Chapter 6: Selecting employees and placing them in jobs (Types of…
Chapter 6: Selecting employees and placing them in jobs
Process through which organizations make decisions about who will or will not be allowed to join the organization.
Steps in personnel selection
Checking references and background
Testing and reviewing work sample
Making a selection
Screening applications and résumés
Strategic Approach to Personnel Selection
Selection process should be set up in a way that it lets the organization identify people who have necessary KASOs.
This strategic selection approach requires ways to measure effectiveness of selection tools.
Organizations should create a selection process in support of its job descriptions.
Types of selection method
Low-cost way to gather basic data from applicants.
Ensures that the organization has certain standard categories of information
Memberships in professional or trade groups
8 out of 10 large companies and 2/3rds of smaller orgs report conducting background checks
Internet allows for faster and easier searching for convictions (60% of males have been arrested at some point)
Requests for expunging police records has been on the rise so background checks may not be as complete as employers would prefer
Aptitude tests: assess how well a person can learn or acquire skills and abilities.
Achievement tests: measure a person’s existing knowledge and skills.
Use drug testing for jobs that involve safety hazards.
Have a report of results sent to applicant, along with information about how to appeal results and be retested if appropriate.
Administer tests systematically to all applicants for the same job.
Respect applicants’ privacy by conducting tests in an environment that is not intrusive and keeping results confidential.
Behavior Description Interview
Selection method standards
Another consideration is the cost of using the selection method.
Selection methods should cost significantly less than the benefits of hiring new employees.
Methods that provide economic value greater than the cost of using them are said to have utility
A generalizable selection method applies not only to the conditions in which the method was originally developed – job, organization, people, time period, etc.
Extent to which performance on a measure (such as a test score) is related to what the measure is designed to assess (such as job performance).
Criterion-Related Validity: a measure of validity based on showing a substantial correlation between test scores and job performance scores.
Predictive Validation: Research that uses test scores of all applicants and looks for a relationship between scores and future performance of applicants who were hired.
Concurrent Validation: Research that consists of administering a test to people who currently hold a job, and then comparing their scores to existing measures of job performance.
Content and Construct Validity
Content Validity: Consistency between test items or problems and kinds of situations or problems that occur on the job.
Construct validity: Consistency between a high score on a test and high level of a construct (i.e., intelligence or leadership ability) as well as between mastery of this construct and successful performance of the job.
All selection methods must conform to existing laws and legal precedents.
Three acts have formed the basis for a majority of suits filed by job applicants
Civil Rights Act of 1964 and 1991
Americans with Disabilities Act of 1991
Age Discrimination in Employment Act of 1967
Extent to which a measurement is free from random error.
A reliable measurement generates consistent results.
Organizations use statistical tests to compare results over time.
A higher correlation coefficient signifies a greater degree of reliability.
How Organizations Select Employees
Compensatory Model: Process of arriving at a selection decision in which a very high score on one type of assessment can make up for a low score on another.
Multiple-Hurdle Model: Process of arriving at a selection decision by eliminating some candidates at each stage of the selection process.
Communicating the Decision
When a candidate has been selected, the organization should communicate the the offer to the candidate
The offer should include
Rate of pay
Other relevant details