中文3170字本科毕业论文（设计）外文翻译外文题目Recruitment and selection - R&D using the Internet 外文出处Journal of Managerial Psychology，2000（7）：P163-167 外文作者 Maggie McCourt-Mooney原文：Recruitment and Selection R&D using the InternetMaggie McCourt-MooneyHaving identified in the first of this series of three articles several recurring themes in recruitment and selection (see V ol. 15 No. 3 of this journal) I embarked upon a more specific search. As well as using search engines, I made use of Proquest, an information service provided on the Web by Bell and Howell and available by subscription or through academic libraries.Three of the themes previously identified - the changing work environment, developments in testing and assessment and the use of technology - formed the basis of the searches and provided useful links amongst a plethora of sites of tangential interest only.On-line recruiting：Otherwise known as e-recruiting and cyber recruiting. The development of recruitment on-line, and via company Web sites in particular, was my starting point. In order to establish the range of current practices, I searched a variety of Web sites representative of global organizations. This was supplemented by a search for relevant and up-to-date references in journal articles or available and/or accessible through the Internet.The Internet and recruitment advertising：Judging by the wealth of Web site addresses now found in newspapers, journals and in job advertisements, some substantial part of the recruitment budget is being devoted specifically to on-line recruitment. Whether this is to market the organization or to be a showcase to attract potential job seekers is not clear. My search of several Web sites revealed a wide variety of approaches to the use of on-line recruiting. An equally interesting observation was the relationship between the culture of an organization and its on-line recruitment practices.Traditional recruitment practices：Several sites, however, appeared either to merely state that applicants could apply for jobs on-line and/or should send résumés or complete a form. These sites may attract some applicants, but if they have alreadyvisited sites like those reviewed earlier in this article, they may well be discouraged by the very traditional approach. There appears to be little imaginative use of the technology. However, the particular company's culture and/or the nature of its business may go some way to explaining this.HSBC in the banking sector at /hsbcuk/ was notably uninteresting, closely followed by Roche at /roche/about/job.htm which simply gave general descriptions of jobs in the Company and stated that applicants should "send application with usual documents via conventional mail". A more traditional approach is hard to imagine.AT&T from the telecommunications sector at /hr/ was at first intriguing with its "City of opportunities". However on trying to find out what these opportunities were, the phrase "Occupational represented positions" appeared and from then onwards very little made much sense.I was left with the impression that if a company was innovative or young and dynamic, or had a very mature and leading edge recruitment process in traditional terms, it would be likely to embrace the use of the Internet warmly and to good effect. It seemed valid to check this out with other sources of reference on the Internet and to establish whether research reports are as yet demonstrating how and why companies are changing their recruitment practices to use the Internet.Developments in testing and assessment：Turning now to my next theme of developments in testing and assessment, the primary tool I used for this particular search was Proquest. I wanted to go beyond the "shop front" approach of many Web sites and find relevant research rather than simply product information.Initially, I decided to narrow my search to one aspect of testing and assessment pre-employment screening. This search provided several interesting and informative journal articles on the subject ranging from an historical perspective to guidance on legislative implications and current products available in the market place.As a starting point, a very thorough and up-to-date consideration of pre-employment screening was found in American Business Review by Philbrick et al. (1999).Interestingly the starting point of this article was the increasingly litigioussociety and the cost of hiring particularly when there are labor shortages. The authors quote the tendency to "hire in a hurry" and reiterate the problem of worsening shortages that organizations are likely to face when Baby-Boomers retire.From a US legislative standpoint the authors place emphasis on ensuring that any recruitment procedures are related to employee success on the job and "do not have a disparate impact on any protected class" They equally emphasis the onus on the employer to demonstrate if required that any pre-employment screening method is reliable and valid.Philbrick et al. (1999) review a range of approaches to screening making the initial distinction between "screening in", which is "an attempt to get the best employees" and "screening out", or "an attempt to exclude those applicants believed to have potential problems". Philbrick et al. do not recommend use of the polygraph and unstructured interviews but provided they are in no way discriminatory, the authors do advocate the use of:•carefully designed application forms;•background checks;•competency based screening;•structured interviews; and•drug testing.Some practices which Philbrick et al. suggest may have some use in certain circumstances include:•personality testing to help avoid job mismatching;•integrity testing; and•hand-writing analysis - with the following proviso.The other significant issue raised by Philbrick et al. is the importance of being aware of potential employees' negative reactions to some of the approaches to screening or to particular screening tools. Equally important is the need for the employer to manage this response in a reasonable way.So the legislative context, the diversity of the workforce and potential labor shortages are combined to provide a minefield through which employers need to walkvery carefully. Let us now consider