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Literature Review格式范文-招聘和选拔过程的文献综述。本文是一篇留学生Literature Review写作范文，主要内容是针对员工选拔是“收集和评估个人信息以提供就业机会的过程……”这一问题，通过文献检索和分析进行阐述。员工选择是组织整体人员配置流程的一部分，还包括人力资源（HR）规划、招聘和保留活动。通过人力资源规划，组织预测其对具有特定知识、技能和能力的人员（KSA）的可能需求，并将其与内部或外部劳动力市场中此类人员的预期可用性进行比较。在人员配置的招聘阶段，组织根据组织类型和所涉工作的性质，尝试通过在组织内发布职位、发布广告以吸引外部申请人、员工推荐以及许多其他方法与潜在的求职者建立联系。当组织的招聘工作产生一批申请者时，员工选择开始。在员工选拔过程中，公司会决定向哪些被招聘的候选人提供职位。下面就一起来参阅这篇留学生Literature Review文献综述写作格式范文。  Employee selection is the “process of collecting and evaluating information about an individual in order to extend an offer of employment ……(R.D. Gate wood and H.S. Field) Employee selection is part of the overall staffing process of the organization, which also includes human resource (HR) planning, recruitment, and retention activities. By doing human resource planning, the organization projects its likely demand for personnel with particular knowledge, skills, and abilities (KSAs), and compares that to the anticipated availability of such personnel in the internal or external labour markets. During the recruitment phase of staffing, the organization attempts to establish contact with potential job applicants by job postings within the organization, advertising to attract external applicants, employee referrals, and many other methods, depending on the type of organization and the nature of the job in question. Employee selection begins when a pool of applicants is generated by the organization’s recruitment efforts. During the employee selection process, a firm decides which of the recruited candidates will be offered a position.
Effective employee selection is a critical component of a successful organization. How employees perform their jobs is a major factor in determining how successful an organization will be. Job performance is essentially determined by the ability of an individual to do a particular job and the effort the individual is willing to put forth in performing the job. Through effective selection, the organization can maximize the probability that its new employees will have the necessary KSAs to do the jobs they were hired to do. Thus, employee selection is one of the two major ways (along with orientation and training) to make sure that new employees have the abilities required to do their jobs. It also provides the base for other HR practices-such as effective job design, goal setting, and compensation-that motivate workers to exert the effort needed to do their jobs effectively, according to Gatewood and Field.
有效的员工选拔是成功组织的关键组成部分。员工如何完成工作是决定一个组织成功与否的主要因素。工作绩效本质上取决于个人完成特定工作的能力以及个人在执行工作时愿意付出的努力。通过有效的选择，组织可以最大限度地提高新员工拥有必要的KSA来完成其受雇工作的可能性。因此，员工选拔是确保新员工具备完成工作所需能力的两种主要方式之一（以及定向和培训）。Gatewood and Field表示，它还为其他人力资源实践提供了基础，如有效的工作设计、目标设定和薪酬，以激励员工努力有效地完成工作。
Job applicants differ along many dimensions, such as educational and work experience, personality characteristics, and innate ability and motivation levels. The logic of employee selection begins with the assumption that at least some of these individual differences are relevant to a person’s suitability for a particular job. Thus, in employee selection the organization must:
Determine the relevant individual differences (KSAs) needed to do the job and
Identify and utilize selection methods that will reliably and validly assess the extent to which job applicants possess the needed KSAs. The organization must achieve these tasks in a way that does not illegally discriminate against any job applicants on the basis of race, colour, religion, sex, national origin, disability, or veteran’s status.
