Different Types Of Pe Fit

However costly, the benefits of effective and efficient recruitment and selection, along with appropriate policies and procedures for retention, could outweigh the costs as well as reduce the costs of high labour turnover. Armstrong (2006, p97) cites Purcell et al (2003) to state that 'the way managers implement and enact policies ' is crucial in achieving greater competitive advantage. This process spans from gathering the potential candidates for a job position to short listing and in the final stages, selection. They may have knowledge of suitable candidates; however it is the ability to recruit the right people for the right job through, essentially, a systematic and fair, procedural process.              However, choosing the right person for the right job is not always easy. Effectively conducting job analysis and targeting right potential candidates ensures a good match between applicants and the jobs (Delaney et al 1996). Argument has been given that under qualified employees may not able to effectively perform their job positions due to lack of knowledge and competencies, while on the other hand over qualified employees tend to experience less job satisfaction due to their higher qualification than a desired level for a given job (Johnson et al 2002). For every job in the organisation, a thorough job analysis, which includes

Myers Briggs Type indicator is usually the standard for managers and human resource departments to categorize employees to help determine the best method of coaching for optimal performance. Employees were given a test and evaluated on categories that included extraversion-introversion, sensing-intuitive, thinking-feeling, and judging-perceiving. A personality profile was based on evaluating these categories. A new method of creating personality profiles has been introduced in the workplace that expands upon the categories of the Myer Briggs Type indicator. This is called the Big 5 Factor Personality Type. This method evaluates emotional reactions, interpersonal patterns, and openness to experience, agreeableness, and work ethic (Briggs, 1998). By evaluating these categories, immediate supervisors can predict job performance across many industries. For example, low scores on emotional reactions, high extraversion, and high conscientiousness or work ethic is an indicator of high job performance. Job burnout can be predicted by

In the contemporary workplace, the hiring process is no longer a singular process of matching a candidate’s skill set to a set of job parameters. Today’s hiring process also involves matching candidate personalities to teams or groups and to the organization overall. The assessment of employee fit has become increasingly important as the costs associated with hiring the wrong candidate have soared. These costs can include unplanned training, reorganization and litigation. The costs associated with poorly evaluated new hires can reach three

“Person- job fit is described as a fit between the abilities of a person and the demands of the job, or between the desires of a person and the attributes of a job” (Yi-Chang, Chien, & Chin-Chey, 2014, p. 1539). This analysis gives insight into how well a person is adapting and succeeding at his/ her job role within an organization. If an employee is considered a poor fit for the job, it would

Another possible course of action employers could take is a greater focus on fit at the organisational and team level. Selection based on qualifications usually focuses more on individual and job fit. Fit at different levels is important as

Fit locks out imitators by creating a chain that is as strong as its strongest links. Simply fit means that poor performance in one activity will degrade the performance in others, so that weaknesses are exposed and more prone to get attention. For an example, cost of an activity can be decreased due to performance of another activity. Or particular activities value to customer can be enhanced by another activity. That’s how strategic fit bring advantages and competencies to an organization. M E Porter: 1996 has mentioned three types of fits as follows:

The job characteristics model, deliberate by Hackman and Oldham, is in perspective of the prospect that the job itself is essential to employee motivation. Specifically, a depleting and dull occupation covers motivation to perform well, however a testing livelihood enhances motivation. The JCM is recognized as one of the key employee motivation theories for an organization (Ramlall, 2004). The principles of this methodology are that the qualities of a vocation lead to discriminating mental states which prompt individual and work results with every stride being directed by one 's requirement for development.

Organizational psychologists use various models to assess job performance. These models evaluate in-role (technical aspects of a given job) and extra-role (skills that transcend the specific content of a job such as communication skills and being a team player) performance by employees (Jex & Britt, 2008). These assessments allow managers to recognize productive employees and encourage and motivate them to continue in their efforts.

The job characteristics model is one of the most influential attempts to design jobs with increased motivational properties. Proposed by Hackman and Oldham, the model describes five core job dimensions leading to three critical psychological states, resulting in work-related outcomes.

A field of interest in human resources and psychology is job satisfaction. Not surprisingly, people have noted that higher levels of job satisfaction are linked to improved job performance. Hackman and Oldham were some of the first researchers to really highlight the relationship between job characteristics and job satisfaction. "Their Job Characteristics Model (JCM) argued that, essentially, enriched or complex jobs are associated with increased job satisfaction, motivation, and work performance. More specifically, they assumed that five core job characteristics"¦influence three critical psychological states"¦which in turn affect work outcomes (Fried & Ferris, 1987). The five core job characteristics include skill variety, task identity, task significance, autonomy, and feedback from job (Fried & Ferris, 1987). The three critical psychological states include the experienced meaningfulness of the work, the experienced responsibility for outcomes of the work, and knowledge of the actual results of the work activities (Fried &Ferris, 1987). The work outcomes that are impacted by the job characteristics and psychological states include internal work motivation, growth satisfaction, overall job satisfaction, work effectiveness, and absenteeism (Fried &Ferris, 1987). While other researchers have developed models to measure job satisfaction and motivation, there has been surprisingly little research in the area.

Explain the importance of internal fit of a HPWS in supporting (or not) the overall business strategy (external fit)

We have introduced our concept of “Job Fit” to employers around the world. Job Fit is the process of locating the traits and skills necessary to be successful in a position and finding the people with them. In addition to qualifying people by hard skills like education and experience, Job Fit also seeks to match people according to their cognitive styles, interests, and behavioral traits. Improved job satisfaction and productivity comes as a result of considering these additional factors.

In the modern business world, new practices and aproaches are being introduced. When talking about new concepts the most important concepts being used nowdays in Human resource management are“Best Practice“ and “Best Fit“. There is a big increase on the debate between Best practice and Best fit, as to whether they general concept of Best practice is benificial to every organization and similarly the same for the concept of Best fit. Best practice suggests certain types of practices are universally successfull while Best fit acknowledges the relevent impact of contextual factors. Further below we will look into detail the two concepts in question and see how they are similar

The term “organization fit” describes when people are compatible with the organization they work for. Hence, they provide the organization with what it needs and vice versa. However, there are many cases where new hired staff does not fit in with the culture of the organizations. Although they may possess all the requirements needed for the position, they may not be compatible with the population they serve. Not only does this cost the organization money, but it has negative impact to the work environment and productivity. In order to minimize hiring the wrong individual organizations can follow different approaches.

Human resource management also faces the challenge of putting competent employees into jobs in which the employee is destined to fail. Mismatched employment is the single most important factor in company success. Mismatching employees to the wrong jobs places managers and employees at opposite ends of a motivational tug of war. These mismatches cause risks within the company. One of the main problems with mismatched employment is the mismatch in behavioral style. Behavioral styles predict no more and no less than