders et al. conjecture the discrepancies on human factor that is

similarly held by (Pfeffer and Sutton 2000; cited by Sanders et al. 2008) 44 ‘fail to

implement findings’ and notion of ‘knowing-doing gap’ for selection practices.



3.5 Elements Influencing or Constraining Selection Practices

Selection practices like any other management process is subjected to both internal

and external forces that influence or constraint its operations as show in Shaw45

study that examine the influence of political forces on Human Resource practices

surmise significant “interventionist role” by Singapore government with the implication

of conflict between Human Resource practices that are “good for organisation or look

good” for other stakeholders in a firm operating environment.

Ann Marie et al. 46 survey of 959 organisations in 20 countries study note ‘certain

methods that are acceptable in some countries may not be used at all in others’ due

to nation and cultural differences. The findings is inconclusive given the low reliability

of single survey questions, sole usage of Hofstede’s framework and ignoring the

dynamics and influences of sub cultural groups in the organisations surveyed.

Managers undertaking actual selection practices give “factual ground views” through

attributing their hiring success to ‘luck and intuition” and view ‘hiring as a mysterious,

almost random process’ from Nowicki and Rosse47 interviews with 166 line

managers. The findings surface issues and constraint such as lack of time,

interference from ‘someone outside the hiring process (Appendix 17) which indicates

actual selection practice differs vastly from textbook recommended selection process.

Natalie33 et al. study single out personnel selectors in practice have low

understanding and perception of validity and frequently uses selection methods with

http://www.jstor.org.libproxy.sim.edu.sg/action/doBasicSearch?Query=au%3A%22Margaret+D.+Nowicki%22&wc=on

http://www.jstor.org.libproxy.sim.edu.sg/action/doBasicSearch?Query=au%3A%22Joseph+G.+Rosse%22&wc=on



low validity such as work experience as selection measure is consistent with Harris

(1991; cited by Natalie et al. 1996) 33 and view with alarm ‘consultant is happy to take

a gamble …deciding which applicant should be appointed’.

Natalie et al33 relate the findings to Dakin and Armstrong (1989; cited by Natalie et al.

1996) 33 conclusion that consultants’ belief about selection methods are not closely

related with the reported validity of those selection methods’

Terpstra and Rozell48 sampling study with a low response rate of 22 percent identify

possible ‘surface-level explanations’ for non usage (Table 7) of potentially effective

staffing practices categorised into:

1. lack of familiarity or awareness

2. beliefs that practices are not useful

3. legal concerns

4. resource constraint

5. organisation philosophy, image, industry type

and “pinpoint” the root cause to ‘the type of training and background of the HRM

practitioners’ and propose a novel yet implausible suggestion of hiring ‘HRM staff

with doctoral level training’



Table 7: Most Important Reason for Not Employing a Staffing Practice

Source: Terpstra, D, & Rozell, E (1997) Why some Potentially Effective StaffingPpractices are Seldom Used,

Public Personnel Management, 26, 4, pp. 483-495,

The impact of “human attributes” of selectors surface in Tuvia and Jackson49 paper

stressing on ‘dangers’ of non –professional approach in utilising selection

procedures’ and claim that proper and ‘practical application of psychometric

instruments provide added value and financial benefits for an organization’s activities’

Robertson and Cooper30 claim evidence from research has show ‘possible adverse

effects of selection procedures on an individual’s psychological well being’ from non-

linkage of selection procedures to the job in question lead to candidates “self-select

themselves out of the selection process’ together with the issue of ‘perceived

fairness’ i.e. discrimination of gender, minority groups.



There is little knowledge about the types and processing of information guiding

applicants in making decision (Barber 1998, Breaugh and Starke 2000; cited by

Chapman and Webster 2006) 50 and Chapman longitudinal field study indicate ‘signal

and expectancy mechanism’ such as applicant’s perceived marketability an

interviewer impressions influence applicants intentions and job choices beyond the

concept of procedural justice.

