0176501789_283651

Chapter

Employee Selection

Managing Human Resources

PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama

Learning Outcomes

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.

Copyright © 2011 by Nelson Education Ltd.

6

–2

Matching People and Jobs

 Selection

 The process of choosing individuals who have relevant qualifications to fill existing or projected job openings.

 Selection Considerations:


6

–3

Figure 6–1 The Goal of Selection: Maximize “Hits”


6

–4

Figure 6–2

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.


6

–5

The Selection Process

 Obtaining Reliable and Valid Information

 Reliability


6

–6

Reliability as Stability over Time

HIGH RELIABILITY

APPLICANT

Smith

Perez

Riley

Chan

VERY LOW RELIABILITY

APPLICANT

Smith

Perez

Riley

Chan

TEST

SCORE

90

65

110

80

TEST

SCORE

90

65

110

80

RETEST

SCORE

93

62

105

78

RETEST

SCORE

72

88

67

111


6

–7

Reliability as Consistency (Interrater Reliability)

APPLICANT

Smith

Perez

Riley

Chan

APPLICANT

Smith

Perez

Riley

Chan

HIGH RELIABILITY

Rater #1

9

5

4

8

Rater #2

8

6

5

8

VERY LOW RELIABILITY

Rater #1

9

5

4

8

Rater #2

5

9

2

4

Rater #3

8

5

5

8

Rater #3

6

4

7

2


6

–8

Valid and Invalid Tests


6

–9

Approaches to Validation

 Criterion-related Validity

 Concurrent Validity


6

–10

Approaches to Validation (cont’d)

 Predictive Validity

 Validity (or Correlation) Coefficient


6

–11

Figure 6–3 Correlation Scatterplots


6

–12

Approaches to Validation

 Cross-validation

 Validity generalization


6

–13

Approaches to Validation (cont’d)

 Content validity

 Construct validity


6

–14

Sources of Information about Job Candidates

 Application Forms

 Online Applications

 Biographical Information

Blanks (BIB)

 Background

Investigations

 Polygraph Tests

 Integrity and Honesty

Tests

 Graphology

 Employment Tests

 Interviews


6

–15

Application Forms

 Standardization

 Human rights

 Interview format

 Reference checks

 Misrepresentation


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.

6

–16

Online Applications

 An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:


6

–17

Biographical Information Blanks

 Sample Questions:


6

–18


Background Checks

 Checking References

 Mail and telephone checks

 Letters of reference

6

–19

Polygraph Tests

 Check provincial legislation before considering use of the polygraph.


6

–20

Figure 6–4 Integrity Test Question Examples

TO TEST TENDENCY TO

Protect

DESCRIPTION

Contains items that require individuals to indicate whether they would protect friends or co-workers who had engaged in counterproductive behaviours.

Example: I would turn in a fellow worker I saw stealing money.

Be lenient

Admit thought

Admit behaviour

Contains items in which test takers indicate whether they would be lenient with respect to the wrongdoing of others.

Example: An employee should be fired if the employer finds out the employee lied on the application blank.

Includes items that require test takers to indicate the degree to which they would engage in counterproductive thoughts or behaviours.

Example: I’ve thought about taking money from an employer without actually doing it.

Contains items in which individuals admit to directly participating in actual counterproductive behaviours.

Example: Over the last three years, what’s the total amount of money you’ve taken without permission from your employer?

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): 937 –48, copyright © 1997 by Sage Publications, Inc. Reprinted with the permission of Sage Publications, Inc.


6

–21

Background Investigations (cont’d)

 Graphology

 The use of a sample of an applicant’s handwriting to make an employment decision.


6

–22

Employment Tests

 Employment Test

 An objective and standardized measure of a sample of behaviour that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) in relation to other individuals.


6

–23

Classification of Employment Tests

 Cognitive Ability Tests

 Aptitude tests

 Achievement tests

 Personality and Interest Inventories

 “Big Five” personality factors:


6

–24

Figure 6.6

CPI Personality Facets and Sample Items

 Agreeableness

 Trust — I believe people are usually honest with me.

 Conscientiousness

 Attention to detail — I like to complete every detail of tasks according to the work plans.

 Extroversion

 Adaptability — For me, change is exciting .

 Neuroticism

 Self-confidence — I am confident about my skills and abilities .



Openness to Experience

 Independence — I 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): 153 –193.

Reprinted by permission.


6

–25


Interest tests

 Preferences for certain activities

 Used mainly for career counselling

6

–26

Classification of Employment Tests (cont’d)

 Physical Ability Tests

 Job Knowledge Tests

 Work Sample Tests


6

–27

The Employment Interview

 Why the interview is so popular:


6

–28

Interviewing Methods

 Nondirective Interview

 Structured Interview


6

–29

Interviewing Methods (cont’d)

 Situational Interview

 Behavioural Description Interview (BDI)

 Panel Interview


6

–30

Highlights in HRM 6.3


6

–31

Interviewing Methods (cont’d)

 Computer and Virtual Interview

 Video and Digitally Recorded Interviews


6

–32

Ground Rules for Employment Interviews

 Establish an interview plan

 Establish and maintain rapport

 Be an active listener

 Pay attention to nonverbal cues

 Provide information freely

 Use questions effectively

 Separate facts from inferences

 Recognize biases and stereotypes

 Control the course of the interview

 Standardize the questions asked


6

–33

Are these questions legal?

1.What is your maiden name?

2.Would you include your birth certificate with your application?

3.What is your mother tongue?

4.Include a reference from your pastor, iman, rabbi or priest.

5.Can you work during Christmas?

6. Have you ever been convicted of an offence for which no pardon has been granted?

7. Can you work every Friday from 7am to 3pm?


6

–34

Medical examination

 To ensure health and fitness of applicants.

 Provides a baseline against which subsequent exams can be compared.

 BUT, can only be conducted after an offer of employment has been made and can only assess abilities to perform essential job duties.


6

–35

Drug Testing

 The following types of testing are not allowed:


6

–36

Reaching a Selection Decision

 Selection Considerations include:


6

–37

Figure 6–8 “Can-Do” and “Will-Do” Factors in Selection Decisions


6

–38

Selection Decision Strategies

Clinical Approach

Statistical Approach

Subjectivity

Objectivity

Compensatory Model - Average

Multiple Cutoff Model - Minimum

Multiple Hurdle Model- Sequential


6

–39

Selection Decision Models

 Compensatory Model

 Multiple Cutoff Model

 Multiple Hurdle Model


6

–40

Selection Process (cont’d)

 Final Decision

 Selection of applicant by departmental or immediate supervisor to fill vacancy.

 Notification of selection and job offer by the human resources department.


6

–41

0176501789_283651

Employee Selection

Managing Human Resources

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Employee Selection

Managing Human Resources

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