Objective - Psychological testing and assessment is used to obtain suitable candidates with the ability to achieve the needs of organisations. The purpose of this qualitative study is to evaluate the results of psychological testing as an effort to improve employee competency. Methodology/Technique - This study examines 175 samples from psychological testing reports by psychologists in providing competencies assessments of each potential employee applying for the position of customer service and teller in a State-owned Bank in the Kalimantan area. Findings - The results show that to obtain competent employees, they must meet the standards set by the organisation. Competencies must be future oriented and are not a mechanism for reciting the past, so it is important for organisations to obtain a list of competencies that fit their needs. The results suggest that an organisation does not merely receive a list of competencies from the consultant (psychologist; practitioner and human resources department), but rather organizations should obtain a list of competencies that are personalised to their environment. This finding indicates that competencies are interrelated and do not stand alone. Since competencies are a behavioural approach to emotional, social, and cognitive intelligence, this integrated concept offers more than a comfortable framework for describing humanity as a whole. This suggests that to develop employee competencies characteristics associated with successful performance, organizations and practitioners must exhibit the patterns of behaviour that can be observed and make a positive difference to others. Novelty – It is important to realize that there are a number of characteristics that may not have a direct impact on performance, but which may be an important determinant of the success of the employee. Type of Paper - Empirical Keywords: Psychological Testing; Competencies; Successful Performances; Business Value. JEL Classification: J30, J33, J39.
Objective - The present study aims to describe the challenges of recruitment and selection systems encountered in Indonesia, to ultimately identify the factors influencing the rationale for recruitment and selection processes. Methodology/Technique - A case study approach is used with in-depth interview method for explaining the challenges of recruitment and selection systems applied in Indonesia. The procedure of data analysis consists of three actions that take place instantaneously: data reduction, data presentation, and drawing conclusions. Findings - The findings of this study show that an organisation can obtain qualified personnel who meet their requirements through the application of effective principles in the process of recruitment and selection, in addition to adopting the principles of clarity, planning, legal aspects, accuracy, fairness, honesty, and trust from HR. Novelty - The empirical implications of this study provide a deeper understanding of the resource-based theory. Which explains that humans, as assets of an organization, must be recruited and selected with the right procedures and processes to ensure they provide value to the organization and increase its credibility. In addition, the findings of this study can be adopted by organizations within their recruitment systems, to capture competent candidates for recruitment. Hence, the results of this study further the development of the current principle of human capital for organizations. Type of Paper: Empirical Keywords: Challenges; Recruitment and Selection System; In-depth Interview; Qualified Personnel; Approach Ideal Qualification. JEL Classification: M10, M12, M19.
Objective - This study aims to further explore how leadership training processes are perceived by various generations in an organization. In looking at this phenomenon we use the perspective of the Me generation who are currently attending a wide range of leadership training organized by their own organization as well as outside of the organization. It is expected that this understanding will provide an outline of how the process of leadership training can effectively change behaviour, improve competence, and advance individual's careers in the future. Methodology/Technique - This study uses a qualitative methodology and a case study with exploratory approach is chosen as the researchers have limited knowledge on the research area. In addition, a case study is a more in-depth study. The procedures of data analysis consist of three actions based on research by Miles and Huberman (1994) that occur instantly: data reduction, data presentation, and conclusion drawing. The findings of this study are a development of skills and expertise which is currently proposed for the security of one's career within an organization. Findings - With career security, the ability to work is increased and people are not limited to working in the same job. Employees have the opportunity to improve their skills and adapt to their working abilities in a changing environment. This will also improve the company's image, not only from the loyalty of their employees, but also in terms of the achievement of their goal, development of skills, motivation, productivity, and performance. Novelty - The empirical implications of this study are in line with the trait theory and contingency model. This proposes that a leader must have various attributes to be effective. Effective leadership is characterised by a number of traits such as cognitive abilities, social abilities, and integrated disposition tendencies. Type of Paper: Review. Keywords: Leadership Training Process; Gen-Me Perspectives; Case Study; Exploratory Approach; Career Security; Trait Theory; Contingency Model. JEL Classification: M50, M53, M59.
As we known that one resource that supports work of employee is a good relationship among the leader and co-workers. Leaders who have styles that are able to improve employees' psychological well-being by making workplaces healthy, do not neglect supervision, are able to motivate employees, and reflect values that are important to employees (see, Hsiung 2012; Winkler et al. 2015; Huang et al. 2016; Joo, Park, & Lim 2016). There seems to be general agreement that effective leadership will encourage positive employee attitudes and behaviour (e.g., Fong & Snape 2015; Afsar, Badir & Kiani 2016; Semedo, Coelho, & Ribeiro 2016; Wu & Lee 2017; Kim & Beehr 2018; Buil , Martinez, & Matute 2019; Mostafa & Bottomley 2020). Meanwhile, most of the previous studies link that authentic leadership also has a negative influence on employees, such as: employee silence (Guenter et al. 2016); job stress (Weiss, et al. 2017); cynicism and immodesty (A Megeirhi, et al. 2018); burnout (Fair & Kamal 2019); management culture errors (Farnese et al. 2018); and turnover intentions (Gordon et al. 2019). Researchers found that only a few studied the relationship between authentic leadership and employee psychological well-being. There is only one study that examines this by using work climate as mediator variable in the type of nurse's work. Research conducted by Nelson et al. (2014) which states that authentic leadership has been recognized to influence psychological well-being through its impact on the work climate. Moving on from these issues, the interests of employees in Indonesia should be considered because the employee is required to work for eight hours a day and employees are working to make ends meet. Keywords: authentic leadership, psychological well-being, mediators, moderators, integrated review.
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