Further evidence of the importance of applicants role in selection process can be

seen in Hausknecht51 study that suggests ‘how applicants perceive the selection

process matters’ and relationship between applicant perceptions and organizational

outcomes which he conjecture having “practical value for organizations’ (Appendix

18)

Anderson and Ostoff52 remark that ‘selection and socialization paradigms have

developed independently’ and drawing on “Stage Model” of socialization process

(Appendix 19) argue for integration of the two approaches’ as socialization tactics

influence subsequent performance and as noted by Chatman (1991; cited by Neil

Anderson and Cheri Ostroff 1997) 52:

“Thus in theory, the recruitment and selection process can

serve as a substitute for socialization. In practice, however, no

matter how thorough the recruitment and selection may be,

there is usually a need for at least residual organizational and

individual adjustment”



CHAPTER 5: FINDINGS

4.1 Analysis of Findings

Cooper28 note integrative research review draws conclusions through summarising

many separate past studies ‘that are believed to address related or identical

hypotheses’

The business world of today no longer has the privilege of operating n a static, calm,

orderly environment. The forces of globalisation, “cut-throat” competition for survival

and easy access to knowledge stamp its influences and interactions which has

rendered a chaotic, non predictable “global village” of evolving “change of rules” for

firms’ selection practices.

Findings of the study indicate existing selection paradigms may no longer possess

the ability of supporting the essence of selection i.e. selection of “right candidate for

the right job” which may need to be rephrase more accurately as “select the right

candidate for changeable job” for facing the reality of today world of changing

nature of workforce, accessibility of knowledge and competition for talent that are

mobile and global in nature as ‘decisions are shaped by organisational and

environmental constraints (Dachler 1989, Herriot 1989b; cited by Ramsay and

Scholarios 1999) 53



The notion of lifelong employment, single career, ‘loyalty and servitude” to company

has weakened considerably given increasingly mobile workforce, multiple careers

and “questionability” of organisation commitment to implicit “job security” under the

psychological contract given the waves of M&A (mergers and acquisition), layoffs,

closures of established firms such as Lechman Brothers resulting in ‘an applicant

chooses the firm as much as the firm chooses the applicant’ as stress by Searle7 on

‘two-way power relationship’ involvement in selection which calls for a “bridge” linking

applicants interests with that of the organisation.

Anderson (2001; cited by Newell 2005) 35 raise contention of criterion-related

selection methods not being the only or best basis ‘for evaluating the process’ as

effective performance on the job is subjected to the ‘socialisation experience of the

new recruit’ (Anderson and Ostroff 1997; cited by Newell 2006) 32 and expectations of

both employer and selected employee is:

‘intertwined in a process of continuous exchange, which does not begin and end at

the point of the selection decision’ (Shintaku 2004; cited by Newell 2006) 32

The study indicates divergence between the theoretical sequential “smooth” process

and actual real life practices culminating to selection of right candidate. Selection

process is challenge by issues and constraint originating from both macro and micro

environmental forces such as or the “power” of government intervention as seen in

Singapore government post electoral “restraint on foreign talent”

(http://www.mom.gov.sg/newsroom/Pages/PressReleasesDetail.aspx?listid=377) that

may derail the selection process.

http://www.mom.gov.sg/newsroom/Pages/PressReleasesDetail.aspx?listid=377



The effectiveness and value creation of selection tools rest ultimately on the user and

the findings surface worrying concerns on “correct” applications of established

selection tools and more critical the ‘gambling’ and ‘luck’ assumptions of practitioners

as observe by Sanders et al. 44 and Nowicki and Rosse47 studies that may well serve

as critical contribution to negative outcomes of selection practices.

Selection as a subset of HRM exist to serve organisations business strategies as

pointed out by Ulrich and Brockbank54 ‘value becomes the bell weather for HR’ and

HR work does not begin with HR – ‘it begins with the business’. However, the study

find little anecdotal evidence linking selection practices with organisation strategies

which is reflective of Millmore8 paper surmising ‘paucity’ of strategic recruitment and

selection in organisations.

From the findings, it appears much criticism has been subjected upon psychometric

methods of selection especially in the context of its validity and appropriateness in

actual practice. Existing literature show a tendency of taking an advisory “piecemeal”

approach through suggesting selection methods may be enhanced via taking into

accounts or “add-on” of their viewpoints.

