Copyright © 1999 Harcourt Brace & Company Canada, Ltd.

Chapter 7Chapter 7SelectionSelection

Falkenberg, Stone, and Meltz

Human Resource Management in Canada

Fourth Edition

7.1

Chapter OverviewChapter Overview

Selection: Definition and process Relation to other HRM functions The role of selection in

organizational effectiveness Validating predictors Selection instruments and

procedures Selection of managerial talent The utility of selection

7.2

Choice of ExchangeChoice of ExchangeInformation MethodsInformation Methods

Choice of method to facilitate the exchange of information depends on:1. Type of information required (education, abilities, attitudes)2. Type of positions being staffed (core,

temporary, professional, unskilled)3. Expected number of applicants (5 versus 100)4. Available organizational resources (time,

expertise, organizational priorities)

7.3

Types of Information Used in Types of Information Used in the Selection Decisionsthe Selection Decisions

1. Assessing applicants’ education, work experience, and relevant background history2. Evaluating candidates’ KSAOs3. Assessing candidates’ medical

condition for required work demands

7.4

Selection: Relation to Other Selection: Relation to Other HRM FunctionsHRM Functions

Recruiting Human resource planning Job analysis Performance appraisal Orientation Training and development

7.5

The Role of Selection in The Role of Selection in Organizational EffectivenessOrganizational Effectiveness

Improving productivity Reducing the costs of

errors in selection Validating predictors

7.6

Outcomes of the Outcomes of the Selection DecisionSelection Decision

Predictor

Failure Success

Cri

teri

on M

easu

res

of J

ob P

erfo

rman

ce

Fai

lure

S

ucce

ss Falsenegative

error

True positive(“high hit”)

True negative(“low hit”)

Falsepositive

error

7.7

Use of Correlation Use of Correlation CoefficientsCoefficients

Correlation coefficients can be used for two different purposes in the validation process:

1. As a validity coefficient, which is used to describe the relationship between the predictor and the criterion.

2. As a reliability coefficient, which describes the consistency or reliability of the predictor over time.

7.8

Major Types of ValidationMajor Types of Validation

Criterion-related validity Construct validity Content validity

Criterion-related validity Construct validity Content validity

7.9

Establishing Criterion-Establishing Criterion-Related ValidityRelated Validity

Criterion-related validity is established by the following steps:

1. Performing job analysis2. Selecting potentially useful predictors3. Administering predictors4. Examining the statistical relationships between predictors and criterion measures5. Cross-validating using a different sample

7.10

Criterion-Related Validity for Criterion-Related Validity for Predictors for Clerk/WordPredictors for Clerk/Word

Processing OperatorProcessing OperatorCriterion-Related Validity

Major job activities Job sample tests Performance measures

Number of letters and forms processed per dayNumber of letters and forms correctly filed per day

Processing lettersProcessing formsFiling lettersFiling forms

Keyboard test

Filing test

Predictor: Criterion:

7.11

Construct Validity for Predictors Construct Validity for Predictors for Clerk/Word Processing for Clerk/Word Processing

OperatorOperator

Number of letters and forms processed per

day

Number of letters and forms correctly filed

per day

Job specifications Predictor Criterion

(required abilities and Ability/aptitude Performance aptitudes: constructs) measures

measures

Finger dexterityReadingcomprehensionClerical ability

Clerical ability test

Reading comprehension test

Finger dexterity test

Construct Validity

7.12

Content Validity for Predictors for Content Validity for Predictors for Clerk/Word Processing OperatorClerk/Word Processing Operator

Processing letters

Processing forms

Filing lettersFiling forms

Processing lettersProcessing formsFiling lettersFiling forms

Filing test

Keyboard test

Major job activities Job sample tests Major job activities

Predictor: Criterion:

Content Validity

7.13

Types of Interviews in the Types of Interviews in the Sequential Selection ProcessSequential Selection Process

Initial or information-sharing interview

Employment interview Final interview with the

person who will be the immediate supervisor

7.14

Types of Interview FormatsTypes of Interview Formats

Unstructured or non-directive — Unstructured or non-directive — questions are unplanned and asked questions are unplanned and asked according to the particular dynamics of an according to the particular dynamics of an interview.interview.

Structured or directive — Structured or directive — interviewers ask a standard set of interviewers ask a standard set of questions, generally in a prescribed order.questions, generally in a prescribed order.

Semi-structured — Semi-structured — standard standard questions are asked and interviewers are questions are asked and interviewers are free to probe for additional information.free to probe for additional information.

7.15

Guidelines for Guidelines for Evaluating RésumésEvaluating Résumés

Review continuity of dates, looking for gaps Review work experience, did the individual

“job-hop” Look for whether specific information is

provided about various positions held Note the skill and logic in organizing

information on the résumé Do not read into the résumé more than there is Embellishments are most common in

compensation, tenure, reasons for leaving, age

7.16

Common Rating ErrorsCommon Rating Errors

Central tendency Leniency/Strictness Halo Contrast Stereotyping

7.17

Types of TestsTypes of Tests

Ability tests Work samples and job

simulations Personality tests Integrity/Honesty tests

7.18

““Big Five” FactorsBig Five” Factors

Extroversion Emotional stability Agreeableness Conscientiousness Openness

7.19

Maximizing Validity of Maximizing Validity of Letters Letters

of Recommendationof Recommendation The nature and degree of relationship

between the candidate and the rater are known

The rater is provided with a description of the job for which the candidate is being considered

The letter provides specific examples of the applicant’s performance

Information regarding groups or individuals to which the applicant is compared is provided

7.20

Selecting Managers: The Selecting Managers: The Four-Dimensional ModelFour-Dimensional Model

Functions, such as administration, Functions, such as administration, persuasive communication, and persuasive communication, and influence and controlinfluence and control

Roles, including innovator, evaluator, Roles, including innovator, evaluator, and directorand director

Targets, including peers, Targets, including peers, subordinates, and external partiessubordinates, and external parties

Style, such as objectivity, risk taking, Style, such as objectivity, risk taking, and energy leveland energy level