Professional Documents
Culture Documents
Employee Selection
14th edition
PowerPoint Presentation by Charlie Cook The University of West Alabama
Objectives
After studying this chapter, you should be able to: 1. Explain the objectives of the personnel selection process. 2. Identify the various sources of information used for personnel selection. 3. Compare the value of different types of employment tests. 4. Illustrate the different approaches to conducting an employment interview. 5. Describe the various decision strategies for selection.
62
244
Selection Considerations
Person-job fit: job analysis identifies required individual competencies (KSAOs) for job success. Person-organization fit: the degree to which individuals are matched to the culture and values of the organization.
63
Figure 61 6
64
246
Figure 62 6 Steps in the Selection Process
Hiring decision
Supervisor/team interview Preliminary selection in HR department Background investigation Employment testing (aptitude, achievement) Initial interview in HR department Completion of application
Note: Steps may vary. An applicant may be rejected after any step in the process.
65
The degree to which interviews, tests, and other selection procedures yield comparable data over time and alternative measures. Degree to which a test or selection procedure measures a persons attributes.
Validity
66
67
VERY LOW RELIABILITY APPLICANT Smith Perez Riley Chan Rater #1 9 5 4 8 Rater #2 5 9 2 4 Rater #3 6 4 7 2
68
69
Approaches to Validation
Criterion-related Validity
The extent to which a selection tool predicts, or significantly correlates with, important elements of work behavior.
A high score indicates high job performance potential; a low score is predictive of low job performance.
Concurrent Validity
The extent to which test scores (or other predictor information) match criterion data obtained at about the same time from current employees.
High or low test scores for employees match their respective job performance.
610
A high or low test score at hiring predicts high or low job performance at a point in time after hiring.
Figure 63 6
Correlation Scatterplots
612
Approaches to Validation
Cross-validation
Verifying the results obtained from a validation study by administering a test or test battery to a different sample (drawn from the same population).
Validity generalization
The extent to which validity coefficients can be generalized across situations.
613
Construct validity
The extent to which a selection tool measures a theoretical construct or trait. Are difficult to validate
614
OR
Relate test scores to criterion data, then cross validate Plan research for test (continuing cross validation) Interpret results for operational use of tests Include test(s) in selection process (operational) Analyze follow-up data followRevise operational program
615
249
616
Figure 64 6
In a survey of 201 HR executives, participants were asked which selection methods produce the best employees. The mean rating for nine methods on a 5-point scale (1 = not good, 3 = average, 5 = extremely good): Work samples 3.68 References/recommendations 3.49 Unstructured interviews 3.49 Structured interviews 3.42 Assessment centers 3.42 Specific aptitude tests 3.08 Personality tests 2.93 General cognitive ability tests 2.89 Biographical information blanks 2.84
Source: Source: David E. Terpstra, The Search for Effective Methods, HRFocus (May 1996). Copyright 2007 South-Western. All rights reserved. 617
250
Application Forms
Application date Educational background Experience Arrests and criminal convictions Country of citizenship References Disabilities
Weighted application blank (WAB)
The WAB involves the use of a common standardized employment application that is designed to distinguish between successful and unsuccessful employees.
618
252
Online Applications
An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:
Attracting a broader and more diverse applicant pool Collecting and mining resumes with keyword searches to identify qualified candidates Conducting screening tests online Reducing recruiting costs significantly
619
253
620
253
Background Investigations
Checking References
Mail and telephone checks
621
622
Figure 63 6
*Tools that 212 security representatives at Fortune 1000 companies said their companies use consistently. Source: Top Security Threats and Management Issues Facing Corporate America, Pinkerton Consulting and Investigations, Inc. Copyright 2007 South-Western. All rights reserved. 623
257
624
Figure 66 6
Note: The number of items in each category was 2, 8, 13, and 9 respectively. Source: Stephen Dwight and George Alliger, Reactions to Overt Integrity Test Items, Educational and Psychological Measurement 57, no. 6 (December 1977): 93748, copyright 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc. Copyright 2007 South-Western. All rights reserved. 625
258
Medical Examinations
Given last as they can be costly. Ensure that the health of an applicant is adequate to meet the job requirements. Provides a baseline for subsequent examinations ADA requires all exams be job-related and conducted after an employment offer is made. Testing for illegal drugs is allowed.
Copyright 2007 South-Western. All rights reserved. 626
261
Drug Testing
Drug-Free Workplace Act of 1988
Testing for illegal drugs is required applicants and employees of federal contractors.
testing for drugs doesnt appear to make the workplace safer or improve employee performance? few applicants actually test positive and alcohol abuse creates more problems in the workplace?
627
261
Employment Tests
Employment Test
An objective and standardized measure of a sample of behavior that is used to gauge a persons knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals. Pre-employment testing can lead to lawsuits.
628
Measures of a persons capacity to learn or acquire skills. Measures of what a person knows or can do right now.
Achievement tests
629
Figure 67 6
Is That Your Final Answer? 1. What is the meaning of the word surreptitious? a. covert c. lively b. winding d. sweet 2. How is the noun clause used in the following sentence? I hope that I can learn this game. a. subject c. direct object b. predicate nominative d. object of the preposition
Verbal
Quantitative
3. Divide 50 by 0.5 and add 5. What is the result? a. 25 c. 95 b. 30 d. 105 4. What is the value of 1442? a. 12 c. 288 b. 72 d. 20736
Figure 67 6
Is That Your Final Answer? (contd) 5. ______ is to boat as snow is to ______. a. Sail, ski c. Water, ski b. Water, winter d. Engine, water 6. Two women played 5 games of chess. Each woman won the same number of games, yet there were no ties. How can this be? a. There was a forfeit. c. They played different people. b. One player cheated. d. One game is still in progress.
Reasoning
Figure 68 6
Agreeableness
TrustI believe people are usually honest with me.
Conscientiousness
Attention to detailI like to complete every detail of tasks according to the work plans.
Extroversion
AdaptabilityFor me, change is exciting.
Neuroticism
Self-confidenceI am confident about my skills and abilities.
Openness to Experience
IndependenceI tend to work on projects alone, even if others volunteer to help me.
Source: Mark J. Schmit, Jenifer A. Kihm, and Chet Robie, Development of a Global Measure of Personality, Personnel Psychology 53, no. 1 (Spring 2000): 15393.
632
263
633
266
634
267
Interviewing Methods
Nondirective Interview
The applicant determines the course of the discussion, while the interviewer refrains from influencing the applicants remarks.
Structured Interview
An interview in which a set of standardized questions having an established set of answers is used.
635
Panel Interview
An interview in which a board of interviewers questions and observes a single candidate.
636
269
Video interviews
Using video conference technologies to evaluate job candidates technical abilities, energy level, appearance, and the like before incurring the costs of a face-to-face meeting.
637
Highlights in HRM 2
638
Figure 69 6
639
273
641
273
Figure 610 6 CanCan-Do and Will-Do Factors in Selection Decisions Will-
642
643
644
645
Cutoff Score
The point in a distribution of scores above which a person is considered and below which a person is rejected.
646
Figure 611 6
647
281
648
Key Terms
achievement tests aptitude tests behavioral description interview (BDI) compensatory model concurrent validity construct validity content validity criterion-related validity cross-validation multiple cutoff model
Copyright 2007 South-Western. All rights reserved.
multiple hurdle model nondirective interview panel interview predictive validity reliability selection selection ratio situational interview structured interview validity validity generalization
649