This can be seen from Tuvia and Jackson 49 advocating of ‘professional approach’

that is base on a hypotheses possessing little empirical research and non-detailing of

what constitute ‘professional approach’, the types of settings and linkage to other

considerations such as cultural, office political and size of organisations.





4.2 Implications of Findings

Contemporary selection research tends to link selection issues in its single entity to

single or selected few disciplinary studies. Anderson and Herriot40 observation on the

changing nature of personnel and selection psychology illustrate the environmental

drivers and emergent theories challenging selection practices and there is a need to

move away from present “inter-level” approach to a more complex ‘cross-level

disciplinary perspectives’ that accommodate wider environmental factors as addition

to conventional ‘individualistic paradigm for understanding selection decision

processes as advocated by Ramsay and Scholarios 53.

There is a need for transition as identify by Ramsay and Scholarios 53 paper on

current micro –level selective decisions centring on ‘qualities of the individual’ to

include macro level explanations which encompass Hurst eco-cycle model (1995;

cited by Ramsay and Scholarios1999) 53 characterising life cycle of organisational

growth, crisis and renewal, ‘business recipes’ that differ across society and culture as

argue by Whitely (1992; cited by Ramsay and Scholarios1999) 53 as the dynamics of

these variables ‘constraint or shape an organisation or manager decision alternatives’

that may serve as linkage of selection to organisation strategic objectives.

The creation of a new or a variety of selection paradigms for a more holistic and

flexible approach mirroring that of rapidly changing HR environment may be in order

given the repetitive questioning of the “fit” of present selection paradigm with



embedded psychometric dimensions and as stress by Iles34 on the existence of a

‘yawning gap’ between

“rhetoric of good selection practice (as defined by the classical

paradigm) and the messy, irrational and politically charged

reality of actual selection processes”

Findings of the study indicate growing awareness and importance of understanding

vital factors that drive or motivate both selectors and applicant’s decision making in

the selection process as speculate by Anderson et al. 43 on future selection and

assessment research areas on:

1. Bimodal prediction ‘need to first predict the likely components of a changeable

work role’ prior to addressing ‘issues of person-work role fit’

2. Multilevel fit for ‘incorporate notions of multilevel analysis and decision making’

such as job performance at team level, adherence to company culture at P-O

(Person – Organisation) fit

3. Applicants reactions and decision making for integrating ‘soft applicant

perception criteria with the traditional hard validity and utility criteria’



CHAPTER 5: CONCLUSIONS AND RECOMMENDATIONS

5.1 Conclusions

The study is unable to conclusively answer the question on the workability of

selection practices given conflicting literature evidence on selection’s results and the

surfacing of various underlying factors that require further investigation which was not

done due to the time constraint. However, the study reveal that the notion of selection

process operating in a controllable and vacuum setting is not reflected in actual

practice and analysis of literature sources reveal a host of wider inter and intra

environmental variables affecting the selection process which may be the source of

conflicting viewpoints expressed by the writers and researchers.

Of particular concern is the “power” of both the selector and applicant in decision

making and there is a dearth of research on mapping the process and the factors

that lead to actual decision in selecting or deselecting applicants and organisation by

both stakeholders.

In addition, there is a need to address the issues enveloping the selection process

such as managing the understated political and cultural influences, resolving or

evolving new approaches amidst ongoing criticism of selection tools. In doing so, this

may well validate the workability of selection practices as against its questionability

for wrong hiring is akin to disastrous results of ‘a plane crash, a battle lost’ and say

‘good people you reject go and work for your competitors, scarcer the skills, the

bigger the resulting loss’ as depict by Cook37



5.2 Limitations of the Study

The study attempt to present a holistic perspective of selection practices which is

inherent difficult as it encompass a wide range of interrelated theoretical disciplines

such as strategic management, behavioural science which surface increasing

amount of literature that could not be analysed given the stipulated dateline for

submission of study. Through adopting exploratory research, the study faces key

limitations of:

1. Reliance of “old” data that may not be reflective of current selection practices

2. Lack of empirical evidence that may be obtained through use of quantitative

research methods of sampling, interviews and observation of actual selection

process that will complement and furnish new insights of the current qualitative

approach. However, main difficulty of applying quantitative centred on

companies tends to adopt guarded measures in revealing selection

procedures and the wide range of organisation sizes and industries to be

included in determination of both population and sampling parameters.

