Applying Organizational Psychology

Applying Organizational Psychology

Recruitment and socialization are important factors when applying the principles of organizational psychology. The recruitment process is important for the organization as well as the applicant. Organizations use different methods to attract and evaluate applicants. Applicants evaluate organizations to determine if they desire to commit to the organization. Organization use strategies to socialize new employees and new employees determine if they fit into the culture of the organization. The purpose of this paper is to discuss the recruitment process based on the perspective of the organization and the applicant and how the principles of organizational psychology can be used in the recruitment process. Additionally, this paper will express the concepts of organizational socialization and how the principles of organizational psychology can be applied to organizational socialization.

Recruitment Process

The recruitment process involves the perspective of the organization and the applicant. Organizations engage in the recruitment process to select employees who will prove to be successful and committed to the organization. There are several factors to consider in an organization's recruitment planning process. The recruitment process involves planning. An organization's strategic plan is incorporated into the planning process. Planning is based on the organization's strategic plan. Potential employees are determined based on the number of vacant positions to be filled, the deadline when the vacancies need to be filled, and by examining the current and future needs of the organization (Jex & Britt, 2008). Strategic planning is an important process that contributes to the effectiveness of its recruitment process. An organization's strategic plan contributes to goal planning and achievement by concentrating on the future of the organization. This is determined by examining where the organization desires to be in the future and the objectives required to reach those goals (Jex & Britt, 2008). Strategic planning and recruitment work together in its efforts to clarify the need for staff.

Succession planning is another process necessary to the development of a recruitment plan (Jex & Britt, 2008). Succession planning involves predicting the chances that employee turnover will exist within the organization. This could involve potential retirements, temporary positions, or separation of employment for educational purposes. Based on analyzing this information, the organization can design its recruitment efforts around the positions that will be vacant.

A skills inventory is another process necessary to the recruitment planning. Organizations often request that its current employees occasionally complete a skills inventory to acquire an update on their experience, continued education, or special skills or abilities (Jex & Britt, 2008). This is used to examine if the organization can recruit within the organization rather than externally.

Additionally, an assessment of the supply of labor within the organization can be helpful with determining whether the organization has too many or too little staff. This information allows organizations to understand the approach to be used in its efforts to recruit. Organizations may need to be aggressive in their efforts and offer incentives as a means to attract potential employees when the supply of labor is scarce (Jex & Britt, 2008).

The applicant's perspective on the recruitment process is different from the organization's perspective. The applicant is looking for employment that offers job satisfaction and promotional growth. Applicants make an assessment of the organization to determine if their skills and abilities meet the requirements of the job. Additionally, the applicant uses the Attraction-Selection-Attrition framework to become attracted to organizations and continue employment with organizations with cultures that match their personalities (Jex & Britt, 2008). Applicants research organizational values to determine the assumed behavior within the organization. Information regarding an organization's values is received from other employees, company websites or brochures, or personal experiences