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Transcript of PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West...
![Page 1: PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabama Managing Human Resources Chapter Employee.](https://reader035.fdocuments.us/reader035/viewer/2022081502/56649ca15503460f949603f5/html5/thumbnails/1.jpg)
PowerPoint Presentation by Monica Belcourt, York University PowerPoint Presentation by Monica Belcourt, York University and Charlie Cook, The University of West Alabamaand Charlie Cook, The University of West Alabama
Managing Human ResourcesManaging Human Resources
Chapter
Employee SelectionEmployee Selection
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6–2
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.
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Copyright © 2011 by Nelson Education Ltd. 6–3
Matching People and Jobs
Selection The process of choosing individuals who have relevant
qualifications to fill existing or projected job openings.
Selection Considerations:
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Copyright © 2011 by Nelson Education Ltd. 6–4
Figure 6Figure 6–1 –1 The Goal of Selection: Maximize “Hits”The Goal of Selection: Maximize “Hits”
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Copyright © 2011 by Nelson Education Ltd. 6–5
Figure 6Figure 6–2 –2 Steps in the Selection ProcessSteps in the Selection Process
Note: Steps may vary. An applicant may be rejected after any step in the process.Completion of application
Initial interview in HR department
Employment testing(aptitude, achievement)
Background investigation
Preliminary selection in HR department
Supervisor/team interview
Hiring decision
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Copyright © 2011 by Nelson Education Ltd. 6–6
The Selection Process
Obtaining Reliable and Valid Information Reliability
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Copyright © 2011 by Nelson Education Ltd. 6–7
Reliability as Stability over Time
HIGH RELIABILITY TEST RETEST APPLICANT SCORE SCORESmith 90 93Perez 65 62Riley 110 105Chan 80 78
VERY LOW RELIABILITY TEST RETESTAPPLICANT SCORE SCORESmith 90 72Perez 65 88Riley 110 67Chan 80 111
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Copyright © 2011 by Nelson Education Ltd. 6–8
Reliability as Consistency (Interrater Reliability)
HIGH RELIABILITY
APPLICANT Rater #1 Rater #2 Rater #3Smith 9 8 8Perez 5 6 5Riley 4 5 5Chan 8 8 8
VERY LOW RELIABILITY
APPLICANT Rater #1 Rater #2 Rater #3Smith 9 5 6Perez 5 9 4Riley 4 2 7Chan 8 4 2
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Copyright © 2011 by Nelson Education Ltd. 6–9
Valid and Invalid Tests
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Copyright © 2011 by Nelson Education Ltd. 6–10
Approaches to Validation
Criterion-related Validity
Concurrent Validity
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Copyright © 2011 by Nelson Education Ltd. 6–11
Approaches to Validation (cont’d)
Predictive Validity
Validity (or Correlation) Coefficient
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Copyright © 2011 by Nelson Education Ltd. 6–12
Figure 6–3 Figure 6–3 Correlation ScatterplotsCorrelation Scatterplots
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Copyright © 2011 by Nelson Education Ltd. 6–13
Approaches to Validation
Cross-validation
Validity generalization
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Copyright © 2011 by Nelson Education Ltd. 6–14
Approaches to Validation (cont’d)
Content validity
Construct validity
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Copyright © 2011 by Nelson Education Ltd. 6–15
Sources of Information about Job CandidatesApplication Forms
Online Applications
Biographical Information Blanks (BIB)
Background Investigations
Polygraph Tests
Integrity and Honesty Tests
Graphology
Employment Tests
Interviews
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Copyright © 2011 by Nelson Education Ltd. 6–16
Application Forms
StandardizationHuman rightsInterview formatReference checksMisrepresentation
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.
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Copyright © 2011 by Nelson Education Ltd. 6–17
Online Applications
An Internet-based automated posting, application, and tracking process helps firms to more quickly fill positions by:
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Copyright © 2011 by Nelson Education Ltd. 6–18
Biographical Information Blanks
Sample Questions:
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Copyright © 2011 by Nelson Education Ltd. 6–19
Background Checks
Checking References Mail and telephone checks
Letters of reference
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Copyright © 2011 by Nelson Education Ltd. 6–20
Polygraph Tests
Check provincial legislation before considering use of the polygraph.
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Copyright © 2011 by Nelson Education Ltd. 6–21
Figure 6–4 Figure 6–4 Integrity Test Question ExamplesIntegrity Test Question Examples
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.
TO TEST TENDENCY TO DESCRIPTION
Protect 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 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.
Admit thought 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.
Admit behaviour 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?
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Copyright © 2011 by Nelson Education Ltd. 6–22
Background Investigations (cont’d)
Graphology The use of a sample of an
applicant’s handwriting to make an employment decision.
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Copyright © 2011 by Nelson Education Ltd. 6–23
Employment TestsEmployment 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.
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Copyright © 2011 by Nelson Education Ltd. 6–24
Classification of Employment Tests
Cognitive Ability Tests Aptitude tests Achievement tests
Personality and Interest Inventories “Big Five” personality factors:
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Copyright © 2011 by Nelson Education Ltd. 6–25
Figure 6.6Figure 6.6 CPI Personality Facets and Sample ItemsCPI 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.
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Copyright © 2011 by Nelson Education Ltd. 6–26
Interest tests
Preferences for certain activities
Used mainly for career counselling
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Copyright © 2011 by Nelson Education Ltd. 6–27
Classification of Employment Tests (cont’d)
Physical Ability Tests
Job Knowledge Tests
Work Sample Tests
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Copyright © 2011 by Nelson Education Ltd. 6–28
The Employment Interview
Why the interview is so popular:
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Copyright © 2011 by Nelson Education Ltd. 6–29
Interviewing Methods
Nondirective Interview
Structured Interview
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Copyright © 2011 by Nelson Education Ltd. 6–30
Interviewing Methods (cont’d)
Situational Interview
Behavioural Description Interview (BDI)
Panel Interview
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Copyright © 2011 by Nelson Education Ltd. 6–31
Highlights in HRM 6.3
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Copyright © 2011 by Nelson Education Ltd. 6–32
Interviewing Methods (cont’d)
Computer and Virtual Interview
Video and Digitally Recorded Interviews
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Copyright © 2011 by Nelson Education Ltd. 6–33
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
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Copyright © 2011 by Nelson Education Ltd. 6–34
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?
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Copyright © 2011 by Nelson Education Ltd. 6–35
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.
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Copyright © 2011 by Nelson Education Ltd. 6–36
Drug Testing
The following types of testing are not allowed:
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Copyright © 2011 by Nelson Education Ltd. 6–37
Reaching a Selection DecisionSelection Considerations include:
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Copyright © 2011 by Nelson Education Ltd. 6–38
Figure 6–8 Figure 6–8 “Can-Do” and “Will-Do” Factors in Selection Decisions“Can-Do” and “Will-Do” Factors in Selection Decisions
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Copyright © 2011 by Nelson Education Ltd. 6–39
Selection Decision Strategies
Multiple Cutoff Model - MinimumMultiple Cutoff Model - Minimum
Statistical ApproachStatistical Approach
Compensatory Model - AverageCompensatory Model - Average
Multiple Hurdle Model- SequentialMultiple Hurdle Model- Sequential
Clinical ApproachClinical Approach
ObjectivityObjectivity
SubjectivitySubjectivity
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Copyright © 2011 by Nelson Education Ltd. 6–40
Selection Decision Models
Compensatory Model
Multiple Cutoff Model
Multiple Hurdle Model
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Copyright © 2011 by Nelson Education Ltd. 6–41
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.