A Vacant Position in HR Structure

 Recruitment tests vs. Values which sociology can add 

Human resource man­age­ment experts and recruiters are sur­round­ed by a dozen of tests, where each claim­ing to have a deep under­stand­ing of indi­vid­u­als and their char­ac­ter­is­tics. How­ev­er, their valid­i­ty — in the lan­guage and cul­ture that will be used — is unclear.

Review the role and posi­tion of recruit­ment tests in human resource man­age­ment
Experts who use psy­cho­log­i­cal assess­ment tests ask them­selves how much atten­tion can be paid to the rec­om­men­da­tions of those and take hir­ing deci­sions based on the results? And if we mon­i­tor the selec­tion results for a while, will our deci­sion be confirmed?

 

 

What oppor­tu­ni­ties have been missed due to misjudgments?

How­ev­er, some junior users believe the pow­er and valid­i­ty of tests even more than the researchers who !invent­ed these tools

The thirst of orga­ni­za­tions and their human resource man­age­ment to hire tal­ents, has heat­ed the mar­ket for such tools. 

How­ev­er, this arti­cle does not seek the ways to hide the val­ues which psy­chol­o­gists can pro­vide to human resource management.

 

Watson’s approach in opposition to Jung and Freud

Soci­o­log­i­cal analy­sis in human resource man­age­ment can make it more effective

An extreme approach to the valu­able find­ings of Freud and Jung, and pay­ing atten­tion to aspects of mea­sur­ing and ana­lyz­ing the mind and link­ing mind­sets and thoughts to atti­tudes and behav­iors can be misleading.

Search­ing for the behav­ior roots from an indi­vid­ual and psy­cho­log­i­cal point of view, although is impor­tant, but can only be part of the unclear half of a per­son­’s behav­ior and per­for­mance in the organization. 

The envi­ron­men­tal fac­tor is con­sid­ered by many psy­chol­o­gists like John Wat­son also. A fac­tor that social sci­en­tists and soci­ol­o­gists are well aware of.
We have seen a lot that a sin­gle per­son behaves dif­fer­ent­ly in dif­fer­ent envi­ron­men­tal con­di­tions (dif­fer­ences in envi­ron­men­tal dimen­sions includ­ing the views of col­leagues, orga­ni­za­tion­al con­text, expec­ta­tions of oth­ers, etc.). Now even know­ing indi­vid­ual char­ac­ter­is­tics will not be enough to ensure performance.

Invitation of sociologists and social science experts

The sub­ject of human resource man­age­ment activ­i­ty and the lev­el of analy­sis is “orga­ni­za­tion”. Its effec­tive­ness is also known due to all these fac­tors. The intro­duc­tion of issues such as diver­si­ty in the work­place and the com­plex­i­ty of behav­iors due to dif­fer­ent lifestyles and the role of tech­nol­o­gy and such changes, has neces­si­tat­ed a review on com­po­si­tion of the human resource man­age­ment team.

This is where the inge­nu­ity of soci­ol­o­gists and social sci­en­tists can be very help­ful. Some­thing we rarely see in human resource teams. How­ev­er, there are still few­er adver­tise­ments for vacan­cies in human resources fields with soci­ol­o­gy background.

soci­ol­o­gy

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