|Title:||Managerial staff selection in Hong Kong|
|Subject:||Executives -- China -- Hong Kong -- Selection and appointment|
Employee selection -- China -- Hong Kong
Hong Kong Polytechnic -- Dissertations
|Department:||Department of Management|
|Pages:||viii, 90,  leaves ; 30 cm|
|Abstract:||While experts in organisation behaviour unanimously agree that an overall efficient workforce is the most essential ingredient for long-term organisational growth and success, researchers in leadership studies in particular emphasise the decisive roles that competent managers play in leading a business entity towards achieving its mission and goals. In the faces of the increasingly globalized markets, the visible and invisible changes in the local and international political and economic scenes, and the rapidly advancing technologies in the Nineties, the qualities and competence of middle-level managers who are responsible for the day-to-day management of organisational resources to a large extent determine the ultimate fate of the organisations they work for. An investigation on how personnel professionals select managerial staff in Hong Kong is therefore justified. In the absence of similar survey, I have reviewed a large volume of employment selection researches in western history and from which develop a list of items to be validated in the context of managerial staff selection in Hong Kong. Just like the competitiveness of our managerial talents and abilities relative to western countries, the practices and approaches in managerial staff selection that our personnel professionals have adopted are in most areas in line with their western counterparts. With a sample size of 35, my survey data has revealed that the majority of personnel professionals use job description and structured interview, value professional conduct and selection criteria such as general mental abilities and work experiences; and finally validate references and look beyond verbal responses in their assessment of managerial applicants. The only two deviations are in the employ of expert system and psychometric tests which most probably are due more to organisational restraints than to personal preferences. Lastly, the survey outcome is not conclusive. The reasons are two-folded. First, there is no similar survey to reinforce or countercheck the findings. Second, the sample size is not large enough. Further research work remains to be done.|
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