3. The essence of selection practices involve “human to human attributes”

especially during the selection process such as often stated “halo” or “horn”

effect of interviewing and the process is dictated by social norms and values

hence the inclusion of other disciplinary studies such as sociology may surface

out relevant perspectives that are not covered in the study.



5.3 Suggestions for Future Research

Undertaking the research of selection practices as a research topic has revealed the

complexities in determining workability of selection practices. The study provide a

board assessment on the workings of selection practices and the variables that

encompass its operation which raise the need for further research that may provide

further insights and adding on to the knowledge base of the topic.

Suggested areas for research include establishing the impact of organisation cultural

and political web on the design and operation of selection procedures in home and

host countries settings given the growth of international operations by firm.

There is a need to research on the main determinants of acceptance of employment

offer by applicants and the relationship between the determinants and the type of

social interaction between the selector and applicant for example, does the

determinants of job acceptance change should there be a change of selector.

Further exploratory research may derive from the “post selection process” i.e. why

does the selected applicant reject the employment offer after an “afterthought”

process from the applicant and does the process possess the element of cognitive

dissonance.

.



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LIST OF APPENDICES

1. Flow of Ideas in a “Statement of the Problem”, Creswell John W. (2005)

Education Research: Planning, Conducting and Evaluating Quantitative and Qualitative Research. 2nd.ed

2. Creswell Assumptions of the Two Main Paradigms, Jill Hussey and Roger

Hussey (1997) Business Research: A Practical Guide for Undergraduate and Postgraduate Students

3. The Research Process, Mark Saunders, Philip Lewis and Adrian Thornhill (2003) Research Methods for Business Students.

4. The Research Process, Norman K. Denzin and Yvonna S. Lincoln (eds).

(2003). Collecting and Interpreting Qualitative Materials. 2nd. ed. 5. Creswell Contrasting Characteristics of Five Qualitative Approaches,

Creswell John W. (2006). Qualitative Inquiry and Research Design: Choosing Among Five Approaches. 2nd. ed.

6. Pattern (1990) Issues and Options in Research Design,Christopher Hart

(1999).Doing a Literature Review: Releasing the Social Science Research Imagination. 1st. ed.

7. University of Birmingham MBA Dissertation – Time Scale and Gantt

Chart 8. Ethical Pressures the Business Researcher Faces, Robert Y. Cavana,

Brian L. Delahaye and Uma Sekaran (2001) Applied Business Research: Qualitative and Quantitative Methods

9. The Economic and Social Research Council (ESRC) Six Key Principles of Ethical Research, http://www.esrc.ac.uk/_images/Framework_for Research _Ethics_tcm8-4586.pdf

10. Chris Hart Flow Chart of the Literature Search, Christopher Hart (1999).Doing a Literature Review: Releasing the Social Science Research Imagination. 1st. ed.

11. Fryed (1923) 10 Step Outline of Personnel Selection Research, Guion, RM (1987) Changing View for Personnel Selection Research, Personnel Psychology, 40, 2, pp. 199-213,

12. Natalie el.al Review of Selection Device Literature, Natalie Joy Harris, Paul

Kilsha Toulson, and Esther Mary Livingston (1996) ‘New Zealand Personnel Consultants and the Selection Process’ Asia Pacific Journal of Human Resources, December 1996; vol. 34, 2: pp. 71-87.

http://www.esrc.ac.uk/_images/Framework_for

http://www.esrc.ac.uk/_images/Framework_f_Research_Ethics_tcm8-4586.pdf



13. Mark Cook Summary of Meta-Analyses of Selection Test Validity, Summary Assessment of Ten Selection Tests by Five Criteria, Mark Cook (1990). Personnel Selection and Productivity. 1st. ed.

