Explain any ethical and legal implications of your personnel selection process and how you might aIDress them

Personnel Selection: Process Development
NAME
Walden University
CLASS
CLASS NUMBER
March 19, 2017

For this Assignment, review the job listings posted in the Human Resources department of Greenway Inc. Consider the type of personnel selection assessments you might choose based on each of the job types presented.

Application/résumé
Pre-employment tests
Job interview(s)
Other (drug screening, credit check, etc.)
Describe the personnel selection assessments you selected
Explain your rationale for the assessments selected based upon on their organizational benefits
Explain any ethical and legal implications of your personnel selection process and how you might aIDress them
Find all relevant information here: http://mym.cdn.laureate-media.com/2dett4d/Walden/PSYC/8576/01/mm/greenway/index4.html
Today’s employers compete aggressively when it comes to talent acquisition and sustainment. Organizations spend a very large percentage of their budget on career research, advertising, recruitment, and benefit packages (Pulakos, 2005). When a company decides that they need aIDitional labor to meet current or future demands, they have to go through the hiring process. This document attempts to explain the steps to take when selecting new employees.
Long before a job can be posted, there are several steps that must be completed. To begin the process, those in charge of hiring must know what position is needing to be field. Someone must identify a gap in the organization. Will a new position be created or will an existing one be modified? This will aid in the pre-job posting phase described in (O’Reilly & Chatman, 1986). Once a position is identified, leaders can reference the position with job websites such as O*Net Online (n.d.) and OPM (n.d.). Once, the job skills are identified, and any specific organization skills and tasks are combined, the hiring authorities within such organization can set the salary budget for this position. Of course, she/he must run these figures by the finance department to ensure they meet with the projected pay scale. This is a team effort, because the job skills and duties may exceed the budget provided and modifications to one and/or the other may have to be made to find suitable labor.
Menke, Zupa, Lovrich, & Manning (1986) describes three phases of Personnel Selection, each one is an important step in the overall selection process. The first stage is called prescreening, and it relates to the collection of an applicant’s background information. This includes any state and/or federal legal and ethical standards required for the position. The second phase is the Assembled Examination phase, usually entailing the administration of formal or informal examinations. Some organizations require an aptitude battery such as the U.S. Military (ASVAB, n.d.), while others may opt for a physiological based test to see if an applicant and the organization pair well. This too must comply with government hiring regulations such as ethnic, racial minorities, women, handicapped, and veteran applicants (EEOC, n.d.). The third phase of personnel selection is commonly known as the Interview phase, wherein a single individual or a group of interviewers typically makes the final determination on hiring (Menke, Zupa, Lovrich, & Manning, 1986). This phase of the personnel selection process, as well as the others are under close scrutiny and observation for the use of job related criteria in the making of hiring decisions (Menke, Zupa, Lovrich, & Manning, 1986).
The three positions discussed in Laureate Education’s scenario (2013c) are as follows Onsite/Outside sales manager, an Executive, and a Solar PV Installer. Each position requires a different set of kills and thus each position will be recruited apart.
Onsite/Outside Sales Manager

Application and Resume
Pre-Employment Test
Interview Process
Other

Executive
Greenway Inc. is seeking a Chief Operating Officer
Application and Resume
Pre-Employment Test
Interview Process
Other

Solar PV
Application and Resume

Pre-Employment Test
The Pre-Employment assessments usually require a parts and tools identification as well as a physical demonstration. This is a great way to identify those with exceptional talent in an element that the candidate may feel more comfortable. Since this can be completed on site with experts in the industry (I should hope that an organization deems themselves as such), this can be relatively inexpensive compared to other exams and proof of comprehensions that are often outsourced.

Interview process
Other

Feel free to use any of these references:

Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968.
Retrieved from the Walden Library databases.
American Psychological Association. (2012). Ethical principles of psychologists and code of conduct. Retrieved from www.apa.org/ethics/code.html
Borden, L. W., & Sharf, J. C. (2007). Developing legally defensible content valid selection procedures. In D. L.Whetzel & G. R. Wheaton (Eds.), Applied measurement: Industrial psychology in human resources management (pp. 385-401). Malwah, NJ: Lawrence Erlbaum Associates.
Cascio, W. F., & Aguinis, H. (2008a). 3 staffing twenty-first-century organizations. The Academy of Management Annals, 2(1), 133–165.
Retrieved from the Walden Library databases.
Newman, D. A., & Lyon, J. S. (2009). Recruitment efforts to reduce adverse impact: Targeted recruiting for personality, cognitive ability, and diversity. Journal of Applied Psychology, 94(2), 298–317.
Retrieved from the Walden Library databases.
Society for Industrial and Organizational Psychology, Inc. (2003). Principles for the validation and use of personnel selection procedures (4th ed.). Bowling Green, OH: Author.
Used by permission of Society for Industrial and Organizational Psychology, Inc.
U.S. Equal Employment Opportunity Commission. (2010). Employment tests and selection procedures. Retrieved from http://www.eeoc.gov/policy/docs/factemployment_procedures.html
U.S. Equal Employment Opportunity Commission (n.d.). Laws & guidance. Retrieved December 3, 2012 from http://www.eeoc.gov/laws/
U.S. Office of Personnel Management. (2007). Assessment decision guide. Retrieved from http://apps.opm.gov/ADT/ContentFiles/AssessmentDecisionGuide071807.pdf
Le, H., Oh, I.-S., Shaffer, J., & Schmidt, F. (2007). Implications of methodological advances for the practice of personnel selection: How practitioners benefit from meta-analysis. Academy of Management Perspectives, 21(3), 6–15.
Retrieved from the Walden Library databases.
Ryan, A. M., Sacco, J. M., McFarland, L. A., & Kriska, S. D. (2000). Applicant self-selection: Correlates of withdrawal from a multiple hurdle process. Journal of Applied Psychology, 85(2), 163–179.
Retrieved from the Walden Library databases.
Slaughter, J. E., Bagger, J., & Li, A. (2006). Context effects on group-based employee selection decisions. Organizational Behavior and Human Decision Processes, 100, 47–59.
Retrieved from the Walden Library databases.
References:
Armed Forces Vocational Aptitude Battery (n.d.). ASVAB Retrieved from http://www.official-asvab.com/
Laureate Education, Inc. (Executive Producer). (2013b). Introduction to Greenway Inc. [Interactive media]. Baltimore, MD: Author.
Laureate Education, Inc. (Executive Producer). (2013c). Introduction to Greenway Inc. [Interactive media]. Baltimore, MD: Author.
Menke, B.A., Zupan, L.L., Lovrich, N.P. and Manning, D. (1986). Model Selection Process for Podular Direct-Supervision New Generation Jails. In Final report for the National Institute of Corrections.
O’Reilly, C. and Chatman, J. (1986). Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior. Journal of Applied Psychology, 71(3): 492–499.
U. S. Office of Personnel Management (2007). Assessment decision guide. Retrieved from: http://apps.opm.gov/ADT/ContentFiles/AssessmentDecisionGuide071807.pdf