Selection: The Crux of IT HR Management

Selection: The Crux of IT HR Management

Jo Ellen Moore (Southern Illinois University Edwardsville, USA) and Clay K. Williams (Southern Illinois University Edwardsville, USA)
DOI: 10.4018/978-1-60960-535-3.ch005
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Abstract

When studying job analysis, recruitment, training, and even retention in IT HR management, an oft-overlooked element of the picture is selection. This chapter acknowledges and models the interplay among these components and then focuses on selection. The general steps in designing an effective selection process are reviewed, and a particularly interesting and useful selection technique is examined: critical incidents (or CI). Data from a CI analysis of the job of IT project manager are used to illustrate how a CI study is conducted and how the output from CI can be used to improve a selection process, as well as inform job analysis and training. The chapter concludes by identifying ways that the examination of selection can extend IT HR research and, ultimately, improve the effectiveness of IT HR management.
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The Role Of Selection In It Hr Management

Practitioners and researchers, particularly those not schooled in HR, may have forgotten or may not be aware of the pivotal role of selection in HR management. Figure 1 models the relationship of selection to other key elements of HR management.

Figure 1.

Selection in HR management

Job analysis is the gathering of information about a job in an organization (Fine & Cronshaw, 1999), typically culminating in a formal job description with identification of knowledge, skills, abilities and other characteristics necessary to perform the job.

This information contributes to recruitment, compensation, and selection. Job analysis outputs serve two purposes in recruitment: to convey to potential applicants the nature and requirements of the job; and, to provide a basis for designing recruitment strategies, i.e., where and how to target potentially qualified candidates. Rynes and Barber (1990) remind us that compensation and benefits also affect the size and qualifications of the applicant pool. Simply stated, the salary and other inducements that the company decides to link to the job (given the job description and KSAOs established through job analysis) can affect recruitment strategies as well as recruitment outcomes. Finally, the job description and identification of KSAOs produced by job analysis provide the foundation needed to design an effective selection process.

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