14. Key Personnel Selection Research – Practice Gaps, Robert E. Ployhart

(2006) ‘Staffing in the 21st Century: New Challenges and Strategic Opportunities’ Journal of Management, December 2006

15. Key Issues in Major Selection Court Cases,Robert Gatewood; Hubert S. Feild; Murray Barrick (2010). Human Resource Selection. 7th. ed.

16. Phenomena in The Selection Process, Neil Anderson and Peter Herriot eds. (1997) International Handbook of Selection and Assessment

17. Reasons for Hiring The Wrong, Right Employee, Margaret D. Nowicki, Joseph G. Rosse (2002) Managers' Views of How to Hire: Building Bridges between Science and Practice, Journal of Business and Psychology, Vol. 17, No. 2 (Dec., 2002), pp. 157-170.

18. Hausknecht (2004) Updated Theoretical Model of Applicant Reactions to Selection, John Hausknecht, David V. Day and Scott C. Thomas (2004) Applicant Reactions to Selection Procedures: An Updated Model and Meta-Analysis http://digitalcommons.ilr cornell.edu/articles/

19. Stage Model of the Socialization Process, Neil Anderson and Cheri Ostroff (1997) “Selection as Socialization” in Neil Anderson and Peter Herriot eds. (1997) International Handbook of Selection and Assessment









Appendix 1: Flow of Ideas in a “Statement of the Problem”



Appendix 2: Creswell Assumptions of the Two Main Paradigms



Appendix 3: The Research Process (Saunders et.al.)



Appendix 4: The Research Process (Denzin and Lincoln)



Appendix 5: Creswell Contrasting Characteristics of Five Qualitative Approaches





Appendix 6: Pattern (1990) Issues and Options in Research Design



Appendix 7: University of Birmingham MBA Dissertation – Time Scale

Tasks Start Date

Duration (Days)

End Date

Initiate Dissertation Project

2/5/11

134

12/09/2011

Select Research Topic (HRM)

2/5/11

4

05/05/2011

Read Literature of Research Topic (HRM)

6/5/11

10

15/05/2011

Identity Research Problem (Selection Practices)

16/5/11

5

20/05/2011

Read Literature of Research Problem (Selection Practices)

21/5/11

11

31/05/2011

Formulate Research Objectives 21/5/11

11

31/05/2011

Submission of Research Title (Do HRM Selection Practices Work? 1/6/11

1

01/06/2011

Read Literature of Research Process 2/6/11

19

20/06/2011

Formulate Research Approach 15/6/11

31

15/07/2011

Develop Research Proposal 20/7/11

33

21/08/2011

Submit Research Proposal 23/8/11

1

23/08/2011

Data Collection 2/5/11

101

10/08/2011

Data Analysis 2/5/11

112

21/08/2011

Write First Draft of Dissertation 22/8/11

10

31/08/2011

Final Alternations of Dissertation 1/9/11

11

11/09/2011

Submission of Dissertation 12/9/11

1

12/09/2011



University of Birmingham MBA Dissertation – Gantt Chart



Appendix 8: Ethical Pressures the Business Researcher Faces



Appendix 9: The Economic and Social Research Council (ESRC) Six Key Principles of Ethical Research



Appendix 10: Chris Hart Flow Chart of the Literature Search



Appendix 11: Fryed (1923) 10 Step Outline of Personnel Selection Research



Appendix 12: Natalie el.al Review of Selection Device Literature







Appendix 13:Mark Cook Summary of Meta-Analyses of Selection Test Validity, Summary Assessment of Ten Selection Tests by Five Criteria



Appendix 14: Key Personnel Selection Research – Practice Gaps



Appendix 15: Key Issues in Major Selection Court Cases



Appendix 16: Phenomena in The Selection Process



Appendix17:Reasons for Hiring The Wrong, Right Employee



Appendix 18:Hausknecht (2004) Updated Theoretical Model of Applicant

Reactions to Selection



Appendix 19: Stage Model of the Socialization Process

Documents

DO HRM SELECTION PRACTICES WORK? - … 12, 2011 · workability of selection practices and surfacing of wider issues and constraints that ... of the research problem ... “Do HRM