فایل ورد کامل عوامل موثر بر کارایی و پذیرش سیستم های گزینش الکترونیک

توجه : به همراه فایل word این محصول فایل پاورپوینت (PowerPoint) و اسلاید های آن به صورت هدیه ارائه خواهد شد

این مقاله، ترجمه شده یک مقاله مرجع و معتبر انگلیسی می باشد که به صورت بسیار عالی توسط متخصصین این رشته ترجمه شده است و به صورت فایل ورد (microsoft word) ارائه می گردد

متن داخلی مقاله بسیار عالی، پر محتوا و قابل درک می باشد و شما از استفاده ی آن بسیار لذت خواهید برد. ما عالی بودن این مقاله را تضمین می کنیم

فایل ورد این مقاله بسیار خوب تایپ شده و قابل کپی و ویرایش می باشد و تنظیمات آن نیز به صورت عالی انجام شده است؛ به همراه فایل ورد این مقاله یک فایل پاور پوینت نیز به شما ارئه خواهد شد که دارای یک قالب بسیار زیبا و تنظیمات نمایشی متعدد می باشد

توجه : در صورت مشاهده بهم ریختگی احتمالی در متون زیر ،دلیل ان کپی کردن این مطالب از داخل فایل می باشد و در فایل اصلی فایل ورد کامل عوامل موثر بر کارایی و پذیرش سیستم های گزینش الکترونیک،به هیچ وجه بهم ریختگی وجود ندارد

تعداد صفحات این فایل: ۶۳ صفحه

سازمان ها به شدت برای تسهیل گزینش از سیستم های گزینش الکترونیک استفاده می کنند زیرا آن ها دارای پتانسیا زیادی نظیر افزایش کارایی و کاهش هزینه های گزینش می باشند. علی رغم استفاده گسترده از چنین سیستم هایی، مطالعات اندکی به بررسی عوامل موثر بر کارایی آن ها و پذیرش آن ها توسط متقاضیان صورت گرفته است از این رو یکی از اهداف مهم این مقاله در نظر گرفتن عوامل موثر بر این معیار ها بود. ما این معیار ها را در هر مرحله از فرایند گزینش( آنالیز شغل- تقاضای شغل- تست و ارزیابی- مصاحبه- گزینش-و ارزیابی سیستم) در نظر گرفتیم. به علاوه برخی از اثرات و بر ایند های استفاده از سیستم های گزینش الکترونیک را تشریح کردیم.
این مقاله نشان می دهد که سیستم های گزینش الکترونیک پتانسیل کمک به سازمان ها و افراد را در رسیدن به اهداف کوتاه و بلند مدت دارند. با این حال تحقیقات بیشتر برای ارزیابی دامنه تاثیر عوامل فوق برای رسیدن به این اهداف لازم است. نکته بسیار مهم در این جا این است که امکان استنباط های علی را درباره عوامل موثر بر کارایی سیستم و پذیرش متقاضیان می دهد(شادیش و همکاران ۲۰۰۲- استون و رومرو ۲۰۰۸-). در تحقیقات آینده در باره این معیار ها یک سری فرضیه های قابل آزمون را ارایه می دهیم.

عنوان انگلیسی:Factors affecting the effectiveness and acceptance of electronic selection systems~~en~~

Introduction Organizations use a number of strategies for improving their operations, one of which is the development and use of human resource management (HRM) systems. Two key components of such systems are employee recruitment and selection. The overall purpose of recruitment is to provide the organization with a large pool of job applicants (applicants hereinafter) who are well suited for existing openings in terms of their knowledge, skills, abilities, and other attributes (KSAOs hereinafter). And the overall objective of selection is to maximize the quality of individuals who are hired from among the set of applicants in terms of their potential to contribute to organizational goals and objectives through their job performance. In the typical selection system (traditional system hereinafter) applicants complete an application blank, take one or more pre employment tests (e.g., cognitive ability, job related knowledge, work sample), and sit for a face to face interview with a personnel specialist. The information derived from these measures is used to estimate their job performance and job offers are made to the top applicant or applicants (dependent on the number of individuals that are to be hired). In recent years, however, there has been a rise in the use of technology as a means of facilitating the selection process. More specifically, electronic selection (e selection) is being used increasingly by organizations. It typically refers to the use of various forms of technology (e.g., web based job applications, web based tests, videoconference interviews) to help organizations with such tasks as conducting job analyses, gathering applicant data, assessing individuals’ KSAOs, and making selection decisions. Interestingly, results of one survey showed that 74% of large organizations now use electronic technology for recruiting and selection (CedarCrestone, 2010). Traditional selection systems typically require applicants to visit an organization to complete paper applications and pre selection measures. However, technology has changed this process dramatically (Kehoe, Dickter, Russell, & Sacco, 2005). For instance, with the advent of computers, organizations began using mainframes and dumb terminals to allow applicants to submit job applications (Kavanagh, Gueutal, & Tannenbaum, 1990). However, as microcomputers (PCs) became more readily available, organizations began using client server systems run over wide or local area networks (WANs and LANs, respectively). Although these systems provide applicants with access to an organization’s central server, they are somewhat limited because individuals often need a code to use them. However, with modern e selection applicants have improved access to an organization’s resources. For example, they can log onto recruiting or selection websites anytime of the day or night, and perform such tasks as completing application blanks and taking online tests. (See Kehoe et al., 2005, for a detailed review of the evolution of technology in the selection process.) E selection systems are thought to offer a number of important advantages over traditional systems (e.g., Kehoe et al., 2005; Reynolds & Dickter, 2010; Tippins, 2009). For instance, they (a) provide organizations with large numbers of recruits, (b) simplify the job analysis process, (c) accelerate the development and assessment of selection procedures, (d) reduce administrative D.L. Stone et al. / Human Resource Management Review 23 (2013) 50–۷۰ ۵۱ burdens by automatically screening applications to ensure that applicants meet basic job requirements, (e) allow organizations to interview applicants using web based or videoconference methods, and (f) facilitate the storage and use of applicant information, allowing for the assessment of selection system effectiveness (e.g., by validating inferences made in the selection process). Often this results in savings of both time and money. Overall, e selection systems are thought to (a) enhance efficiency, (b) reduce costs, (c) promote the hiring of qualified employees, and (d) manage the flow of new members into the organization (e.g., Bartram, 2006; Buckley, Minette, Joy, & Michaels, 2004; Kehoe et al., 2005; Reynolds & Dickter, 2010; Tippins, 2009). Despite the just noted benefits, critics (e.g., Harris, Van Hoye, & Lievens, 2003; Kehoe et al., 2005; Stone, Stone Romero, & Lukaszewski, 2003) argue that their use may lead to a number of unintended, dysfunctional consequences. For instance, because e selection systems focus primarily on efficiency and cost containment, they may divert attention from the goal of hiring the most qualified applicants (Kehoe et al., 2005; Pearlman & Barney, 2000). In addition, e selection procedures may (a) be more subject to cheating than traditional procedures and (b) have an adverse impact on members of protected groups (e.g., Reynolds & Dickter, 2010; Stone et al., 2003). Moreover, e selection has the potential to invade personal privacy (Harris et al., 2003; Stone et al., 2003), and negatively affect applicants’ attraction to organizations (e.g. Bauer, Truxillo, Paronto, Weekley, & Campion, 2004). Given the widespread use of e selection systems and the potential advantages and disadvantages associated with them, the primary purposes of the present article are to (a) provide a review of the factors that affect their effectiveness and acceptance, and (b) offer directions for e selection research and practice.

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