Effective Hiring Practices At Florida State College

Allen, N. J. (2007). Organizational commitment. In S. G. Rogelberg (Ed.), Encyclopedia of Industrial and

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

Finding the right person for a specific job can be a difficult task and there are many components that management would need to determine before hiring an individual. Even though an individual interviews well and has the qualifications for the job, they may not be a great fit for the job or the organization. If an employee is hired with that criteria, then it could really affect the profitability of the company and generate a lot of dissatisfied employees and customers. “The ability to put the right people in the right place, at the right time, is crucial to the success of any exceptional company” (Alter, 2015, p. 43) Therefore, the hiring process needs to be taken slowly and the potential employee needs to be evaluated very carefully to avoid the consequences of the employee not fitting into their job role or more importantly not being the right fit for the organization. However, we know that sometimes this situation is inevitable, so how what are the consequences of hiring individuals that do not fit their job description or that are not the right fit for the organization?

What determines if a candidate is suitable for a position? There are many qualities to consider, but the responsibility falls on the human resource specialist. The responsibility of the human resources specialist is to hire the “right” candidate for opening positions within the company. In making these decisions he or she must ensure that the "right" candidate is selected for that position. Different recruitment strategies will be compared and contrasted to determine the right recruitment strategy to attract those potential candidates for specific positions based on the following industries:

Many of organizations today use a variety of techniques for collecting evidence and data about applicants. Methods such as, interviews, personality tests, ability tests, assessment centers, physical tests can be used to classify if applicants are suitable or unsuitable for the job and the company's culture. According to Schultz and Schultz (2010), hiring decisions usually are not based on one method, but on a combination of methods. Organizations are using varied selection tools to guarantee that they collect all of the relevant information. Job analysts are measuring these facts carefully, with objectively

Employee recruitment and selection has become increasingly challenging in today’s organizational environments. Intense competition among employers demand that organizations continually develop innovative recruitment tactics to identify, appeal to, and employ the best qualified people in their respective industries. Furthermore, organizational success will weaken without the necessary talent to accomplish goals and objectives;

Mueller, J. R., & Baum, B. (2011). The definitive guide to hiring right. The Journal of Applied Business and Economics, 12(3), 140-153. Retrieved from http://search.proquest.com/docview/885179591?accountid=458.

Meyer and Herscovitch (2001) argue that commitment is an energy that attracts an individual to behave in accordance to the importance of a given task. Additionally, they claim that varying levels of dedication result in different behaviors. Thus, it can be said that commitment also has the potential to affect employees’ performance and loyalty to the organizations (Schminke 2011). Although there are many different concepts of the connection between personal and organizational values, Kristof (as cited in Finegan 2010) has defined it as:

Interpersonal relationship, work load,pay expectation and recognition has been founded by Maxwell and Steel (2003), as items which have impact on the level of commitment. In another study conducted by Lee (2000), perceived justice has been introduced as an item which has effect on organizational commitment. Also Schuler and Jackson (1999) noted that including employees as part of organizational process will increase the level of organizational commitment.

It has been highlighted that an organization’s workforce is the most valuable asset of the organization. Therefore, it is inherent that every organization stay committed to ensuring that the employees are committed to their work. An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction.

There are various definitions for the concept of organizational commitment but they all agree that it refers to a psychological state, which can be described as the bond or the attachment between an employee and their organization. McShane and Travaglione (2007:119) give the following definition: “Organisational commitment refers to the employee’s emotional attachment to, identification with and involvement in a particular organization”, while Wood et al. (2006:57) state that “organisational commitment refers

Hiring the right person whose values, principles and goals that fit with the culture of the organisation with necessary training will go a long way toward ensuring employee loyalty and retention. Success in selection has always been the highlight of high performance HRM models whereas the cost of flawed decisions can be considerable to both the employer and employee. Knowledge about jobs and their requirements must be collected through a process known as job analysis (Werther et al., 2003, pg 119) in which information about jobs is systematically collected, evaluated and organised by the HRD. Pfeffer and Veiga (1999) highlighted the modus operandi in effective hiring and selection. Such selections usually deal with a large number of applicants and the selection process focus on the attributes and critical skill not only for the job but for the future of the organisation as well. Firm should also focus on using suitable hiring techniques that seeks out outstanding candidates who are not only possess technical expertise, but also highly committed and trainable.

In today’s business environment, human resource is considered to be an organizations greatest resource; technology and capital are also needed but cannot be utilized with some form of human resource (Mathis and Jackson, 2010). All organizations want to have competitive advance and be successful, selecting and retaining the talented staff is the best way to achieve this. Best practices in the recruitment and selection process can to the achievement of organizational goals

Organizational commitment is one of the most investigated areas of study. Colakoglu, Culha and Atay (2010) state that increasing interests of various disciplines, such as sociology, psychology and behavioural sciences on organizational commitment, and examining organizational commitment by researchers in the field, both cause one’s own perspective to take different definitions into account. However, the view of commitment is that it can influence individual actions independent of other factors. Cetin (2006) outlines that organizational commitment means one’s devotion to his/her occupation, it requires the purpose of the occupation, belief in the values of the occupation and acceptance of them; and showing an effort to survive in his/her occupation and membership. Herrbach (2006) found that organizational commitment can lead to persistence in a course of action even in the face of conflicting motives or attitudes, and may even lead individuals to behave in ways that, from the perspective of neutral observers, might seem contrary to their own self-interest.

The aim of the study was to explore Organizational Commitment in an Indian Organisation from the Private sector. OC is an extensive research topic in the field of OB and has been studied by various researchers as a variable related to behavior and performance of employees (Allen and Meyer, 1990).The employees were assessed on the three component model (TCM) employee commitment survey (Allen and Meyer, 1997). Based on the Three-Component Model (TCM) of commitment (Meyer & Allen, 1991;1997), the TCM Employee Commitment Survey measures three forms of employee commitment to an organization: desire-based (affective commitment), obligation-based (normative commitment) and cost-based (continuance commitment). The survey includes three well-validated scales, the Affective Commitment Scale (ACS), the Normative Commitment Scale (NCS) and the Continuance Commitment Scale (CCS). According to the three-component model (TCM) of organizational commitment (Allen & Meyer, 1990; Meyer & Allen, 1991), commitment can take multiple forms, each characterized by a different psychological state or mind-set. Affective commitment (AC) reflects an emotional attachment and desire to remain with the organization, normative commitment (NC) is experienced as a sense of obligation to remain, and continuance commitment (CC) reflects an awareness of the costs associated with leaving. All three forms of commitment tie an individual to the organization and decrease the likelihood of leaving, but their