跳至主要内容

Fuzzy Expert System Applied in Hiring Ratings and Long Term Job Performance Prediction

Read full paper at:
http://www.scirp.org/journal/PaperInformation.aspx?PaperID=49356#.VI5RFcnQrzE

This paper is presenting a model for a better prediction of long term job performance as seen by a Multinational Company from the West side of Romania (51 staff). This study is discussing a human resources procedure on recruiting assessment and its valid connection to the annual personnel evaluation individual scores, by analyzing archival data. Results conclude that age, gender, professional expertise, year of hiring, numeric and verbal abilities and interview score can predict job performance. Our hypothesis states that if we replace the classical weighted scoring algorithm with a fuzzy expert system, we will provide a better prediction of long term job performance.
Cite this paper
Balas-Timar, D. , Balas, V. and Costin, A. (2014) Fuzzy Expert System Applied in Hiring Ratings and Long Term Job Performance Prediction. Journal of Human Resource and Sustainability Studies, 2, 157-172. doi: 10.4236/jhrss.2014.23015.
 

[1] Goleman, D. (1998) Working with Emotional Intelligence. Bloomsbury Publishing, London.
[2] Sonnentag, S. and Lange, I. (2002) The Relationship between High Performance and Knowledge about How to Master Cooperation Situations. Applied Cognitive Psychology, 16, 491-508.
http://dx.doi.org/10.1002/acp.805
[3] Nash, J., Collins, B., Loughlin, S., Solbrig, M., Harvey, R. and Krishnan-Sarin, S. (2003) Training the Transdisciplinary Scientist: A General Framework Applied to Tobacco Use Behavior. Nicotine and Tobacco Research, 5, S41-S53. http://dx.doi.org/10.1080/14622200310001625528
[4] Fiore, S. M., Bedwell, W. and Salas, E. (2011) Interpersonal Skills Assessment: Social and Collaborative Factors and the 21st Century Workforce. Presented at the National Academies of Science Workshop on “Assessment of 21st Century Skills”, University of California-Irvine, January, 2011.
[5] Schmidt, F.L. (2002) The Role of General Cognitive Ability and Job Performance: Why There Cannot Be a Debate. Human Performance, 15, 187-210. http://dx.doi.org/10.1080/08959285.2002.9668091
[6] Schmidt, F.L., Hunter, J.E., McKenzie, R. and Muldrow, T. (1979) The Impact of Valid Selection Procedures on Workforce Productivity. Journal of Applied Psychology, 64, 609-626.
http://dx.doi.org/10.1037/0021-9010.64.6.609
[7] Gatewood, R. and Field, H. (2001) Human Resource Selection. Harcourt Brace & Company, Orlando.
[8] Schmidt, F.L., Hunter, J.E., Pearlman, K. and Hirsh, H.R. (1985) Forty Questions about Validity Generalization and Meta-Analysis. Personnel Psychology, 38, 697-798.
http://dx.doi.org/10.1111/j.1744-6570.1985.tb00565.x
[9] Schmidt, F.L. and Hunter, J.E. (1998) The Validity and Utility of Selection Methods in Personnel Psychology: Practical and Theoretical Implications of 85 Years of Research Findings. Psychological Bulletin, 124, 262-274. http://dx.doi.org/10.1037/0033-2909.124.2.262
[10] Hunter, J.E. (1986) Cognitive Ability, Cognitive Aptitudes, Job Knowledge, and Job Performance. Journal of Vocational Behavior, 29, 340-362. http://dx.doi.org/10.1016/0001-8791(86)90013-8
[11] Hunter, J.E. and Schmidt, F.L. (1996) Intelligence and Job Performance: Economic and Social Implications. Psychology, Public Policy and Law, 2, 447-472.
http://dx.doi.org/10.1037/1076-8971.2.3-4.447
[12] Schmidt, F.L., Hunter, J.E., Outerbridge, A.N. and Trattner, M.H. (1986) The Economic Impact of Job Selection Methods on the Size, Productivity and Payroll Costs of the Federal Work-Force: An Empirical Demonstration. Personnel Psychology, 39, 1-29.
http://dx.doi.org/10.1111/j.1744-6570.1986.tb00572.x
[13] Schmidt, F.L. (1995) Why All Banding Procedures in Personnel Selection Are Logically Flawed. Human Performance, 8, 165-177. http://dx.doi.org/10.1207/s15327043hup0803_3
[14] Outtz, J.L. (2002) The Role of Cognitive Ability Tests in Employment Selection. Human Performance, 15, 161-171. http://dx.doi.org/10.1080/08959285.2002.9668089
[15] Hough, L.M. and Oswald, F.L. (2000) Personnel Selection: Looking toward the Future-Remembering the Past. Annual Review of Psychology, 51, 631-664.
http://dx.doi.org/10.1146/annurev.psych.51.1.631
[16] Klein, C., DeRouin, R.E. and Salas, E. (2006) Uncovering Workplace Interpersonal Skills: A Review, Framework and Research Agenda. International Journal of Industrial and Organizational Psychology, 21, 79-126.
[17] Riggio, R.E. and Zimmerman, J. (1991) Social Skills and Interpersonal Relationships: Influences on Social Support and Support Seeking. Advances in Personal Relationships, 2, 133-155.
[18] Schneider, R.J., Ackerman, P.L. and Kanfer, R. (1996) To Act Wisely in Human Relations: Exploring the Dimensions of Social Competence. Personality and Individual Differences, 21, 469-481.
http://dx.doi.org/10.1016/0191-8869(96)00084-0
[19] Sherer, M., Maddux, J.E., Mercandante, B., Prentice-Dunn, S., Jacobs, B. and Rogers, R.W. (1982) The Self-Efficacy Scale: Construction and Validation. Psychological Reports, 51, 663-671.
http://dx.doi.org/10.1016/0191-8869(96)00084-0
[20] Viswesvaran, C. and Ones, D.S. (2002) Agreements and Disagreements on the Role of General Mental Ability (GMA) in Industrial, Work and Organizational Psychology. Human Performance, 15, 211-231. http://dx.doi.org/10.1080/08959285.2002.9668092
[21] Brannick, M.T. and Levine, E.L. (2002) Job Analysis: Methods Research and Applications. Sage Publications, Thousand Oaks.
[22] Tenopyr, M.L. (2002) Theory versus Reality: Evaluation of g in the Workplace. Human Performance, 15, 107-122. http://dx.doi.org/10.1080/08959285.2002.9668086
[23] Alexander, S.G. (2007) Predicting Long Term Job Performance Using a Cognitive Ability Test. Ph.D. Disertation (Industrial Organizational Psychology), University of North Texas, Denton.
[24] Schmidt, F.L. and Hunter, J.E. (2004) General Mental Ability in the World of Work: Occupational Attainment and Job Performance. Journal of Personality and Social Psychology, 86, 162-173.
http://dx.doi.org/10.1037/0022-3514.86.1.162
[25] Zadeh, L.A. (1965) Fuzzy Sets. Information and Control, 8, 338-353.
http://dx.doi.org/10.1016/S0019-9958(65)90241-X
[26] Balas-Timar, D. and Balas, V. E. (2007) Decision Making in Human Resources Selection Methodology. 2nd IEEE International Workshop on Soft Computing Applications, SOFA 2007, 21-23 August 2007, Gyula-Hungary, Oradea-Romania, 123-127, IEEE Catalog Number: CFP0728D.
http://dx.doi.org/10.1109/SOFA.2007.4318316                 eww141215lx

