Hiring for the organization, not the job

Abstract

Executive Overview This article examines a new approach to selection in which employees are hired to fit the characteristics of an organization, not just the requirements of a particular job. Diverse firms—high and low-tech, U.S. and Japanese-owned—are using the approach to build cultures that rely heavily on self-motivated, committed people for corporate success. New, often expensive, hiring practices are changing the traditional selection model. An organizational analysis supplements a job analysis, and personality attributes are screened in addition to skills, knowledge, and abilities. We outline the basic steps of the new selection model and present a case description of a manufacturing company that used the model in hiring employees to work in its high-involvement organization. The new model works to its fullest advantage in organizations that allow employees enough freedom to use their unique attributes to influence job performance.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 453 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.