求职者在许多方面都有所不同，例如教育和工作经验、个性特征、天生能力和动机水平。员工选择的逻辑始于这样一个假设，即这些个体差异中至少有一部分与一个人对特定工作的适合性有关。因此，在选择员工时，组织必须：
确定工作所需的相关个人差异（KSA），以及确定并使用能够可靠有效地评估求职者拥有所需KSA程度的甄选方法。组织必须以不基于种族、肤色、宗教、性别、国籍、残疾或退伍军人身份非法歧视任何求职者的方式完成这些任务。
An Overview of the Selection process:选择过程概述
Employee selection is itself a process consisting of several important stages, as shown in Exhibit 1. Since the organization must determine the individual KSAs needed to perform a job, the selection process begins with job analysis, which is the systematic study of the content of jobs in an organization. Effective job analysis tells the organization what people occupying particular jobs “do” in the course of performing their jobs. It also helps the organization determine the major duties and responsibilities of the job, as well as aspects of the job that are of minor or tangential importance to job performance. The job analysis often results in a document called the job description, which is a comprehensive document that details the duties, responsibilities, and tasks that make up a job. Because job analysis can be complex, time-consuming, and expensive, standardized job descriptions have been developed that can be adapted to thousands of jobs in organizations across the world. Two examples of such databases are the U.S. government’s Standard Occupational Classification (SOC), which has information on at least 821 occupations, and the Occupational Information Network, which is also known as O*NET. O*NET provides job descriptions for thousands of jobs.
员工选择本身是一个由几个重要阶段组成的过程，由于组织必须确定执行工作所需的个人KSA，因此选择过程从工作分析开始，工作分析是对组织中工作内容的系统研究。有效的工作分析告诉组织从事特定工作的人在执行工作过程中“做”什么。它也有助于组织确定工作的主要职责和责任，以及工作中对工作绩效具有次要或相切重要性的方面。工作分析通常会产生一个称为工作描述的文档，这是一个全面的文档，详细说明了组成工作的职责、责任和任务。由于工作分析可能复杂、耗时且昂贵，因此已经制定了标准化的工作描述，可适用于世界各地组织中的数千个工作。这类数据库的两个例子是美国政府的标准职业分类（SOC），其中至少有821个职业的信息，以及职业信息网络，也称为O*NET。O*NET为成千上万的工作提供了工作描述。
An understanding of the content of a job assists an organization in specifying the knowledge, skills, and abilities needed to do the job. These KSAs can be expressed in terms of a job specification, which is an
对工作内容的理解有助于组织指定完成工作所需的知识、技能和能力。这些KSA可以用作业规范来表示
2.2 Main Responsibilities of HRM 人力资源管理的主要职责
2.2.1 Getting the Best Employees 获得最佳员工
Workforce planning 劳动力规划
Specifying Jobs and Roles 指定作业和角色
Recruiting 招聘
Outsourcing 外包
Screening Applicants 筛选申请人
Staffing — Selecting (Hiring) New Employees. 人员配置-选择（雇佣）新员工
2.2.1.1 Workforce planning 劳动力规划
a) Objective of Workforce Planning 劳动力规划目标
Workforce planning is one of the most important activities in any organisation. It starts with analysis of the strategic position of the business. The results of this analysis then feed into a forecast of the required demand for labour by the organisation and how this is likely to be supplied. The final stage involves the creation and implementation of a human resources plan which aims to deliver the right number of the right people for the Organisation.
劳动力规划是任何组织中最重要的活动之一。首先分析企业的战略地位。然后，该分析的结果将输入组织所需劳动力需求的预测，以及可能的劳动力供应方式。最后一个阶段涉及人力资源计划的创建和实施，该计划旨在为组织提供合适数量的合适人员。
b) Strategy for workforce plan 劳动力计划战略
The strategic position and requirement of the organisation have the most important influence on workforce planning:
Organisation objectives and scope of activities: what are the objectives of the organisation? What products are to be sold, in which markets; using what kind of distribution?
Organisation location – where is the organisation located? How are the various business units, divisions, functions distributed across the various locations? What specialist skills are essential in each location? What are the workforce implications of decisions on organisation location?
