Classification of the human senses

variety of the serviceman sensesAbstractAll know human senses atomic number 18 of complete brilliance and relevance during employee selection.In this paper, a drawing depiction of separately sense is pre moveed the importance, relevance and influence of the sense of people and hearing in employee enlisting is addressed, specifically in correlation to the application of cabin lot for a major international airline.IntroductionA wide body aircraft flies across the large projector screen followed by images of well known landscapes, happy passengers and smiling crew members. The music is soft but with a contagious upbeat. The room is bright with chairs neatly arranged in auditorium format, wangle to receive the entering views. Excitement, anticipation and expectation fill the air. Greeting them, 2 recruiters in their business attire and attitude have already started their working class a recruitment day in about to begin.Everyone, throughout the variant of their professi onal lives, has experienced some type of employee screening or recruitment butt. Being an informal one-on-one interview or a exceedingly complex assessment centre in todays marketplace, selection of candidates and competition for the outflank positions are everyday occurrences.All of our everyday tasks, from the simplest to the nearly technically demanding requires development our senses and translating, analysing the information to attain the desired results. The interpretation of our senses is a detrimental helping of our perception (Gerow, 1994).Making sense of the sensesSince Aristotles De Anima and his attempted definition of the five senses (sight, hearing, abut, olfactory modality and taste) great developments in research have shed needed jobless in the functionality and interrelation of our senses (Boernstein, 1955 Gerow, 1997 Orlady Orlady, 1999). Currently, some authors consider the existence of other senses such as kinaesthetic, acceleration, trouble oneself and balance within the five senses mentioned above (Gerow, 1997 Orlady Orlady, 1999).In brief words, our senses areSightLight rays enter the cornea making its focussing into the retina where conversion of physical energy into neural impulses occurs. These impulses are then sent to the brain for decoding and analysis. The perception of colour, brightness, form and depth is done by specialized cells (Gerow, 1997). hearVibration creates waves and those waves travel into the ear where they set the tympanic membrane in motion, passing through various inner areas until grasp tiny hair cells where hearing takes place (Gerow, 1997, p.91). Our sense of balance is presently related to our inner ears (Orlady Orlady, 1999).TouchIdentifiable as anything that triggers sensation on the skin, mucosa or tongue. One can categorize different sensations such as tingles, tickles, itches as well as differences in pressure, temperature, and the sensation of pain (Gerow, 1997).SmellIt is a chemical s ense. The olfactory modalitys molecules when in contact with the tiny hairs in our noses ca put on them to send impulses to our brain that interprets nips. Some studies suggest it to be the enveloping(prenominal) linked to retentiveness (White Treisman, 1997).TasteA chemical sense that uses a combination of taste receptors capable of identifying four different states sweet, sour, salt and thorniness (Gerow, 1997).Although all senses are somewhat implicated in employee recruitment, perhaps the most intensely confused ones are sight and hearing.Sight and screeningWhen you take in a candidate, sight is the scratch sense involved, followed by hearing, touch (shaking hands), and rase timbre ( noniceable body odour).In cabin crew recruitment the initiatory analyses done by the recruiters is a visual one. The recruiters visually analyse the candidates suitableness according to the pre-established requirements and criterion candidates are expected to be physically rack up to b est perform on board of an airliner candidates moldiness have a certain arm reach, which translates into a minimum height and why not to mention that their overall displayed behaviour must entail a loaded team work cogency. In other words, the way that a candidate walks, talks, relates to others, his/her facial expressions and body language (non-verbal communion) are all taken into consideration.During this first visual analysis of the candidates suitability, recruiters must quickly forecast his/her adjustability to the job per say. The cabin crew job requires a combination of physical and mental tasks to be accomplished daily. Physical tasks are directly related to in-flight service and overall wellbeing of passengers and other crew members, in addition to performing optimally should an emergency occur. Cabin crews mental tasks are directly related to their capability of learning across several areas. From service delivery to (most importantly) safety and the use of safety equi pment if needed. It is required of them to visually check emergency equipments in the designate station, and these checks include continuous use of the human senses such as sight, hearing, touch and even smell. In addition, cabin crew must maintain alertness and situational awareness during the entire flight to ensure safety compliance (Helmreich Merritt, 1998).From the candidates perspective, sight is besides the first sense used as they come into the locale, equate the recruiters and gather information about the company by printed material and/or video presentation. Their first impressions of the corporate image are created at