Lecture 8 HRM

8/18/2019 Lecture 8 HRM

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Human ResourceManagement(Lecture 8)

BSc. (Hons.) Applied Management(2008-10)

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Testing & Selecting Employees

Lecture outline:

1. Introduction

2. Steps in the Selection Process3. A Process of Prediction

4. Formal Selection Methods

5. Applications !esumes

". !eferences #ac$%round

In&esti%ations'. (mplo)ment *ests

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HR strategy and policies

Te !nteg"ated H# System

Job analysis

Recruitment

Organisational vision, mission,objectives and strategy

Employee selection

Performance management

raining and

development

Remuneration and

ot!er re"ards

#iscipline and

termination

Human resource planning


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Once the recruiting effort has developed a pool ofcandidates, the next step in the HRM process is todetermine who is best qualified for the job. Thisstep is called the selection process

Important +ote: If recruitment has not ,eensuccessful in attractin% %ood -ualit) applicantsselection cannot rectif) this

ntroduction to !mplo"ee #election

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Steps in te Selection $"ocess

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A $"ocess o% $"ediction

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$ #election is about predicting who will be the best person

for the job %i.e. predicting person&job fit'

$ #electing one job applicant over another is to ma(e aprediction that the chosen candidate will perform betterin the job than the rejected candidates

$ The basis of prediction is a wide variet" of selectionmethods aimed at measuring the (nowledge, s(ills andcompetencies and other personal qualities identified asnecessar" for)

$ *erson&job fit

$ *erson&team fit

$ *erson&organisation fit


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Te cost to "ec"it and i"e is ig 't tecost o% i"ing te "ong pe"son iseponentially ige"*

+ +antity and ,ality o% o" pe"%o"med

+ Hige" t"aining costs

+ Hige" ope"ating costs + $oo"e" o' satis%action

+ !nc"eased employee st"ess

+ !nc"eased employee a'senteeism and

t"no/e" + !mpact on team mo"ale

+ Te legal implications o% incompetenti"ing

$ EE las and co"t decisions "elated to

Te !mpo"tance o% a"e%lSelection


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Basic Testing oncepts

!elia,ilit) Te consistency o% sco"es o'tained 'y

te same pe"son en "etested itte identical o" e,i/alent tests.

A"e te test "eslts sta'le o/e" time3

*est &alidit)

To ens"e tat te test (o" inte"/ieo" ote" sc"eening tools) meas"esat it is spposed to meas"e


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Types o% 4alidity

/riterion &alidit) 5emonst"ates tat tose o do ell in test

ill do ell on te o' i.e. sco"es on tetest a"e "elated to o' pe"%o"mance

/ontent &alidit) A test tat is content /alid is one tat

contains a %ai" sample o% te tass and sillsactally needed %o" te o' in ,estion (e.g.

a typing test %o" a typist)


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Ho to 4alidate a Test Step 1: Anal)0e the o,

5e6ne 7standa"ds o% sccess (o" sccess c"ite"ia) (e.g9,antity9 ,ality9 a'senteeism9 'ea/io"al sills etc.)

Step 2: /hoose the tests

Test 'atte"y (com'ination o% /a"ios tests) o" single test3

Step 3: Administer the test

/oncurrent &alidation

""ent employees sco"es it c""ent pe"%o"mance

Predicti&e &alidation

:ses "elationsip 'eteen te sco"es and %t"e pe"%o"mance (;MAT9

;#E etc.)

Step 4: !elate *est Scores and /riteria

+ -orrelation anal"sis i.e. actal test sco"es it actal pe"%o"mance(typing test o" ope"ating a macine etc.)

Step 5: /rossalidate and !e&alidate

#epeat Step < and Step = it a di>e"ent sample o%employees.


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E,al Employment ppo"tnity(EE) Aspects o% Testing A or%ani0ation must ,e a,le to pro&e:

Tat its tests a"e "elated to sccess o"%ail"e on te o' (/alidity)

Tat its tests dont n%ai"ly disc"iminateagainst mino"ity o" nonmino"ity s'g"ops(dispa"ate impact).

(( %uidelines and las appl) to all

selection de&ices includin% inter&iesapplications and references.


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Sample Test

+igure &($Source: -ourtes" of /T *ermissions.


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Types o% Tests

*ests of co%niti&e a,ilities !ntelligence Tests

$ Tests of general intellectual abilities that

measure a range of abilities, including

vocabular", verbal fluenc", and numericalabilit".

Aptitde tests

$ Tests that measure specific mental abilities,

such as reasoning abilities, verbal

comprehension, memor", and numerical abilit".


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$"o'lem %"om te Test o% Mecanical omp"eension

+igure &(%

0hich gear will turn the same wa" as the driver1

Source: Reproduced b" permission. -op"right 2345, 2343 b" The *s"chological -orporation, ew /or(, /. 6ll rights

reserved. 6uthor7s note) 2343 is the latest cop"right on this test, which is still the main one used for this purpose.


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Types o% Tests (contd)

*ests of motor ph)sical a,ilities Tests tat meas"e moto" a'ilities9 sc as

6nge"s dete"ity (e.g. %o" a typist)9 manaldete"ity9 and "eaction time (%o" a macine

ope"ato" o" police)9 static st"engt9 dynamicst"engt9 'ody coo"dination9 and stamina

Achie&ement tests

Test tat meas"e at a pe"son as

al"eady lea"ned?@o' noledge in a"easlie acconting9 ma"eting9 o" pe"sonnel.


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Personalit) Interest tests

*ests that measure ,asic aspects of anapplicant6s personalit) 7throu%h personalit) and

interest in&entories 8 such as intro&ersion

sta,ilit) commitment leadership empath)

moti&ation and so on !nte"est in/ento"ies A metod o% pe"sonality

o" inte"est assessment 'ased on a,estionnai"e asing a pe"son to "epo"t

%eelings o" "eactions in ce"tain sitations

9e,#ased 7nline8 *estin%

!eplacin% costl) and inefficient paperandpencil

testin% processes


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*he Pol)%raph 7or lie detector8

A de/ice tat meas"es pysiological canges9

Te assmption is tat sc canges "eectcanges in emotional state tat accompany lying.

Employee $olyg"ap $"otection Act o% 1C88p"oi'its*

$ *rohibits emplo"ers from conducting pol"graph

examinations of all job applicants and emplo"ees.

$ use of other mechanical or electrical devices including

ps"chological stress evaluators and voice stress anal"8ers.

$ When can polygraphs be used? !ndst"ies it national de%ense o" sec"ity

e"tain 'sinesses it nclea" poe" "elated p"oects

!ndst"ies in/ol/ed in cont"acts it !S! $aistan (!nte"Se"/ices !ntelligence)DB! etc.


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Paperandpencil honest) tests

$sycological tests designed to p"edict o' applicants p"oneness to disonestyand ote" %o"ms o% conte" p"odcti/ity.

Meas"e attitdes "ega"ding tings lietole"ance o% ote"s o steal9acceptance o% "ationaliFations %o" te%t9and admission o% te%t-"elated acti/ities.

rapholo%) 7handritin% anal)sis8 Assmes tat and"iting "eects 'asic

pe"sonality t"aits.

;"apologys /alidity is igly sspect


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Management Assessment ent"es

A simulation in hich mana%ementcandidates are as$ed to perform realistic

tas$s in h)pothetical situations and are

scored on their performance.

*)pical simulated e;ercises include: The in-basket

Leaderless group discussion

Management games

Individual presentations

Objective tests

The interview

Lecture 8 HRM

Documents

Transcript of Lecture 8 HRM