Talent Management

I have already started the paper take the info provided on the paper and add 4 more pages to the paper. Add the best research and info that you find. Please organize the paper and follow the Rubric carefully. Please center headings and titles of paragraphs . Make sure you cite your sources and citations and organize them with mine. MUST BE APA FORMAT TIMES ROMAN 12.***Assignment***Because you have a great sourcing strategy that yields a highly qualified pool of applicants, does not ensure success. It is important that you now develop an assessment strategy using valid, cost effective methods that will help you to choose the candidates that will be the best fit for the job, the work group, and the organization. The material that you have read as well as the videos that you have watched will help you to better think through the assessment process when selecting from both internal and external candidatesFit – A goal of applicant assessment is to determine how well a person fits into a job, a work group, and an organization’s culture and strategy.Describe job-fit, group-fit, and organization fit.For each type of fit, choose an external assessment methods that would be useful in determining each type of fit. Support your choice of each method.When examining fit, research has shown that if a person’s financial, career, lifestyle, and other needs fit a job, they will exhibit higher levels of performance, satisfaction, organizational commitment, and intent to stay. Think about the vocation that you wish to pursue and the job in that field that you would like to have (if you already have your dream job, you can use that one). Explain how your needs, as described above, will fit your job of choice2. World War II Spy Assessment Case (Be sure that when you are asked to develop procedures that those procedures are detailed and well thought out.)Read the World War II Spy Assessment Case of page 272 of your textbook.Carefully respond to each of the following four questions listed (not those listed under the case), giving thorough, well thought out answers. (Remember to use subheadings in APA format to delineate each question. Do not number the questions!)Based on the fact that this is 1940 and during World War II, list the 10 most important characteristics (KSAO’s) of a spy working for the OSS.Name the three most important qualities ( out of the 10 that you listed above) that an applicant for the spy position must possess and explain why each one is important to the job of World War II spy. Give well thought out explanations.Develop a well thought out procedure to test applicants for each of the qualities discussed is the question above. Support your decision to use that procedure.Describe the measures (metrics) that you would use to evaluate if your selection procedure was effective in choosing the correct spies.
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Talent Management
1
Introduction
The ability of an organization to hire and retain employees of adequate quality is an important
source of competitive advantage (Rynes & Barber, 1990). The skills that these employees bring
to the organization in form of human capital are the main assets of the organization (Becker,
1964). According to Pil and Leana (2009), schools are institutions where intelligence and
information processes are important drivers of efficiency. This paper outlines the concept of
talent management within a business with a narrowed focus on elements such as the job fit for
person job fit, organization job fit and group job fit and their significance within the firm.
Additionally, the paper shall elaborate on the aspect of World War II Spy Assessment Case in
terms of the key characteristics, qualities and suggested procedures for assessing of a spy
applicant.
1
1.1
Elements of Job Fit
Person-Job Fit
A person’s job fit can be conceptualized as the compatibility between the employee’s needs and
the “supply” of the job in the market or as a convergence between the needs and the
“requirements” of the job (Edwards, 1991). When individuals have the skills to complete tasks,
the task is said to be high on demand (Kristof-Brown et al., 2002). You should also take into
account that the tasks in the main job are from which the task will be wholly performed, which
will be analyzed differently in organizations. In fact, Kristof-Brown (2001) show that adapting to
a job and organizational adjustments is a different concept for employees and is often not related
to organizational simultaneous assessment.
Existing research shows that the revised PJ is positively related to the individual
performance of work hence provides a clear attitude towards the organization being served
Talent Management
2
(Caudwell and O’Reilly, 1990). Early studies of PJ tests showed no meaningful relationship with
the participation of the organization, including studies involving professors as participants (eg
Alutto and Velasco, 1972).
However, recent studies have shown that high levels of personal computers are positively
related to organizational and job satisfaction participation and negative intentional related to
smoking cessation, which is maintained in the case studies as the main outcome (Christopher
Brown et al., 2005, Lauver Especially important and Kristof Brown, 2001). It is unclear whether
the existing research has examined the intention of staying in the current job, and it is more
common to keep an eye on the intention to remain in the profession.
