Buy essay on Recruitment and In-Box Exercises

The process of recruitment is very important for the improvement of the organizational performance because the employment of new professionals need an effective process of recruitment. In this regard, managers should come prepared to conduct recruitment effectively, especially if they work in public sector. In actuality, managers can use in-box exercises as one of the traditional methods used by managers.
On analyzing the use of in-box exercises in the process of recruitment, it is possible to refer to the article “A Comparison of Two Methods for Scoring an In-Basket Exercises” written by York and other researchers. The article reveals two methods of using in-basket exercises. First, in the course of in-basket exercise participants wrote down their actions they would take on each item (York, et al, 2005). Second, the in-basket exercise includes a multiple-choice in-basket test. The authors of the article argue that in-box exercises have both advantages and disadvantages.
The advantages of in-box exercises are obvious because they have been used for a long time and they are reliable enough to be used in the process of recruitment. For instance, a manager can wrote down all ideas he or she has about an applicant and, on summarizing these ideas, the manager will make a decision on whether to employ the applicant or not.

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In case of the second type of in-box exercise, the manager can list all the requirements to the candidate and select which one he or she meet to take a decision concerning his or her recruitment. As for drawbacks, specialists point out that in-box exercises are time- and cost-consuming.
Thus, in-box exercises can be used effectively in the course of recruitment.

References
Pynes, J. (2009). Human resources management for public and nonprofit organizations: A strategic approach. San Francisco, CA: Jossey-Bass.
Read K. M. York, D. S. Strubler, and E. M. Smith. (2005). “A Comparison of Two Methods for Scoring an In-Basket Exercise,” in volume 34, issue 3 of Public Personnel Management, pages 271–280.