Labour environment: what is happening to the size of the labour force? What key population and employment trends (e.g. the increasing numbers of people working on temporary or short-term contracts) affect the ability of the business to recruit staff? What provision needs to be made for employee pension; what employment legislation
Timetables – to what extent does the strategic needs of the business require short-term changes in the workforce – or can change be achieved over a longer period. For example, are new retailing or distribution locations to be opened in the next 12 months that require staff?
组织的战略地位和要求对劳动力规划具有最重要的影响：
组织目标和活动范围：组织的目标是什么？销售什么产品，在哪些市场；使用什么样的分发？
组织位置–组织位于哪里？各个业务部门、部门和职能部门如何分布在各个地点？每个地点都需要哪些专业技能？组织位置决策对员工的影响是什么？ 劳动环境：劳动力规模发生了什么变化？哪些关键的人口和就业趋势（例如，签订临时或短期合同的人数不断增加）会影响企业招聘员工的能力？需要为员工养老金提供哪些准备金；什么样的就业立法
时间表——企业的战略需求在多大程度上需要劳动力的短期变化，或者可以在更长的时间内实现变化。例如，未来12个月是否会开设需要员工的新零售或分销场所
c) Forecasting Workforce Demand 预测劳动力需求
Putting a good Human Resources plan together requires an organisation to make a reasonably accurate forecast of workforce size. Key factors to consider in this forecast are:
Demand for existing and new products/projects
Organisation disposals and product closures
Introduction of new technology (e.g. new production equipment)
Cost reduction programmes (most usually involve a reduction in staff numbers somewhere within the business)
Changes to the business organisational structure
Business acquisitions, joint ventures, strategic partnerships
Forecasting Workforce Supply
一个好的人力资源计划需要一个组织对劳动力规模做出合理准确的预测。本预测中需要考虑的关键因素包括：
对现有和新产品/项目的需求
组织处置和产品关闭
引进新技术（如新生产设备）
成本降低计划（通常包括减少企业内某个地方的员工人数）
企业组织结构的变化
企业收购、合资企业、战略伙伴关系
预测劳动力供应
The starting point for estimating supply is the existing workforce: an Organisation should take account of:
Scheduled changes to the composition of the existing workforce (e.g. promotions; job rotation)
Normal loss of workforce – e.g. through retirement, “normal” labour turnover
Potential exceptional factors – e.g. actions of competitors that create problems of staff retention
By comparing the forecast workforce demand and supply – it is possible to compile a forecast of net workforce size. This then needs to be compared with the strategic requirements for the organisation. The result is the “workforce gap” (which is a forecast of too few or too many workers). The role of HRM is to close the gap!
HRM – Policies to Close the Workforce Gap
估算供应量的起点是现有劳动力：组织应考虑：
现有劳动力构成的计划变化（例如晋升；工作轮换）
劳动力的正常流失-例如通过退休、“正常”劳动力流动
潜在的例外因素–例如，竞争对手的行为会造成员工留用问题
通过比较预测劳动力需求和供应，可以编制劳动力净规模预测。然后需要将其与组织的战略要求进行比较。其结果是“劳动力缺口”（预测工人太少或太多）。人力资源管理的作用是缩小差距！
人力资源管理–缩小劳动力缺口的政策
The key HRM activities to manage the workforce gap comprise:
Recruitment plans (how many people, where, what type, how)
Training plans
Redundancy plans
Staff Retention Plans (how the business intends to keep the staff it wants to retain)
管理劳动力缺口的关键人力资源管理活动包括：
招聘计划（人数、地点、类型、方式）
培训计划
冗余计划
员工保留计划（企业打算如何留住想要留住的员工）
2.2.1.2 Specifying jobs and roles 指定作业和角色
This phenomenon includes two processes; 这种现象包括两个过程；
Job specification 工作规范
Job description 职位描述
Job Specification 工作规范
Derived from job analysis, it is a statement of employee characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function.
它来源于工作分析，是对员工特征和资格的陈述，以圆满履行规定的职责和任务，包括特定的工作或职能。
A job specification describes the knowledge, skills, education, experience, and abilities organisation believes are essential to performing a particular job. The job specification is developed from the job analysis.
