Dessler samer inppt06 (1)
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Transcript of Dessler samer inppt06 (1)
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Employee Testing and Selection6
Chapter 6-1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-2
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Selection MethodsTestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
(#)-33
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Why Careful Selection is Important
• Performance• Cost• Legal obligations(EEO, negligent hiring, defamation)
• Person and job/organization fit
Chapter 6-4
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Basic Testing Concepts• Reliability(consistent score)
o retest estimationo Equivalent form estimation(experts)o Internal comparison estimate(test item)
• ValidityoCriterion validityoContent validityoConstruct validity
Chapter 6-5
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Evidence-Based HR: How to Validate a Test
• Analyze(predictors &criteria)
• Choose• Administer(concurrent &predictive )
• Relate• Cross-validate
Chapter 6-6
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Scoring
Chapter 6-7
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Individual Right and Test Security
Chapter 6-8
•Confidentiality•Use of results•Scoring by qualified people•Fairness•Privacy
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
• Rights and security• Privacy• Tests at work• Computerized,
online testing
Chapter 6-9
Evidence-Based HR: Test Validation Other Issues
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Types of Tests• Cognitive abilities
Intelligence tests
Specific cognitive abilities
• Motor & physical abilities• Measuring personality• Interest inventories• Achievement tests
Chapter 6-10
Test of cognitive abilities Intelligence tests (IQ)
tests of general intellectual abilities. They measure a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability
IQ often measured with individual administered tests like Stanford- binet test
Test of cognitive abilities Specific cognitive abilities
also measures of specific cognitive abilities, such as deductive reasoning, verbal comprehension, memory, and numerical ability.
Psychologists often call aptitude tests , since they purport measure aptitude for the job in question
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–13
FIGURE 6–5Type of Question Applicant Might Expect on a Test of Mechanical Comprehension
Tests of motor and physical abilities
•You also might need to measure motor abilities, such as finger dexterity, manual
dexterity, and (if hiring pilots) reaction time.•Tests of physical abilities required ,include static strength (such as lifting weights)
Dynamic strength (like pull- ups)
Body coordination(as in jumping rope)
Stamina
Measuring personality and interests
•Personality tests measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation.
Some of these tests are projective. The psychologist presents an ambiguous stimulus (like an inkblot or clouded picture) to the person. The person then reacts to it.
Other personality tests are self-reported: applicants complete them themselves
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
What do personality tests measure?
• The “Big Five”• Predicting performance• Caveats
Chapter 6-16
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–17
The “Big Five”Extraversion
Emotional stability/
Neuroticism
AgreeablenessOpenness to experience
Conscientiousness
The ‘‘Big Fine’’ Extraversion: tendency to be sociable, assertive, active, and to experience positive effect, such as energy and zeal
Neuroticism: tendency to exhibit poor adjustment and experience negative effect, such as anxiety, insecurity, and hostility.
Openness to experience: the disposition to be imagination, nonconforming, unconventional, and autonomous.
Agreeableness : tendency to be trusting, compliant, caring, and gentle.
Conscientiousness: comprised of two related facts: achievement and dependability
Predicting performance Personality traits can be predictive since they do often correlate with job performance.
Other traits correlate with occupational success.
For example, extraversion correlates with success in sales and management jobs.
Caveats there are three caveats:
First, projective tests are hard to interpret. An expert must analyze the test taker’s interpretations and make conclusions about his or her personality.
Second, personality tests can trigger legal
challenges.
Third, some dispute that self-reported personality tests predict performance at all.
Interest inventories
Interest inventories compare one’s interests with those of people in various occupations
Interest inventories have many uses ,they are irreplaceable in career planning, since person will likely do better in job that involve activates in which he or she interested
Achievement tests
achievement tests measure what someone has learned.
They measure your (job knowledge) in areas like economics, marketing .
They are popular at work
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Examples of work sample/simulation tests
Chapter 6-23
Work samples and simulationswork samples : examinees are presented with situations representative of the job for which they’re applying, and are evaluated on their responses.
Work sample technique: predict job performance by requiring job candidates to perform one or more sample job tasks
Advantage:
1. Measure actual job tasks
2. Content
3. Dose not delveinto the applicant personality
4. Designed properly
Work samples and simulations•Basic procedure
select a sample of several tasks crucial to performing the job, and then test applicants on them•Situational judgment tests
personnel tests “…designed to assess an applicant’s judgment regarding a situation encountered in the workplace.” they are effective and widely used.
Work samples and simulations•Management assessment centers
is a 2- to 3-day simulation in which 10 to 12 candidates perform realistic management tasks such as making presentations.
Typical simulated tasks include:
1. The in-basket
2. Leaderless group discussion
3. Management game
4. Individual presentation
5. Objective tests
6. The interview
Work samples and simulations
•Situational testing
require examinees to respond to situations representative of the job.