1.2
Person-Organization Fit
Person-Organization Fit can be conceptualized as the compatibility between individual and
organizational values. Why the results have been observed in specific behavioral search
questions interakcjonisty behavior, this increase, it is very important to explain
interakcjonistów’s traditional stalks from the idea of containing entities (ie “party people”) and
the environment (“organization”) to explain Because as Chatman (1989) noticed that individuals
influence and approach their situation. She explained: â??The trend is such that people choose to
deal with situations that are not compatible with them� (s.337).
Although Chatman (1989) focused on the convergence of values in the heading of
adaptation measures, involving OP further studied the implementation of three additional
activities of the Regulatory PO: Common Objectives, Systems and Structures, and Climate
Works (Christopher, 1996) ) Preferences are common preferences. Research focused on
adaptation focuses on their role in attracting employees, motivating them to take action,
increasing their satisfaction, and encouraging them to continue their work.
Talent Management
3
The latest meta-analysis of Kristof-Brown et al.(2005), included 110 tests using OP
adaptation measures, demonstrating the high level of PO and the attractiveness of candidates for
the organization, the desire to organize hiring, and the positive relationship between the intention
of hiring and accepting candidates. In addition, FO adjustment measures are also closely related
to the welfare of employee organizations. Finally, although the correlation between adjustments
in the producer organization and the actual results of the work is low, the high adjustment of the
OP reduces the turnover rate (Kristof-Brown et al., 2005). We use these two sets of data to create
a PO measurement form. Match a group of people.
1.3
Group Fit
At the most basic level, PG adjustments are defined as compatibility between colleagues
(Adkins, Ravlin, and Meglino, 1996). PG adaptive search is limited and usually focuses on
psychological compliance. The attitude of team members in the working group (Ferris et al.1985,
Kristof-Brown et al., 2005). Early experimental studies have shown that when members of the
group show a high degree of attitude similarity, attractive groups and perceived cohesion are
greater (Good and Nelson, 1971). There is evidence that PG correction has a moderate and
positive correlation with job satisfaction and commitment to the organization, but it is negatively
correlated with smoking cessation intentions. In addition, previous studies of PG adaptation have
shown that the degree of similarity between individuals and team members may be particularly
important for acquiring and retaining new members of the organization (Ferris et al., 1985).
1.4
Measurement of Fit
In recent years, the measurement of three generic methods suitable for use has been described in
the literature: Subjectively Flt1 and Objective (Hoffman and 2006 Wall, Christoph Brown et al.,
2005). Subjective attempts to adapt to the assessment. In this way, when the leader’s
compatibility and the environment he is in, the adjustment is determined only if people feel that
Talent Management
4
they are well-behaved (Wired and Judge, 1995, Christopher, 1996, Chapman. And Piasentina). ,
2006). For example, cable and judge (1996) to new employees: “What is the extent to which
their skills and abilities to meet the requirements of the position?
Compared with subjective and cognitive forms, objective adaptation measures integrate the
information of many people in the same organization. Although this method is based on the
user’s own main reply, which also uses the data to calculate the collection of data that the
respondent compares data from when the respondent compares the data, the information
collected from other members of the organization agrees with the personal characteristics of the
report used to collect information on the environmental characteristics of the various members of
the organization, it is still limited by the degree of coherence of the general climate members .
2
Part 2: World War II Spy Assessment Case
Year: 1940
Role Selected: Office of Strategic Services
Mission: Establish a selection system to determine who will perform hazardous intelligence missions
along the enemy. The spy will work in Japan, Italy, Germany or Challenge
1. Provides limited information about jobs, no job descriptions, KSAO, skills or work related
performance related standards.
2. Because job ads must be unclear, in order to keep secrets, they will attract unpopular candidates,
including those who are often bored, pathologically eager to risk, nervous because of danger, etc.
The task identifies an important feature that one needs to become a spy and develops three tests and
simulations to help you identify effective spies.
3
Key Characteristics
The selection process will take place within three days at the private agency (SV, Virginia).
â?¢
Physical fitness
Talent Management
3.1
â?¢
Mental state
â?¢
Creativity
â?¢
Intelligence
â?¢
Multilingual
â?¢
Good, flexible and sociable
5
Measures of Assessment
Cognitive skill tests: Define the ability to quickly learn many skills, intelligence, and creativity.