工作规范描述了组织认为对执行特定工作至关重要的知识、技能、教育、经验和能力。工作规范是根据工作分析制定的。
A job specification cuts to the quick with organisation requirements whereas the job description defines the duties and requirements of an employee’s job in detail. The job specification provides detailed characteristics, knowledge, education, skills, and experience needed to perform the job, with an overview of the specific job requirements.
工作规范以组织要求为切入点，而工作描述则详细定义了员工工作的职责和要求。工作规范提供了执行工作所需的详细特征、知识、教育、技能和经验，并概述了具体的工作要求。
Job Description 职位描述
Job descriptions are essential. Job descriptions are required for recruitment so that organisation and the applicants can understand the role. Job descriptions are necessary for all people in the organisation. A job description defines a person’s role and accountability. Without a job description it is not possible for a person to properly commit to, or be held accountable for, a role.
工作描述至关重要。招聘需要职位描述，以便组织和申请人能够理解该职位。工作描述对组织中的所有人员都是必要的。工作描述定义了一个人的角色和责任。如果没有工作描述，一个人就不可能正确地承担一个角色，也不可能对这个角色负责。
Smaller organisations commonly require staff and managers to cover a wider or more mixed range of responsibilities than in larger organisations (for example, the ‘office manager’ role can comprise financial, HR, stock-control, scheduling and other duties). Therefore in smaller organisations, job descriptions might necessarily contain a greater number of listed responsibilities, perhaps 15-16. However,
whatever the circumstances, the number of responsibilities should not exceed this, or the job description becomes unwieldy and ineffective.
与大型组织相比，小型组织通常要求员工和经理承担更广泛或更复杂的职责（例如，“办公室经理”角色可以包括财务、人力资源、库存控制、日程安排和其他职责）。因此，在较小的组织中，职位描述可能必然包含更多列出的职责，可能是15-16个。然而，无论在何种情况下，职责的数量都不应超过这个数量，否则职位描述就会变得笨拙和无效。
Some feature in most job descriptions are as following; 大多数工作描述中的一些特征如下
communicating ( How to communicate with upper and lower level of management from his/her level)沟通（如何从他/她的级别与上下管理层沟通）
Panning and organising.平移和组织
Managing information and general administration support.管理信息和一般行政支持
Monitoring and reporting.监测和报告
Financial budgeting and control 财务预算和控制
Producing things.生产物品
Maintaining and repairing.维护和修理
Quality control.质量控制
Health and safety.健康与安全
Using equipment and system.使用设备和系统
Developing and creating things.开发和创造事物
Importance of Job Description:工作描述的重要性：
Job descriptions improve an organisation’s ability to manage people and roles in the following ways: 工作描述通过以下方式提高组织管理人员和角色的能力
Clarifies organisation expectations for employees.明确组织对员工的期望
Provides basis of measuring job performance 提供衡量工作绩效的基础
Provides clear description of role for job candidates 为求职者提供清晰的角色描述
Provides a structure and discipline for company to understand and structure all jobs and ensure necessary activities, duties and responsibilities are covered by one job or another
为公司提供一个结构和纪律，以了解和组织所有工作，并确保一项或另一项工作涵盖必要的活动、职责和责任
Provides continuity of role parameters irrespective of manager interpretation 提供角色参数的连续性，而不考虑经理的解释
Enables pay and grading systems to be structured fairly and logically 使薪酬和评级系统结构合理合理
Prevents arbitrary interpretation of role content and limit by employee and employer and manager 防止员工、雇主和经理对角色内容和限制的任意解释
Essential reference tool in issues of employee/employer dispute 员工/雇主争议问题的基本参考工具
Essential reference tool for discipline issues 学科问题的基本参考工具
Provides important reference points for training and development areas 为培训和发展领域提供重要参考点
Provides neutral and objective reference points for appraisals, performance reviews and counselling 为评估、绩效评估和咨询提供中立客观的参考点
Enables formulation of skill set and behaviour set requirements per role 能够制定每个角色的技能集和行为集要求
Enables organisation to structure and manage roles in a uniform way, thus increasing efficiency and effectiveness of recruitment, training and development, organisational structure, work flow and activities, customer service, etc
使组织能够以统一的方式组织和管理角色，从而提高招聘、培训和发展、组织结构、工作流程和活动、客户服务等的效率和效力