•video-based testing
Present the candidate with several online or pc- based video situation each followed by one or more multiple – choice question
Work samples and simulations•Computerized multimedia assessment
Employers increasingly use computerized multimedia candidate assessment tools.
allows speed and flexibility in the testing process•Miniature job training and evaluation
Training candidates to perform several of job tasks , then evaluating candidates performance prior to hire
Work samples and simulations•Realistic job previews
present the candidate with detailed and highly realistic information about the job and the environment.
•Testing techniques for managers
You may find that, even in large companies, when it comes to screening employees, you’re on your own. The human resource department may work with you to design and administer screening tests. However, HR may be able to do little more than the recruiting, prescreening, background checks, and arrange for drug and physical exams.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
6–30
TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria
Assessment Method Validity Adverse Impact Costs (Develop/Administer) Applicant Reactions
Cognitive ability tests High High (against minorities) Low/low Somewhat favorable
Job knowledge test High High (against minorities) Low/low More favorable
Personality tests Low to moderate
Low Low/low Less favorable
Biographical data inventories Moderate Low to high for different types
High/low Less favorable
Integrity tests Moderate to high
Low Low/low Less favorable
Structured interviews High Low High/high More favorable
Physical fitness tests Moderate to high
High (against females and older workers)
High/high More favorable
Situational judgment tests Moderate Moderate (against minorities)
High/low More favorable
Work samples High Low High/high More favorable
Assessment centers Moderate to high
Low to moderate, depending on exercise
High/high More favorable
Physical ability tests Moderate to high
High (against females and older workers)
High/high More favorable
Note: There was limited research evidence available on applicant reactions to situational judgment tests and physical ability tests. However, because these tests tend to appear very relevant to the job, it is likely that applicant reactions to them would be favorable.
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall Chapter 6-31
Selection Methods
TestingBackground Investigation + Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
Background Investigations
Aims to: 1) Verify applicant’s Info.
2) Uncovered damaging Info..
3) avoid hiring mistakes
4) cost effective
Kind of info.: Date of prior employment. country criminal record education . Credit
record ……
How deep should be: Depend on position to fill &periodically credit check.
How useful : Its not so useful most manger view
Why background Investigation is not useful
1 •To give employee anther chance
2 •To get rid off employee
3 •Legal concerns
DefamationPrivacy
Defamation Vs Privacy
Defamation Privacy
• False Info.• Harm the
reputation• Preventing others
from dealing with
• True Info.• Embarrassing• Embarrass to
deal with others
How to Avoid legal Dangers
• Only authorized manager provide info.• Do not volunteer info.• Avoid vague statement• Do not answer trap questions• Establish policies for providing info.
Not disclosing relevant info. Can be dangerous
Ways of checking candidate’s background
How to Make Background Check More Valuable
• Explicit authorization background check statement.• Rely on telephone references.• Persistence and attentiveness to red flags improves
results.• Compare the application to resume• Ask open ended question(info. Going to use, arrest info is
highly suspect, specific, job related, confidential) .
• Use reference to reach other references
Selection Methods
TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
Pre-employment Information service
Use with Caution
Complying with EEO law
State & federal law
How to avoid that• Disclosure and authorization
• Certification• Providing copies of reports• Notice after action.
Selection Methods TestingBackground Investigation+Reference CheckPre-employment InformationHonesty TestingGraphologySubstance Abuse Screening
The Polygraph
Government Private
• National defense
• Nuclear power• Access to
highly classified info.
• FBI
• Security person• Person access to
drugs• Economic loss
investigation ( standers)
Economic loss investigation ( standers)
• Show that suffered an economic loss• Show that the employ had access to property• Have reasonable suspicion• Give employee details of investigation before
test
Honesty Testing
• Ask blunt question• Listen rather than talk• Do a credit check• Check all employment and personal
reference• Use paper and pencil test• Test of drugs• Establish search policy
Invasion of privacy
Selection Methods
TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening
Graphology
Refers to the use of handwriting analysis to determine the writer’s basic personality traits
Physical Exams• Meet the position’s physical requirements• Discover any medical limitation• Establish a baseline for insurance• Reduce absenteeism• Detect communicable diseases
Selection Methods
TestingBackground Investigation & Reference CheckPre-employment InformationHonesty TestingGraphology & Physical ExamsSubstance Abuse Screening
Substance Abuse Screening
• Test before hire• Test after hire
What to do if an employee test positive ?
•Do not hire and tell why•Law with employer in sensitive jobs
Complying With Immigration Law
• Show a document that prove the personal ID and employment eligibility
• Show a document that prove the personal , along with a second document showing the person’s employment eligibility, such as work permit
How to protect yourself from immigration lows
• Use E-Verify• Systematic background checks • Pre employment screening( drug, criminal, references)
• Verify social security number• Verify all applicant documents not only
suspicious