Matching Individual and Organization
Organization’s
Decision to
retain,fire
or promote
Job Performance
Competencies
Job requirements
Traditional
Recruitment
Individual
Organization
Tenure in
organization
Realistic
Recruitment
Needs
Culture
Job Satisfaction
Individual’s
Decision to
Stay or Quit
Realistic Recruitment & Exchange Theory
What I expect
from company
What Company
expects from me
+
?
Three Stage Model of
Individual Job Choice Process
from Individual Perspective
Labor
Market
Vacancies
job
openings
Stage 1
Stage2
Stage 3
Noncompensatory
Decision
Process
Compensatory
Decision
Process
Implicit
Favorite
threshold
characteristic
must be met
to continue
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
weigh + or of various
characteristics
Factors that Influence Job Choice
JOB CHOICE
Vacancy
Characteristics
Personnel
Policies
Applicant
Characteristics
Recruiter
Characteristics
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©a Times Mirror Higher Education Group, Inc., company, 1997
Recruitment
Sources
Role of Human Resource Recruitment:
The Organizational Perspective
designed to affect :
• Number of applicants
• Type of applicant
• Those likely to accept position
if offered
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Personnel Policies
can affect the nature of Job Vacancy characteristics
Specific features include :
• Internal vs. External recruiting
– opportunity for advancement
• Market Leader Pay strategy
• Employment-at-Will policy
• Image Advertising
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©a Times Mirror Higher Education Group, Inc., company, 1997
Recruitment Sources
• Internal sources
– faster, cheaper, more certainty
• External sources
– new ideas & approaches
• Direct applicants & referrals
– self-selection, low cost
• Newspaper advertising
• Public employment agencies
– blue-collar jobs
• Private employment agencies
– white-collar jobs
• Colleges & Universities
• Electronic recruiting - the Internet
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Selection Method Standards
for Evaluation Purposes
•
•
•
•
•
Reliability
Validity
Generalizability
Utility
Legality
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Reliabilty
The degree to which a measure is consistent over time.
Reliabilty = .95
Measure
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©a Times Mirror Higher Education Group, Inc., company, 1997
Reliabilty = .7
Measure
Validity
The extent to which performance on a measure is related to job performance.
• Criterion-related
– predictive
– concurrent
• Content
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Criterion - Related
Validity
Determines a relationship between selection test scores and job performance.
Predictive
Measure
performance
of those hired
test
applicants
TIME
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Concurrent
test
existing
employees
Measure
their
performance
TIME
Validity Testing
Predictive
Minimum
Level
PERFORMANCE
.
.
.
. .
.
.. .
TEST SCORE
Validity Testing
Predictive
Minimum
Level
PERFORMANCE
ERROR
.
.
.
. .
.
.. .
SUCCESS
FAILURE
ERROR
REJEC
T
TEST SCORE
ACCEPT
Generalizability
• Degree to which one can extend validity to other
contexts
• Three contexts include
– different situations
• especially true for more complex jobs
– different samples of people
• more similar across race and gender than
thought
– different time periods
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©a Times Mirror Higher Education Group, Inc., company, 1997
Utility
• Degree to which information from selection
method enhances bottom line effectiveness.
• Does the test increase the accuracy of the
selction process?
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©a Times Mirror Higher Education Group, Inc., company, 1997
Low Utility
ERROR
SUCCESS
70%
Minimum
Level
15%
5%
10%
FAILURE
PERFORMANCE
ERROR
REJECT
without test - 85% accuracy
with test
- 87% accuracy
IRWI
N
©a Times Mirror Higher Education Group, Inc., company, 1997
TEST SCORE
ACCEPT
High Utility
ERROR
Minimum
Level
20%
40%
SUCCESS
30%
10%
FAILURE
PERFORMANCE
ERROR
REJECT
without test - 50% accuracy
with test
- 75% accuracy
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
TEST SCORE
ACCEPT
Legality
• Constitutional law used sparingly
• Legislation (CRA, ADEA, ADA)
– employers need to establish business necessity for
any method showing adverse impact
– prohibits preferential treatment for protected
groups
• Executive Orders ( 11246)
– prohibits discrimination
– mandates affirmative action to hire qualified
minorities for government contracts
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©a Times Mirror Higher Education Group, Inc., company, 1997
ADVERSE IMPACT CASES
Case
1
Adverse
Impact
HIGH
Business
Necessity
HIGH
Job
Relatedness
HIGH
2
HIGH
HIGH
LOW
3
HIGH
LOW
HIGH
4
HIGH
LOW
LOW
5
LOW
HIGH
HIGH
6
LOW
HIGH
LOW
7
LOW
LOW
HIGH
8
LOW
LOW
LOW
Adverse Impact
Majority
ERROR
SUCCESS
Minimum
Level
Protected
FAILURE
PERFORMANCE
ERROR
REJECT
ACCEPT
TEST SCORE
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
If Selection Ratio of majority = 60%,
for Adverse Impact to occur the
Selection Ratio of protected class
must be less than (4/5 of 60%) or
48%.
Evaluating Various Selection Methods
Method
Interview
Reliability
Low
Generalzability
Utility
Low
Low
Validity
Low
References
Low
Low
Bio-data
High
High
Physical Ability
High
Mod - High
Low
Cognitive Ability
High
Moderate
High
Personality
High
Low
Low
Work-samples
High
High
Drug
High
High
Honesty
Low
Low
Libel?
Adverse Impact
-sex,race
Moderate Adverse
Impact-sex
Adverse
High
Impact-race
Job specific High
Low
Low
Job specific High
High
High
Costly
Insuf f icient Inf ormation
IRWI
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©a Times Mirror Higher Education Group, Inc., company, 1997
Legality
Low
Privacy