Enables factual view (as opposed to instinctual) to be taken by employees and managers in career progression and succession planning
使员工和经理能够在职业发展和继任规划中采用事实观点（而非直觉观点） Job Description Components:工作描述组成部分：
Job Title 职位名称
Based at (Business Unit, Section – if applicable) 总部位于（业务部门，部门-如适用）
Position reports to (Line Manager title, location, and Functional Manager, location if matrix management structure) 职位报告对象（直线经理职称、地点和职能经理、地点，如果是矩阵管理结构）
Job Purpose Summary (ideally one sentence) 工作目的总结（最好是一句话）
Key Responsibilities and Accountabilities, (or ‘Duties’. 8-15 numbered points) 关键职责和责任（或“职责”，8-15分编号）
Dimensions/Territory/Scope/Scale indicators (the areas to which responsibilities extend and the scale of responsibilities – staff, customers, territory, products, equipment, premises, etc) 维度/地域/范围/规模指标（责任范围和责任范围-员工、客户、地域、产品、设备、场所等）
Date and other relevant internal references 日期和其他相关内部参考
Hiring:招聘
Organisation basically has two main resources to get Human resources 组织基本上有两种主要资源来获取人力资源
Internal Promotion 内部晋升
Recruitment 招聘
Outsourcing 外包
Internal Promotions: 内部晋升
In this scenario existing employees of the organisation are promoted to fill the required place in the organisation.
在这种情况下，组织的现有员工将被提升，以填补组织中所需的职位。
Recruitment:招聘
In this case organisation takes new employees in the organisation to fill the vacant places.
在这种情况下，组织需要组织中的新员工来填补空缺。
Outsourcing:外包
Outsourcing refers to a company those contracts with another company to provide services.
外包是指一家公司与另一家公司签订合同提供服务。
Recruitment and Selection:招聘和选拔
Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation.
招聘是一个确定组织需要雇用到该职位的申请表到达组织时为止的人员的过程。
Employee selection is the “process of collecting and evaluating information about an individual in order to extend an offer of employment (R.D. Gate wood and H.S. Field) Employee selection is part of the overall staffing process of the organization, which also includes human resource (HR) planning, recruitment, and retention activities. By doing human resource planning, the organization projects its likely demand for personnel with particular knowledge, skills, and abilities (KSAs), and compares that to the anticipated availability of such personnel in the internal or external labour markets. During the recruitment phase of staffing, the organization attempts to establish contact with potential job applicants by job postings within the organization, advertising to attract external applicants, employee referrals, and many other methods, depending on the type of organization and the nature of the job in question. Employee selection begins when a pool of applicants is generated by the organization’s recruitment efforts. During the employee selection process, a firm decides which of the recruited candidates will be offered a position.
员工选择是“收集和评估个人信息以提供就业机会的过程，员工选择是组织整体人员配置过程的一部分，也包括人力资源计划、招聘和保留活动。通过人力资源规划，组织预测其对具有特定知识、技能和能力的人员的可能需求，并将其与内部或外部劳动力市场中此类人员的预期可用性进行比较。在人员配置的招聘阶段，组织根据组织类型和所涉工作的性质，尝试通过在组织内发布职位、发布广告以吸引外部申请人、员工推荐以及许多其他方法与潜在的求职者建立联系。当组织的招聘工作产生一批申请者时，员工选择开始。在员工选拔过程中，公司会决定向哪些被招聘的候选人提供职位。
Effective employee selection is a critical component of a successful organization. How employees perform their jobs is a major factor in determining how successful an organization will be. Job performance is essentially determined by the ability of an individual to do a particular job and the effort the individual is willing to put forth in performing the job. Through effective selection, the organization can maximize the probability that its new employees will have the necessary KSAs to do the jobs they were hired to do. Thus, employee selection is one of the two major ways (along with orientation and training) to make sure that new employees have the abilities required to do their jobs. It also provides the base for other HR practices-such as effective job design, goal setting, and compensation-that motivate workers to exert the effort needed to do their jobs effectively…….
