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dc.contributor.authorHausknecht, John
dc.contributor.authorWright, Patrick M.
dc.date.accessioned2020-11-17T17:28:00Z
dc.date.available2020-11-17T17:28:00Z
dc.date.issued2012-01-01
dc.identifier.other8001382
dc.identifier.urihttps://hdl.handle.net/1813/75917
dc.description.abstractIn this chapter, we draw linkages between theory and research from strategic human resource management (and its focus on predicting unit/firm performance) with the key issues and empirical findings from the staffing and selection literature (and its focus on predicting individual performance). We organize the chapter around the fit and flexibility framework (Wright & Snell, 1998) to discuss the dual concerns of fitting staffing and selection systems to strategic needs while simultaneously enabling flexibility to respond to future demands. Implications for research and practice explain how such an approach may alter and enhance conventional views regarding staffing system characteristics such as the types of criteria, knowledge, skills, abilities, and other characteristics (KSAOs), and selection methods that are considered.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Oxford University Press. Final version published as: Hausknecht, J. P., & Wright, P. M. (2012). Organizational strategy and staffing. In N. Schmitt (Ed.), The Oxford handbook of personnel assessment and selection (pp. 147-155). New York, NY: Oxford University Press. Reprinted with permission. All rights reserved.
dc.subjectstaffing
dc.subjectselection
dc.subjectstrategy
dc.subjectstrategic human resource management
dc.subjecthuman capital
dc.titleOrganizational Strategy and Staffing
dc.typearticle
dc.relation.doihttps://doi.org/10.1093/oxfordhb/9780199732579.013.0008
dc.description.legacydownloadsHauskenecht7_Organizational_Strategy_and_Staffing.pdf: 8454 downloads, before Oct. 1, 2020.
local.authorAffiliationHausknecht, John: jph42@cornell.edu Cornell University
local.authorAffiliationWright, Patrick M.: Cornell University


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