this endorsement arousing or diminishing the interest for the position offered.Sound and screeningHearing follows the visual contact. Through hearing is when another crucial trigger of the recruitment process takes place the rating of the candidates potential in verbal communication, and the fundamental fundamental interaction with his/her peers duri ng all the presented group or individual exercises and ad hominem interview.The candidates ability to find speech and coordinate it with proper physical response and verbal communication are imperative for his/her continuance in the recruitment process. Since communication is a key element of aviation safety (Kanki Palmer, 1993), the candidates ability to properly fall even at this early stage is essential.The evaluation (visual and verbal) of group interaction and aspects of determination making are another decisive aspect to appear into during employee selection. In aviation, being in the cockpit or in the passenger cabin, despotic group interaction that facilitates the assessment of a given situation followed by proper determination is essential to ensure safety is achieved (Oranasu, 1993).Others senses and screening extradite at a much smaller scale are the senses of smell and touch.Physical touch during screening is limited to handshakes. In such brief contact however, recruiters can only guess how affected by the process a candidate is. If candidates display sweaty or trembling hands, it might signal them as nervous and tense (rather normal under the circumstances).The sense of smell is an interesting one it ranges from identifying the presence or not of a winning or unpleasant odour to interpreting and reacting to it. In employee selection, only cases of repellant body odour are of concern as it has been widely suggested that odour can affect performance in the workplace (Kroemer Kroemer, 2001).Perception and screeningPerception is broadly defined as the interpretation of the several stimuli that we are exposed by at any given time. Perception in itself is selective and directly linked to the intensity of a given stimuli, and its importance to the receiver of these stimuli (Gerow, 1994).Every recruitment campaign is unique and so must be the perceptive approach of the recruiters to avoid prepossessioned decisions. Purkiss, Perrewee, Gillesp ie, Mayes and Gerrald (2003) suggest that the evaluation of candidates performance as being related to positive or negatively charged stereotyping, cultural misunderstanding or even inadequate application of recruitment techniques. All of these elements are primarily understood and processed as part of ones perception. Further discussing bias in recruitment and its implications is far beyond the backdrop of this paper.Playing an important role in the recruitment process is the venue in which it occurs. Our senses are stimulated and influenced by the surroundings, and so is our perception or understanding of the messages that our senses send to us (Gerow, 1994). External factors such as noise, temperature, lighting, smell among others and, internal factors such as fatigue, stress, culture, and mental state (of candidate and recruiters) should be factored in for optimal performance (Orlady Orlady, 1999).ConclusionAlthough all senses are involved in everyday activities, when it come s to employee recruitment and selection process of any company, loosely sight and hearing are engaged. Sight is the first sense to be used followed closely by hearing.Perception and understanding of all sure information during the recruitment process is greatly influenced by internal and outdoor(a) factors such as cultural traits physical and mental state of the recruiters (stress, fatigue) and personal (or bias) understanding of the given criterion. In addition, perception from the candidates point of view also affects the outcome of any screening.Lastly, recruitment officers do not only depose in their senses or their perception to form a final decision on a candidates application. There are written tests psychometric and adroitness tests and even medical tests performed that help create a more stainless picture of every applicant before a final decision is reached.Further investigations into the interplay of senses within human resources, specifically its influence during em ployee selection are needed to enhance understanding on both sides.ReferencesBoernstein, W. (1955). Classification of the human senses. Yale Journal of Biology and Medicine 28, pp 208-215.Kanki, B.G. Palmer, M.T. (1993). Communication and crew resource management. In E.L. Wiener, B.G. Kanki, R.L. Helmreich (Eds.), Cockpit Resource Management. San Diego, CA Academic Press.Helmreich, R, L. Merritt, A. C. (1998). Culture at work in aviation and medicine National, organisational and professional influences. Aldershot, UK Ashgate.Kroemer, K.H.E. Kroemer,D . (2001). Office ergonomics. New York, NY Taylor Francis Inc.Orasanu, J.M. (1993). stopping point making in the cockpit. In E.L. Wiener, B.G. Kanki, and R.L. Helmreich (Eds.), Cockpit Resource Management. San Diego, CA Academic Press.Purkiss, S.L.S., Perrewee, P.L., Gillespie, T.L., Mayes, B.L., Gerrald, R.F. (2003). Implicit sources of bias in employment interview judgments and decisions. Organizational Behavior and Human Decisio n Processes 101 (2006) 152-167. Retrieved on 3rd July 2009, from doi10.1016/j.obhdp.2006.06.005White, T. Treisman, M. (1997). A comparison of the encode of content and order in olfactory memory and in memory for visually presented verbal materials. British Journal of Psychology 88, n3 459-469.