有效的员工选拔是成功组织的关键组成部分。员工如何完成工作是决定组织成功程度的一个主要因素。工作绩效基本上取决于个人完成特定工作的能力以及个人在完成工作时愿意付出的努力。通过有效的甄选，组织可以最大限度地提高新员工拥有必要的KSA来完成其受雇工作的可能性。因此，员工甄选是确保新员工具备完成其工作所需能力的两种主要方式之一（以及定向和培训）。它还为其他人力资源实践提供了基础，如有效的工作设计、目标设定和薪酬，以激励员工发挥有效工作所需的努力……。
Organisational document that details what is required to successfully perform a given job. The necessary KSAs are called job requirements, which is simply means they are thought to be necessary to perform the job. Job requirements are expressed in terms of desired education or training, work experience, specific aptitudes or abilities, and in many other ways. Care must be taken to ensure that the job requirements are based on the actual duties and responsibilities of the job and that they do not include irrelevant requirements that may discriminate against some applicants. For example, many organizations have revamped their job descriptions and specifications in the years since the passage of the Americans with Disabilities Act to ensure that these documents contain only job-relevant content.
详细说明成功执行给定工作所需的内容的组织文件。必要的KSA称为工作要求，这只是意味着它们被认为是执行工作所必需的。工作要求以期望的教育或培训、工作经验、特定的能力或能力以及许多其他方式表示。必须注意确保工作要求基于工作的实际职责和责任，并且不包括可能歧视某些申请人的无关要求。例如，自《美国残疾人法案》通过以来的几年里，许多组织都修改了他们的工作描述和规范，以确保这些文件只包含与工作相关的内容。
Validity of selection methods 选择方法的有效性
Validity refers to the quality of a measure that exists when the measure assesses a construct. In the selection context, validity refers to the appropriateness, meaningfulness, and usefulness of the inferences made about applicants during the selection process. It is concerned with the issue of whether applicants will actually perform the job as well as expected based on the inferences made during the selection process. The closer the applicants’ actual job performances match their expected performances, the greater the validity of the selection process.
有效性是指度量评估结构时存在的度量质量。在甄选语境中，有效性是指在甄选过程中对申请人作出的推论的适当性、意义和有用性。它关注的问题是，根据甄选过程中的推论，申请人是否会实际完成工作并达到预期效果。申请人的实际工作表现与预期表现越接近，甄选过程的有效性就越高。
Selection methods 选择方法
A Organisation should use selection methods that reliably and accurately measure the needed qualifications. The reliability of a measure refers to its consistency. It is defined as “the degree of self-consistency among the scores earned by an individual.” Reliable evaluations are consistent across both people and time. Reliability is maximized when two people evaluating the same candidate provide the same ratings, and when the ratings of a candidate taken at two different times are the same. When selection scores are unreliable, their validity is diminished. Some of the factors affecting the reliability of selection measures are:
Emotional and physical state of the candidate. Reliability suffers if candidates are particularly nervous during the assessment process.
Lack of rapport with the administrator of the measure. Reliability suffers if candidates are “turned off” by the interviewer and thus do not “show their stuff” during the interview.