Physical Health Test: Make sure that the candidate is physically tolerant of slipping without any mental
influence.
Polygraph test: Determine factors that may indicate that the candidate is unable to work mentally.
Work Simulation: Evaluate how candidates respond and react in different situations The effectiveness of
the selection system will be calculated based on the impact of the number of valuable Intel agents
received on an acceptable date and events that are cheaper for Intel.
Talent Management
6
4
References
Becker, G. (1964). Human capital. New York: Columbia University Press.
Edwards, J. (1991). Staff Adjustment: Conceptual Integration, Literature and Methodology
Review
Criticism: C.L. Cooper and I.T. Robertson (Editor). International Journal of Industrial
Organization Psychology (Vol. 6, pp. 283-357). Chichester, England: Willie.
Pil, F. and Leana, C. (2009). The Application of Organizational Research in Public Education
Reform: Impact
Professor of human and social capital on student achievement. Journal of Management, 52(6),
1101-1124.
Rynes, S. and Barber, A. (1990). Applicant’s interest: organizational perspective.
School of Management Review, 15(2), 286-310.
Talent Management
7
TITLE OF RUBRIC: Reflection Paper #3
Course: HRM 5365
COMPANION DOCUMENTS: Assignment Instructions, APA Style Manual, textbook, article, week two videos
Performance
Criteria
Earning maximum points in each box in â??PROFICIENTâ?? column and / or
points in columns to the right of â??PROFICIENTâ?? meets standard.
<<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>>
Basic
Developing
Proficient
Accomplished
Exemplary
(0 points)
(1 point)
(2 points)
(3 points)
(4 points)
Shows a clear
understanding
of assessment
of applicant fit
and can
develop a plan
to achieve fit.
Understands
the
methodology
for determine
employee fit.
Does not
show
understanding
of applicant
fit.
Can describe
one type of
employee
fit.
Can describe two
types of employee
fit.
Can describe three
types of employee
fit.
Can describe three types of
employee fit. Can do a
thorough personal analysis
of vocational fit.
Does not
understand
assessment
methods for
determining
fit.
Can explain how
Can successfully
match assessment
methods to three
types of fit.
Can successfully
match assessment
methods to three
types of fit. Can
supply support for
each choice.
Can successfully match
assessment methods to
three types of fit. Can
supply well thought out
support for each choice.
Using an
assigned case
can analyze
needs and
develop
assessment
procedures.
Does not
analyze
selection
needs in the
case.
Can
successfully
match
assessment
methods to
two types of
fit.
Can develop
a list of
required
characteristics for a
position.
Can develop a list
of required
characteristics for
a position and
relate them to job
tasks.
Can develop a list of
required
characteristics for a
position and relate
them to job tasks.
Creates procedures
to test for three
most important
characteristics.
Can develop a list of
required characteristics for
a position and relate them
to job tasks. Creates
procedures to test for three
most important
characteristics. Develops
process to evaluate
effectiveness of the
selection system.
Effectively and clearly
writes using appropriate
grammar, spelling,
punctuation, and sentence
structure throughout the
document (no errors).
Uses APA format
effectively.
Writes at the
Graduate
Level
(CO7)
Does not
write using
appropriate
grammar,
spelling,
punctuation,
and sentence
structure
(numerous
major errors).
Does not use
APA format.
Does not
Writes using
Writes clearly using
write
appropriate
appropriate
clearly;
grammar,
grammar, spelling,
attempts to
spelling,
punctuation, and
write using
punctuation, and
sentence structure
appropriate
sentence structure (some minor errors).
grammar,
(a few major and
Uses APA format
spelling,
minor errors)
(slight errors).
punctuation, Uses APA format
sentence
(few errors).
structure
(several
major
errors).
Attempts to
use APA
format
(frequent
errors).
Grade Equivalency: 0 points=0%; 1 point=15%; 2 point=30%; 3 point=40%; 4 point=50%; 5 point=55%; 6 point=60%;
7 point=65%; 8 point=70%; 9 point=75%; 10 point=80%; 11 point=85%; 12 point=90%%; 13 point=93%; 14
point=96%; 15 point=98%%; 16 point=100%.
OVERALL GRADE
Comments:
Score

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