some of the new approaches to pre-employment screening that can be timesaving and good value for employers and appear to be fair to potential employees.Pre-employment screening tools：At the simplest level, the development of 24-hour telephone pre-screening as reported, in HR Magazine seems to have provided potential candidates with more flexible arrangements. "HR Easy Inc analyse10,000 calls received during one 24 hour period to its clients using its custom-made programs that screen applicants via a touch-tone phone. Sixty nine per cent were place outside traditional business hours" (Rubis, 1998).Another example of this approach is provided by Stores New York (see Schulz, 1998) and illustrates how small retailers are able to identify likely applicants through two tiers of questioning in an automated program. In this example, the retailers, Hot Topic and Stew Leonard, advertised the vacancy and gave details of a toll free telephone number. When an applicant completed the session successfully, an interview with a live human being was scheduled automatically. This leads me to wonder how the employer copes with a potential large number of successful applicants? And are the questions really designed to test people's stamina and endurance as well as their suitability for the job?Russell (1999) gives further evidence of the likely popularity of such automated methods. He asserts that nowadays the latest business tools are economical in terms of time and money, taking often no longer than 15 minutes and often being able to be processed in-house. Russell suggests this applies to programs to screen out marginal performers early typically after a brief interview but he does not quote specific programs. However he does provide a link to the Workforce Stability Institute at which provides a more considered approach and caution on how to use any tests:•In choosing to use tests, consult with people who are both experienced and knowledgeable in the overall design of selection systems rather than a specific product or methodology.•Ensure the tests are reliable and valid measures are related as closely to the job as possible.•Check for adverse impact.Research findings：When I first started researching on-line recruitment in 1998, I found more predictions about what was likely to happen in general terms or an indication of trends that were beginning to emerge. Now in 2000 some research findings are being reported from a variety of sources. In June 2000, HR Focus magazine reported on the Web Recruiting Study 2000, undertaken by the Institute of Management and Administration (see "Why your Web site is more important than ever to new hires", HR Focus, June, 2000). An executive summary of this report also appears at . According to the survey, more than 90 per cent of job applicants check out a company's Web site before taking the job and yet more spend an average of four hours on a corporate Web site doing a job search.Changing demands on the HR function：This increased interest in, and use of, the Internet by job seekers does however bring its own problems. The August 1999 edition of Workforce (see / for subscription details) quotes several examples of companies that have responded in differing ways to this development. The examples range from Irvine, Mazda North American Operation, which decided to devote 25 per cent of its recruitment budget to an Internet recruitment service to Princess Cruises, which "does not want to share their employment practices with competitors".A me r ic a n E xpr e s s a t /sif/cda/page/0,1641,1461.asp considers the need to have a variety of recruitment strategies of which on-line recruiting is just one. The interesting point is that this appears to have tripled the number of résumés received and has, at the same time, increased the quality of applicants. What the company has also done is acknowledge that employees need to be encouraged to use the Internet themselves to recruit and appoint new employees and thus rewards are given for those who make an offer via the Internet.Speed of response and increased numbers of applicants：What this Workforce article highlighted was the need for organizations to manage the shortened recruitment cycle that on-line recruiting brings. Some companies manage theincreased speed of response and the increased numbers by improving internal capabilities in terms of software, technology and dedicated resources, such as American Express. Lockheed Martin Technology Services Group has done something slightly different at /careers/Careers.asp. Not only has it appointed an in-house interactive recruitment specialist, it has also developed a Company Web page for personnel involved in recruiting which links them into further pages and sites related to job fairs and other recruitment interests.Outsourcing the management of the on-line recruitment process is also a common practice, and the advice from all sources seems to be: "Do so if you are not in the area of IT developments and if you do so, look for more than a résumédatabase". The large number of potential applicants will need to be screened, an issue raised by myself in the previous article in this series. Apparently it is slightly more complicated than just finding the appropriate software or screening against criteria.On-line recruitment：a different process? In Part I of this series of articles, I argued that the process of recruitment and selection has not changed essentially and that Internet technology will require organizations mainly to improve these processes or manage other influences. The results of my research for this article reinforce this view but also highlight some important influences to be taken into account: the speed factor, the increased use of outsourcing, the training and development needs of both HR specialists and employees to equip them to work in an on-line recruiting environment and the concept of the "candidate as customer". The attractiveness of a company Web site and its appeal to both active and passive job seekers will be of paramount importance in the future, particularly for the next generation for which technology is the norm.（节选）译文：招聘与筛选,研发使用互联网玛吉麦科特，穆尼在这系列的三篇文章中，第一篇已经确定了招聘和筛选中反复出现的主题（见卷15，该刊第3号），接着，我向一个更具体的搜索目标进发。