组织应使用可靠、准确衡量所需资质的选择方法。衡量标准的可靠性是指其一致性。它被定义为“个人所得分数之间的自我一致性程度”。可靠的评估在人与时间之间都是一致的。当两个人对同一候选人进行评估时提供相同的评分，并且两个不同时间对候选人的评分相同时，可靠性最大化。当选择分数不可靠时，其有效性会降低。影响选择措施可靠性的一些因素包括：
候选人的情绪和身体状态。如果考生在评估过程中特别紧张，可靠性就会受到影响。
与措施管理人缺乏密切关系。如果面试官对应聘者“不感兴趣”，从而在面试中不“展示自己的东西”，那么可靠性就会受到影响。
Inadequate knowledge of how to respond to a measure. Reliability suffers if candidates are asked questions that are vague or confusing.
Individual differences among respondents. If the range or differences in scores on the attribute measured by a selection device is large, that means the device can reliably distinguish among people.
对如何应对措施的知识不足。如果应聘者被问到模糊或令人困惑的问题，可靠性就会受到影响。
受访者之间的个体差异。如果选择设备测量的属性得分范围或差异较大，这意味着该设备能够可靠地区分人。
Question difficulty. Questions of moderate difficulty produce the most reliable measures. If questions are too easy, many applicants will give the correct answer and individual differences are lessened; if questions are too difficult, few applicants will give the correct answer and, again, individual differences are lessened.
问题难度。中等难度的问题产生最可靠的措施。如果问题太简单，许多申请人会给出正确的答案，个人差异会减少；如果问题太难，很少有申请人会给出正确答案，而且个人差异也会减少。
Length of measure. As the length of a measure increases, its reliability also increases. For example, an interviewer can better gauge an applicant’s level of interpersonal skills by asking several questions, rather than just one or two.
Up to this point, our discussion has assumed that an employer needs to validate each of its:
Studies summarizing a selection measure’s validity for similar jobs in other settings.
Data showing the similarity between the jobs for which the validity evidence is reported and the job in the new employment setting.
Data showing the similarity between the selection measures in the other studies composing the validity evidence and those measures to be used in the new employment setting.
测量长度。随着测量长度的增加，其可靠性也会增加。例如，面试官可以通过问几个问题而不是一两个问题来更好地衡量应聘者的人际交往能力。 到目前为止，我们的讨论假设雇主需要验证其每一项：
总结了在其他环境中类似工作的选择措施有效性的研究。
显示报告有效性证据的工作与新就业环境中的工作之间相似性的数据。
数据表明构成有效性证据的其他研究中的选择措施与新就业环境中使用的措施之间的相似性。
Making final selection:做出最终选择
The extensiveness and complexity of selection processes vary greatly depending on factors such as the nature of the job, the number of applicants for each opening, and the size of the organization. A typical way of applying selection methods to a large number of applicants for a job requiring relatively high levels of KSAs would be the following:
Use application blanks, resumes, and short interviews to determine which job applicants meet the minimum requirements for the job. If the number of applicants is not too large, the information provided by applicants can be verified with reference and/or background checks.
Use extensive interviews and appropriate testing to determine which of the minimally qualified job candidates have the highest degree of the KSAs required by the job.
甄选过程的广泛性和复杂性因工作性质、每个空缺职位的申请人数以及组织规模等因素的不同而有很大差异。对于需要较高KSA水平的工作，将选拔方法应用于大量申请人的典型方式如下：
使用申请表、简历和简短面试来确定哪些求职者符合该职位的最低要求。如果申请人人数不太多，可以通过参考和/或背景调查核实申请人提供的信息。
通过广泛的面试和适当的测试，确定哪位最低资格的求职者拥有该职位所需的最高KSA。
Make contingent offers to one or more job finalists as identified by Step 2. Job offers may be contingent upon successful completion of a drug test or other forms of back-ground checks. General medical exams can only be given after a contingent offer is given.
向第2步确定的一名或多名最终求职者提供临时聘用。工作聘用可能取决于成功完成药物测试或其他形式的背景调查。只有在给出或有报价后才能进行一般体检。本站提供各国各专业留学生Literature Review文献综述写作指导服务，如有需要可咨询本平台。
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