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Hiring for the Organization, Not the Job

David E. Bowen, Gerald E. Ledford, Jr. and Barry R. Nathan
The Executive
Vol. 5, No. 4 (Nov., 1991), pp. 35-51
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/4165035
Page Count: 17
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Hiring for the Organization, Not the Job
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Abstract

This article examines a new approach to selection in which employees are hired to fit the characteristics of an organization, not just the requirements of a particular job. Diverse firms--high and low-tech, U.S. and Japanese-owned--are using the approach to build cultures that rely heavily on self-motivated, committed people for corporate success. New, often expensive, hiring practices are changing the traditional selection model. An organizational analysis supplements a job analysis, and personality attributes are screened in addition to skills, knowledge, and abilities. We outline the basic steps of the new selection model and present a case description of a manufacturing company that used the model in hiring employees to work in its high-involvement organization. The new model works to its fullest advantage in organizations that allow employees enough freedom to use their unique attributes to influence job performance.

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