chapter 6(slection) hrm garry desler
DESCRIPTION
Lahore Business School (LBS)TRANSCRIPT
Human Resource Management
TWELFTH EDITION
G A R Y D E S S L E R
B I J U V A R K K E Y
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
Employee Testing and SelectionChapter 6
Part 2 | Recruitment and Placement
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–2
Why Careful Selection is ImportantWhy Careful Selection is Important
Organizational Performance
Legal Obligations and
Liability
The Importance of Selecting the Right
Employees
Costs of Recruiting and
Hiring
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6–3
Basic Testing ConceptsBasic Testing Concepts
• ReliabilityReliability Consistency of scores obtained by the same person Consistency of scores obtained by the same person
when retested with identical or equivalent tests.when retested with identical or equivalent tests. Are test results stable over time?Are test results stable over time?
• ValidityValidity Indicates whether a test is measuring what it is Indicates whether a test is measuring what it is
supposed to be measuring.supposed to be measuring. Does the test actually measure what it is intended to Does the test actually measure what it is intended to
measure?measure?
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–4
Types of ValidityTypes of Validity
Criterion Validity
Content Validity
Test Validity
Face Validity
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6–5
How to Validate a TestHow to Validate a Test
1
Relate Your Test Scores and Criteria: scores versus actual performance
Choose the Tests: test battery or single test
Steps in Test Validation
Analyze the Job: predictors and criteria
Administer the Tests: concurrent or predictive validation
2
3
4
Cross-Validate and Revalidate: repeat Steps 3 and 4 with a different sample
5
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–6
TABLE 6–1 Testing Program Guidelines
1. Use tests as supplements.
2. Validate the tests.
3. Monitor your testing/selection program.
4. Keep accurate records.
5. Use a certified psychologist.
6. Manage test conditions.
7. Revalidate periodically.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–7
FIGURE 6–4 Sample Test
Source: Courtesy of NYT Permissions.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–8
Using Tests at WorkUsing Tests at Work
• Major Types of TestsMajor Types of Tests
Basic skills testsBasic skills tests
Job skills testsJob skills tests
Psychological testsPsychological tests
• Why Use Testing?Why Use Testing?
Increased work demands = more testingIncreased work demands = more testing
Screen out bad or dishonest employeesScreen out bad or dishonest employees
Reduce turnover by personality profilingReduce turnover by personality profiling
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–9
Computerized and Online TestingComputerized and Online Testing
• Online testsOnline tests Telephone prescreeningTelephone prescreening Offline computer testsOffline computer tests Virtual “inbox” testsVirtual “inbox” tests Online problem-solving testsOnline problem-solving tests
• Types of TestsTypes of Tests Specialized work sample testsSpecialized work sample tests Numerical ability testsNumerical ability tests Reading comprehension testsReading comprehension tests
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–10
Types of TestsTypes of Tests
Cognitive (Mental) Abilities
AchievementMotor and Physical Abilities
Personality and
Interests
What Tests Measure
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6–11
FIGURE 6–5 Type of Question Applicant Might Expect on a Test of Mechanical Comprehension
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6–12
The “Big Five”The “Big Five”
Extraversion
Emotional Stability/Neuroticism
AgreeablenessOpenness to Experience
Conscientiousness
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–13
Work Samples and SimulationsWork Samples and Simulations
Work Samples
Miniature Job Training
and Evaluation
Management Assessment
Centers
Video-Based Situational
Testing
Measuring Work Performance Directly
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–14
TABLE 6–2 Evaluation of Assessment Methods on Four Key Criteria
Source: Elaine Pulakos, Selection Assessment Methods, SHRM Foundation, 2005, p. 17. Reprinted by permission of Society for Human Resource Management via Copyright Clearance Center.
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.
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6–15
Background Investigations and Background Investigations and Reference ChecksReference Checks
Investigations and ChecksInvestigations and Checks Reference checksReference checks Background employment checksBackground employment checks Criminal recordsCriminal records Educational qualificationsEducational qualifications Credit checksCredit checks
Why?Why? To verify factual information provided by applicants.To verify factual information provided by applicants. To uncover damaging information.To uncover damaging information.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–16
FIGURE 6–7Reference Checking Form
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–17
Background Investigations and Background Investigations and Reference Checks (continued)Reference Checks (continued)
Former Employers
Current Supervisors
Written References
Social Networking Sites
Commercial Credit Rating Companies
Sources of Information
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6–18
Limitations on Background Investigations Limitations on Background Investigations and Reference Checksand Reference Checks
Background Investigations
and Reference Checks
Supervisor Reluctance
Employer Guidelines
Legal Issues: Privacy
Legal Issues:
Defamation
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6–19
Making Background Checks More UsefulMaking Background Checks More Useful
1.1. Include on the application form a statement for Include on the application form a statement for applicants to sign explicitly authorizing a applicants to sign explicitly authorizing a background check.background check.
2.2. Use telephone references if possible.Use telephone references if possible.
3.3. Be persistent in obtaining information.Be persistent in obtaining information.
4.4. Use references provided by the candidate as Use references provided by the candidate as a source for other references.a source for other references.
5.5. Ask open-ended questions to produce more Ask open-ended questions to produce more information from references.information from references.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–20
FIGURE 6–8 Handwriting of an Uptight Personality
Source:http://www.graphicinsight.co.za/writingsamples.htm#The%20Uptight%20Personality%2, accessed March 28,2009. Used with permission ofwww.graphicinsight.co.za.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–21
Physical ExaminationPhysical Examination
• Reasons for preemployment medical Reasons for preemployment medical examinations:examinations: To verify that the applicant meets the physical To verify that the applicant meets the physical
requirements of the position.requirements of the position.
To discover any medical limitations to be taken into To discover any medical limitations to be taken into account in placing the applicant.account in placing the applicant.
To establish a record and baseline of the applicant’s To establish a record and baseline of the applicant’s health for future insurance or compensation claims.health for future insurance or compensation claims.
To reduce absenteeism and accidents.To reduce absenteeism and accidents.
To detect communicable diseases that may be To detect communicable diseases that may be unknown to the applicant.unknown to the applicant.
Copyright © 2011 Dorling Kindersley (India) Pvt. LtdAuthorized adaptation from the United States edition of Human Resource Management, 12/e
6–22
Substance Abuse ScreeningSubstance Abuse Screening
• Types of ScreeningTypes of Screening Before formal hiringBefore formal hiring After a work accidentAfter a work accident Presence of obvious behavioral symptomsPresence of obvious behavioral symptoms Random or periodic basisRandom or periodic basis Transfer or promotion to new positionTransfer or promotion to new position