评论

此博客中的热门博文

Does Immigration Promote the Investment of the Monopolistic Firm?

In the present paper, we examine the effect of increasing uncertainty of immigrants’ growth on the optimal timing of investment of a firm that has a monopolistic power over the labor market. It is revealed that when the uncertainty of immigrants’ growth is more than a threshold level, increasing uncertainty of immigrants’ growth accelerates the optimal timing of firms’ investment and enhances the economic growth, even if the uncertainty of immigrants’ growth is formulated by the geometric Brownian motion, which is in sharp contrast to the standard result that an increase in the uncertainty postpones the optimal timing. With an increase in the immigrants over the past ten years, workforces in the host countries have been growing significantly to the extent that the immigrants represent 70% of the increase in the workforce in Europe, and 47% in the United States as OECD indicates. In the present paper, we attempted to investigate the effect of increased uncertainty caused by the growi...

Education Policy Implementation: A Mechanism for Enhancing Primary Education Development in Zanzibar

Education is one of the fundamental rights of individuals; therefore, the government of a country needs to develop and strengthen educational policy and quality as well as to ensure that everyone has equal access to basic education. The improvement of access and quality of education in the world is becoming as an essential factor in development, whereas the basic education (primary school), is acknowledged as a foundation of the higher educational development for every country. To fulfill this goal, governments introduce several policies and procedures; however, it requires some reforms and participation from the politician, policymakers, and other stakeholders to re-examine educational policy so that it can lead to multiplication and betterment of the reforms. Educational reforms actually focus on accountability. A positive educational development and reform is very challenging and needs more effort and strategy on how to use and utilize the resources effectively as such it can achie...